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Hospitality
Pre and Post opening assessment and operational and facilities review.

Hospitality
Turnaround of privately held 110-acre resort. Accomplishments include REVPAR within one year, re-establishment of a previously lost 4-diamond resort rating, new ratings including best tennis resort in Northeast/Top 10 in the USA by Tennis magazine and Top Ten Best Resort Spas in North America by Conde Nast Traveler for 3-years running.

Hospitality
The New York Palace, New York
Turnaround asset management engagement resulting in market share ranking increase from #8 to #3 in peer universe of 10 luxury properties within one year of management oversight.

Hospitality
Repositioning that involved developing a luxury spa operation and additional room count. Resulted in a 25% increase of annual EBITDA.
Hospitality
Transformed property from three-star to five-star resort in a $50MM upgrade project. Consistently ranked as one of the top hotels in the Caribbean.
Hospitality
Redeveloped aging hotel assets (5 properties) for the Rockefeller Family holding. Rationalized asset keepers warranting capital improvement and selling off marginal non core assets.
Hospitality
Maximized unused real estate of renowned 500 room property. An improvement of 400% in retail revenue.

Hospitality
Repositioned underachieving operation. Improved NOP by 30%.
Facilities
Developed strategic growth model for spa company using founding property as a template for national franchise opportunity. Lead to a prototype for subsequent facilities.

Facilities
Conceptualized and developed a central laundry and distribution center to service 10 regional hotels in the Hilton Family. Resulted in both substantial operational improvement as well as freeing up over 100,000 sq ft of space in the existing hotels.