Manager Sales

Ronald J. Cuomo

Bellingham, MA ***** 401-***-**** *********@*****.***

Multi-Property Operations Hospitality Management Team Building Training / Development Compliance

Profit / Loss Responsibility New Business Development Strategic Analysis / Plans Cost Controls RevPar

Budget Management Customer Service Program Development Accounting Productivity Improvement

Sales / Marketing Profit-Generating Strategies Cost-Reducing Initiatives Inventory Control Systems

Top Performer who offers a background in multi-site hospitality / operations management, start-up operations, profit / loss, budget / financial control, and team building / training, and exhibits an ability to see the “big picture” within evolving markets which has been instrumental in driving the success of hotel sites.

Integral Leader who makes decisions to reflect positively on corporate well-being in alignment with key vision and applies talent in driving branding initiatives and quality assurance across high-profile employers.

Ambitious Self-Starter who contributes experience in large-scale business optimization, including designing, developing, and implementing forward-thinking plans to achieve continued hotel profits and productivity.

Professional Synopsis

ROEDEL COMPANIES/RGH HOSPITALITY July 2018- Current

Regional Director of Hotel Operations

Joined the team to support, develop, motivate, champion, educate, train and lead the team of 6 hotels, brands to include Hilton Garden Inn, Holiday Inn Express, Homewood Suites and Full Service Holiday Inn to meet and exceed the performance goals of the company. Focus on driving NOI with strong labor and expense controls while managing our Flex/Flow expectations. Work closely with the revenue team to manage the proactive strategy of each hotel growing RevPar and market share. Lead, develop and create a SERVICE CULTURE, working closely with the leadership team to develop plans and actions. Effective communicator and leader while meeting and exceeding the performance goals in NOI, Service, Revenue Management, Sales and Marketing, Associate Opinion Survey, Accounting, Human Resources and Employee Development. Successfully increased the service scores In 4 out of 6 hotels, improved NOI through ADR increase and cost controls while improving employee engagement and productivity.

REMINGTON HOTEL CORPORATION December 2016-June 2018

VP/GM Marriott Courtyard

Use my leadership skills to move the guest scores from the bottom 5% of the brand to top 35% of the brand, meet and exceeding the GOP goals at 59% YTD with revenue growth of $495k (9%) year over year. Improved the Associate Opinion Survey by 10% year over year by working closely with all team members. Worked and improving the Asset Management (PM program) by improving employee engagement and motivating the team through solid training and development. Weekly and Daily Revenue management along with exceptional group business to improve RPI by 9.5% YOY. Effective communicator, motivator and champion of the hotel team..

REMINGTON HOTEL CORPORATION August 2016-December 2016

Task Force GM

TPG Hotels & Resorts The Procaccianti Group 2001 – July 2016

Regional Vice President of Hotel Operations

Capitalize on the opportunity to lead forward-thinking full-service Hilton, Sheraton, Wyndham, and Holiday Inn hospitality establishments with revenue of $98 million, including directing all revenues, GOP, service culture development, and management of goals in human resources, accounting, planning, and maintenance.

Collaborate with top-performing sales, marketing, and revenue teams to develop strategies and grow profits.

Develop a service culture within the brand and online via targeted short- and long-term plans and actions, along with contributing knowledge of revenue management, markets, and positioning of hotel to grow RevPar index.

Ensured that 50% Flex / Flow goals were met monthly and delivered guidance to General Managers.

Upheld quality levels in branding and quality assurance audits while working with leadership teams.

Consistently provided leadership on profit / loss while collaborating with General and Asset Managers.

Remington Hotel Corporation 1997 – 2001

General Manager Area General Manager

Strategically steered fast-paced operations across 4 New England-based hotel properties, including managing company goals through General Managers at the property level while overseeing $35 million in team revenue.

Expertly prepared budgeted revenues and GOP for all 4 hotels.

Delivered leadership and partnership to ensure best quality products.

Radisson Hotel – Milford 1994 – 1997

General Manager

Utilized broad scope of industry knowledge toward directing operations of a 173-room full-service property, including managing total revenues of $7.5 million with $2.5 million in Food & Beverage to meet service goals.

Continuously exceeded booking and solicitation goals while driving lucrative sales and marketing objectives, along with consistently controlling costs at 60% flow in GOP to invest dollars back into the large-scale property.

Ranked as #19 across all of Radisson’s guest service goals.

Honored with Radisson’s “President’s Award” in 1997 and 1998.

Achieved no more than 8% total accounts receivable over 60 days.

Led seamless conversion of property from Sheraton to Radisson hotel.

Received “Commendable” score on internal audits across last 12 audits.

Received Remington Hotels Corporations’ “Hotel of the Year” award in 1995.

Initiated accurate revenue forecasts monthly with no more than 5% variance.

General Manager (continued)

Achieved 99.1% “Willingness to Return” results measured by Radisson Hotels worldwide.

Generated revenue growth in excess of competitive set – 100% or better RevPar Index for 5 years.

Directed preventative maintenance program at 100% completion in all public space and guest rooms.

Generated 89% average for quality assurance inspections for 4 straight years (Radisson national was 84%).

Achieved no more than 8% frequency and no more than 1.5% of payroll dollar losses in workers’ compensation, and generated zero EEO claims with no more than 2 claims per 1,000 rooms per month and no more than $4,000 in dollar losses per 1,000 rooms per month and year-to-date in General Liability claims.

Sheraton Inn – Milford Independent Ownership 1987 – 1994

Food & Beverage Director

Maximized bottom-line performance by leading this $2.5-million Food & Beverage operation within a 174-room hotel, including purchasing all food, non-food, and liquor for the department to meet critical objectives.

Collaborated with General Manager in daily operations, including preparing budget and profit / loss controls.

Applied strong leadership talents toward maintaining hotel operations during the absence of General Manager.

Participated in all sales / marketing programs and meetings.

Developed unique new banquet, restaurant, and lounge menus.

Standardized and upgraded operations in accordance with market trends.

Achieved consistent Food & Beverage margins by incorporate valuable controls.

Ramada Hotel – Princeton Prime Motor Inn 1985 – 1987

Executive Chef

Demonstrated experience in leading results-generating culinary operations for large-scale restaurant and banquet facilities within this 250-room hotel, including handling all labor costs, food costs, and facility quality.

Directed cost-effective purchasing of all foods for hotel, along with organizing products for optimal rotation.

Reduced food costs from 33% to 28%.

Generated $2.8 million in food sales annually.

Spearheaded popular inclusion of tableside cooking.

Sheraton Hotel – East Brunswick Prime Motor Inn 1984 – 1985

Executive Chef Sous Chef Head Line Cook

Played a vital role in directing innovative culinary operations, including upgrading menus, cost-effectively purchasing key restaurant foods and products, and implementing high-volume inventory control initiatives.

Reduced food costs to 29% within the 150-seat restaurant.

Led targeted training, mentoring, and management of all line cooks.

Produced $1.2 million in banquet sales and $900,000 in restaurant sales annually.

Education, Professional Development & Affiliations

Middlesex County College

Associate Degree in Hotel & Restaurant Management

Sheraton Guest Satisfaction System Sanitation

Radisson’s Yes I Can Trainer T.I.P.S. Trainer

CPR Certification Heimlich Maneuver

Marriott One Yield Revenue Management Certified

Hilton OnQ Certified

Board of Directors, Milford Chamber of Commerce

United Chamber of Commerce

Medway Business Council

Providence Convention and Visitors Bureau

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