Driving shareholder value through a blend of creative and analytical approaches to top line strategies and asset management. Responsible for the commercial strategies and performance of 7 vertically integrated companies across hospitalityo Ashford Hospitality Trust, REIT: portfolio of 100 hotels across all tiers and 15 brands including Hyatt, Accor, IHG and Independentso Braemar: Collection of 15 boutique and luxury hotels and resorts extending its lead as the highest ADR of any publicly traded REITo Accountable for financial performance of AINC subsidiary companies: Remington Hospitality, PURE, Inspire (AV), Premier (design and construction), RED (destination experiences)o Developed product management focus that powered industry leading ADR growth in 2022o Appointments: HSMAI Commercial Leadership Board Member, AHLA CIF Board, Marriott and Hilton Owner Advisory Councils

From the travelINNsights platform, launched No Show, a travel industry podcast uncovering the inner workings of the travel industry. The podcast caters to industry enthusiasts, employees and even as training for developing managers.o Founded travelINNsights, an advisory service to investors in hospitality- REITs, personal investors, and Financial Institutionso Served as a leading voice of recovery strategies publishing white papers, analysis, economics research, media and PRhttps://www.noshowpod.co/

Accountable for the commercial performance of all domestic assets for the 2nd largest REIT in America Develop the Sales, Revenue and overall commercial strategy for 60+ properties and $5B annuallyo Lead product management development, research and marketing strategieso Provide weekly industry and portfolio performance results with pro-active guidance to Senior Leadershipo Provide analytical support to guide investment projects, asset valuation, dispositions, and recapitalization plans

Directed revenue performance of franchisees globally; 4700+ hotels, $21B, 14 brands. Responsible for RMCC, the professional B2B consulting services group of 450+ team members across 2200+ business units with demand growing at 20% annually. Accountable for a $25M operational budget designed to ensure sources and expenses balance annually to a cost-neutral business model. Served as Chair of Global RM Leadership Team, setting discipline initiatives, practice sharing processes, consistent measurements, and aligning long-range capabilities development globally.o Grew market share 50bps in 2017, 80bps in 2018, achieved premiums over competitors and non-participating Hilton hotels.o Opened RMCC in Mexico City to service rapidly growing Latin American development. Architect of Hilton’s 3 Pillar/KPI structure, designed a centralized RFP pricing process, Extended Stay Zero Count model, and incorporating external data sources into risk assessment and performance lead metrics.o Designed structure and led re-deployment of 40 Regional Directors into an efficient 3D matrix (geography, brand, and segment), establishing structure with extreme clarity of performance goals, processes, and cadence of accountability.o Formed RM Operations Department, transforming daily functions from parochial to scalable through organizational design efficiencies. This model enabled servicing an additional 800+ business units while remaining payroll neutral.o Achieved highest employee satisfaction scores in Commercial Services, including a year when 100% of jobs were changed. Created Global Learning and Development blueprint, adapting L&D resources to current hiring trends and global expansion. Led innovative approach to recruiting through Hireview, analyzed and determined a set of core competencies of successful RMs, then leveraged emerging technology to match job-candidate interviews with the video-traits of current top-performers.

Vice President Revenue Management Operations, Full Service & Luxury Brands, Americas East 2015 – 2016Accountable for performance of 122 managed hotels, $6B, 175 managers and directors. Embraced “clear the path” approach to leadership (Franklin Covey), increasing productivity and engagement by focusing time-spent models to remove non-productive activities. Improved efficiency of day-to-day functions through the automation of monthly reporting, new hire and on-boarding processes, performance standards and benchmarking tools. Conducted Quarterly Earnings calls: improved content for senior leaders, simplified data process, reduced preparation time for 30 Market Leaders from 3 hours per person to 30 minutes. Launched new luxury, lifestyle brand to US market, introducing THE EDITION brand hotels in New York City and Miami Beach. As a leader among peers, connected disparate parts of commercial team (RM, Sales, Marketing, eCommerce) into an aligned set of priorities with consistent business processes, scheduling and focus.

Lead portfolio of 250 hotels with several consecutive years of performance declines; led 15-month turnaround for Courtyard, Residence Inn, Springhill, Townplace Suites, Fairfield, and launched the AC brand in the US. Grew RevPAR Index across 250 business units and 5 brands by 50bps annually by developing a “Performance Watch” process focused on identifying risk and launching effective problem-solving Sales and Pricing tactics executable at scale. Combined internal data merged with macro-economic indicators to create a model that identified risk in advance 90-days before performance problems became to sever to quickly correct. Improved speed to market by creating a cross-discipline operational process and timeline, allowing the full commercial team to course correct through focus on most critical assets. Streamlined data preparation to support quick diagnosis of every hotel, shifting workforce energy toward driving positive change through remote observation and trackable recommendations. Improved owner satisfaction by shifting to a proactive, transparent communication of risk and commercial planning.

Accountable for highest revenue-generating region for Ritz-Carlton (China, Korea, Japan, Vietnam, Thailand, Malaysia, Singapore, Indonesia). The portfolio included several of the world’s best luxury products (BVLGARI Bali), the tallest hotel in the world (The Ritz-Carlton Hong Kong), and the Conde Nast’s “world’s best business hotel” (Shanghai Pudong).

Responsible for analysis and business planning behind digital-direct and intermediary strategies (OTA and marriott.com). Designed Marriott’s first comprehensive, online distribution strategy to drive direct sales and reduce cost of intermediation. Led strategic design and analysis for online travel agency negotiations (Expedia, Booking.com) through cost-model analysis and risk assessments. Created first “collection portfolio” through launch of Autograph brand. Led business case for the creation of industry joint venture RoomKey.com (with Hilton, Hyatt, IHG and Choice).

Generated revenue strategy and annual budgets. Communicated market conditions and financial forecasts to executive teams, hotel owners, and regional leaders. Improved sales manager effectiveness through segmentation analysis, lead-evaluation processes and ultimately the re-deployment of Sales and Event teams. Applied macro-level industry trends (GDP, Construction Starts, and Consumer Confidence indices) with local supply and demand inputs to generate market-leading revenue strategies. RM lead for “Project MAX” at JW Marriott Dubai 2006, overseeing a consulting team that developed long-range plan for hotel.

Revenue Manager for JW Marriott Washington DC, Marriott Wardman Park, Residence Inn Vermont Avenue

Property operations management roles including Front Office, Reservations, Housekeeping, Banquets and F&B Outlets