Michael Sears Email & Phone Number

Louisville, Ky

Las Vegas, Nevada

Lead Go-Live team member to implement fee based parking to MGM Resorts properties on the Las Vegas strip. Scope of project included transitioning 12 resort casino properties, 40,000 valet and self parking spaces generating approximately 25 million parking transactions per year. Set up all self-parking procedures and Remote Management Services. After transition to fee parking was completed I transitioned to Director of Operations overseeing the RMS. Set up and oversaw a centralized Command Center providing support to field parking operations and various resort departments. I built and managed a team of 20 customer service agents and 5 front line managers & supervisors that handled the day-to-day call center (RMS) operations generating 47,000 customer assistance calls per month. Established performance metrics and coached team. Additional responsibilities included budget development and control for department, set up and managed inventory controls for $1,000,000 in spare parts. I took on additional responsibilities managing GKLL claims entailing the investigation of valet claims, making final determination of claim status and negotiating settlements with claimants. I also developed and presented training materials associated to parking operations covering revenue controls, customer service, risk management, safety and claims management to a staff of 23 managers.

Miami-Fort Lauderdale Area

Direct responsibility for the management of up to 40 self and valet parking facilities including airports, hotels and office buildings in 10 cities located in 5 states managing 16 direct reports and overall staff of 400 associates. Responsibilities included; budgeting and financial oversight of each individual location and achieving company profitability objectives; acquiring new business through RFP responses, concession bids, prospecting and real estate purchase acquisitions; administration of contracts to ensure compliance and renewal of contracts. In addition to the direct responsibility of 40 individual locations and new business development, I was tasked each year to develop annual operating budgets for 125 locations and provide senior leadership each month with analysis of operating performance as compared to budget for each facility as well determining the root cause of under performing facilities then conceive of and implement corrective actions to improve the NOI for each facility.