Lead property revenue, marketing and sales strategies to maximize performance for ownership group. Create and facilitate budgets and forecasts. Lead conversations with ownership group and company COO on hotel performance, capital improvements and budget management. Execute innovative strategies to improve profitability. Align with marketing team on position of property to best capture target guests. Lead high performing team.

Collaborated with sales and marketing teams to identify target markets, local and global corporate accounts, and implemented sales strategies to maximize revenue performance. Created key performance metric strategies. Creation and management of financial budget and forecast to align and exceed owner expectations. Lead team of high performing director level positions through people centric leadership. Developed and strategically planned property through construction to high performance operation. Realized 5 million dollars in top line revenue through rooms performance in first year of opening. Maintained 120 RGI in STR performance, 60% rooms profitability and exceeded gross operating profit targets.

Strategically planned opening process during construction of property. Aligned with Marriott corporation leaders on position of property. Created and managed budgets and forecasts for ownership group, as well as presenting performance results. Built high performing team during and through opening process. Measured and exceeded key metric of performance including consistent STR performance above 125 RGI, 100% of GOP budgeted goal as well as 99% achievement on property brand standard audits. Created strategy with sales and revenue team to maximize corporate and group performance above initial ownership expectations. Maintained cash flow during difficult pandemic to allow property to stay operating.

Lead destination property through multiple seasons and aligned on strategies to ensure financial success and flow through to the owners. Aligned with partners and key stakeholders to drive high rated business. Improved operation through additional offerings to guests while maintaining owner expected ROI. Lead sales, marketing and revenue strategies to position the property appropriately through seasonality. Exceeded top line and gross operating profit goals through careful expense management and rate positioning. Led team through people centric management and maintained low turnover percentages in difficult destination hiring market.

Lead operations team through closure and opening renovation transformation. Assisted General Manager with reporting on profit and loss to Pebblebrook Hotel Trust ownership group. Managed continuous improvement plan for owners. Implemented and oversaw brand standardization of property before and post renovation. Lead innovative brand initiative with key partners in Willamette Valley wine country. Managed rooms expenses and reported on variances to General Manager and owners. Maintained high guest service scores including top marks in both Pacific Northwest and Nationally. Managed entire property during absence of GM.

Develop and maintain strong vendor relations. Order room supplies, guest supplies, and cleaning supplies, while keeping ordering within budget and labor within budget goals. Thoroughly inspect rooms, strip rooms, collaborate in weekly walkthroughs, implement new incentive programs quarterly, manage housekeeping staff during $2.5 million dollar renovation, upheld and carried out Care and Comfort program successfully, manage staff through weekly coaching and counseling sessions, attend weekly Yield calls, Capital Review, CAR, attend monthly P&L calls, and attend weekly Operations meeting.Highlights: Upheld housekeeping 96% market matrix score throughout the year including a 96.5average, #5 within Kimpton. Created the first 'Manger in Training' Program at RiverPlace. Conducted quarterly Kimpton Culture classes. RiverPlace #1 TripAdvisor rated hotel in Portland, OR, #3 score in market metrix for Kimpton Hotels in 2013 including #1 in February. Opening Team Trainer for Hotel Go-leta June 2013 and Brice Hotel May 2014. Awarded 'Employee of the Year' at Kimpton Annual Facilities Conference in Washington D.C.

Part of a strong, small team opening team chosen my corporate home office to train staff and prepare hotel front and back for grand openings including training guest service team on culture, philosophy and service standards. This role was in congruence of carrying a full-time position within Kimpton and and was executed while being a Front Office Manager and Director of Housekeeping. Four Openings Included: Santa Barbara CA, Goleta Hotel, a Kimpton Hotel Philadelphia, PA, Phildephia Monaco, a Kimpton Hotel Phoenix AZ, Palomar Hotel, a Kimpton Hotel Savannah GA, Brice Hotel, a Kimpton Hotel

Daily management duties included going through front desk reports, daily VIP list, arrivals, and departures for the current day in order to avoid errors and maintain smooth operation. Handle guest crisis, managed team of thirteen employees, including two supervisors, five front desk agents, two night auditors and guest service agents. Duties included scheduling, assisting, disciplining, and rewarding. Created CAR and maintained front office budget through ordering of supplies and scheduling of employees. Monitor room inventory along with the reservations and revenue team. Worked side-by-side with General Manager, Revenue Manager, Director of Sales and Marketing, Chief Engineer, Director of Housekeeping, and Director of Finance. Managed Front Office staff during renovation of all 140-guest rooms. Highlights: Strongly assisted in moving the Hotel Triton from #37 to #17 on Trip Advisor. Kept the Hotel Triton at a 91% customer satisfactory rating on Market Matrix 2011 and 92% in 2012, including December 2011 where the overall score was 93.5 and the #1 Kimpton Hotel in San Francisco. Opening Team Trainer for Hotel Palomar in Phoenix and Hotel Monaco in Philadelphia. The Billy Award: Raid The Mini Bar for September and October 2012, Kimpton InTouch Champion: Hotel Triton from April 2011 to November 2012, Like a Local, Green Key, and Epitome from April 2011 to November 2012.

Third in line to front desk management, supervised in management absence, trained employees, over-sought and communicated with housekeeping, scheduling knowledge, guest crisis management, conducted interviews and interviews calls, for 18 months averaged a 25% surplus in rooms sold over team of nine others, and honored with employee of the month.

Implemented contracts with corporate accounts, one of three conducting interviews for potential employees, led in the month of March 160% surplus to an already leading average for incentives and rooms sold, trained new employees including Opera software, sales visits to local entities, assisted on food and beverage, worked the front desk and any special assignment requests by management.

Constructed and prepped daily reports, reservations, check in and outs, filling guest requests, responsibility for thousands of dollars daily, concierge, bellmen, security, continually exceeded expectations of guests with regular comment cards, and honored with employee of the month.