Arik Knowles

Henderson,NV

Summary

Highly accomplished senior-level casino resort executive with extensive background in property openings, property operations, and project management. Skilled in utilizing comprehensive knowledge of hotel management to deliver operational success, guest and team member satisfaction and bottom-line results. Proven strategist who accomplishes performance objectives through process and program implementation, maximizing revenues, and quality control. Key member of pre-opening teams for eight Hotel/Convention Center Openings, Expansions, and Remodels. Highly effective at motivating teams and managing resources to deliver results. Additional areas of expertise include Hotel Development and Planning
Facility Management
Start-Up/Entrepreneurial Operations
Revenue Management
Budgeting/Expense Control/P&L
Crisis Management
Use and Configuration of Hotel Operations Systems including Opera/LMS

years of professional experience

Tropicana Las Vegas, Hilton

01.2022 - Current

01.2009 - 01.2022

Oversight of the 1470 room Tropicana Las Vegas Resort and Casino
Operational oversight of the hotel operations, food and beverage, casino, facilities, IT, marketing, human resources, finances, retail, and entertainment divisions
Team leader for the execution and ongoing relationship of the Hilton Worldwide franchise agreement
Complete overhaul in property service culture for unionized team members
Led transition activities for three ownership changes
Managed renovation of guest rooms, public area, and back of house
Directed closing activities of the property in 2024 including operations, public relations, union negotiations, historical retention, and asset disposition
In process of obtaining key license from the Nevada Gaming Control Board (August hearing)

Fontainebleau Resorts

01.2005 - 01.2009

Oversaw the operations, hotel development and project management for the re- opening of the Fontainebleau Miami Beach property (1,500 rooms) and start-up of Las
Vegas resort/casino (3,800 rooms)
Member of the Executive Team for both properties, with responsibility for overall hotel opening and developing ongoing operational strategy, policies and protocol
Miami Beach: o Managed $1 billion renovation and re-opening of historic property while continuing operations in two hotel towers
Provided on-site direction for 8 weeks prior to property opening
O Owner’s liaison with construction team, designers and consultants
Las Vegas: o Developed and managed the critical path, including space planning and operational flow/criteria for $3 billion, 8.3+ million sq
Ft
Of new construction
O Oversaw all aspects of the hotel division including FF&E/OS&E budget of $140 million, staff plan for 1,400 new hires, development of standard operating procedures, operational flow and service culture o Researched and reviewed competitive set and provided recommendations on new concepts and technology to enhance guest experience and increase efficiencies
O Directed the design and implementation of processes to manage room revenue and reporting.

Mandalay Bay Resort and Casino

01.1999 - 01.2005

Responsible for the efficient and profitable guest operations of a two tower, 4,300- room resort/casino complex with annual room revenue of $270 million
Increased hotel revenue by over 4 million annually with an overhaul in the hotel room upgrade program Implemented systems and protocols to manage hotel room rates, inventory management, daily yield, revenue reporting, and market segment comparisons
Achieved a 35% increase in REVPAR from 1999 to 2005
Analyzed and managed $40 million in yearly payroll costs and $80+ million in operating expenses
Created and managed the Group Services department for 1.8 million sq
Ft
Convention center expansion resulting in substantial increases in convention client satisfaction and repeat business
Recognized with Quarterly Leadership Award and as a finalist for the “Simply the
Best” top leadership honor.

Venetian Resort and Casino

01.1999

Opened 3,000+ room, “all suite”, resort with responsibility for all front office and group operations
Developed policies and procedures for all Front Office back of house functions, including cashiering, credit, and daily checklists
Designed and executed a training plan for Front Office staff of 100.

University of Nevada