Throughout my career in hospitality revenue management, I have improved the numbers in every role I have held. Setting the right strategies and then hitting, and often exceeding, targets is my strength. Virtually everything in revenue management is measurable, tangible.I increase market value, revenue streams, direct revenue, occupancy rates, and employee satisfaction within five-star luxury hotels and resorts. Part of why I enjoy what I do is because I get to interact with so many stakeholders to ensure the set strategy is being carried out. Additionally, every day is different in this work. I never entirely know what the day will hold, and I find that invigorating.In addition to leading the day-to-day efforts in the realm of revenue management, I have also been a key player in various business development projects, including feasibility studies, market research and hotel-based projects.My career has taken me all over the world—Europe, the Middle East, Africa, and Asia. These varied geographical locations have informed my leadership style and made me more adaptable. For example, in Macau, most of my team (nearly 100%) is entirely local. On the other hand, when I was the VP of Revenue Management of the Atlantis The Palm Dubai, we had a workforce of 3.5K, representing 100+ nationalities. While not all revenue management executives have a strong foundational knowledge of hospitality, I do. Whether the project includes F&B, a golf club, spa, casino, waterpark, gaming, or other attraction, I have likely encountered it, and improved it. I pride myself on bringing revenue management principles to all revenue streams to maximize revenue and profitability.