Paolo C. Email & Phone Number

Toronto, Ontario, Canada

Leading the day-to-day head office brokerage operations and strategy by providing regular reporting on operations performance to leadership team and coaching on change management fundamentals in technology adoption and utilization. Assisting management projects through oversight of scoping, prioritizing, planning and forecasting project and events activities. Designed and implemented 4 internal recognition strategies. Created realistic roadmaps for office management models and service delivery.

Toronto, Ontario, Canada

Created impeccable employee and guest experiences at the global headquarters and assisted international office operations as well. Strong relationships with executive and senior leadership were formed for operational excellence and business processes. Leading a team of employees, vendors, consultants and contractors to deliver services and provide optimal performance of the 120,000 sq. ft. local premises, including but not limited to HVAC, cafeteria, mailroom, security, reception, office space management (international and local office installation, moves & decommissioning) and all the meeting room experiences. Strategic and innovative approaches to process improvement and opportunities, including the corporate response to COVID-19, were significant accomplishments. Becoming technically conversant with a wide range of real estate service offerings and products through commercial lease cycles for 23 international office spaces was great exposure to something new. Administering global & local employee relation initiatives like annual service awards, holiday & summer corporate events, the travel program, mobile device program and the corporate intranet site. Managed a $7M operating budget and annual capital projects of up to $3M and achieved less than 5% annual variances on either budget each year.

Gta

Building profitability through many business development improvement processes including top line sales strategies, responsible facilities management and service level training and support. Leadership on procuring solutions, asset protection & preventative maintenance programs were emphasized through budget acumen. Authored month end reporting to executives that included variance rationalizations with proposed solutions for next step planning. Key performance tools involving service standards, performance management, performance evaluation, recruitment efforts, service level evaluations & improvement, repair & maintenance, marketing efforts and food quality & safety were practiced.

Newport Beach, California

Orchestrating the 3 units to this AAA 5-Diamond signature dining & lounge experience that offered exceptional guest experiences through innovative service & product offerings culminated in surpassing financial expectations and awarded Top 20 New Restaurants in California by the LA Times. Staff development was used to evolve & implement improved standard operating procedures and communication protocols that created an elevated service experience that aligned with the overall Hotel/Resort business objectives.

Las Vegas, Nevada Area

Anticipated the transition to operating a unionized hotel from a brand new hotel concept within the CityCenter development. Orientating Staff that supported the new business vision and creating operational standards that resonated with a newly formed team dynamic were achieved goals. The ability to negotiate the use of function space and services in accordance with luxury brand policies and protocols was needed in the conference planning, execution and conclusion of every event. The effort achieved the highest overall client satisfaction the company had seen in any of its openings.

Greater Los Angeles Area

Orchestrating vendor, staff and guest requirements for the successful execution of the banquet function while fostering a focus on Standards Awareness & improved veteran staff relations. Banquet Event Orders were addressed in executive level process that identified requirements that were consistent with luxury service expectations. A $5 Million Budget was achieved and cost analysis tools established responsible management. Guest & Employee satisfaction surveys were rated above the departmental goals.

Focused on staff management through scheduling, meetings and progressive discipline. Ensured that BEO communication and planning was detailed and effective. Other departmental duties included efficient management of multi units i.e. In Room Dining, Casual & Fine Dining restaurants and Banquet Operations.