Company with more than 38 properties in the U.S. I supervise and act as the main point of contact while ensuring that on-site teams adhere to processes and standards objectives. I review all hotel revenues, expenses, and guest reviews, and implement action plans as needed. I have a proven track record in achieving results, including QA, guest satisfaction scores, associate satisfaction, RevPar, revenue generation, and GOP. At this training stage, the goal is to reinforce skills and be capable of potential philosophy; in a short time, we have achieved the highest reviews and guest satisfaction on virtual channels. Continuous communication ensures that opportunities have a successful impact, avoiding critical solutions that prevent lower investment. Policies allow us to be aligned to ensure added value to clients, as a constant task in meeting goals to enable effective performance that generates loyalty and commitment in my team in a trusting environment.

I act as the hotel manager, based on the main operational factor "guest satisfaction," positioning us as first in the brand and fifth in the chain. The passion generated by the team makes the brand promise achieve financial indices. My leadership environment guides us to develop skills aligned with the quality standards that require clearly defined objectives based on the hotel's potential, including RevPar, ADR, GSS, and budgets, allowing us to meet goals and objectives. Additionally, I act as a liaison between the owners and the company, ensuring that the owners' needs are addressed in a timely manner, as it is of utmost importance to me throughout the day. A fundamental aspect of my job is to ensure that tasks are performed according to safety and protection policies and procedures, applying state and federal regulations. I frequently collaborate on any market advancement opportunities. I ensure that my properties meet project deadlines and performance objectives. To achieve this, I monitor and report financial results and collaborate with Human Resources to address employee performance concerns and situations.

I function as the main source for the hotel, with responsibility in all aspects of operation, including guest and associate satisfaction, human resources, financial performance, and sales/revenue generation. I also analyze business results and collaborate with the management team to develop effective strategies that address emerging needs. Making key decisions and overseeing their execution is very important to me as a leader of my team. To this end, we transform obstacles that may hinder our successes and I ensure that adequate resources are available to reach my team's maximum potential. I make sure that brand standards are met with the aim of satisfying or exceeding guest expectations while communicating necessary follow-up actions to my team. Helping to drive the sales culture in the hotel through active participation in the process, including motivating them to develop effective revenue management strategies and setting aggressive goals that will drive the property's financial performance, is a high priority for me. Preparing the annual budget and business plan in collaboration with the appropriate department heads ensures that achievable financial objectives are set, which is an integral component of the success I have been able to deploy. I actively track sales and revenue to determine variations and assess our achievements while making decisions to keep moving forward.

In charge of the western and northern regions, we maintained a functional operation, allowing us greater financial control, achieving a higher satisfaction index, with some hotels reaching the fifth and sixth positions in the chain. The financial aspects of budgets and expenses were kept under control through the effort of the team, taking care of resources and maintaining growth. Audits of standards were well above average thanks to clear objectives, contributing new improvements to the operations manuals. As the regional operations manager, I started with 12 hotels and was grateful to end with 28. Excellent management of constant changes enabled us to identify immediate opportunities; the last 15 auditors with 15 openings generated 60% of the occupancy, ADR, RevPAR, and GOP always above the margin. Internal growth benefited many staff members, creating a stable and secure environment.