Experience

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  Starwood hotels & resorts worldwide, inc.

  May 2011 - Aug 2017

  ★ Led the revenue and space optimization vision. Played a key role in weekly strategy meetings with members of the hotel’s ownership group and executive committee.• Developed and implemented a tool identified as a best practice, which provided detailed insight into the hotel’s booking window, revenue usage, and profit in relation to all meeting spaces within the hotel. Provided leadership and the sales teams with a large amount of actionable information for strategy development. • Created SOPs and tools that addressed challenges with duplicate reservations, non-guaranteed reservations, and reservations with declining forms of payment, allowing better insights into current inventory levels, the maximization of cancellation and no-show revenues, and reduced the number of disputed charges.• Partnered with the Director of Sales & Marketing and the ISAC support team to rethink and reorganize the sales team’s processes and responsibilities to expedite speed to market, promote operational efficiency, reduce inaccuracies, and eliminate meeting space conflicts.• Oversaw the property’s Function Room and Function Room Demand Workbook within the ROS platform to ensure that accurate targets were being provided to sellers and promoted speed to market. Show less ★ Promoted to lead front office operations at Starwood’s largest Chicago location. Selected to serve on a team of executive committee members and department heads, enacting hotel-wide change that would promote operational efficiency as well as improve the guest experience and associate satisfaction.• Partnered with the Hotel Manager to research and act on guest feedback regarding integral parts of the guest experience, leading to capital projects that improved guest satisfaction and reduced service interruptions.• Initiated and oversaw large-scale changes to the Guest Services department that improved operational efficiency, reduced call volume, and improved guest satisfaction metrics.• Developed and implemented tools/processes that enabled the leadership team to better understand, analyze, and track trends. Lowering response times, increasing guest/associate satisfaction, and reducing expenses• Achieved new property records for guest satisfaction scores in an individual month, number of consecutive months above target, and for the year, which contributed to hotel earning the “Grand” designation. Show less

  • Revenue Manager, Manager of Space Optimization, Sheraton Grand Chicago

    Feb 2016 - Aug 2017

  • Front Desk Manager, Sheraton Grand Chicago

    Aug 2014 - Feb 2016

  • Assistant Front Desk Manager, Westin Chicago River North

    Sept 2012 - Aug 2014

  • Service Express / Front Desk Agent at The Westin Imagine Orlando

    May 2011 - Sept 2012
• 

  Tishman

  Aug 2017 - May 2024

  ★ Promoted to provide leadership and governance to asset management operations and strategy. Oversight includes multiple hotel assets and two non-hotel assets which operate as commercial/office buildings.• Architect and execute the strategic asset management strategy. Author and implement scalable roadmaps, identify revenue improvement, and investment opportunities, and ensure asset profitability targets and performance objectives are met.• Partner with the executive leadership team providing strategic data-driven advisement on opportunities, service ideations, risks, property efficiencies, and capital improvements. Identify root causes, re-engineer antiquated and underperforming processes and procedures, and drive operational effectiveness, asset value, as well as revenue maximization and continuous improvement initiatives.• Full financial oversight, applying general accounting expertise to manage asset P&L, prepare and manage operational / capital budgets, monitor financial KPIs, forecast financial impacts, and prepare financial statements and reports.• Perform physical assessments of assets. Evaluate redevelopment and capital improvement needs. Apply guest feedback, market trend analysis, and competitor intelligence to drive “Voice of the Customer” asset usage and improvement strategy. • Perform investment evaluations and impact/profitability forecasts. Lead due diligence efforts and work with cross-functional teams and executive leadership to ensure alignment and successful strategy development. Show less ★ Led asset and investment performance evaluations. Developed asset strategies to maximize operational performance, investment ROI, and improve guest experiences.• Utilized customer and competitor intelligence, industry trends, and internal data to develop insights and strategies to conceptualize and implement strategic asset initiatives and improvements. • Partnered cross-functionally on investment and improvement opportunities, evaluating the feasibility, profitability, and performance impact of contemplated initiatives, partnerships, or operational modifications.• Identified areas of usage and performance improvement and recommend actions for that improved usage and asset operational efficiencies that net material NOI improvement on an annual basis.• Identified a revenue segment that was widely viewed as undesirable and conducted research that proved it could be a revenue growth opportunity. This segment now provides the hotel with a material amount of additional annual revenue without displacing other desirable segments. Show less ★ Led the analysis of key enterprise assets, investments, usage, and operational efficiencies.• Analyzed large data sets, industry trends, and KPIs. Provided data-driven asset strategy and advisement to key stakeholders, and senior leadership.• SME on revenue management, operations, and systems for the company’s newest development project. Developed the hotel’s pre-opening and opening revenue management strategies and provided strategic advisement on operations and systems-related SOPs. • Conducted extensive competitive set research, analysis, and set up complex financial models to demonstrate relative performance and generated a highly detailed line-by-line forecast for both revenues and expenses. Effectively utilized these models to develop the initial stub-year budget, and these models have been in continuous use since 2018.• Worked with the construction team to monitor the budget and ensure the project hit key milestones, including model room setup and approval, attaining the property’s TCO and ultimately the CO, with the hotel opening not only early but also under budget. Show less

  • Director, Asset Management

    Jan 2022 - May 2024

  • Associate, Asset Management

    Jan 2020 - Dec 2021

  • Analyst, Asset Management

    Aug 2017 - Dec 2019
• 

  Bradford allen

  Jun 2024 - now

  Associate director of hospitality