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Yyyyyy x. yyyyyy

~ Expert in Building Dynamic Teams Leader in Managing High-Volume Operations Specialist in Guest Relations ~


0000 xxxxxx xxxx , xxxx , xxxxx 00000 • (xxx-xxx-xxxx •


Solutions-focused leader specializing in driving business growth, building solid teams, creating strategic initiatives, providing world-class customer service, and cultivating a strong brand image with superior

quality eager to offer 20+ years of experience toward maximizing an employer s bottom-line results.


Profile of Qualifications


         Integral leader who offers proven experience in large-scale operational optimization, including designing, developing, and implementing solutions-driven programs, policies, and procedures to achieve continued key growth and profitability.

         Ambitious self-starter who supports quality staff recruitment that encourages diversity, low turnover, and high company loyalty, along with successfully planning, prioritizing, and managing various team tasks within high-pressure situations.

         Top performer who excels at analyzing client / guest needs, identifying lucrative sales opportunities, defining strategies for capturing new business and developing existing client base, and attaining solid leveraging in competitive markets.


Core Competencies


   Operations Management

   Profit / Loss Responsibility

   Marketing / Key Sales Proposals

   Team Building / Training Processes

   New Business Growth

   Catering / Food & Beverage

   Short- / Long-Term Planning

   Policy / Procedure Development

   Regulatory Compliance

   Safety / Security Practices

   Budget / Financial Control

   Customer / Guest Relations


Career Highlights


         Recognized for job performance excellence as a four-time winner of Doubletree s Manager of the Quarter honors.

         Strategically steered hands-on renovation and successful IGH re-launch of Holiday Inn Crabtree Valley in 2010, along with attaining the highest increase of Overall Satisfaction Analysis Trend (OSAT) in the entire IHG region for 2010.

         Successfully generated positive indexes in occupancy, ADR, and RevPAR within the competitive set throughout 2010.

         Transitioned business mix from 55% contract to 60% transient, 30% group, and 10% contract to raise ADR and RevPAR numbers, along with achieving highest increase in portfolio s RevPAR, GOP, and guest satisfaction for 2007.


Professional Synopsis


InterContinental Hotel Group, Raleigh, NC                                                                                 2005 C 2011


General Manager Holiday Inn Crabtree Valley

176 Guest Rooms • 4,700 Square Feet of Function Space

         Utilized broad scope of industry knowledge and dynamic business acumen toward directing comprehensive hotel operations, including, but not limited to, Front Desk, Sales, Housekeeping, Food & Beverage, Security, and Maintenance.

         Led hotel to meet and / or exceed financial obligations and profitability via effective oversight of sales, labor productivity, cost control, budgeting, and purchasing, along with anticipating revenue, cost, and expenditure challenges.

         Contributed sharp analytical abilities toward preparing budgets, capital expenditures, profit & loss, and financial analysis.

         Inspected property on daily basis to monitor property condition, cleanliness, and quality of hotel product and services.

         Built and sustained valuable guest relations by promptly responding to comments and reviewing regular STAR reports.


Yyyyyy x. yyyyyy

~ Expert in Building Dynamic Teams Leader in Managing High-Volume Operations Specialist in Guest Relations ~


(xxx-xxx-xxxx • Page Two •


Professional Synopsis (continued)


Doubletree Hotels, Various Locations                                                                                          1991 C 2005


Assistant General Manager Doubletree World Arena, Colorado Springs, CO (1999 C 2005)

299 Guest Rooms • 25,000 Square Feet of Function Space

         Maximized bottom-line results via targeted management of hotel, including handling financial and tactical operational responsibilities, as well as participating in annual budget processes and assisting with departmental budget development.

         Drove business growth by recruiting, training, managing, and coaching top-performing hotel management personnel.

         Spearheaded conversion of property s PMS system as lead administrator, along with successfully operating the property as acting General Manager for three months and ensuring compliance with both ownership and Hilton brand standards.


Director of Food & Beverage Doubletree Sedona Resort, Sedona, AZ (1998 C 1999)

292 Guest Suites • 5,400 Square Feet of Function Space

         Secured all Food & Beverage operating supplies as an original opening team member, along with establishing vendor contacts, recruiting management and entry-level staff, developing training manuals for all disciplines, and designing menus.

         Created a successful marketing plan to result in becoming the first choice for local dining and catered events.


Director of Catering The Antlers Doubletree Hotel, Colorado Springs, CO (1995 C 1998)

27,000 Square Feet of Function Space

         Directed all facets of catering operations while maintaining responsibility for annual budgeted revenues of $2.4 million, including exceeding budgeted revenues in 1997 by 70% ($1.6 million), as well as meeting operational and sales objectives.

         Handled management of banquet and catering departments to ensure high-quality service standards were consistently met.


Director of Catering Doubletree New Orleans, New Orleans, LA (1993 C 1995)

20,000 Square Feet of Function Space

         Exceeded core goals by providing forward-thinking strategies for guest-focused teams with annual budgeted revenues of $1.75 million, along with continually providing excellence in customer service to exceed sales quota by 18% annually.


Catering Sales Manager Doubletree Hotel at Warren Place, Tulsa, OK (1991 C 1993)

         Expertly contracted and serviced catering groups within competitive corporate, association, and wedding markets, including detailing and coordinating functions and events for sales groups within corporate and association markets.

         Recognized for delivering quality service and products and for developing loyal customers resulting in increased sales.


~ Additional Leadership Roles Held Prior to 1991 ~


Professional Development


General Manager Certification

Scored Second Highest in Class of 15

InterContinental Hotel Group


Additional Professional Certifications

Revenue Management • Sales Strategies

Distribution / Channel Marketing • eCommerce Training

InterContinental Hotel Group


Excellent References Provided Upon Request

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