Industrial Business Park, Apartment, Hotel, and Townhouse projects• Key project team lead in development projects through full cycle (site acquisition, development approval, design, construction, disposition) • Oversee construction activity and ensure projects are on schedule. Verify invoices and claims against fee proposals and work completed• Evaluate progress of projects and report to stakeholders• Collaborate with engineers, architects, builders, and relevant consultants to determine the specifications of projects and requirements• Procurement of contractors, materials, equipment, and specialists

Formerly PKF Consulting• Market studies, feasibility studies, and hotel valuations for proposed and existing hotel properties in Southern California and Southwestern U.S. (Arizona, New Mexico, Colorado, Hawaii)• Worked on over 50 engagements of various product types including: luxury, resort, boutique, full/select/limited-service – Marriott, Hyatt, Hilton, IHG, Accor • Hotel operational and development consulting

• Research of key market players and analysis for commercial real estate market trends using internal and external sources. Update real estate transaction database• Aggregate data from multiple sources for market analysis and buyer purchase trends and insights• Create presentation slides and notes for internal and external clients, create market activity dashboards

• Executed and managed online advertising campaigns for Google, Facebook and Twitter. Created analytics dashboards for online advertising campaigns• Search engine optimization, product design, and user experience recommendations

• Established financial performance goals, strategic identification of target market and customers, reviewed hotel operations and ensured standards of quality were upheld. Created and reviewed company operational and HR policies; interviewed all new hire candidates. Worked directly with the hotel team to maximize hotel value• Realized 42.1% increase in GOP and 44.5% increase in Net Income with a 5.1% increase in Revenue in first year of operation post-management transition. Actual GOP and profit performance exceeded budget by 5% and 10% respectively in second year of operation• Key agent during transition from third part management to owner managed and operated. Lead critical initiative to recruit incoming executive team, ensuring minimal disruption to operations, minimum impact to guest service, and maintain integrity of staff morale and loyalty• Asset management, P&L review, capital expenditure, budget planning

• Managed reservations process and advised Revenue Manager of high occupancy/demand dates based on analysis and other critical factors• Generated room rates/inventory reports and interpret data to make decisions. Attended weekly revenue meetings. Implemented room rate changes and ensure accurate yielding of hotel rooms• Responded to guest’s inquiries and complaints, and if needed, determine appropriate level of service recovery• Worked closely with DOSM and sales team to maximise hotel revenue