June Mcdougall Email & Phone Number

Greater New York City Area

Park Lane Hotel, NYCLexington Autograph, NYC

Boston

1,060 room Independent convention hotel, 50,000 sq. ft. meeting spaceLed the transformation of a 2 star hotel to a AAA Four Diamond property Strategically opened and closed all parts of lobby, meeting space, guest rooms, and “heart of house” while managing a $110M renovation of historic property.Eliminated and merged unionized departments creating savings of $575K annually.Replaced 100% of the “Rooms” leadership team.Created Mission Statement, Core Values and Service Promises. Opened new restaurant & bar; revenues grew 40% YOY.Led marketing initiatives, including the development of a new web site and PR for the property.GOP grew 12% notwithstanding revenue loss due to renovation; budgeted 2016 growth is 22% Created a culture of learning and development, enhanced by an organically grown mentorship program

Stamford, Ct

Travelled across North American to analyse the operation of Starwood owned and managed properties and recommended savings of $4.3 million. Savings comprised of new pricing initiatives, labour savings, and cost containment throughout five hotels. Overall savings recognized at 8.5% of cost base. Created strategic action plans and training documents and tools for department heads to utilize in order to create efficiencies in the staffing model. Analyzed, designed, and implemented changes to Starwood’s North American Sales Optimization Plan, including developing and implementing a training best practice orientation toolkit to ensure effective sales training.

Toronto, Canada Area

1,377 room convention hotel, 100,000 sq. ft. meeting spaceOversaw the day to day operation of hotel and co-ordinated activities of renovating all guest rooms and public areas over 4 ½ years.Grew revenues an average of 6% year, while GOP increased 11% year-over-year through creative solutions, including managing room inventory and applying supply and demand analysis to all labour schedules. Test piloted many of Sheraton Corporate’s new programs & initiatives as Sheraton Centre was perceived to be the flagship. This included the McKinsey assessment completed in 2008.Improved room productivity from 1.36 in 2003 to 1.27 in 2008 YE due to improved forecasting; used a rolling tool to match timing of arrival and departures with staffing. Grew Guest Service index by 5.8% points over last 3 year period (7.54 to 7.98 YE). 2009 was 8.14 at time of departure.

Greater New York City Area

595 room full service boutique hotel at Times SquareAchieved a 74.9% increase in NOI while total hotel revenue was up 20% for the last 7-month period year over year. Reorganized the Food & Beverage department by adopting new standards, hiring new staff, and reenergizing guest service. This led to a 19% increase in revenue and 240% increase in profit year over year. Improved ISH guest service scores from 72% to 82% within a six-month period by personalizing and providing guest service training and conducting one-on-one meetings with staff.Refocused employee and management accountability via improved communication and weekly reporting.

New York City

375 room full service, Independent midtown hotel with award-winning steakhouse Rebuilt sales and management team to become best performing Schrager hotel in NYC. Managed 10% SRO conversion, well above industry average. Increased NOI 22.1% and Revenue 9.6% in 2000. Improved F&B profit by 27.6% from 1999 to 2000 and increased Zagat Rating. Achieved increased margins by booking Film business into hotel. Achieved flow-through of 73.2% on top-line revenues to the 2000 year end NOI.

Englewood, Nj

194 room, full service suburban hotel Rebuilt management team and improved guest service culture driving revenues up 20%; house profit rose 45.3% in 1999 with a profit margin of 40%. Increased food and beverage profit by 110% achieving a 34.8% profit in 1999.

Toronto, Ontario

721 room full service downtown hotel, 20,000 sq. ft. meeting space Planned $5 million in renovations, repositioning hotel to compete in four-star category. Completed union negotiations and reclassified positions in order to reduce staffing by 50% in various departments during low season.