Ismael Monroig, Jr. Email & Phone Number

Miami/Fort Lauderdale Area

Providing C-Suite consulting services to start-ups, small and medium-sized businesses, and non-profit organizations. Services provided are customizable and client focused. Centers operational support and sales strategy consulting services.* Served as contracted Chief Operating Officer Chief Commercial Officer and Interim CEO for clients.* Restructured the sales and operations of one client after an acquisition, leading to a 67% annual revenue growth.* Developed a strategic account management program for a client which resulted in a growth of 12% in revenue.* Created sales processes and operational workflows for a startup company in an early-stage growth cycle, increasing sales by 20%.* Provided independent claims adjusting services and managed claims teams in multiple states remotely.

Pembroke Pines, Florida

Dynamic Industry leader in Event Technology Services for hotels across South Florida and the Caribbean. Overseeing 85+ hotel locations (units) multiple warehouses and training facilities. Accountable for sales, financial results, customer service scores, and account management of key accounts, including Loews, Fairmont, and Walt Disney World Hotel and Resorts, generating over $100 million in annual revenue.* Provided administrative support and oversight for a team of 20 direct reports and 500 employees.* Drove over $70 million for the South Florida and Caribbean operational revenue.* Retained 100% of all key client accounts by delivering customizable solutions and focusing on high levels of customer service, negotiations, financial reporting, and new product offerings.* Successfully managed three mergers and acquisitions by strategically integrating field teams with the purpose of retaining acquired customers.* Ensured all acquired locations transitioned quickly to new brand standards and operating procedures with minimal disruption, 100% customer retention, and high employee satisfaction.* Maintained an average 13.3% annual revenue increase for a consecutive four-year period.* Achieved top 5% employee satisfaction companywide in challenging labor markets by promoting communication, accountability, and development.* Structured and launched quality-focused customer service training, targeting management, resulting in top 10%-15% regional guest service scores company-wide.

MIRAMAR (MEI Hotels)Developed sales and revenue strategies resulting in consistent market share (RevPar Index) growth year over year and a 1st place ranking Global Distribution System share 3 straight years.Led sales team to achieve market share increase for 3 years straight despite new hotels opening in the market and recession, resulting in a 19% revenue per available room premium over our STAR competitive set.Increased quality Loyalty Score as measured by Hilton 9.7 points (17%) year over year in 2008.Implemented brand initiatives property wide in the areas of product, quality, revenue, and training.Developed and executed capital improvement plan, implementation of brand upgrades and expansion planning.Implement hotel's business plan, develop budget, forecasts, marketing & operational plans.Led quality effort that resulted a "Outstanding" quality audit in 2008, ending a five year drought.Achieved associate opinion survey scores in the 98th percentile.MIAMI (Dual HGI and Homewood Suites)Increased Guest Loyalty score 20% (12.9 points) and Overall Combined score 14% (10.8 points). (HGI)Redesigned Food & Beverage department. Implemented new training, menus, ambiance, structure and service resulting in 21% (13.1 points) average increase in all restaurant service and quality categories as well as a 12 point food cost drop.Achieved Homewood Suites Total Quality Score rank of 21st (top 10% of the brand) and an Outstanding quality audit. Elevated Hilton Garden Inn Total Quality Score rank to top 25% of brand from bottom 20th percentile.Increased year over year Homewood Suites ADR 14% resulting in 1st place STAR ranking for Y.O.Y. change .

Hired to turnaround property. Developed quality initiative which halted a 4 year service decline that had left the hotel in danger of losing its franchise flag from Marriott. Successfully increased guest satisfaction scores 28% from triple red zone to clear.Implemented sales strategies which resulted in 11% year over year revenue increase. Devised associate relations strategies which successfully lowered annual employee turnover from over 300% to half that in one year.Managed the strategic and daily operations of this full-service, urban hotel with 231 rooms, full service restaurant, lounge, meeting space a revenue generating parking garage. Increased Gross Operating Profit by implementing cost controls & accountability standards with departments.Complete Profit and Loss responsibility, including budgeting, forecasting, and the development of business plans, marketing plans, capital planning and monitoring adherence to plans. Adjusting strategies as needed in the event of changes in the business environment (Maintaining flexibility).Led teams in Food and Beverage outlets to an F&B profit margin increase of 10% year over year and quality ranking in the top 10% of the brand.Achieved Quality Audit scores in the green zone. (Top Classification)Grew year over year associate opinion survery scores by 20%.

Improved quality and service levels that resulted in property achieving number 1 brand ranking for guest satisfaction in the brand.Developed & implemented hotel's business plan including budget, forecasts, marketing, operational & capital plans. Complete P&L responsibility.Implemented cost control initiatives that resulted in award for top growth in Gross Operating Profit margins. Surpassed budgeted GOP goals for 2005 by 12 % and 2004 by 18%Led community outreach and fundraising program. Received General Manager of the Year - IHG award for succeeding as top fundraising hotel in the IHG system for their national service project.Successfully targeted market mix resulted in being awarded the Staybridge Suites Extended Stay Focus Award for achieving profitable market mix.Implemented safety training that resulted in 2004 Intercontinental Hotels Group Safety Award for Zero employee or guest loss claims or accidents.

Developed and implemented Standard Operating Procedures, Emergency Operating Procedures and HR policies across 7 hotels.Managed cross-functional teams in the development and implementation of quality and revenue enhancement initiatives. Implemented cost-benefit analysis to prioritize projects and ensure maximum results. Evaluate human capital and instituted training programs based on talent and business results desired. Institute a staff ranking system in conjunction with performance evaluations to ensure succession planning accurately channeled talent in the areas needed for the business as well as the capabilities of the individualsMaximized synergies resulting in greater efficiency, lower payroll and #1 quality ranking in geo-group.Introduced revenue management and sales best practices resulting in 12% revenue increase.Generated an 11% food cost reduction and 20% revenue increase with new training and menu retooling.Created associate performance review program and associate opinion survey program.Implemented loss prevention audit program to reduce worker's compensation rates.Managed benefit and payroll programs.Consistently increased revenue per available room and RGI year over year.Developed marketing plans for new hotel development projects in various markets.Managed human resources functions across 7 hotelsPromoted regularly throughout tenure at company