Michael Lawrence Email & Phone Number

Boca Raton, Fl, Us

Boca Raton, Florida, Us

Working directly for the most successful commercial and hospitality real estate developer in Boca Raton for the start up of the high-end "by invitation only" private city and golf club - Via Mizner Golf & City Club. The 89 bespoke new residences, Spa and member-only restaurants and rooftop pools are enclosed by the also new 166-room Mandarin Oriental Boca Raton. The completely redesigned and new construction Jack Nicklaus Signature golf course and club village are just 3 miles away in Boca Raton.

Responsible for the coordination of all Resort operational Teams to deliver the best Member experiences possible.- Managed the seven-staff Member Services department.- Worked with Marketing department website communications and weekly eblasts and emails to 3,600 Membership families.- “Dotted line” responsibility with Member Accounting in management of $52MM in dues and receivables. - Managed all golf operations and calendar for two courses; exceeded 50,000 rounds annually.- Managed racquet operations with 8 professionals/instructors for 28 tennis and 4 pickleball courts. - Principle liaison to The Advisory Board of Governors, responsible for all communications.- Conciliatory ombudsman for all Member issues governed by the Club Bylaws and the Rules and Regulations. - Supervised Boca Country Club operations, restaurants, pool, events, grounds, and building maintenance. - Worked closely with ownership on the “5-year capital plan” for the Boca Country Club, and Resort golf and racquet operations.- Managed Family Activities calendar and programming for all seasonal Holidays, children’s programs, special events and concerts.

Providence, Rhode Island, Us

Reported to the Owner and President with the overall goal of improving operations and executive staffing for:- Three city-center concept restaurants in downtown Providence, Rhode Island – the Rooftop, the G-Pub, and The Ballroom at the Providence G., - Managed Garde East, a very high-end, seasonal lunch-and-dinner restaurant in Vineyard Haven featuring fresh seafood and local produce with a wine list of more than 500 labels. - Managed corporate and restaurant pre-open staffing by sourcing, interviewing, critically vetting, and placing corporate and restaurant managers for SARTO (Providence) and the Plymouth G-Pub.

Goal at this prestigious private club was to work closely with the Board of Governors to implement performance driven leadership, launch new standards, improve facilities services and capital planning, and lift overall service standards and member satisfaction in an extremely seasonal location . Achievements include:- Strategic Planning: defined new responsibilities for the Board and COO; and implemented concepts to achieve the Board's vision. Results: improved communications, centralized financial and capital planning, consistent delivered standards, and focus-driven results. - Launched new concepts: established the chief operating officer management model. Results: improved staff performance; better communication at all levels; and driven leadership. - Enhanced brand by lifting overall amenities, experiences and services. Rebuilt the website and communications systems. Results: brand perception is excellent, F&B and banquet revenue have increased 110%, and rounds are at a ten-year high.- Improved member satisfaction. Results: member attrition at 10-year low; and club has a 2-year wait list. - Built a high-performance and standards-focused team. Result: better interaction between Members and a high performance staff acting as trainers and "on boarders" for seasonal new hires. - Sustained financial wellness with standardized budgeting and financial systems for new clubhouse financing and 5-year capital expenditures. Result: club will meet debt service and capital needs with no assessments. - Three year capital plans included a complete clubhouse demolish/new-build ($14.3 MM) and $4MM in additional capital projects.

358-room Hyatt Regency Long Island. Directed the transition of this upper-scale hotel from Hyatt management to Remington management. Responsible for talent acquisition, hiring and development, mentoring and coaching of all staff, including all Executive Committee. Increased revenues with aggressive and hands-on corporate sales action plan. Required very hands-on facilities management style due to property age. Directed hotel through $8MM renovation and Property-Improvement-Plan (PIP) and substantially reduced operating costs by 15% on $9MM of catering sales revenue for improved yield. Leader in STR competitive set for occupancy and average daily rate (ADR). Initial assignment with Remington was GM at The Churchill Hotel, a 173-room upscale historical hotel in the Dupont Circle neighborhood of Washington, DC. Mentored and coached sales and marketing team to higher STR ratings. Transitioned this independent and very competitive property into Remington property management and ownership systems.

Us

- Responsible for overall leadership of the operational, financial, capital, and long-range planning of this world renown 1,500-member “for profit” member-owned private club. Reported to a 15-member Board of Governors, and coordinated communications with 12 committees.- Extensive full country club amenities included 65,000 SF clubhouse with three kitchens, full fitness facility, day care, large pool, salon, and golf learning facility. - Club has been the host of an Invitational PGA TOUR Tournament since 1946. The Tournament Director and staff reported to this position. Coordinated tournament operations with its 22 separate committees. Closely interacted with PGA TOUR, host sponsors and CBS Sports.- Achieved "Platinum Club of America Five Star Award" within three years.- Annual for-profit revenue of $24MM, with $1MM net income.

Responsible for all operations of this premier 770 member golf community near Hilton Head featuring seven dining experiences, a state-of-the-art spa and fitness facility with indoor and outdoor pools, ten miles of nature trails, and two Tom Fazio “core golf” courses. Voted “One of America’s 100 Premier Properties” by Links Magazine and Travel & Leisure Golf. Managed 25 four-bedroom Golf Cottages (75 total keys), with full-service resort-style Concierge services.

Boca Raton, Florida, Us

- Responsible for dual management of club operations and human resources for the Boca Raton Resort & Club and the destination resorts and golf club properties of Boca Resorts, Inc. - Oversight included operations and membership activities at four private clubs in Boca Raton (3,500 memberships), Fort Lauderdale, FL (250 memberships), and Naples, FL (450 memberships). - Reported to the president, and was a senior member of the Corporate Executive Committee and Acquisitions Team for management and acquisitions in Florida, Hawaii, Arizona, the Virgin Islands, and the United Kingdom. - Club facilities of the world-famous Boca Raton Resort & Club included 1,047 rooms and suites in five on-campus locations, two 18-hole golf courses, two golf clubhouses, 14 restaurants, 30 tennis courts, a 27-slip marina, the 44 treatment room Spa Palazzo, three fitness centers, and six pools. - Revenue for the Resort totaled $196 million with $52 million in EBITDA.

Plano, Texas, Us

Was responsible for organizing Interstate Hotel's first campus recruitment programs by on-campus interviewing at 13 state-side universities specializing in hotel and restaurant management. Also was responsible for all property-level management placement and career development programs.

Dallas, Texas, Us

After five years as a Club Manager, was promoted to corporate headquarters to organize and centralize club management recruitment and development. Was actively involved in campus recruitment, pre-employment assessments, manager training, and continual development programs for senior property position for 125 company owned and managed city and country clubs.

Masters Of Professional Studies, Hospitality Management

Bachelor Of Science In Business Administration, Organizational Behavior

Bachelor Of Science (B.Sc.), Biochemistry