Thomas DeSousa

Atlanta, GA

678-***-****

ad2d5m@r.postjobfree.com

Linkedin.com/in/thomas-desousa

Hotel Restaurant Management

P&L … PMO … QA … Process Improvements … Organizational Enhancements … Customer Success Accomplished Professional with demonstrated success of leading, managing, and growing operations of all sizes and scopes within any industry. Motivational leader and exceptional communicator, able to leverage outstanding interpersonal skills to mentor peers and build and drive teams to achieve impressive results. Demonstrated record of driving the strategic vision and delivering business growth through outstanding fiscal Strategic & Operations Management

Project Planning & Management

P&L Responsibility

Customer Relations & Retention

Processes & Procedures

Asset & Property Management

Staffing & Supervision

Training & Development

Contract & Agreement Negotiations

Business & Market Development

Management & Financial Reporting

Resource Planning & Allocation

Budget & Cost Controls

Quality & Safety Assurance

Environmental & Regulatory Compliance

Vendor Selection & Relations

Sales & Marketing Management

Community & Public Relations

Successfully manage complex projects and resolve critical issues in a timely, cost effective manner, in order to achieve managerial operational excellence. Proven ability to identify core strengths and key talent, capable of identifying opportunities and facilitating growth in highly competitive industries, Highly developed communications, negotiations, organizational and analytical skills. Career Expertise & Selected Contributions

Aperture Hotels Group (Banyan) 2022-present

Regional Vice President of Operations

Primary focus to provide support, guidance, and mentoring to the General Managers/Hotel Managers, and will lend professional expertise to all operating departments to ensure that financial performance is optimized, and that quality and service levels are maintained as established by Company and brand standards, and compliance with state and federal laws as well as company policies are upheld ACE Parking, 2017-2022

Regional Vice President

Primary focus on operationalizing strategy by identifying current strengths and weaknesses for over 100+ locations and 500+ team members. Adhere

Provides direction, training, mentoring, and leadership to General Managers/Hotel Managers.

Continuously analyzes operational needs and efficiency for each assigned property. Develops, builds support for, and implements regional initiatives that align with the Company's strategies and lead to positive business results

Monitors the financial performance of assigned properties through ongoing review of expenses and through the development, analysis, and implementation of budgets, sales plans, and forecasts

Travels frequently to assigned locations to maintain visibility and to foster effective relations with managers and front-line staff Conducts internal audits and inspections to ensure quality, operating efficiency, adherence to brand standards, and compliance with legal and regulatory requirements

Analyzes and mitigates risk to the region by proactively monitoring internal and external threats to all aspects of the business Monitors QA inspection results, comment cards, and guest satisfaction scores; Facilitates remedial action for improving service when necessary

Collaborates with Chief Executive Officer, and corporate team in facilitating reporting and flow of information to ownership. Ensures acquisition of competitive talent and retention of a high-performing, diverse workforce by partnering in Human Resources initiatives

Actively participates in the selection, onboarding, training, discipline, and employee relations processes to ensure consistency, continuous improvement, and positive team moral

Facilitates cross-regional communication to enhance operations, share best practices and leverage organizational resources.

Participates in special projects assigned by the CEO including, due diligence and market analysis, new property openings, and acquisitions

to company, federal, state, and local business requirements, enforcing compliance and taking action when necessary Portman Holdings, 2014-2017

Senior Vice President of Asset Management & Operations Worked with each of the company’s different assets and teams across the globe to drive top-line revenue across all operations. Managed a portfolio of assets which included - InterContinental, Westin, Marriott, over 8 restaurants, a spa and a park managed for the Port of San Diego. Assisted the HR Department with hiring, training, and coaching new employees.

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Thomas DeSousa, Page Two

Career Expertise & Selected Contributions (Continued) F&F Hospitality, 2011- 2014

Vice President of Sales & Operations

Responsible for the operational excellence and growth of a multi-unit leader in residential and commercial real estate management and development of the following brands: Hilton, IHG (InterContinental Hotel Group), and Wyndham. Held accountability for overall performance and the achievement of aggressive business goals including the revenue, profit, efficiency, quality, satisfaction, reputation, and human capital objectives of the corporate entity and individual units. Responsible for taking distressed properties, lead renovation, and refinancing projects.

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InterContinental Hotels Group (IHG), 2008-2011

Regional Director, 2008-2011

Managed all areas of hotel performance support for Crowne Plaza hotels in the assigned region. Consulted with GM’s and managerial staff to lead marketing, franchise, training, and customer satisfaction initiatives.

Create and implement solutions to reduce costs, increase revenues, and improve overall company performance

Provide global direction for a corporation or organization by developing short-term and long-term financial and operational goals

Work with other executive colleagues and departmental managers to implement plans and policies throughout the organization

Leading the charge on growth for the East Coast growing ACE’s foot print with a non acquisition based program Works closely with development and investor partners as the owner’s representative, providing client partners with project performance analysis and reporting

Translate strategy into actionable goals for performance and growth helping to implement organization-wide goal setting, performance management, and annual operating planning

Oversee company operations and employee productivity, building a highly inclusive culture ensuring team members thrive and organizational outcomes are met

Ensure effective recruiting, on-boarding, professional development, performance management, and retention

Developed the training manual currently being utilized by the company Held corporate-level oversight and support position, with responsibility for maximizing operating results and investment returns of a portfolio of hotel and mixed-use assets in North America

Worked closely with development and investor partners as the owner’s representative, providing client partners with project performance analysis and reporting

At SunTrust Plaza (STP), achieved an operating expense budget and achieved 95% occupancy while maintaining the highest levels of service and quality, with an operating expense budget of $21.2M

Worked closely with development and investor partners as the owner’s representative, providing client partners with project performance analysis and reporting

Leveraged relationships and connections with hospitality brands to drive revenue into secondary and tertiary markets Developed strategically focused business plans and decisions including budgeting, marketing, branding, customer experience, franchise relations, and capital investments

Created company-wide management training plan related to guest service excellence

Achieved an average 7.95% revenue growth

Increased gross operating profit by 5% since 2012

Decreased turnover from 70% in 2011 to 28% in August 2013 Facilitated revenue growth and developed revenue growth strategies. Primary contact for GMs in assigned hotels to answer local marketing, pricing, program or revenue-related questions. Trained external clients in the use of systems and resources available

Supervised and mentored novice staff by providing technical guidance and training in daily activities. Crowne Plaza, 2003-2008

General Manager

Responsible for a hotel, part of Noble Investment Group, that was a leading national hospitality organization in luxury and upscale hotels, resorts and convention/conference centers, with more than 7,000 hotel and resort guest rooms. Prepared annual budgets, quarterly plans, and actions for operations of a $14.5M luxury property.

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Consulted with key managerial groups and applicable personnel to identify unique ideas, hotel issues, and concerns

Developed action plans with hotel ownership and management personnel to implement and execute revenue-producing IHG initiatives Organized the assigned geographic region and scheduled hotel visits and training events to correspond to the productivity levels required by Hotel Performance Support (HPS). Identified and addressed training needs

Planned, and conducted special training projects targeted at Principal Correspondents and Hotel Management Staff Prepared and submitted a timely consulting report and other follow-up correspondence to the Principal Correspondent and Hotel GM at the conclusion of each Hotel Visit

Monitored and controlled a fiscal year travel and entertainment budget related to the operation of a portfolio of hotels.

Assisted GM and hotel executive committee with implementation and management of brand-specific initiatives

Prepared recommendations for new hotels and owners seeking franchise approval in the assigned geographic region Completed special projects independently from research, assessment of competitive data, implemented new strategies to improve performance, implemented new organizational tools for the team

Increased revenue by 20% in 2005, representing nearly $2M.Secured the IHG Quality of Excellence Award for the hotel Increased GOP by $1,214,626 from 2005, totaling $4,615,734. Grew margins from 28.4 in 2003 to 35.6 in 2006. Turned around Food/Beverage from a two-year loss to a $350K gain, via signature Milan restaurant

Decreased turnover by 38.81% between 2004 and 2005

Increased Guest Service Ranking from 75 to 37 out of all Crowne Plaza Hotels in 2006

Won the Noble Investment Group’s “Cleanest Hotel” award in 2005

Led a stabilization effort after 17 managers left for other opportunities

Managed to operate a hotel with no capital dollars maintaining quality and service

Developed short-term and long-term financial models

Directed preventive maintenance and security programs to protect assets and personnel

Designed evaluations program for guest rooms, public areas, and grounds for cleanliness, and safety

Assisted GM and hotel executive committee with implementation and management of brand-specific initiatives

Prepared recommendations for new hotels and owners seeking franchise approval in the assigned geographic region Completed special projects independently from research, assessment of competitive data, implemented new strategies to improve performance, implemented new organizational tools for the team.

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