Bryan Devlin

• Support the pull through of Marriott initiatives in the franchise community through effective project management and communication.
• Reviews and organizes all operational data to assist in prioritizing areas of focus in the Operations disciplines and franchisees.
• Develops enhanced reporting to articulate current performance and identify opportunities for improvement.
• Pull, analyze, and monitor GSS to build deep understanding of brand standards and ensure activity that supports those standards are supported.
• Identify and communicate trends in guest response scores and feedback.
• Act as an Operations Analysis business partner to the hotel stakeholders and provides technical and business expertise to assist properties in achieving optimum performance in operations and initiative scorecard goals.
• Partner with the Operations team to execute action plans addressing hotel issues in Product Quality, Service Delivery, ESS or GSS.
• Active participation in the communication phase of Operations Initiatives to provide feedback for a broader implementation.
• Develop appropriate metrics to identify and manage business goals as well as supply regular reports to senior leaders and franchisees.
• Ensure a communication feedback loop is in place to share ideas, concerns, and execution issues from the market to Center.
• Develop tracking mechanisms, tools, and processes to support critical department goals as it relates to business objectives, initiative tracking, regulatory compliance, process improvement, and projects.

Oversee a portfolio of 140 Franchise Hotels in the United States and Canada. In my role I support the Sheraton Brand. Foster engagements with operations leaders within various Franchise Management Companies and partner with the Full-Service Franchise Area Vice President Brand leadership and team members to facilitate focus on the guest experience, Quality Assurance engagement, initiative pull through, and brand support.

• Grew Sheraton Brand ITR/ GSS score 3.2 pts in North America.
• Work directly with the hotel leadership team to strategically align on developing strategies to elevate the hotel’s performance and create a robust service culture.
• Elevated 17 underperforming Sheraton Hotels out of the Red Zone in 2024 by increasing the hotels (ITR/GSS/BSA) scores.
• Conducted 60 on-property Quality Assurance meetings in person with Franchise Management Company representative and General Manager.
• Facilitated and Hosted Sheraton Brand Webinars for General Managers and Director of Sales, focusing on subject matter experts in Topline and Operational Excellence.
• On boarded 18 new Sheraton General Managers in 2024. During this time, I would immerse them into the Marriott Eco System, highlighting the Marriott Business Intelligence Tools to understand their hotel accountability.
• Helped hotels adapt to a new three-meal restaurant concept called &More to streamline the F&B operations.
• Foster the implementation of in-room dining concepts and mobile dining to increase sales revenues.
• Foster menu development that was locally sourced seasonally with a focus on Price, Time, Convenience, Simplicity, Quality, and Flexibility.
• Streamlined operational processes, enhancing efficiency across multiple departments.

Brands: Marriott, The Ritz Carlton, St. Regis, EDITION, W Hotels, and Westin

• I have traveled across the United States as an Operations Support Resource, assisting hotels in realigning their operations as they transitioned out of the COVID-19 pandemic. My assignments typically ranged from 3 to 6 months, providing on-property support with a focus on strategic alignment.
• Developed and implemented standard operating procedures to improve efficiency across departments.
• Led operational strategies to enhance guest satisfaction and streamline service delivery.
• Managed cross-functional teams, fostering collaboration and driving performance improvement initiatives.
• Analyzed operational data to identify trends, informing decision-making for resource allocation and staffing.
• Worked with Department leaders to strategically align the operation to ensure the organization supports the business strategy.
• Worked with hotel leaders on financial management, including budgeting, forecasting, P&L analysis, and STR Report
• Worked with the housekeeping to streamline processes for laundry, room readiness timing, and elevating room cleanliness scores.
• Worked with leadership to increase the Digital Guest Engagement scores, (mobile Key, chat response times, highly actionable arrivals)
• Coordinated with Food and beverage Operations to maintain optimal standards in a high-output setting while considering budget, food quality, and cleanliness.

Directed all aspects of pre- and post-opening for The Dalmar Hotel and Element Hotel comprised of 323 rooms respectively with five outlets and a combined annual revenue of 20 million including 8 million in F&B.

• Launched onboarding for department heads who manage 200 employees. Oversaw the rollout of all hotel outlets. Spearheaded procurement and coordinated deliveries of OS&E and FF&E. Evaluated and facilitated all contracts for vendor services. Confirmed compliance with brand specific standards.
• Oversaw implementation of Lightspeed property management system and ALICE guest service platform.
• Partnered with Intelity to create Alexa Echo compatible content for in-room smart tablet technology.
• Reduced operating costs by 30%.
• Strategized with sales team resulting in increased group business revenue of 50%.

Recruited by the General Manager to join the executive committee and oversee the rooms division of a 144-room lifestyle hotel with 3 outlets, 100 employees, 9 direct reports, and a yearly revenue of 15 million.

• Rolled out an up-sell / late checkout incentive program earning $120K in 12 months.
• Secured new printing vendor for hotel collateral resulting in 35% savings.
• Achieved 50% reduction in overtime compared to previous year.
• Charged by VP to source and implement new carpeting for guest rooms and public spaces that increased the hotels guest satisfaction scores by 40%.
• Rebranded housekeeping, front desk, and attendant uniforms.
• Saved $50K+ in one year through washer and dryer installation for in-house projects.