Steve Pastor Email and Phone Number

• Managed overall operations of a 500 suite lodge with indoor waterpark and 7 food outlets.• Oversaw multiple attractions to ensure guest satisfaction and experience enhancement.• Implemented strategic initiatives to drive revenue growth and operational efficiency.

Hotel MdR - A Doubletree Hotel in Marina Del Rey

Hyatt Regency-Westlake Village Overseeing the day to day operations of the Hyatt Regency Westlake Village with 25,000 square feet of banquet space.

Radisson Mall of AmericaOverseeing the day to day operations of the Radisson Mall of America Hotel and Waterpark. The hotel consists of 403 guestrooms and suites as well as a 65,000 square foot waterpark attached. The Waterpark of America was named the number 6 Waterpark in the nation in 2015 by USA Today.

Oversee day to day operations of the Old Town Complex consisting of a Courtyard by Marriott and Fairfield Inn and Suites by Marriott with 311 rooms and 6000 square feet of banquet space. Increased GOP by $800k YOY from 2013 by cross utilizing key department heads between the complex and driving top line sales over prior year. Oversee the food and beverage operation with the new Bistro concept at the Courtyard as well as produces banquet food for both locations.

Oversee day to day operations of a 168 room full service property across from Kauffman and Arrowhead stadiums. Made an immediate impact NOI within the first month of employment by evaluating and changing staffing levels as well as putting into place tighter cost controls.Oversee sales staff after a rebranding of the hotel. Overseeing the Food and Beverage department that produced $500,000 in revenues.In charge of ordering and purchasing soft and hard goods for a multi-million dollar renovation.

Oversaw all aspects of 8 hotels in 4 states in the Southeast. Both limited service and full service from 493 rooms to 112 rooms. (Hilton, Marriott, Wyndham, IHG)Developed and implemented new Food and Beverage menus in all outlets of the hotels.Successfully qualified 2 IHG hotels for Relaunch® that was consistently struggling with OSAT scores.Responsible for preparing and submitting monthly and quarterly owners reportsPrepared monthly reports for bank owned properties on cost savings efforts made at each hotel.Developed Budgets and Capitol Expenditure plans for each hotel. Implemented cost controls for POR and controllable expenditures for General Manager's to use.Performed documented property visits to include HR and accounting auditsHeavily involved in the development of the Sales and Marketing efforts of each property.

Acting General Manager of a Courtyard by Marriott & Lead General Manager of 3 other properties in Jackson, MS. and New OrleansOversaw a $2 million dollar Courtyard renovation in 2007-2008.Raised GSS scores from Red Zone to Green in 6 months.Developed and promoted two AGM's underneath me to GM positions within the company.Oversaw a Perfect Mix Lobby renovation for Hampton Inn & SuitesOversaw a Fairfield Inn conversion to a Fairfield Inn & Suites

Acting General Manager of a Hampton Inn & Suites and District Director of 3 additional properties,; Oversaw and responsible for all aspects of 4 hotels that generated in excess of $15 million dollars in revenue annually.Worked with each properties management team to increase and drive Guest Satisfaction scores, revenues, cost controls, and employee retention using revenue management strategies and analyzing guest and employee comments.Opened 3 hotels and did the procurement for one.Increased REVPAR in my district by 9% in 2006.Obtained a management contract for Buffalo Lodging Associates that is still under contract today.

Residence Inn by MarriottTook hotel from Red Zone to consistently performing in the clear zone.Heavily involved in a $2 million complete renovation of the hotel as set forth by Marriott's Generation I renovation package.Actively participated in Marriott's cluster sales efforts as a franchise property.