TURNAROUND & EXPANSIONEnsure that sales and pricing strategies for the three hotels resorts to Wholesalers were based on sound commercial judgment through effective analysis. Negotiated and secured with lenders for expansion and consolidation agreements of existing debt, including better investments options.Directed the development of the expansion to its current status as a truly Multinational, Multi Brand OperationDirected a professional team, committed to implement strategies for Service, Sales, Marketing, and Communication, Public Relations, E-commerce, Customer Loyalty, Technology, Finance, Planning and Acquisitions.Responsible for developing and implementing financial strategies and policies for the company.Increase on Gross Operating Profit by 12 percentage points in 3 years.Developed implemented and monitored annual business and marketing plans for the properties. Meet with senior staff to evaluate financial results. Assisted each Division head, identify operational areas of opportunities to improve financial results.Maintained a strong working relationship with owners, corporate staff, legal, financial institutions, and the local community.

Grow the company successfully from one to seven hotels 2004/2005 fiscal year.Lead the branding and conversion of existing properties to Bestride Brand.Responsible for Yield, Quality, Operations, Technology, Sales, Marketing and Services timelines to open a success Bestride Hotel.Directed the company’s market research and marketing analytical activities and adjusted the brand and business strategies to meet dynamic competitive conditions. Monitored competitive products, developed market / product segmentation models and formulated responses to outpace the competition. Motivated corporate staff on an ongoing basis as to the financial performance of the properties. Managed annual revenue of $107 million together with a $6 million marketing and advertising campaign

Under his leadership a comprehensive programmed launched in November 2000– Allegro increased its EBITDA margin by 96 percent. The strategy had a strong focus on revenue generation including the opening of seven casinos in Aruba and the Dominican Republic: ranked highest in Guest Satisfaction among Mid-scale Hotel Chains. The brand was also been noted as a top 10 financial performers.

Responsible for management of full service hotels and resorts as well as the Holiday Inn Brands in the United States, Canada, Mexico, South & Central America and the Caribbean. In addition, also run the Franchise Owner Relations Group, which supports both full service and select service and extended stay franchisees. Administered various corporate functions, including Marketing and Sales, Human Resources, Product and Design, Rooms, Food and Beverage and Engineering.

Led a luxury resort with multiple amenities serving the top 2% clientele of the world; expanded from 350 to 1,000 Villas and negotiated with American Airlines the rights to land directly onto property’s airfield.