Armando Cerda

• Aided in creating stacking plans for FF&E for public areas & guest rooms
• Revised and aided in creating budgets & 3 year pro-forma
• Collaborated on brand implementation into the South East market
• Established a Critical Path system and operations
• Aided development teams with creating relationships in the city
• Performed Property brand audits: Austin Proper Hotel
• Successfully closed property, attended all necessary closure meetings with city of Miami Beach
• Legally-back eliminated all outstanding contracts without negative impact
• Responsible for the OS&E approval, revision and selection in all operating areas
• Established relationships with key vendors for entire Proper Portfolio
• Aided with the Architecture layout revision, ensuring an elimination of potential negative outcomes, post property opening
• Charged with selecting & presenting luxury level partners post opening
• Aided in aligning GC schedules with operator's
• Generated liquidation revenue post closure, bringing in $250,000+ of revenue aiding to the different budgets and allocations
• Aided in comp set analysis and selection of the multiple set layers
• Developed luxury brand standard in comparison to comp set (SWOT)

• Charged in the success and performance of a 275 key luxurious hotel in South Beach with a $28 Million Top Line budget, including 30,000 sf of indoor & outdoors event space
• Planned the reopening and conditioning the property post-pandemic for Guest Services, Housekeeping & Engineering
• Directly reported to Area Managing Director, Principal and Asset Managers
• Implemented & trained ALL staff newly acquired PMS's (Opera cloud, Ivy, Alice)
• Helped develop an strategic walkthrough guide for S&M, resulting in a visible increase on group base business, including the sale of the hotel to new ownership groups in 2019
• Provided creative thinking and strategies to effectively differentiate the property and properly position, for revenue
• Closely collaborated with sales, marketing & revenue in short & long term goals in efforts to exceed budget and maximize ADR YoY, segment exposure
• Partnered with Exec Chef, in creating a more inviting, less extensive menu, decreasing -and,or eliminating unnecessary items, reducing food cost YoY and increasing guests satisfaction scores
• Consistently delivered accurate forecasting projections for areas of responsibility and implemented effective adjustments as required in staffing and other cost drivers to ensure profitability. Saving close to to 100K in labor YoY
• Curated revenue generating events & pop ups, maximizing our use of partnerships
• Managed the reintroduction of previously owned private keys to the hotel standards with a minimal use of outside services, successfully bringing back a total of 60 keys into inventory
• Created and revamped SOP's for all departments and task in assuring they are followed by ALL managers and team members
• Created & eliminated roles post-pandemic cost effective roles which enhanced the guest experience and allowed the strengthening of the overall interdepartmental communication
• Reformed the Rooms Preventive Maintenance Program to enhance the standards of rooms and common areas, also focusing on CapEx savings
• Reinvented the tracking, reducing, and improving of the guest compensation system, empowering and leading team members to be experience focused, with a stronger understanding of financials
• Re-created a FO incentives program, which consistently exceeded monthly property goal, and significantly aided the property's budget on Rooms Revenue (monthly goal: $40,000 - revenue generated starting November 2020, an average of $100,000-$130,000 incrementing monthly Room revenue between 4-6%)
• Lead F&B operations & partnerships
• Created F&B activations in collaboration with vendors and dynamic cabana packages that outperformed F&B budget, more importantly in lower season
• Performed ''current vendor'' rounds every 6 months to revise operational contracts, comparing options and vendors
• Renegotiate with vendor or find a more productive and cost-effective alternative
• Analyzed business results, working with the leadership team to develop effective strategies to maximize
• Implemented a TripAdvisor initiative resulting in an increase of ranking post-pandemic closure, in ranking and best value property October 1, 2020 ranking #65 in guest scores, #29 in Best Value Rate compared to ranking #15 in scores and #2 in BVR out of 241 hotels in Miami Beach, by November, 2021
• Revised and restored the housekeeping department after reevaluating vendors, positions needed, maximizing operational success, and troubleshooting unnecessary steps
• Guided and integrated department head efforts to realign all business processes
• Reinforced organizational structure to ensure the effectiveness of major programs by focusing energies and operations to achieve annual goals and strategies
• Reassessed the Engineering Department in resolving major and passive structural deficiencies and damages (Ex: Gas pipe leaks, mold, caulking, etc)
• Aided in identifying ''in-house vs vendor'' tasks, saving on unnecessary 3rd party jobs

Effectively ran and enhanced all aspects of the FOH & BOH guest services departments and maximized all cost efficiency, successfully transitioning my role into Hotel Manager

Spearheaded the overwhelming increase in positive guest feedback and departmental financials while establishing a harmonious teamwork ethic between all department heads

Actively found ways to enhance guest experience and normalize and create a healthy turnover pace in FOH roles

Managed front office operations for a 186 room property, focusing on guest satisfaction, financial performance, and team training.

Directed daily front office functions, emphasizing personalized guest service and operational efficiency, while leading a team to achieve high guest satisfaction scores