Group Strategy leader for 2 hotels - Tampa Marriott Waterside and The Vinoy Renaissance St. Petersburg Resort & Golf ClubManaging 2 hotels, my responsibilities included evaluating opportunities to determine optimal pricing and/or providing options for alternatives, maximizing revenue and profit by calculating displacement, creating of long-range rooms and catering budgets, achieving cross-over goals, monitoring booking pace, keeping track of competitive performance and modifying pricing as needed, running meetings and ensuring accuracy in pricing, systems and reporting.

Revenue leader for 2 hotels - JW Marriott Marquis Miami and Hotel Beaux Arts Miami.I work closely with the Sales Team, as I was presented with all group and account inquiries, to determine the potential profitability to the hotel’s bottom line.Responsibilities included monitoring and implementing price strategies, monitoring eCommerce channels, yield restrictions and authorization to maximize revenue, communicating updates to the leaderships, execute STR analysis, booking pace, market segmentation, displacement analysis, room revenue forecast and projections; and to conduct weekly revenue strategy conference calls, along with other multiple miscellaneous projects

Revenue Manager for Groups for the three hotels in our cluster, JW Marriott Marquis Miami (opened October 2010), Hotel Beaux Arts (opened December 2010) and JW Marriott Miami. In this role my main focus was analyzing group business and pricing business based on requested RFPs.I worked closely with the Sales department to negotiate rates for future business. Using Delphi, I constantly reviewed and edited group ceilings and selling guidelines to maximize group business opportunities. When there were major changes in occupancy or group bookings, the group strategy would be revised to stay ahead of the curve.

I was accountable for processing and inputting all group room block reservations, requests and changes while ensuring accuracy. I worked very closely with sales, events, accounting and front office teams so that all group related requests could be proactively taken care of. Keeping straight line inventory available was one of my main focuses so that transient bookings were not affected. As well, daily I monitored occupancy and was to alert Revenue leaders of any last minute sold out nights, changes in group status and possible problem situations. During this time, I was also on the opening team of the JW Marriott Marquis (opened October 2010) and Hotel Beaux Arts (opened December 2010) as a liaison for all group reservations and revenue management items. One of the major tasks we successfully undertook was builing and loading all new rates (promotions, packages, corporate accounts, rack rates, etc.) into Marsha, PMS, Efast, and MarRFP