Create informational material on what Affordable Housing is, who qualifies, and how it benefits the town. Conduct public forums and educational meetings on Affordable Housing.

Works with LCC members to maintain a strong relationship with the municipality and other community stakeholders in order to ensure the leadership in the community is aware and supportive of the LCC. Oversees the grant-cycle process and serves as an advisor to other major LCC tasks led by fellow members, such as publicity, membership, fundraising, and Council Programs. Serves as the principal liaison with Mass Cultural Council, receives all mail and email, and disseminates all LCC-related business to fellow members.

Located adjacent to Gillette Stadium, home of the three-time Super Bowl champion New England Patriots, Renaissance Boston Hotel & Spa at Patriot Place is the only luxury hotel in Foxborough, centrally located near Boston and Providence. The Renaissance is a 4 diamond hotel with 154 guest rooms.•Manage the day to day operations of the Front Office, Guest Relations, Gift Shop, In-Room Dining, and Club Concierge lounge.•Developed and implemented a training and development program that increase guest satisfaction overall from an average of 75% to a current YTD average of 86.5% which ranks the hotel currently 15th within Renaissance Hotels. Additionally this training raised the Quality Assurance Audit 30pts from the previous year.•Attend weekly sales strategy meetings and daily management of the room inventory of the hotel. Opening / closing, and placing restrictions as needed in the reservation system.•Addressed all guest concerns that were sent to Marriott Corporate, and all concerns sent to the General Manager.•Work closely with the Executive Chef to provide food training for front desk and In-Room Dining staff. This training along with wine knowledge training increased the average dinner check by $7.47.•Revamped Gift Shop and expanded selection of items that lowered the cost of sales by 15%.

The Crown Jewel of Boston Hotels, renowned for its cherished traditions, classic style and award-winning service, has welcomed guests from around the world since it first opened its doors in 1927. The Taj Boston is a 4 star, 4 diamond hotel with 273 guest rooms and suites.•Manage the day to day operations of the Front Office, Guest Relations, and Club Concierge lounge.•Developed and implemented a training and development program that increase guest satisfaction by 12+ points in both rooms and the food and beverage operations of the Club lounge.•Mentored other department managers, assisting them in both their financial responsibilities and daily operations. •Participate in weekly Revenue meeting to analysis business demand and re-forecast upcoming room and catering revenues.•Active participant in all pricing decisions for transient, group, and wholesale segments•Increase the Guest Satisfaction score from an average of 55% to an average of 85%.•Increased Employee Satisfaction score from an average of 24% to an average of 84%.

The Mansion on Forsyth Park is a Kessler Collection hotel, Preferred Hotel, and a new addition to the Autograph Collection by Marriott. The Mansion is a 4 diamond resort with 126 rooms and over 6,000 square feet of meeting space. Savannah’s only full-service, 4 diamond resort. •Manage the day to day operations of the Front Office. •Increased the ADR by $40 in a six month period by monitoring room inventory and rates. •Generate and distribute daily, weekly, and monthly revenue management reports and present results from all segments including internet channels.•Contribute to the financial success of the hotel via participation in annual budgeting and sales and marketing plan process.•Developed and implemented a training and development program that lowered the turnover of staff, and increase guest satisfaction. •Mentored Housekeeping manager, assisting them in lowering their labor and laundry costs. •Mentored Food & Beverage manager, assisting them in increasing their average check by $14.00 and increasing their customer satisfaction scores by 13 points. •Participate as a member of Executive Committee. •Addressed all guest concerns that were sent to Marriott Corporate, and all concerns sent to the General Manager. •Manager on Duty when the General Manager was on vacation or not available. •Lead the Front Office team to a score of 100% on the Marriott audit, only Front Office team in the Kessler Corporation to score a 100%.

Quail Lodge Resort is managed by The Peninsula Hotels, owned and operated by HSH. A Preferred Hotel, Quail is a 4 diamond resort with 97 rooms and over 8,500 square feet of meeting space. A legendary resort nestled on 850 acres in the heart of sunny Carmel Valley. On November 16th, 2009 Quail Lodge closed it doors.•Performed daily monitoring of rooms inventory and rates. Increased the ADR by $32 in a 9 month period by monitoring room inventory and rates.•Manage the day to day operations of the Front Office and Housekeeping.•Increased the Guest Satisfaction scores from an average of 85% to 92%.•Lowered labor cost in the Front Office by $468.00 per week and Housekeeping by $347.00 per week•Lowered Housekeeping cost $4.76 per room while increasing the cleanliness of all guest rooms.•Mentored other department managers, assisting them in both their financial responsibilities and daily operations. •Contribute to the financial success of the hotel via participation in annual budgeting and sales and marketing plan process.•Developed and wrote training handbooks for various departments including Food & Beverage, Front Office, Golf Operations, Greens, Housekeeping, Kitchen, Reservations, Sales & Marketing, and Spa.

Ventana is a 4 diamond resort with 60 rooms. Appointed Director of Rooms by JDV Hotels to manage not only the rooms, but also to manage the Allegria Spa that embraced the essence of Big Sur. •Devised and implemented key strategies to ensure each guest had an exceptional experience. •Developed and implemented a training and development program that lowered the turnover of staff, and increase guest satisfaction by 7 points. •Managed the day to day operations of the breakfast restaurant. Lowered food cost by $5.00 per check. •Worked closely with the Asset Manager and lead weekly meetings during the $22M renovation project. •Developed a new Spa menu that reflected the wellness aspect of Ventana, and created a marketing campaign to increase business levels by targeting the Monterey area. Increased daily treatments from an average of 15 treatments per day to 21 treatments per day.•Participate in the development of strategic and operational business plans that support operational needs throughout Revenue Management. •Work with the hotel Director of Sales & Marketing and hotel team to establish strategies to increase revenue of both rooms and catering.•Work with the Regional Director of Revenue Management in recommending and implementing of Revenue Management programs and new initiatives at the hotel.•Optimize RevPAR by analyzing/forecasting demand and establishing effective selling strategies, oversell strategies, and optimal market mix, including group, transient, wholesale catering revenues etc.•Manage and update current selling strategies and product information in all available distribution channels/reservation sources (onsite, third-party reservation providers, call centers, websites, GDS, etc.)•Manage hotel revenue generation & maximization through full utilization of company systems, business processes and specifications.

Mayacama is a 5 star private golf and lodging club with 12 Casitas and 19 three bedroom Villas. Members only golf club with a Fractional Ownership program. •Responsible for overseeing the entire operation of the Fractional Ownership program, including sales and marketing, all property operations, engineering, housekeeping, and concierge; orchestrating and maintaining distinctive and memorable service and operational standards. •Developed HOA budgets and submitted to California Real Estate Department for approval each year.•Worked closely Fractional Owners to assist them in better understanding their CC&R documents.•Meet monthly with Board of Directors to review financial statements of the Fractional Ownership program.•Devised and implemented key strategies to ensure each member and guest had an exceptional experience. •Worked with the Department of Real Estate to rework a timeshare program that was losing money and created a Fractional program that greatly increase profit by $500,000 and fractional ownership sales by $7.5M within the first year. •Continued to exceed monthly budget by implementing checkbook procedures, productivity reports, and yield management procedure.

Manage the day to day operations of the Front Office and the Retail outlet. Developed and implemented a training and development program that lowered the turnover of staff, and increase guest satisfaction. Increased retail sales volume by 150% over a four years period by designing more attractive merchandise presentation strategies and special marketing campaigns, resulting in increased store traffic and profits. Hired and trained retail sales staff. Increased store inventory and expanded merchandise purchases. Responsibilities included purchasing, merchandising, customer service, and all facets of running a department store. During the absents of the Cluster Revenue Manager managed the room inventory and rates for five Marriott properties in the region.

Manage receivables, credit, payroll, Night Audit, and cash handling functions within the accounting department. Work in conjunction with Front Office, Spa, and Food & Beverage managers to provide training for all staff on both guest services, and financial procedures. Review Profit & Loss statements monthly with Department Managers to develop procedures to increase the profit margin. Develop and implement financial control procedures and systems. Maintain computer software and hardware for six months until IT position was filled.

Manage Front Desk, Concierge, Bellman, Valet, Business Center, and PBX staff. Promoted an environment that aided in the hiring, training, motivating, and retaining staff. Develop and implement both guest service and financial procedures. Provide on-going quality training to all hourly staff members