Lead revenue management discussion and decisions with input the General Manager. Oversee recruiting and retention initiativesGuide and participate in sales efforts for the properties, overseeing $33 million in annual sales.Review and analyze monthly and annual financialsGenerate annual budgets with quarterly revisionsOnboarded four new properties in a years’ time, post-pandemic and established cultural standards at each.Coordinate CapEx purchasing for all properties in my regionImproved service and cleanliness scores metrics for struggling properties

Achieved a 90% on my annual evaluationCoordinated the sale of a Courtyard by Marriott and Residence Inn by Marriott. Oversaw the Hampton Inn & Suites Jackson, TN, Residence Inn Jackson, TN, and Home2 Southaven, MS, all ranked in the top 10% hotels in their respective markets.

Responsible for completion of post opening items with a hotel just 6 months oldIncreased REVPAR by 5% in the first two monthsResponsible for all operational decisions for the hotelSet and monitor all revenue management strategies, short and long term in nature to maximize occupancy and revenueCreating of all staffing, training, and performance standardsPreparation of monthly profit and loss statementsDesigning yearly budgets and quarterly budget updates Consistently exceed strict labor standards

Tasked to bring this property back up to be a profitable contributor to the organization after 9 months without a General ManagerReestablish all account receivables ensure timely paymentResponsible for all operational decisions for the hotelOversee and complete the Jump Start Fitness Center, and Perfect Mix Lobby renovationsOversee transition to the GRO Revenue Management System

Promoted to Innkeeper of a 2 month old property with 92 rooms focused on extended stay, Limited service with complementary breakfast and evening meals. Increased the Gross Operating Profit by 56%Raised the Revenue per Available Room by 21% with an occupancy rate of 75%Increased service scores bringing the property into the top 5% of the brandResponsible for all operational decisions for the hotel.Set and monitor all revenue management strategies, short and long term in nature to maximize occupancy and revenue.Created all staffing, training, and performance standardsPreparation of monthly profit and loss statementsDesigning yearly budgets and quarterly budget updates Consistently exceed strict labor standardsOversee all account receivables ensure timely payment

Started as a Manager in Training, I was then promoted to Guest Service Manager,Progressed my property from 4th place to 1st, a change of 5.2% in five monthsAchieved first in service for 2010 out of 25 hotels in the companyAfter reaching goals I was then promoted to Guest Service Manager In charge of leading the service initiative for 4 to 8 Hilton and Marriott branded hotels in Tennessee and TexasEnhanced training abilities by promoting and training a new Guest Service ManagerManaged finances for the property maintaining above a 50% GOP, Responsible for all operations of the hotelIn charge of maintaining strict labor standardsEvolved management skills while in charge of hotel staff of twenty-six.Refined sales skills to effectively sell the hotel to prospecting social and corporate groupsResponsible for handling all accounts receivable.In charge of hotel when the General Manager is not on property/ on call 24 hours a dayEnhanced understanding of financials by completing daily sales reports and month end financial paperwork when General Manager is not present.

Grew management skills as acting manager over front desk staff of eightGreatly increased understanding of the needs to operate a hotelIn charge of maintaining inventory and cost control for hotels’ suite shop Evolved time management while cooking breakfast for hotel guests and staffWorked numerous overnight shifts while running day end financial paperwork