Responsible for strategy and performance. Supervising service levels. Resolving costumer complaints. Managed Restaurant Specialist Team. Publish bi-monthly newsletter “Bon Appétit Dining Club” card members “Beyond”, “Citi Prestige” and “Platinum”. Experience in installation and maintenance of computer equipment.• Recruited, hired, trained and launched a team of over 30 Lifestyle Managers by identifying key strengths and skills and matching them to the business need. • Developed monthly and quarterly strategies to ensure team profitability levels.

Successfully managed a team of 20 concierges. Card members’ escalations resolution. Handled schedules based on self-prepared call volume forecasting reports. Increased utilization amongst VIP card members by standardizing request handling to achieve complete card member satisfaction. Draft projects. Execute recruiting interviews.

Responsible for servicing “Centurion” and “Platinum” card holders. Drafted schedules according to concierge requests. Coordinated wine tasting for a team of 20 concierges.

Responsible for check in/check out of guests. Solved complaints. Carried-out night shift audits and end-of-day systems, 25 subordinates. Drafted reports for the General Manager. Authorized credit cards for guests. Assigned rooms. Welcomed VIP guests.Ensured correct assignment of rooms. Reduced expenses related to courtesy gifts as a result of rooms not ready. Crafted room reassignment formats to inform related departments and maintain proper communication with house keeping, concierge, and room service, curbing guest complaints.

Responsible for check in/check out of guests. Executed cross-check of guest credits. Drafted letters to VIP guests. Coordinated courtesy gifts. Integrated list of repeat clients and curbside.• Cross-checked guest credits. Monitored overcharges, generating timely information for guests related to credits and avoiding delays by calling their bank for authorization that resulted in missing flights or business meetings.

Responsible for operations, maintenance, and purchases of food/beverages. Drafted occupancy reports. Quoted with suppliers. • Opened the hotel, beginning with a 50% occupancy rate during the one-month trial period with an increase to 100% during the end-of-year season for two weeks. Reached a recurrence rate of guests of threefold in less than one year. Reduced costs of food and beverages by continually seeking supplier alternatives. Negotiated with travel agencies in Canada, ensuring occupancy of 30% during the first year, plus regular reservations.