CORPORATE PROFILE: A $3B company with 4,900 employees specializing in manufactured housing, RV resorts, and marinas. RESPONSIBILITY PROFILE: As VP of Resort Development, I reported to the Senior VP of Development with an 8-figure Revenue Goal. I was in charge of developing, designing, and planning glamping resorts and RV Parks from the ground up, focusing on revenue generation and operational efficiencies, translating the vision to cross-functional teams, and planning projects.ACHIEVED IN THIS ROLEBUDGETING & FORECASTING• To enhance reporting, I developed a toolset to account for the resorts’ financial, feasibility, and market studies over 90 days, then applied all data to resort designs and layouts. I planned seven new resorts (1,800 sites) and then utilized this strategy to redevelop four resorts with millions in revenue YoY. This initiative reduced operating costs and established benchmarks for future resorts.DESIGN / OPERATIONAL OPTIMIZATION• I was tasked to implement improvements into RV sites so that completed sites would maximize the customer experience. Over 120 days, I identified ways to advance designs (layout, amenity locations, orientation of key resort components, etc.). I worked with site planners and engineering firms to create a new site plan to support optimal revenue, guest experience, and operational efficiencies that aligned with the organization and integrated it into seven new sites. These standards became best practices and are now the foundation of future upgrades, remodels, and designs.

CORPORATE PROFILE: A franchisor and owner of RV parks and glamping resorts. RESPONSIBILITY PROFILE: I Reported to the CEO with a multi-million-dollar OPEX, CAPEX, and Revenue Goal, and 1,000+ employees with 11 direct. Responsible for directed operations and development for a portfolio of several resorts across 21 states and Canada. Maintained full P&L responsibility for both operations and development.ACHIEVED IN THIS ROLEREORGANIZATION / RESTRUCTURING• Leaders were over capacity with overseeing too many resorts. I discovered an opportunity to strengthen the working relationship between RVPs and GMs to maximize revenue generation and staff development opportunities. This involved leading a restructuring within 90 days that eliminated the region support roles and added Regional Vice Presidents, which enabled the RVP role to focus on individual BU-level drivers. This became SOP, increased revenue generation, and transformed decision-making concerning staffing, CAPEX, pricing, customer satisfaction, and more.CULTURAL TRANSFORMATION / EMPLOYEE ENGAGEMENT / RESTRUCTURING / CHANGE MANAGEMENT• Historically, GMs made decisions regarding their resorts autonomously. I resolved to foster a more robust organization and position it for growth via acquisition. Over the following two years, I initiated a multi-step plan to preserve constructive GM autonomy and navigate change management. We expanded Marketing, reallocated major capital deployment, introduced dedicated revenue management, and reorganized the RVP role. This responsibility distribution improved stability, employee engagement, and decision-making accuracy, enabling the number of resorts added every year to grow by 4X for increased revenue.

TRAINING & DEVELOPMENT / EMPLOYEE DEVELOPMENT• The CEO charged me to develop a bench of qualified GMs to align with the executive growth strategy. In the following 180 days, I developed a robust KOA’s manager training program (which required a rotation of resort visits), recruited, hired, and mentored new roles, formalized materials, and built a field support structure. Within 14 months, six new GMs were equipped for scaling based on anticipated business requirements.BUDGETING / FORECASTING / BUSINESS AUTOMATION• I secured CFO and CEO approval to update our operations and budget meeting processes to elevate visibility and forecasting accuracy. I planned a strategy over 60 days and then instituted tools to automate budgeting, included property summaries with short- and long-term goals, then shifted budget meetings to focus on growth strategy and developed year-end forecasting. This effort shortened budget meetings from 14 to 4 days, which enabled growth to 60 properties, increased future operating visibility, and became SOP.

RESPONSIBILITY PROFILE: In this role, I reported to the CEO with six direct employees. I was responsible for developing and implementing all capital for company-owned properties. Coordinated feasibility, concept, design, and construction of existing RV Resorts, glamping Resorts, and greenfield projects.ACHIEVED IN THIS ROLEMULTI-SITE OPERATIONAL IMPROVEMENT• As needs increased, the capital planning discipline required a revamp, more involvement from the Development team, and specific guidelines for returns/execution standards. The CEO called upon me to lead the charge. I formed a plan within 90 days and, over the following six months, enhanced documentation, ensured planning completion prior to CAPEX finalization, created a training repository, and established vital deadlines. This transparency accelerated timelines to completion with significant revenue-generating projects.STRATEGIC PLANNING• The CEO commissioned me to formulate a more efficient capital deployment strategy to maximize sites’ potential upgrades. I assembled a team of nine personnel dedicated to capital deployment, reoriented the organization’s expectations on development to shift away from in-house efforts, and solidified the company’s expertise in project planning, complete with tools to manage and track spending. These dedicated resources are projected to deliver a substantial ROI on revenue-generating projects and streamline efforts in new asset acquisitions.NEW MARKET PENETRATION / EBITDA GROWTH• The ELT tasked me to develop a pilot location to tap into the “accommodations only” resort market. Within 20 days, I created the vision with the CEO, concept, and business planning for Terramor. We executed all financial modeling, business planning, and proforma modeling. Terramor opened in 2021 and has been a successful proof of concept, generating greater revenue and EBITDA annually. KOA plans to expand more into this market due to these successes.

RESPONSIBILITY PROFILE: I Reported to the VP of Company Properties with a multi-million-dollar OPEX, CAPEX, and Revenue Goal, and 330 employees with 12 direct. Responsible for managing resorts across the Western US, leading daily operations, budget administration, customer service, capital planning, strategic planning, acquisitions, inventory management, and P&L responsibility.ACHIEVED IN THIS ROLEEBITDA OR EBIT GROWTH• 1) The industry yielded minimal ADR beyond inflationary increases. The VP of Company Properties tasked me to change the organization’s growth trajectory. I led efforts to significantly update KOA experiences; pricing, created site plans, and crafted new marketing. The resulting rental units drove 3X improvement in occupancy and ADR, even in less desirable sites. These units are now part of every development and acquisition and have added millions to the annual portfolio revenue.PROFIT OPTIMIZATION / NEW PRODUCT DEVELOPMENT• 2 Due to the success of the accommodation program, KOA shifted its mindset to invest in its properties to maximize returns. Leadership called upon me to catalyze ROI in capital deployed. In the first year, some existing RV sites were upgraded to deluxe patio sites with premium amenities, which increased occupancy and ADR. These patio sites (now trademarked) were implemented in all locations over the following three years, achieving a substantial lift in annual net revenue.

RESPONSIBILITY PROFILE: As AVP of Retail, I reported to the VP of Company Properties with responsibility for leading 24 store managers and managing all non-camping revenue for KOA’s owned properties (retail and convenience stores), food and beverage, rentals (bike, boat, etc.), and partnership agreements/relationships for both individual locations and portfolio-wide. I developed merchandising standards, sales goals, and F&B program/menu construction and led greenhouse testing of alternate revenue-generating opportunities at campgrounds.

RESPONSIBILITY PROFILE: When I started for KOA, I reported to the VP of Marketing and was responsible for licensing KOA-branded products for mass market retail with the KOA logo (i.e., RV parts and supplies at Walmart). I also managed national revenue-generating contracts with Allstate, GMAC, Essex Credit, Chase Bank, etc., and led KOA’s research for guest satisfaction and industry reports.

CORPORATE PROFILE: Prior to its acquisition, Borders operated 517 bookstore locations across the US with 19,500 employees. RESPONSIBILITY PROFILE: With Borders, I reported to the Regional Director with 35 employees and five direct reports. I managed one location, which included the bookstore and the cafe.

CORPORATE PROFILE: A retail music store. RESPONSIBILITY PROFILE: As the owner of Modern Guitar, I was responsible for all functions related to operating a retail music store, leading a team of 15 employees, and overseeing a significant teaching program.