jjJames P. Kerrigan III

310-***-****

adryuc@r.postjobfree.com

**** *. ****** ****** ******, Az 85711

PROFESSIONAL EXPERIENCE

Columbia Hospitality (July 2014-December 2021)

Lodge On The Desert

Joined the team of this Tucson Boutique Hotel that was coming out of bankruptcy. Reorganized the Management Team. Over the course of my tenure, successfully led the team through another bankruptcy and the Covid 19 Pandemic. The hotel achieved the highest REVPAR ranking within the Competitive Set for 2019, 2020, and 2021. Other highlights were restoring the Restaurant Revenues that has fallen drastically. Restored profitability that resulted in a restructuring of the loans to much better interest rates.

Lighthouse Lodging Group (April 2008 – March 2013)

Senior Vice President-Director of Operations

Joined a start-up company and developed operating procedures for all hotels. During my tenure I oversaw the successful transition of eleven properties to Lighthouse Lodging Management. Responsibilities include oversight of all day to day operations. Additional responsibilities include maintenance of brand relationships as well as evaluation of potential new acquisitions and management contracts.

In May 2009 Lighthouse began managing the Napa Valley Marriott Hotel and Spa. Under Lighthouse’s Management a successful renovation of the rooms and public space took place. The hotel was repositioned in both the transient and group markets. REVPAR increased from 98.0 to 117 the first year after the renovation. Costs were managed more efficiently and the overall performance improved greatly. After two years operating the hotel a sale took place that resulted in doubling the selling price of the asset for the seller.

Windsor Capital Group (May 1993 - March 2008)

Vice President – Director of Operations (August 2005 – March 2008)

In this role I assumed responsibility for day to day operations at all Windsor Capital Properties. I reported to the President and Chief Operating Officer. Major Accomplishments included the development of a Customer Service Improvement Plan that resulted in dramatic improvement at all Windsor Capital Managed Embassy Suites Hotels. Additional projects included Food and Beverage Training Seminars for all Executive Chefs and Food and Beverage Leaders. Developed and implemented a Payroll Productivity Model that linked Payroll Budgets to Staffing Guides and compared the operating Results to established standards. During my tenure as the Director of Operations fifteen properties were added to the Windsor Portfolio. I was given Brand Relationship Responsibility for both Marriott Full Service and Embassy Suites Hotels.

Regional Vice President (August 2001 - August 2005)

While continuing the duties at the Walnut Creek Marriott four additional hotels were placed under my direction. Over the four years in this position regions were realigned on several occasions resulting in twelve different properties being assigned to my supervision.

Area Manager (May 1999 – August 2001)

While maintaining my duties as General Manager of the Walnut Creek Marriott I oversaw the operations at two Las Vegas Hotels (Embassy Suites at the Convention Center, and Hawthorn Suites) and the Renaissance Asheville Hotel.

General Manager (May 1993-August 2005)

Assumed responsibilities of General Manager as the hotel transitioned from Doubletree Hotels to a Marriott Franchise. During my tenure as General Manager the hotel NOI increased from 1MM dollars in year one to 6MM in 2000. In addition to overseeing the repositioning of the Hotel, I was responsible for a complete soft goods renovation and a total renovation of the Guest Rooms and Public Area.

STANFORD HOTELS (OCTOBER 1987-FEBRUARY 1993)

Concord Hilton Hotel (November 1989-February 1993)

General Manager

I became the General Manager during Stanford’s purchase of the 339 room Full Service Hotel. As part of the purchase a complete renovation of the guest rooms and public areas was executed under my direction. House Profit Percentage increased by 5 points during my tenure at this hotel.

Holiday Inn Crown Plaza San Francisco Airport (October 1987-November 1989)

General Manager

Maintained responsibility for the day to day operations of this 400 room Airport Hotel. I transitioned the Management from Holiday Inns Inc to Stanford Hotels. This was a unique arrangement since Holiday Inns continued to maintain a 50% equity position in the hotel with this Hong Kong Based Development Company. During my tenure as General Manager the financial performance improved from a -2MM cash flow to Break Even.

EDUCATION

University of Delaware

Bachelor of Science in Business Administration

Contact this candidate