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In every position in which I have worked, I have developed a winning culture by mentoring the next generation of leaders. I have learned it is my strength and my passion.I have a strong track record of collaborating with corporate leadership to develop strategy and then executing those strategies to guide teams to excellence. When I was the General Manager of Nevada Casino Holdings’ Model T Casino with a Quality Inn franchise, I assumed leadership over a poorly performing property, refined the team and its operation, and achieved excellence according to the Choice Hotels, Intl. standards. Our success was measured by our profitability and a 30 point increase in our Choice Hotel, Intl. Brand Standards Inspection Scores. (96.3% - October, 2012)I have a proven history of driving profitability. When I joined Nevada Casino Holdings in 2010 as an Assistant General Manager, I worked seamlessly with our corporate leadership to lead insolvent properties to profitability. Upon being reassigned to General Manager at Stockmen’s Hotel & Casino, I was able to refine our operations to yield a 22 point increase to our EBITDA margin and restore the properties to a state of profitability.I currently work in the Denver Airport market in a hotel with an annual revenue of approximately 5.9 million dollars where I have succeeded in implementing initiatives to improve our guest satisfaction metrics and revenue generation in a complex market. When I came to the property in July, 2016, I found it had a Net Promoter Score of 22; today, it has a Net Promoter score of 72.8 (Jan, 2020) and achieved the second highest Guest Satisfaction ranking in the Region for 2019. Additionally, I am practiced and successful in cultivating talented leaders. As an Area General Manager of two hotels in the Denver market, I developed and implemented my own leadership training; as a result, we saw significant improvement in our teams’ engagement and performance which yielded continued improvement in our guests’ satisfaction scores. Subsequently, our District Manager invited me to expand my training efforts to introduce and develop good leadership habits among the Front Office Managers, Head Housekeepers, and my fellow General Managers in Colorado and Utah; these efforts were productive and I continue to reinforce our culture by presenting development material to our region’s property leaders to this day.I welcome every opportunity to pursue excellence in operations, develop bench strength within our leadership team, and be a part of the vision for the company’s future.
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General ManagerHighgateDenver, Co, Us
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General Manager - Hyatt Place Boulder Pearl StreetHighgate Sep 2022 - PresentNew York, Ny, Us
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District ManagerExtended Stay America Aug 2021 - Sep 2022Charlotte, North Carolina, Us -
General Manager - Denver International AirportWyndham Hotels & Resorts Jul 2018 - Aug 2021Parsippany, Nj, Us• Initiated and implemented a new leadership development program to develop bench strength among new managers and first-time supervisors. Collaborated with District Manager to expand the training to other regions.• Engaged in Revenue Development/Management in partnership with Revenue Manager and Sales team members to achieve significant increases in top line revenue compared to PY and budget.• Strengthened our winning culture built on our core values and established business practices to bolster team confidence to prepare for and then integrate to Wyndham operating systems. • Assisted other properties in the conversion to new operating systems by engaging as a SynXis PM SME (i.e. coordinating training, providing support during cutover, etc.) -
Area General Manager - Denver International Airport/Louisville-BoulderLa Quinta Inns & Suites Jun 2017 - Jul 2018• Having rehabilitated the region’s flagship property, accepted leadership of a second underperforming location.• Restructured the management labor model to ensure sustained leadership and team development.• Achieved significant successes in revenue generation and guest satisfaction scores at both locations during the course of lengthy, problematic renovations.• Assisted the District Manager in the process to select a new permanent General Manager to lead the property. -
General Manager - Denver International AirportLa Quinta Inns & Suites Apr 2016 - Jun 2017• Assumed leadership of an underperforming property and developed a strategy to return it to its potential.• Engaged in Revenue Development in partnership with Regional Revenue Manager and Director of Sales to yield rates offsetting depressed occupancy but remaining competitive to our market.• Effected improvements in Guest Satisfaction targeting Medallia survey scores and Online Reputation as measurements thereof. Virtually doubled our Net Promoter Score in our first month and prompted increases in both Service and Product Quality scores (July v August, 2016). Achieved a 58.9 Net Promoter score in the midst of a troublesome renovation (July, 2017) before reaching even higher scores post-renovation.• Initiated the foundation for sustainable success by taking action to assemble the best team possible, teaching team members the expectations for their positions and the criteria for success, empowering them to achieve, and ensuring accountability for their performance.• Applied selective Capital Expenditures to make immediate improvements to previously deferred maintenance items negatively affecting guests’ experience.
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General ManagerNevada Casino Holdings, Llc Aug 2013 - Jan 2016• Returned to the Elko properties and initiated improvements in operations to restore them to a state of profitability.• Achieved a 22 pt increase in the combined properties’ EBITDA margin by restructuring the management labor model and directing property activities to adhere to corporate goals, gain efficiency, and to maximize profits.• Committed to the company’s core values, corporate established business practices, and operating policies and procedures and fostered a winning vision for the property team within that framework.• Recruited and developed key management to provide leadership, foster teamwork, provoke effective communication, and ensure accountability for the daily activities in each area of operation toward the vision of a unified, efficient, and profitable enterprise. • Worked in partnership with corporate leadership to implement improvements to the casinos’ slot product and performance.• Proposed the Player Development program at the Stockmen’s and Commercial Casinos.• Envisioned, developed, and opened a new F&B Outlet within the enterprise (The Martini Lounge at the Commercial Casino).• Collaborated with corporate leadership to plan and complete the renovation of the casino restaurant to improve guests’ experience, complete improvements to the facility, and accentuate the history and theme of Stockmen’s Hotel and Casino.• Coordinated with our corporate team and contractors to provide oversight during the 74 room remodel of the Stockmen’s 57 year old hotel.• Evaluated and presented financial information to coordinate with corporate leaders and make educated decisions, guide property decisions, and improve the profitability of the enterprise as previously described.• Worked alongside our corporate team in the development of strategic plans and policies for the company.• Directed the activities of the personnel office in collaboration with Corporate Human Resources. -
General ManagerNevada Casino Holdings, Llc Jan 2012 - Aug 2013• Refined the Casino, Hotel, and Food & Beverage Operations of an already profitable company to further corporate goals, achieve efficiencies, and increase revenue; we consistently achieved twice the forecasted EBITDA margin for multiple months. • Recruited and developed a key management team to ensure active leadership over the daily operations of the property. • In conjunction with corporate leadership and our hospitality consultant, corrected sub-standard operating procedures of our flagged/franchised hotel and achieved excellence according to the CHOICE HOTELS, INTL standards. Our success was measured by our aforementioned profitability and a 30 point increase in our CHOICE HOTEL, INTL Brand Standards Inspection Scores. (96.3% - October, 2012)• Engaged with our corporate team to envision and then executed the renovation of the casino floor to improve guests’ experience and emphasize the Model T brand/theme.• Planned and accomplished the renovation and re-branding of the casino restaurant to improve guests’ experience, improve operations, and underscore the Model T theme/brand.• Responsible for employee training and development, staff meetings/collaboration and property coordination. • Ensured the company’s compliance with Gaming Control Board (GCB) Regulations and Internal Control Procedures. • Directed the activities of the HR office. Regularly consulted with Corporate Human Resources to provide guidance for HR concerns on this and other company properties.• Provided strategic information to corporate leaders concerning the operations of the business, opportunities and growth and development capabilities.• Evaluated and presented P&L and Income Statements to guide property decisions, and improve the profitability of the company as described.
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Assistant General ManagerNevada Casino Holdings, Llc Mar 2010 - Jan 2012• Transferred from Colorado to the Company’s Nevada acquisition to assist ownership, Corporate Leaders, and Property General Manager as we re-developed the casinos in the wake of the prior owner’s bankruptcy. • Implemented business practices throughout the Food & Beverage Operations and Non-Gaming Operations to return the properties to a state of profitability. • Engaged in labor analysis then planned and completed a reduction in force to obtain maximum efficiency and economy of operations.• Developed and implemented team member development/accountability measures such as standardized coaching methods and full record-keeping of team member development efforts including annual evaluations.• Responsible for day-to-day operations, employee training, staff meetings, and property communication. • Managed and motivated a diverse group of department leaders. Developed a rapport with team members to provide coaching/development effectively and ensure staff accountability.• Partnered with the Corporate Food and Beverage Director and Executive Chef to develop operating systems, implement new menus, and initiate changes to the operation based on experience and strategic analysis toward the goal of improving the financial performance of the operation.• Developed a rapport with team members to provide coaching/development effectively and ensure staff accountability.
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Slot Floor ManagerTriple Crown Casinos Jul 2008 - Mar 2010
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Slot Shift ManagerAmeristar Casino Oct 2006 - Jul 2008Las Vegas, Nv, Us
Peter Navarro Skills
Peter Navarro Education Details
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University Of ArizonaBa
Frequently Asked Questions about Peter Navarro
What company does Peter Navarro work for?
Peter Navarro works for Highgate
What is Peter Navarro's role at the current company?
Peter Navarro's current role is General Manager.
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What is Peter Navarro's direct phone number?
Peter Navarro's direct phone number is (800) 642*****
What schools did Peter Navarro attend?
Peter Navarro attended University Of Arizona.
What are some of Peter Navarro's interests?
Peter Navarro has interest in Economic Empowerment.
What skills is Peter Navarro known for?
Peter Navarro has skills like Casino, Hospitality, Team Building, Gaming Industry, Gaming, Hotels, Management, Customer Service, Hospitality Management, Leadership, Casino Gaming, Budgets.
Who are Peter Navarro's colleagues?
Peter Navarro's colleagues are Jackson Manuel, Jazz Billips-Lee, Sheila Torres, Gina Rios, George Michael Lewis, Brandee Sasaki, Ruth Vertiz.
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