It is my attitude that a good leader accepts responsibility for any failures, while he or she gives credit to the team for the property's achievements. All accomplishments below are a direct result of my teams' efforts. I may have challenged and inspired the team to excel overall and lead them in the right direction, but they did the "heavy lifting" and deserve the recognition.
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My 4 Components in attaining Goals:
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Crystal Pineapple Award
WorldMark by Wyndham Red River - 2011
Assistant Resort Manager
The Crystal Pineapple is the highest Award given by Wyndham Vacation Ownership. Each Resort is graded based on a combination of measurements Wyndham recognized as the Total Quality Index (TQI). The metrics measured are Guest Surveys incorporating scores in Customer Service, Housekeeping, Maintenance, and Problem Prevention & Resolution. Quality Assurance Audit Scores are also factored into the TQI, and the Resort with the highest combined score is presented with this award.
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The teams' efforts in 2010 allowed us to receive this award in 2011. This was achieved through relentless focus, daily communication, and total employee engagement. A big part of our success was how our daily stand up meetings were conducted. I ensured it set the tone for the day, discussed what we do well, opportunities for improvement, and encouraged suggestions from all staff. We celebrated even the smallest of victories. We saw obstacles/setbacks as opportunities and embraced them. The whole team exemplified Synergy and the Attitude of a Champion at its finest.
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Picture of myself and the District Manager after we accepted the Crystal Pineapple award at Atlantis Resort in the Bahamas.
Associate Opinion Survey
WorldMark by Wyndham Arrow Point - Nov. 2011
Resort Manager
The resort's Nov. 2011 Associate Opinion survey ranked among the top 5% of Wyndham World Wide. When I arrived at this Resort, in February 2011, there had been a lack of leadership without a sense of direction for quite some time. Most of 2011 was spent rebuilding a Work Culture that promoted structure, productivity, high expectations with accountability, professionalism and fun - with my primary focus on employee development and engagement. As the survey reflected, efforts paid off resulting in an excellent 2012 where all Wyndham measurements obtained by the Resort surpassed all previous years. Measurements included audits (Quality Assurance, Internal Audit, Loss Prevention), customer surveys, and expense management to budget.
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Finances & Customer Satisfaction
Hotel Cascada, and Urban Resort - 2014 & 2015
Director of Operations
Being a newly branded Hotel without a Flag, many conversations revolved around capturing more market share through creative packaging, social media marketing, traditional marketing, good trip adviser reviews, etc. The GM, DOS, Rev Manager, and myself spent countless hours strategizing how to increase RNs & Rate in Group Sales (by market segment), Transient, and BT/LNRs. Our efforts were realized as the Hotel saw tremendous growth in GOP YOY in 2014 and 2015 not only from increased revenues, but also better expense management.
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The Hotel also climbed the Trip Adviser Ranking during my tenure with the property. When I started at the property we were ranked in the mid 90's out of 144 properties. By the end of the year we were ranked in the mid 70s, ascending over 15 spots. Through team engagement in planning and communication we were able to execute and evaluate our progress keeping a close eye on our current ranking to where we wanted to be. Through continuous focus and continuous action, we saw the property climb the ranking one spot at a time.
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Audit & Internal/External Guests
Best Western Sally Port - 2016
General Manager
Briefly prior to my employment the Hotel failed its last QA (Quality Assurance Audit). I was told upon hire that the next Audit was scheduled approx 60 days after my start date. Procedure was that Hotels who fail receive another Audit within approx 90 days. From day one my AGM, department heads and I reviewed the failed audit results and immediately put a game plan into action. Extreme focus, constant communication, high expectations, and swift action led to a much better audit scoring over 20 points higher than the failed one.
Using the momentum from the better audit results, the team and I focused on rebuilding many basic customer and employee needs. Examples include fixing ice machines, unit ACs, lobby bathroom, needed tools for employees, etc. We also reestablished positive relationships with vendors. Seeing this transformation take place produced great results in employee morale. My time was also spent mentoring department heads to further their knowledge, development, and contributions to the property.
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