As the INTERIM GENERAL MANAGER, for the Hotel Fort Wayne room, 3 star property with 18k sq. ft. of meeting space, concierge floors, casual and signature dining facilities. Managed budgets, operations, productivity, and service with 10 direct reports and a staff of 117. Implemented guerrilla marketing tactics and social media strategies—with a very limited promotional budget— to recapture previous guests and raise revenue. Key Responsibilities: ✓ Revenue Management✓ F&B Marketing✓ Sales & Marketing✓ Business Development✓ Improving Adherence to Guest Experience Standards--Lowered Food Cost from 37.5% to 34.5% Actual---Lowered F&B Payroll from 41.5% to 39.1% Actual--Lowered F&B Ops expense from 9.9% to 7.1% Actual--Improved Flow-through by 123.9% Year over Year--Lowered Beverage Cost from 28% to 23.2% Actual--Raised TripAdvisoror rank from 27th to 18th of 47 propertiesTYPICAL ENDORSEMENTS: “I have worked with Rick for over 10 years and have always found him to be very receptive to change and to new ideas. Rick is very creative and knows how to drive top-line revenue while keeping an eye on the bottom line. Rick really cares about his customers and is driven by improving customer service. Rick is a true asset to the Embassy Suites brand.” ~Bob Maehling, Regional Director Brand Performance Support, Hilton Hotels Corporation"Richard Harris is a down to earth, down to business, "get 'er done"​, seasoned hospitality professional! … Mr. Harris led the team during my tenure fearlessly, with great zeal and dedication. When I think of the word "Hotelier"​ I have a mental image of Mr. Harris. Any management company, ownership group, team members and guests would benefit from Mr. Harris!"~Lawrence J. Olive, CRDE, General Manager at Embassy Suites Indianapolis North; reported to Richard M. Harris at Embassy Suites Chicago North

As the Hotel General Manager, I provided top-level leadership and development for a hospitality staff of more than 100. I led vision and strategy to raise annual revenue and preserve market leadership.Maintained P&L goals & guest standards while successfully transitioning through four changes in ownership and four changes of management while sustaining STR market-high REVPAR for 17 years― and flow through as high as 226%.OPERATIONS:➢ Dominated Hyatt, Marriott Suites, Hilton, Renaissance, Wyndham and DoubleTree Suites in market share and REVPAR since 1994➢ Sustained Room Division profits at 77.9%-80% during thirteen “boom & bust” years.➢ Reduced FTE by 45% ➢ Exceeded Revenue & GOP goals ➢ Four-time President’s Award winner: ➢ Implemented STEPS and stripped housekeeping labor costs from .53 hours per occupied suite to .36 hours.➢ Launch of Premium Pricing strategy increased monthly room revenues by 8% average.ASSET MANAGEMENT:➢ Championed and project-managed $7.5 million upgrade of all suites, meeting facilities & restaurant concept in 2007➢ Secured ComEd energy grant for thermal cooling installation ➢ Sold owners of hotel & restaurant franchise on new F&B concept. Increased capture rate from to 46% vs. brand average of 28%. HUMAN RESOURCES:Decreased turnover 32% in a year that saw a new management contract, a total hotel renovation, and added market supply.➢ Retained key staff, such as Director of Sales & Operations Manager during ownership changes➢ Groomed 4 Assistant General Managers for GM positions & 2 Front Office Managers as AGMs at other Felcor Hotels➢ Mentored 7 sales managers into Directors of Sales including twice nominated Embassy Suites DOS of the Year MARKETING:➢ Capitalized on relationships with local executives to promote hotel for banquets & family visits➢ Increased web visibility & on-line presence via targeted SEO & Social Media

Was relocated from property to property to regain market share and make profitable or improve ability to sell asset.Harley Hotel--Grand Rapids, Michigan [4 Diamond property)➢ Increased corporate transient room nights 32% year over year ➢ Increased group advanced sales 57.4% year over yearHarley Hotel--Cleveland, Ohio [4 Diamond property]➢ Trouble-shooting assignmentHarley Hotel--Atlanta, Georgia [4 Diamond property]➢ Led property to positive GOP for first time in 15 months within 4 monthsSheraton Hotel--Huntsville, Alabama [3 Diamond property]➢ Increased F&B Sales 14.6% within first year➢ Tripled group advanced sales within first year➢ Initiated off-site catering, resulting in cocktail party for 4500

Viscount Hotel--Denver, Colorado 3 star--General Manager✓ Grew F&B profit 37%✓ Led property to positive GOP within 60 days of arrivalPlaza of the Americas--Dallas, Texas 4 star--Rooms Manager,$15.1M revenues ✓ Increased transient ADR 21% in 6 months

Operational responsibilities over 438,000 sq. ft. of commercial office and medical office space, including tenant build-outs, tenant relations, daily operations.

Operational responsibility over Rooms Division, Engineering and Security Departments of 600 room convention property. Responsible for budgeting, forecasting and P&L performance. Reduced Rooms costs by 14%. Promoted to position from Director of Human Resources

700 room full service convention hotel

All Student Life/Housing responsibilities for Men's Housing and Co-Educational Housing of 1,500 students

Piqua Daily Call and The Middletown (OH) Journal