- Improved TripAdvisor ranking to 16 from 37 (out of 183 hotels) from March 2020 to March 2022.- Top performer in Q1 2022 in guest service Overall Experience metrics for HEI (Platinum status).- Top performer in General Manager metrics for HEI.- Led hotel through Covid downturn, minimizing loss and maximizing profits.- Led hotel through Hurricane Ida ensuring the property was prepared while also securing contract with local medical partnership to house doctors, nurses, and medical workers assisting with the recovery efforts. Contract offset loss of business and exceeded forecasted revenue and profit numbers for two months.- Assisted with rebranding marketing campaign post-hurricane pivoting hotel to the living part of New Orleans history. Campaign identified hotel as a cultural, historic, and upscale lifestyle hotel experience with genuine and authentic New Orleans service and hospitality.- Partnered with Travels by Darley host Darley Newman, journalist/radio personality Michael Patrick Shiels, sports radio host Matt Moscona, and other media members to promote NOPSI Hotel and New Orleans hospitality industry.

- In 8 months, raised the following Marriott guest survey scores: Intend to Recommend-15.4 points, Overall Satisfaction-15.7 points, Check-In Experience-15.8 points, Maintenance and Upkeep-16.1 points, Staff Service Overall-15.2 points, Elite Member Appreciation-18.6 points, Room Overall-15.3 points, Room Cleanliness-11 points, F&B Satisfaction-7.7 points, and Meeting Attendee Satisfaction-33.9 points.- Improved TripAdvisor ranking from 57 to 25 from May 2018 to January 2019.- Exceeded Gross Operating Revenue budget by 6.9% and Gross Operating Profit budget by 7.7%.- Decreased Rooms Expense CPOR by $1.20 in 8 months while increasing Rooms Department Profit 1.5% for the year.- Introduced banquet and meeting room strategy adding over 5% of F&B revenue to the hotel annual budget in just 7 months. This strategy coupled with F&B streamlining added $57k profit against budget to the food department alone.

- TripAdvisor ranking score is 18 of 162 hotels in the New Orleans area. Also received TripAdvisor’s Certificate of Excellence award in both 2016 and 2017.- Exceeded InterContinental benchmark scores in Overall Experience and 12 other key metrics in 2016.- Recognized top performer for IHG Rewards Enrollments and IHG Rewards member recognition for IHG.- Top performer for Nor1 upsells in Awarded Revenue and second in Guest Award Rate for all Dimension Development managed hotels in 2016.- Showed improved productivity numbers year over year in all departments while increasing service and product metrics specifically in Front Office, Housekeeping, Engineering, and Security.- Voted 13th best hotel in Louisiana by US News and World Report Travel for 2017.

- Raised cleanliness scores over 25 percentage points in less than 1 year. - Top performing Starwood hotel in New Orleans regarding cleanliness. In top two for area managing director’s region.- Showed improvement in productivity of 5 points in less than 6 months in room attendant line alone. Showed additional one point savings in both 2014 and 2015 YTD in room attendant productivity.- Showed decrease in cost per occupied room last 2 years adding savings to GOP.- TripAdvisor scores for Le Meridien New Orleans were above a 100 ranking after opening. Progress of 40 spots has been made in less than 6 months.- Acting lead of both scheduling system (StarShift) and payroll tracking system (StarTime).- Was Rooms Division lead for hotel’s $29 million renovation including all hotel rooms, public area, and meeting space.- In absence of Director of Operations, have assisted Engineering, Banquets, Front Office, Security, F&B, and Culinary operations in process improvement of departmental ordering, contract labor coordination, scheduling, and productivity tracking among other tasks in order to improve both financial results and service scores.- Kaizen project lead and participant for Starwood New Orleans hotels.

- Raised service metrics from bottom 5% of all W hotels in North America to top 35% in 1 year.- Exceeded goals in guest loyalty enrollments each year.- Exceeded goals in green program enrollments each year.- Passed each American Hotel and Fine Resorts inspection helping maintain $600 thousand worth of revenue with luxury partnership program.- Lead SixSigma Green Belt for property overseeing multiple projects to decrease inefficiencies, increase revenue, and streamline processes. Projects included Make a Green Choice (green program initiative), MiniBar Revenue Accuracy, and Increasing Efficiency Regarding Responsiveness of Staff via StarGuest (on property tracking program).

- Tasked with directing a complex front office environment of the W New Orleans Hotel and the W French Quarter New Orleans Hotel.- Raised service metrics of both properties from bottom 5% to top 50% within 1 year of complexing.- Showed improvement in productivity at both properties by cross utilizing associates to maximize service and decrease employee downtime.- Exceeded goals in guest loyalty enrollments at both properties year over year.- Exceeded goals in green program enrollments at both properties year over year.- Also became lead SixSigma Green Belt for W French Quarter.- Front Office lead during beginning phase of renovation for W French Quarter property acting as liaison between guests, hotel, and renovation team.- Associate Development Program mentor for Rooms Division for both hotels.

- Luxurious destination property on the island of St. John, USVI consisting of both hotel operations for the North American division of Starwood Hotels and Resorts as well as vacation ownership villas of Starwood Vacation Ownership (timeshare division of Starwood).- Responsible for unique $2.2 million marina transportation operation to assist guests in travelling between St. John and St. Thomas where the international airport and only airline access to the islands was located. - Marina operation showed financial improvement from net loss of $250 thousand to cost neutral in two years.- Created budgets and was responsible for both financial and service results of a mixed use property of both hotel and vacation ownership operations, each independent of the other.- Power of Innovation team leader for property which helped drive process improvement, employee development, and financial success via multiple projects including incentive programs, introduction of associate development program, and Starwood Best Practice implementation.- StarGuest property trainer. Also represented hotel as member of St. John First Responders.- Member of hotel’s emergency response team who were tasked with leading property during emergency situations ranging from power outages, severe island flooding, hurricane impact, etc.- Recipient of hotel’s Manager of the Year award after only being on property for 7 months.- Best in Class StarVoice scores for Starwood. This award is given to those managers scoring in the top 5% for their association satisfaction surveys.

- Front Office was consistently in top 2 of all service scores for all Sheraton hotels in North America throughout tenure.- Created and oversaw hotel secret shopper program designed to mimic annual Starwood audit. Front Office consistently passed all aspects of official hotel audit each year.- Member of hotel’s emergency response team who were tasked with leading property during emergency situations.- Hotel lead for Starwood Preferred Guest program including guest loyalty recognition as well as exceeding yearly goals for enrollments.- Associate Development Program mentor for Front Office Operations.- Training leader for all front office associates including agents, operators, bellmen, doormen, and supervisors. Created training manual as well as on boarding process for all new hires as well as refresher training.

- Front Office was consistently in top 2 of all service scores for all Sheraton hotels in North America throughout tenure.- Hotel lead for Starwood Preferred Guest program including guest loyalty recognition as well as exceeding yearly goals for enrollments.- Associate Development Program mentor for Front Office Operations.- Training assistant for all front office associates including agents, operators, bellmen, and doormen. - Member of hotel’s emergency response team who were tasked with leading property during emergency situations. Present at hotel during Hurricane Katrina as part of the ride out crew. On property from before landfall until 3 months after landfall with the exception of 3 days. Starwood liaison between 3 hotels and hired security firm. Was one of three front office members on property to run all front office operations in days and weeks after Katrina. Received personal recognition for actions and contributions during and after the hurricane from property Executive Committee leaders, General Manager, Area Managing Director, as well as Regional Vice President for the South.

Typical role of a front office agent combined with the oversight of the Starwood Preferred Guest program for an 1,110 convention property.