General Manager Holiday Inn

Sandy Arnold, CHA

602-***-**** (cell phone)

**********@*****.***

Summary: I am a career Hotelier who would like to explore opportunities that would allow me the continued exposure to apply my service skills with my operations skills. I wish to be an asset to a company both in the office and the community. I am a dedicated associate with a strong work ethic that insists that fun be part of the mix to attain loyalty within the work force.

Employment:

08/13-2/2/2018 Director of Operations-Monarch Hotels

As DOO I oversee a 150 room full service Holiday Inn & Suites and a 94 room select service Wingate by Wyndham Hotel in Charleston, West Virginia. These two hotels are geographically close and I have been able to operate them with common labor forces and shared management staff. As well, I also act as the General Manager of both Brands and with this experience have expanded my knowledge of utilizing our people assets, technology assets and have been given the opportunity to lead the teams with very little involvement from ownership with offices at the Holiday Inn & Suites. As a family owned hotel operator they have given me the reigns to bring my years of experience to them and have been able to see the growth in ROI Year over Year.

02/11-5/13 Renaissance Casa De Palmas-McAllen, Texas - General Manager

My first historical designated hotel with 165 rooms including 24 suites. This full service hotel is a lifestyle

Brand of Marriott. My responsibilities include top line revenue generation, flow thru and maintaining the

highest Guest Satisfaction Scores by always exceeding Brand averages. As a border town to Mexico, creative

sales approaches to maintaining and building RevPar is critical and achieved thru working with local

manufacturing plants with dual facilities on both sides of the border. Maintaining a 50% flow thru on a

95 year old building is also expected.

09/07-7/10 Sheraton Albuquerque Uptown-Albuquerque New Mexico - General Manager

This is a 295 room full service hotel with one restaurant, a Club Lounge, a We Proudly Brew Starbucks and a lobby lounge. Upon my arrival it was determined we would undergo a $20 million dollar renovation. We

substantially closed 75% of the hotel in March 2008 and in phases completed the renovation at the end of that year. I directly oversaw this renovation along with a project manager. In 2009 we spent our dollars and

efforts regaining guests and within 12 months have been able to recapture approximately 100% index on

Star Reports. The hotel features over 10,000 square feet of convention space.

1/07-9/07 Embassy Suites-Palm Desert, California-Hostmark Hospitality-General Manager

General Manager of this all suite property. Stanford had no positions for me to transfer after my 6 month consultation when Sheraton Tempe was sold; hence I decided to find a position

with another organization.

Once the position in Albuquerque was available for me to return to Stanford I gave a months notice and

was reinstated within Stanford with no break in employment.

04/97 – 9/06 Sheraton Phoenix Airport Hotel, Tempe, Az.-General Manager

This 210-room full service hotel has one restaurant, lounge, Club Concierge Floor and 10,000 square feet of meeting space. We attain about $9 million in revenues with an average increase of 8% in the last three years. The team of 11 department heads and an average of 100 associates are able to bring about 38% profit to the owner before depreciation.

General Manager

My responsibilities were all encompassing. The top line of revenues is the first line of responsibility. Then I was accountable for the cost controls, payroll, quality and service levels needed to provide excellent customer experiences. The owner believes that he has a company of General Managers who are hired to operate and protect his assets and grow his hotels in market share.

Transitioned the hotel from a Ramada Inn to a Sheraton Hotel during a $10 million renovation and an 8-month closure of the facility.

Successfully passed all Sheraton Quality inspections which are unannounced yearly audits done over a two day inspection of both the physical structure as well as service standards.

Implemented a Service Promise Culture with all our associates, which starts with keeping our associates satisfied, they in turn will keep our guests happy who in turn will lead to owner profitability.

2001 Hotel was awarded the Service Excellence award from the Tempe Chamber.

2003 Sheraton was nominated for best RevPar(Revenue Per Available Room)from Starwood.

Education: Glassboro State University, now know as Rowan University, New Jersey

Bachelor of Science 1973

Was Deans List last 2 years, able to graduate in 3 years.

Sociology was my major and I have found this to be invaluable as a manager of groups of associates with varying levels of education and experience.

Certified Hotel Administrator-American Hotel Association

. This is the highest certification available in the Hotel industry and must be renewed every 5

years by proving employment and involvement in educational seminars and community

service.

Cornell University, Ithaca, NY

2004 attended this two-week General Manager Certification program

Was asked by my Company to attend this Program to evaluate its use within our other 16 hotels.

Activities:

Serve as Treasurer for the McAllen Hotel and Lodging Association

Recipient of the Sales Leader of the Year in 2011 for Vesta Hospitality

Served on Albuquerque CVB Board of Directors 2008-2010

Served on New Mexico Lodging Association Board 2009-2010

Served On Tempe CVB 1999-2006

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