Oversee all properties management, secure bank financing, construction/renovation, budget planning, expense review and control. Budget analysis to meet financial objective, forecasting, controlling expenditures, analyzing variances and establish action plan for corrections. • Purchase, upgrade, build, lease, and sell real estate.• Research properties, analyze demographics and upside potential.• Negotiate real estate transactions.• Initiate and manage capital projects.• Assets management.• Perform monthly and quarterly (QA) inspections.• Keep current with local, state, and federal laws pertaining to real estate management and tenant rights.• Analyze monthly and annual budgets and identify variances and implement an action plan for improvement needed.• Manage and control operating expenses.• Create monthly, quarterly, and annual financial statements.

• Direct all day-to-day operations of the hotel to provide an enjoyable and safe guest experience.• Strengthen operational efficiencies by developing and implementing new processes and procedures.• Develop and manage operating budgets to exceed forecasted GOP (35 percent YOY increase).• Assess and optimize revenue management to achieve higher RGI in all three indexes, and top ranking in the STR report. • Preform all aspects of daily and month end financial reporting.• Manage the hotel financial functions including Accounts Payable, Accounts Receivable, Payroll, Daily Bank Deposits, Purchasing and Inventories.• Revamped the F&B department by launching new restaurant, bar, and banquet menus to generate more revenues and attract hotel and local guests.• Oversaw the operations of sister properties in Rogers, Arkansas.• Ensure guest satisfaction through anticipation of guests needs, providing excellent customer service, continuous staff training, and immediate follow-up to guests concerns or feedback.• Guide the Sales & marketing activities, lead weekly sales and marketing strategy meetings, and participated in the efforts to secure new business for the hotel as needed

Led a successful, top-down reinvention of the property including a successful rebranding to Doubletree by Hilton, new operating practices and guest service standards, and a reinvigorated F&B function. End result: triple-digit RevPAR growth at peak. Built, trained, and managed a 70-person team. • Reduced a $756K budgeted loss for converting hotel to Doubletree by Hilton down to $5K through maintaining F&B and banquet operations throughout construction phase (zero disruption), combined with a focus on practical overhead cutting. Converted 255 rooms and brought in a new level of brand and operating standards into play • Contained expenditure below targeted budgets through aggressively negotiating vendor contracts, stressing energy management and preventive maintenance• Instituted organization-wide guest service standards enabling rapid identification of problem areas and fixes. Delivered new benchmarks in guest satisfaction• Revenue management, developing a strategy to maximize top line revenues and creating new source of revenues through launching catering / concession programs and building relations with the CVB utilizing of combined 57,000 sq. ft. of meeting space• Improved F&B operations through revamping banquet department, improving services and introducing new menu yielding high positive guest feedback• Received "Triple Threat" GM Award for triple-digit RevPar growth. Achieved top ranking for GSS growth, RPI growth and flex/flow as a Doubletree. Received TripAdvisor Award of Excellence 2017. Received Heartbeat Award for achieving above IHG brand threshold OSAT score Incentive for two consecutive years. The hotel was awarded $10,000, and $5000. Received TPG Hospitality "Award for Best Forecasting Accuracy" company wide. 2014 Finalist in the Chamber of Commerce “GRIT AWARD” giving recognition in tourism, award for highest percentage of sellout efficiency company-wide for multiple quarters

Increased value of property by $3.5M through strategic vision and tactical leadership touching on all operating points. Took on 50% owner status. • Served as an expert in renegotiating critical vendor agreements, reducing franchise fees and securing preferential loan terms. • Improved F&B operations through revamping banquet department, remodeling facilities and introducing new menu yielding highly positive guest feedback. Drove success of high-profile events through aiding staff in logistics and food preparation. • Created new source of revenues through launching cafeteria-style restaurant within large medical center. • Achieved exceptional efficiency gains through installing new Property Management System (PMS) and training hotel and administrative staff on proper usage. • Achieved Top Ranking in Guest Satisfaction for entire Hospitality Franchise System (HFS). Received Award of Excellence for Ramada Inn of the Year, Award of Excellence for Renovation, Award of Outstanding Food Service and Gold Key. • Nominated and served as Wyndham Travelodge Thriftlodge Franchisee Advisory Association Board Member as well as Director of South Central Region. • Received Personal Appreciation Award from FEMA (C.I.S.M.) for supporting Hurricane Katrina Relief through providing lodging, banquet facilities, meals and support for crisis management team officials and victims. • Received Personal Appreciation Award from United States Department of Agriculture for support and hard work during Hurricane Rita and Hurricane Katrina.

Played crucial role in transitioning operations to new Datatel Software, liaising closely with end users and offering hands-on technical support. Coordinated with other members of Task Force Team and offered insights. • Interfaced 4th generation computer language software with older existing programs and applications, resulting in smooth transition with minimal issues. Edited programs to accommodate requirements of multiple university departments.

Developed and maintained new software programs and interactive applications spanning diverse university departments. Managed and troubleshooted financial accounting system software as-needed. • Capitalized on in-depth accounting and technical knowledge in bridging gap between University Computer Center Department and Accounting Department. Received positive feedback for efforts. • Reduced man hours and expenditures through automating university Business Office nightly functions.