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ST. REGIS BAL HARBOUR RESORT

Objectives:

Appointed as an owners representative to oversee the ultra-luxury resort’s business development, positioning, financial results and capital expenditures.

Results

  • Exceeded 2016 pro-forma projections by 2013, 3 years ahead for schedule.
  • Currently the resort commands the highest average room rate in the US outside of NYC.
  • Strategically positioned the resort and residences as the most anticipated resort opening of 2012.
  • Instrumental in the success of the residential positioning, dubbed one of the "most exclusive enclaves" in the country, securing the projects place as a global leader in luxury hospitality and residential.
  • Earned coveted Forbes 5-star rating and AAA 5-Diamond rating only 1 year after opening.
  • Established recognition by Starwood hotels and resort as one of the most successful openings in history and the best for the St. Regis brand.
  • Garnered first year international recognition for most renowned luxury publications including Departures, Robb Report, Forbes, Conde Nast, Travel & Leisure, among others.
  • Supported over $1.1 billion in Real Estate sold, selling out project well ahead of schedule.
  • Successes lead to the sale of the resort in 2013 at a record-breaking price in South Florida of more than $1 million per key.

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RITZ-CARLTON KEY BISCAYNE

Objective:

Appointed by The Ritz-Carlton Hotel Company to oversee this 500-room luxury resort inclusive of 189 condominium units.

Results:

  • Successfully repositioned the property as the leading luxury resort in South Florida, with the highest average room rate in the market at the time.
  • Re-concepted and created new and relevant food and beverage concepts resulting in an increase of revenue of 25%.
  • Assisted in the creation of nationally recognized food and beverage concepts designated as "one of the top new restaurants in the country" by Esquire Magazine.
  • Obtained 5-Diamond Rating by AAA, only 1 year after appointment.
  • Property ranked number one amongst the US Ritz-carton portfolio for Gross Operating Profit for three consecutive years.
  • Increased employee engagement scores by 18 points year over year.
  • Recognized by Departures Magazine, Condé Nast and Travel & Leisure in several categories.

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Ritz-Carlton, South East US, Caribbean and Latin America

Objective:

Appointed to manage operations and business development for 20 hotels owned by 20 different ownership groups, including the Southeast US, Caribbean and Latin America with annual revenue of $1 billion.

Results:

  • Reviewed and approved pro-formas, due diligence feasibility studies and development phase operational reviews that led to new developments such as Ritz-Carlton Aruba and Ritz-Carlton Reserve in Dorado Puerto Rico.
  • Partnered with ownership groups and General Managers in developing sustainable financial business models, assisted in managing cash flow to meet debt service obligations during very challenging fiscal years.
  • Achieved 56% flow through in 2009 Year over Year for the entire Southeast Region in a very challenging business environment.
  • Developed and successfully rolled out successfully a strategic plan for all Florida properties in alignment with Ritz-Carlton Key success factors.

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Gencom Group

Objective:

Appointed to oversee and restructure a portfolio of five luxury mixed-use Hotel developments into financially viable business models. Under the Ritz-Carlton flag, they represented investments in Vail, Colorado; Kapalua, Hawaii; Miami, Philadelphia and Palm Springs.

Results:

  • Restructured management staffing and created new operating business models for all properties.
  • Streamlined operating models, and increased efficiency and productivity across all portfolios.
  • Supported and developed pre-opening budget for Ritz-Carlton Palm Springs/Rancho Mirage.
  • Supported negotiations between prominent global Celebrity Chefs and Ritz-Carlton to create a more cost effective business Food and Beverage model.
  • Participated in negotiations with Ritz-Carlton in developing more cost effective business models for each of the properties in the portfolio that lead to substantial financial improvements forthe portfolio.