Successfully opened this 166 suite hotel in January 2017 having hired and trained the entire hotel team. We were able to quickly establish the hotel in the Gwinnett County market and achieved over 100% market share within three months of opening. The hotel has achieved significant gains in occupancy each year, sustaining a yearly level of 80%. Revenue growth has been consistently double digit year over year as the hotel has asserted it's dominance in the market. Since achieving 100% RevPar index the hotel's market share has steadily grown to its current level of over 160% RevPar index.The management team I picked and trained for each department has worked well with me to drive those revenues into profits for the hotel. By closely controlling costs, especially labor and consumables, we have been able to maintain a GOP margin in excess of 50%.The hotel has also been a guest service leader in the community and the Embassy Suite brand. We achieved the #1 ranking in our TripAdvisor comp set in July of 2017, and have maintained that position ever since. The property finished 2018 ranked #12 of 252 Embassy Suite hotels and is currently ranked #15 of 252 for 2019. We have managed this by providing exceptional guest service to our guests while maintaining our hotel to the highest standard and always providing that brand new feel. This is further demonstrated by our three convective OUTSTANDING Quality Assurance Audits.

Worked to get this under-performing hotel ramped up and on the correct path. Improved Guest Service Scores to the point of having it ranked #15 of 972 in guest satisfaction just prior to leaving. Revenues were beginning to improve, and RevPar index was running 150 to 160%.

Developing new business and repositioning a wonderful Cambria Suites Hotel at the Raleigh Airport in Morrisville, NC. Was able to establish a profitable result and significantly increase market share in this emerging brand hotel. This Cambria Suites became the hotel of choice among the business travelers as evidenced by the property holding the #1 slot of 18 hotels in the TripAdvisor competitive set for nearly 3 years straight.

Opening manager of this 102 room new construction Courtyard CYRB hotel. This new style Courtyard featured the Bistro concept with Starbucks, and was the 3rd property to open in the state of GA. After opening in November 2010 the hotel first hit 100% market share in August 2011. The property finished its first full year of operation (2011) with an overall GSS of 89.8%, ranking it in the top 5% of the brand for guest satisfaction.

Simpsonwood is a 170 room Conference Center, with 25,000 sq ft of meeting space, a dining room which seats 285, and other amenities on a 227 acre campus. The facility operated solely on the Total Meeting Package rate plans in which guest rooms, meeting rooms, and all meals were packaged into the overnight rate.Owned by the United Methodist Church we were somewhat restricted in the type of business we could attract here. We were able however revamp and right size this operation and turn the first operating profit in over 10 years.

During the year in between managing an actual hotel property, the President of the company asked me to work in development and assist him in growing the management company’s business and property portfolio. My focus was evaluating properties for potential purchase and acquiring management contracts on existing and future development hotels. During this time I negotiated and executed a total of 5 new management contracts for the company.

This hotel was 2 years old when I took over and had not yet financially ramped up. The situation then became tougher because of 9/11 events. We were able to find a couple of pieces of contract business that provided the base we needed to carry the hotel until the overall Charlotte market improved in 2005. The company was able to sell the property at a substantial premium in 2006.During this time the hotel was twice recognized by Marriott as a Gold Circle Award winner, and I was awarded the Fairfield Inn Magic GM award in 2003 and 2004.

I learned most of what I know about revenue management at this hotel. This 160 suite property was heavily used by the area corporations and consistently ran 92% occupancy and a 165-185% market share. Some of these locally negotiated rates we had to place on an actual allotments so that they wouldn’t buy so many rooms as to displace higher rated business. It worked well though because room revenues were over 4M a year.I had a great team here as well, one that really excelled in customer service. With that this property was named the Embassy Suites Hotel of the Year in 2000.

160 room hotel on 7 acres of beachfront property, that also featured a 140 seat IHOP restaurant franchise. While not the glamorous facility one typically envisions as a resort, this was a true destination hotel and was suited to the clientele that traveled to this area. With very heavy demand during the winter tourist season, we also managed to find specialty pieces of business to fill in the slow non-tourist time periods that allowed us to operate this property at revenues over 3m a year.

RAMADA Inn Airport - Full Service 122 room propertyBest Western Inn and Denny's Restaurant - 122 room propertyRAMADA Hotel and Conference Center - 381 room property.In addition to managing a hotel property I would assist the management company by doing special projects such as taking over a new hotel contract or overseeing a renovation project at one of our existing hotels. The diversity of seeing 10 or 12 different hotel properties, all with various brands, conditions, and quality levels helped me to quickly learn what does and doesn’t work in repositioning a hotel property.