Currently Oversee Human Resources Operations at:Kimpton Palomar Hotel Los Angeles at Beverly HillsKimpton The Everly Hotel Hollywood Kimpton The Hotel WilshireKimpton La Peer Hotel West HollywoodMulti-property position in San Diego and then transferred to the Greater Los Angeles Area• Responsible for driving HR strategies and providing day to day support for multiple business units. Worked with leaders and employees to establish and maintain a positive work environment• Effectively use unique and out-of-the-box recruitment and employee retention strategies to keep employee turnover under 5% month over month• Able to keep the job vacancy rate under 10% month over month (pre-pandemic)• Instrumental in helping Kimpton achieve the number 9 spot on the San Diego Business Journal’s list of Best Places to Work in San Diego in 2019• As an expert in California law and compliance, was able to be a huge asset and consultant for the General Managers and other hotel leaders• Oversee the recruitment process and partner with department heads to identify recruitment strategies to ensure that roles are filled with top talent in a timely and efficient manner• Key player in communicating with the Corporate Office to make significant improvements in HR related processes• In addition to Corporate Mandated trainings, was able to create and deploy supplemental trainings such as email etiquette and productivity, generational awareness and California Law for Managers• Assisted hotels in achieving an overall Employee Opinion Survey score of 95% or higher for 2018 and 2019• Developed a fantastic rapport with both employees and managers and established a high level of trust and credibility all around. • Task forced at other Kimpton properties when Human Resources assistance was needed

• Plan, direct and execute all aspects of the Human Resources Department• Direct, and instruct the management staff in effective recruiting and interviewing techniques using methods such as verbal presentations and written directions to ensure the hiring and retention of qualified and efficient associates• Ensure the associates are developed and utilized to their maximum potential by controlling the implementation, administration and monitoring of all training programs• Ensure the Human Resources Department provides a high level of service to management and team members• Create programs and events to foster a positive work environment. Revamped the Associate of the Quarter Program so that it is more stimulating for the team members• Oversee and direct employee outreach programs into the community. Last year we collected money and other items to donate to fire victims and this year will be providing unique ways for associates to participate in community service activities and donations to various organizations.• Brought previous experience from luxury properties to Hotel Republic and implemented various luxury standards in order to enhance the guest experience• Serve as a point of contact for the Labor Union. I have developed a good relationship with the union and thwarted what would have been potential grievances. • Currently restructuring the Culture at the hotel to also foster a more positive work environment. Focusing on building effective teams and making personal connections with associates in order to build trust and buy in

• Brought on board to transition and open the largest Hyatt Regency franchise in North America.• Implemented key training programs, including Forbes standards, which resulted in guest service scores and NPS scores increasing by more than 70%. This also helped the hotel to become #1 in ADR and RevPAR in our market due to the upscale service that our guests receive.• Created from scratch an employee recognition program to highlight outstanding performers. The monthly event consists of a celebration with food and music where all employees are invited to attend, certificates for all nominees, and engraved plaques and $100 for the winners.• During my first year with the company, was responsible for a significant increase in score in the HR section of the Employee Engagement Survey.• Oversee and direct the recruitment process. Revamped our recruitment platform to attract more qualified candidates and re-wrote landing page and job ads to give them a more human touch. Also held regular job fairs, screened candidates, facilitated background and reference checks.• Hold an active role in employee relations to include conflict resolution, performance management, terminations, responding to harassment complaints and conducting investigations.• Hold an active role in managing leaves of absences to include personal leaves, union leaves, FMLA/ADA leaves and worker’s compensation leaves.• Responsible for onboarding new employees to include facilitating their new hire orientation and conveying to them the culture and values of both the brand and the management company.• Over see the entire process of payroll to include reviewing hours, monitoring sick/vacation time, meal penalty payments, submitting and closing the pay periods and paycheck distribution.• Worked closely with the union rep to ensure compliance with CBA and responded to occasional grievances from the union.• Managed the HR office and acted as HRD in the absence of an HRD for several months.

I started at the Langham Huntington, Pasadena as Assistant FOM where I oversaw 50 employees. I helped to coach and develop several staff members that were subsequently promoted to higher positions. The need arose for an effective Training Manager with experience in Operations, and this is how I transitioned into HR. As the hotel's new Training Manager, my mission was to infiltrate the company's mission and values in the culture and to help create a more human environment.When I started as the Training Manager, there was a serious lack of organization and bookkeeping when it came to training hours. I took over as the leader of a group of departmental trainers called Quality Training Ambassadors. I held monthly meetings where we reviewed key trainings for the month, service scores and the importance of proper onboarding of new hires. We tracked and recorded all training hours each month. By the end of the year, I had surpassed my goal of an average of 18 training hours per employee by 20%. This, in turn, lead to increased service scores.As we decided to position ourselves for a star rating by Forbes Travel Guide, there was a need for more upscale and personalized service. I brought in a trainer from Forbes Travel Guide and then joined with the department managers to help them stay focused on this new type of service. Ultimately, I helped this hotel achieve its first 4 star rating awarded by Forbes Travel Guide. This was a great morale booster for all employees at the hotel.With the new way in which we were delivering service was unfolding, I wanted to keep employee morale up. I revamped our monthly employee recognition party by making it more elaborate and also by including line employees in some of the activities. I displayed pictures of the nominees on a big screen and presented their awards in an Academy Award style. This resulted in more participation at these events and employees displaying better quality work in hopes of being nominated.

I joined Evolution Hospitality, Inc. to open this new hotel from the ground up. The Anza is an independent hotel and I was able to use my personality, creativity and previous experience to create and mold the Front Office team from scratch.I started at the Anza Hotel while it was under construction. With new owners and a new management company, nothing existed on paper. I hired the entire Front Office staff, trained them from the ground up, created Standard Operating Procedures from which to train and successfully opened the hotel smoothly.At the time that the Anza Hotel opened, there were already other established hotels in the area and it was our goal to be the most preferred hotel in the area. Within months of the opening of the hotel, the Anza was the #1 rated hotel on TripAdvisor in the Calabasas area.As the hotel gained popularity in the marketplace it was important to keep the occupancy up. Through genuine and sincere service creating a sense of loyalty with our clientele to include group guests, we were able to achieve a 90% occupancy or higher.

--Oversaw front desk, PBX, concierge, bell and valet teams--Shift management: Handled guest complaints and found effective resolutions while managing a team of Front Office Agents--SPG Champion: Driver of the Starwood loyalty program for the hotel, I managed the program, exceeded Starwood enrollment goals and came up with incentives for the team --Acted as Manager On Duty (MOD) in the absence of the Front Office Manager--Responsible for training all new Front Office staff members--Rooms Control: Blocking of VIP guests and balancing the house--Acted as Housekeeping Manager for the evening shift: Assigned rooms to PM room attendants, monitored room statuses, oversaw room attendants and housemen--Galaxy/LightSpeed Expert