Report directly to the Area Sales Leader and General Manager of the property. As the the on-property Sales Executive, I direct our 30+ remote sales managers on strategies, funnel management, promotions, contracting and closing business opportunities. Partner with the outside sales channels to facilitate pull-through and book group opportunities within defined group booking parameters, providing property leadership. Furthermore, partner with off-property sales channels to identify new group/catering business and ensure sales efforts are complementary, not duplicative. Achieve group revenue goals by actively up-selling each business opportunity to maximize revenue opportunity and implements the brand's service strategy and applicable brand initiatives in all aspects of the sales process and drives customer loyalty by delivering service excellence throughout each customer experience.

The customer journey can be very different from industry to industry, but in most ways, they have the same touchpoints and perspective. They can be members of a private organization, consumers of a product, patients within a healthcare provider/payer. Regardless of who they are, it is important to understand the journey they take through our organizations. My passion is to create positive experiences and memories throughout this journey. In order to create positive experiences, one has to understand the path, or journey, to its fullest extent. What are the pain points one encounters? Is the path convenient for our customer? Where do we need to implement change? When we take the time to understand and learn about the journey, we can formulate a plan to improve our customer satisfaction. Improved customer satisfaction creates memorable experiences, return customers and increased revenues.

Reported directly to the Vice President of Operations and managed executive relationships between Marriott International (franchisor), WB Hotel Partners LLC (ownership company), and Sheraton Bloomington Hotel (franchisee). • Collaborated relationships and executed sales initiatives, operating standards, and financial compliance measures between ownership groups, multi-billion-dollar franchisor and management company. • Strategic account management with large clients to achieve sales targets and navigated relationships through all aspects of the business• Created and published $15 Million operating budgets for the total business. Presented budgets to all stakeholders (ownership and management company) and implemented throughout the operation.• Focused on sales initiatives and client relationships to grow business tenfold throughout pandemic. Resulted in meeting F&B revenues and exceeding 20% profit margins for total food and beverage operation in 2021.• Retained cash-flow through reduced staffing levels, cost containment plans, and utility management to operate the business through a major downturn in the industry and economy. • Achieved number one customer satisfaction scores for the company. Built on all customer touch points amidst minimal staffing levels and resources.

General Manager/Director of Human ResourceReported directly to the Regional Vice President and managed executive relationships between Marriott International (franchisor), White Asset Management (ownership company) and White Lodging (management company).• Collaborated relationships and executed sales initiatives, operating standards, and financial compliance measures between ownership groups, multi-billion-dollar franchisor and management company. • Strategic account management with large clients to achieve sales targets and navigated relationships through all aspects of the business• Created and published $13 Million operating budgets for the entire business. Presented budgets to all stakeholders (ownership, management, and franchise company) and implemented throughout the operation. • Increased room sales year over year and outpaced $9 Million dollar rooms budget. Exceeded quarterly sales goals, share shifted accounts from competition and increased relationships with existing customers. • Identified all sales accounts in the market, created new sales contacts and shifted new accounts into the business. Resulted in market share growth year over year for multiple years. • Rebranded restaurant and exceeded year one proforma of $2 Million in total sales. Created digital marketing strategies, exceeded customer expectations, and controlled operating costs. • Drove $7 Million building renovation. Coordinated all construction schedules, project budgets, inventory, and financial projections upon completion and opening of new product. • Moved customer satisfaction scores from bottom 40% of the company to top 20% through enhanced on-boarding, training, and creating a service and sales culture. • Increased associate engagement from 39th percentile to 62nd percentile within company. Created a positive work environment that focused on employee morale, retention, and goal building.

Functions as the strategic business leader of the property's Hotel Operations, areas of responsibility include Front Office, Business Center, Recreation/Health Club, Housekeeping, Food and Beverage/Culinary and Event Planning/Operations. Works with direct reports (e.g., department heads) to develop and implement departmental strategies and manage the implementation of the brand service strategy and brand initiatives. Verifies that Hotel Operations meet the brand’s standards, targets customer needs, monitors employee satisfaction, focuses on growing revenues and maximizes the financial performance of the department and develops positive owner relations. Develops and implements property-wide strategies that deliver products and services to meet or exceed the needs and expectations of the brand’s target customer and employees and provides a return on investment.• Moved overall customer satisfaction ranking from 45% ranking to top 3% within the company. Aligned organizational goals, cleared obstacles. and created accountability throughout the operation. • Served as Regional Leader for Franklin Covey’s Breakthrough Leadership supporting Ohio, Michigan, and Kentucky. Coached property leaders on creating, measuring, and celebrating lag and lead measures. • Improved leadership and teamwork engagement drivers for entire operation by 11%.