We guide decisions that create commercial value. Our execution complements the teams we support.

Led an amazing team supporting: Customer Care, Guest Services, Revenue Management, Distribution, Leisure Sales, Gift Cards, Product Management, & Global QA

Formerly Seminole Gaming

Adjunct instructor for an undergraduate revenue management course at Chaplin School of Hospitality & Tourism Management

Seminole Hard Rock Hotel & Casino, Hollywood FL (www.seminolehardrockhollywood.com)Seminole Hard Rock Hotel & Casino, Tampa FL (https://www.seminolehardrocktampa.com)Seminole Casino Hotel Immokalee FL (https://www.seminoleimmokaleecasino.com)

http://www.hollywoodindiana.com/

LongHorn Steakhouse - Planning and Analysiswww.longhornsteakhouse.com/

• Analyzed business model for Darden’s high growth restaurant brands (The Capital Grille, Bahama Breeze, Seasons 52) and evaluated new restaurant performance against plan. Developed efficient monthly reporting tool to provide transparency to senior finance, marketing, and operation leaders. • Presented findings to brand presidents and officers, including recommendations of inefficiencies that should be included for more accurate capital requests. Recommendations have been implemented for upcoming capital requests.• Completed projects ahead of schedule to take on additional projects, including: a weekly sales report model and a fiscal ’11 revenue and earnings target worksheet.

• Effectively yielded 240 room, 11-suite tower, and four virtual properties to create optimal mix between retail, group, and casino segmented players, ensuring 3% revenue growth year over year, while gross gaming revenue declined 3%. • Achieved $30MM hotel revenue target by doubling third party distribution channels. Partnered with marketing teams to develop new internal distribution channels and more effective offers. Capitalized on market position to drive 33% reduced pricing on third-party virtual room inventory; tighter focus allowed for 12% fewer rooms, and 16% more revenue year over year. Drove market occupancy of 95% and 0.3 pts growth year over year. • Worked with department leaders to develop more efficient schedule process, using a bottom up labor analysis by creating standards, capturing current schedules, forecasting business volumes, and analyzing actual hours worked. Saved Iowa properties more than $1MM annually. • Responsible for weekly hotel yield meetings, labor meetings, hotel and labor budgets, and all hotel and labor reporting.

• Operated as supervisor within Hotel Operations, assisting with developing budgets, forecasting future sales volumes, and managing six direct reports. • Partnered with Human Resources to recruit team members for Casino Services, Food and Beverage, and Hotel Operations by attending local collegiate job fairs, speaking at informational sessions, performing initial interviews, and assisting with front line panel interviews. • Managed special projects, which included developing an onsite laundry department, reengineering supervisor training, and designing and facilitating weekly property employee rallies. Employee engagement and customer service scores both exceeded planned targets.

• Assisted General Manager with training, scheduling, and building accountability for housekeeping, front services, and facilities teams. Transitioned from housekeeper to supervisor while coaching team members; responsibilities included ensuring quality, brand standards, and timeliness. Ensured hotel turned over by check-in with no overtime. • Secured new business through annual “Sales Blitz;” recognized as top performer. Contacted local businesses and university partners to achieve increased midweek occupancy and revenue.