Operations Manager/General Manager

LISA S. GROSSBERG • ** Schwab Road, Melville, NY *1747 • 917-***-**** • **********@****.***

HOTEL MANAGEMENT • GENERAL/OPERATIONS MANAGER

SPECIALIST IN TURNAROUNDS & CHANGE MANAGEMENT • INCISIVE, HANDS-ON LEADERSHIP

Highly accomplished, results-oriented hotel management professional with a solid 20+ year track record of success in driving revenue, guest retention, cost containment, and overall profitability; repeatedly exceeds all revenue goals. Excels in turnaround environments; providing turnkey solutions in all areas of sales, marketing, branding, operations, fiscal management, and renovations/property conversions. Proven leadership in driving and expertly managing change; successfully engages union and non-union employees for improved performance and commitment to operational excellence.

VALUE PROPOSITION

• Turnaround/Change Management Expertise • Business Development/Marketing • Hands-On Management Style

• Judicious Fiscal & Operations Management • Rebranding Campaigns • Resourceful Innovation

• Drives Successful Customer Service Cultures •3rd Party/Online Distribution Channels • Never Settles for Status Quo

PROFESSIONAL NARRATIVE

BUCKINGHAM HOTEL, New York, NY | 2001 –2011

A boutique, 114-room, AAA 3.0-star property comprised of 45+ employees; sold to an REIT in 2010.

General Manager

Charged with full responsibility for operational management and profit and loss performance of midtown hotel property comprised of both union and non-union employees; overseeing a sales budget $10M+ and operations budget of $5M+.

PROVEN LEADERSHIP IN MANAGING TURNAROUNDS AND CHANGE

Bring new owner’s vision to life in 2001; successfully transitioning property from 30-day or longer stay to transient daily stay market; managing all aspects of conversion from a residential property to an all-suites hotel.

Succeed in rebranding and positioning property; working closely with ownership to develop/execute comprehensive marketing, branding, and business development strategy that captured the hotel’s long-standing history in the arts.

Accelerate property’s conversion into a highly competitive market; managing $10M conversion involving renovations and upgrade to a centralized communications and reservations systems. .

Led operational/cultural change into a hotel brand; successfully engaging union and non-union employees’ commitment to new standards of operational excellence and customer service by instilling a sense of pride and ownership.

Institute much-needed structure to support new brand; developing standard operating procedures and processes to support new operation; engaging compliance through effective leadership.

DELIVERS REVENUE GROWTH & PROFITABILITY YEAR AFTER YEAR

Achieve revenue growth in 2010 despite economic downturn; delivering a 9% increase in occupancy, a 3.4% increase in ADR, and a 12.7% increase in RevPAR over 2009 revenue results.

Deliver solid results in all areas of operations; garnering a year-end retention of 17% in 2009, and decrease in CPOR by $5.56 in the same year, while continuing to maintain guest satisfaction.

Cultivate and sustain an 85% guest retention rate; developing a solid, loyal following across all markets (corporate, group, and leisure) by providing a consistent, highly personalized service culture.

EXCELS IN BRAND DEVELOPMENT & MARKETING

Capture previously missed revenue opportunities estimated at $300K annually; conceiving, spearheading, and launching full-scale e-commerce website platform.

Grow corporate account base 15-percent; actively attending trade shows and cultivating corporate relationships via prospecting and cold calling.

Personally manage and grow top five corporate accounts generating $225M annually; simultaneously managing all areas of operations, overseeing one sales associate.

Expertly manage critical 3rd party and online distribution relationships; forging and maintaining crucial relationships and adapting strategy as needed to support the ebbs and flows of the business.

LISA S. GROSSBERG • • 917-***-**** • **********@****.*** PAGE 2

BUCKINGHAM HOTEL, New York, NY | 2001 – Present (Continued)

JUDICIOUS MANAGEMENT OF FINANCIALS & OPERATIONS

Overhaul all areas of financial operations; developing and instituting new systems and check and balances for accounting and inventory control to provide real-time, accurate reporting of expenses and actual profit margins.

Reduce operating costs 5-10% in first year; cutting back on amenities while maintaining brand standards, instilling a culture of mindfulness amongst staff regarding costs and waste, and leveraging best practices in resource allocation.

Cultivate an issue-free union environment; effectively maintaining relations with union and union members by providing an honest, open-door policy, proactive communications, and hands-on involvement in issue/conflict resolution.

YMCA OF GREATER NEW YORK, New York, NY, 2000 – 2001

A 3,000-guest room operation consisting of seven properties located throughout the Greater New York Area.

Director of Guest Rooms

Recruited to manage all areas of operations, financial management, and business development; oversaw staff of 6 directly ,20+ indirectly..

DEMONSTRATED LEADERSHIP IN REVITALIZING BRANDS AND DRIVING CHANGE

• Reversed a declining market share; instituting a customer-feedback survey program to clearly understand and identify and reshape service strategy to customer needs.

• Revamped ad hoc operations; bringing much-needed structure to organization by instituting standard operating procedures and processes.

• Instilled a new sense of customer-service orientation; providing ongoing training, development, and coaching to all staff to reshape mindset and educate/engage commitment to customer service excellence.

AFFINIA SHELBURNE (formerly Shelburne Murray Hill Hotel), New York, NY | 1993 – 2000

A boutique, 263-room, 3.5-star property consisting of a hotel, restaurant, and lounged, and owned by Denihan Hospitality Group.

Assistant General Manager, 1996 – 2000 • Front Office Manager, 1993 – 1996

Promoted rapidly to increasing levels of responsibility and oversight; managing all areas of hotel encompassing front office, reservations, maintenance, housekeeping, security, and restaurant operations; overseeing staff of 100. As Front Office Manager; hired, trained, and managed a team of 25 employees.

SHERATON MANHATTAN HOTEL, New York, NY | 1992

Assistant Front Office Manager

HARRISON CONFERENCE CENTER, Glen Cove, New York | 1986 – 1991

Front Office Manager • Beverage Manager • Quality Assurance Facilitator • Conference Planner

INDUSTRY RECOGNITION

General Manager of the Year Finalist, HSMAI, 2007 | Recognized for excellence as General Manager

PROFESSIONAL AFFILIATIONS

Hospitality Sales and Marketing Association International (HSMAI), Big Apple Chapter, Member | 2000 – Present

EDUCATION

Associate Degree in Hotel & Restaurant Management, Nassau Community College, Garden City, NY

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