• Repositioned revenue strategies for the hotel based on the asset’s position in the market, growing transient revenue by $300k in the first 2 quarters of 2018• Achieved GOP gains over 5.3% compared to the same time last year though Q2 of 2018• Developed and implemented an excel based expense management tool driven by CPOR, HPOR and F&B Revenue %.• Increased Guest Service Scores showing notable growth in F&B Service

• Developed an inclusive working environment by re-aligning leadership focus into a demand based business model• Deployed a leadership development program with a broad scope covering both line level up to and including senior leadership positions• Achieved growth in TripAdvisor reaching number 5 up from 23• Analyzed and re-designed property productivity calculation standards for each position in the hotel creating a more impactful guest experience while also eliminating wasteful labor habits• Conducted property audits for GF Management at both the Sheraton Great Valley and the Sheraton Baltimore North Hotel

• Accomplished a top 2 ranking of hotels in the company to work for based on associate satisfaction for 2 consecutive years• Deployed an aggressive hospitality process increasing guest loyalty scores from the mid 7's up to the high, mid 8's• Achieved 22% REVPAR growth in 2013• Increased both HOP and GOP reflecting gains of over 6%

Hilton St. Louis at the Ballpark - 670 Rooms, over 40k in banquet space• Initiated an instinctual guest service model focused on creating a proactive experience, successfully increasing guest SALT scores during peek business season from the mid 40's up to the mid 60's• Redesigned laundry workflow successfully creating minimum daily expectations and instituting a reward program• Developed a 5s process in housekeeping, reorganizing the entire housekeeping storage and supply chain management system• Promoted to General Manager at another hotel in the company

The Westin Harbor Castle - 977 Rooms, over 70k Banquet Space• Scope included Front Office, Valet, Guest Service, Health Club, Spa, Gift Shop, Housekeeping and Security• Implemented StarGuestResponse+ text management program throughout the hotel ensuring all requests and data were tracked and available for analysis• Maintained excellent service scores throughout the hotel while focusing heavily on process enhancement and Starwood standards in this Union environment

Black Belt for The Westin Indianapolis and the Sheraton Indianapolis Hotel and Suites*This position was split 50/50 between both hotels in addition to regional and NAD project responsibilities for Starwood Corp.• Developed, in conjunction with Regional and Divisional leadership, an excel based tool to analyze and compare hotel leadership staffing models across North America and Canada based on focus group feedback from the field and raw ‘as-is’ data • Mentored Six Sigma – Green Belts at all leadership levels for both properties through their existing and newly deployed projects while leading Six Sigma council meetings• Optimized costs at several hotels in NYC through hands-on process analysis and redesign, as part of Starwood’s ‘LEAN Hotel Operations’ team

Front Office Manager & Six Sigma, Green Belt at The Westin O'Hare• Led the financial and operational goals of the Front Desk, Concierge, Service Express, Luggage/Valet, Parking and Shuttle Transportation as well as our 3rd party spa services featuring the in-room spa by Westin• Joined Starwood’s Grow Global initiative and assumed responsibility for Housekeeping in addition to Front Office during my final year

Front Desk Manager & Six Sigma Green Belt at the Westin O'Hare

Housekeeping Manager at the Westin O'Hare