Jose Negron Email and Phone Number

Assumed personal responsibility for environmental consciousness and accountability for safety of guests and staff.Oversaw special projects as assigned and maintained relationships with government and private sector where the private destinations were located.Ensured staff understood and adhered to all related laws and restrictions.Developed goals, strategies, and optimum approaches for overall operations, and worked with various teams to ensure goals were met.Drove innovative ideas for increased guest participation in revenue-related activities and services.Made frequent visits to private destinations to review operations, teams, local entities, and monitor projects and improvements.Responsible for overall operational integrity and profitability of private island destinations worldwide.Worked with Government Relations, Legal, and Human Resources to ensure labor regulations, environmental policies, and general duty of care were followed.Actively pursued global theme park industry trends and generated product ideas, concepts and processes to provide unique experiences for guests.Designated member of the Florida-Caribbean Cruise Association (FCCA).

Evaluated new ports opportunities worldwide for expansion and development opportunitiesWorked with Government Relations, Legal, and Human Resources to ensure labor regulations, environmental policies, and general duty of care were followedOversee and ensured management of public health and safety of the private destinationsCollaborated with relevant departments, especially Marketing, F&B, Revenue, Marine, Risk Management and Groups to ensure alignment and good communication across the destinationsResponsible for overseeing the companies private destinations in Bahamas and BelizeDesignated member of the Florida-Caribbean Cruise Association (FCCA).

Responsible for the hotel's overall operation of a 354 full service hotel to achieve planned goals for operational integrity as measured by revenue, house profit, and RevPAR index while maintaining company standards for quality assurance, asset protection, associate satisfaction and exceeding guest expectations while the hotel is under receivership.

Responsible for managing the company’s assets in Mexico, Honduras, Dominican Republic, Turks and Caicos which consists of receiving over 12,000 passengers per day at one facility, over 250 +/-retailers, beaches, water park, Z-lines, beach rentals, chair lift, tour operators etc... Development of two facilities (Honduras and Dominican Republic) from its inception. Standardizing of the facilities. The Honduras facility ranks #1 in the Caribbean for the company for guest satisfaction. These facilities collectively welcome about 4 million passengers annually, represents over 300 million of invested capital and are strategic assets of the company.A team member who worked with Cuban government to establish operations in Cuba.Designated member of the Florida-Caribbean Cruise Association (FCCA).

This is a 301-room hotel and casino operation. Responsible for a $42-Million-dollar operation. Which includes preparing the annual budget. Accomplished to increase ADR by $20.00. Reduce expenses by 10%. Customer service feedback improved by 25%. Repositioned hotel in the community whereby resulted in increased revenues. Strong controls were placed to reduce thefts which helped increased F&B revenues.

Responsible for directing and managing a $110 million renovation and construction project for the resort, which includes a new 58,000 square-foot conference center, renovation of existing 35,000 square foot convention center, the renovation of 750 guest rooms, the new construction of a major on-site water park and three food and beverage outlets. Involved on all aspects of day to day project operations which included budgetary responsibility.

An 87-unit condominium hotel. Responsible for the management of resort operations, profit and loss, staff training and development, recruitment, budget administration, and guest relations. Played key role in re-establishing major resort restaurant, and turning engineering operations into a profit center. Also involved in the planning and design of a new spa hotel adjacent to the property. Presided over an increase in operational profitability by more than fifteen percent

Director of OperationsA major resort and country club, which had 918 rooms, five fine dining restaurants, eleven lounges and casual dining restaurants, and more than 70,000 square-feet of meeting space. Responsible for coordinating resort operations, profit and loss, overseeing capital improvements, budget administration, supervising major concessionaires, contract administration, and guest relations. The resort accounted for more than $95 million in annual revenue and had more than 600 staff members.Director – Las Casitas Village A luxury resort, which included 161 rooms (a condo hotel within the hotel). Responsible for overseeing resort operations, profit and loss, staff training and supervisor, overseeing daily workflow, and guest relations. Resort posted an annual profit of more than $2 million. Rooms Director – Ocean Resort & Marina Services Directed all aspects of resort operations, which included managing housekeeping, engineering, maintenance, and food and beverage. Resort included 221 rooms, a marina (with 38 boat slips), and a private island.Special Projects – Wyndham Resorts Played a key role in the development of various special projects, which included Personal Vacation Planners, Be the Brand, The Perfect Meeting, and Pool Concierges. Programs were incorporated throughout the Wyndham chain.Associate Director – Catering & Convention Services Senior Catering/Convention Services Manager Assistant Food & Beverage Director Banquet Director