David E Markland
Egg Harbor City,NJ
Summary
Dynamic Director of Housekeeping with a proven track record at Hard Rock Hotel and Casino Atlantic City, enhancing cleanliness scores by 17% through innovative training and accountability measures. Expert in budget management and employee engagement, fostering a culture of excellence and operational efficiency within large teams.
Overview
12
12
years of professional experience
1
1
Certification
Work History
Director of Housekeeping
Hard Rock Hotel and Casino Atlantic City
01.2024 - Current
- Direct the day to day and long term operations of the Housekeeping/Laundry/Wardrobe Departments. 1,974 Rooms including 17 Penthouses and 291 Suites. 450 + Union Team Members, 1 Executive Housekeeper, 7 Housekeeping Managers, 3 Housekeeping Shift Managers, 1 Training Manager, 2 Training Supervisors, and 30 Housekeeping Floor Supervisors.
- Focus on Qualtrics (Guest Feedback) to ensure follow up on any pending issues. Deep dive into any cleanliness/facilities related issues. Review for trends and address accordingly.
- 17-point increase in our cleanliness scores YOY. Achieved through retraining of Managers and Supervisors on their approach to the guest rooms – using the guest vision for overall cleanliness and functionality of the room. Holding our team more accountable through guest feedback and documented inspection process.
- Built a new inspection program to better hold accountable our team members for the work they do each day. From cleaning guest rooms to guest corridors, our team understands the expectations and worked harder to exceed our cleanliness scores.
- Restart Linen Inventory process to properly manage par levels on a monthly basis. Hold Outsource Laundry accountable for loss or any staining or presentation issues noted.
- Guided the hotel through the transition of a new outsource laundry. Improved our overall quality of product based on our partnership and overall expectations of the new laundry.
- Reorganized our storage areas for better overall organization. Rebuilt our par levels in order to better manage our overall expenses for all the supplies we purchase. Introduce better overall controls.
- Maintain an open relationship with Local 54. Open lines of communication and follow up when situations may arise.
- Working with Hotel Leadership as we prepare to renovate our North Tower in early 2026. Actively involved in the selection process of case goods and carpets.
- Build a new carpet and upholstery program for cleaning and machine use to ensure the proper care of these items in guest rooms and corridors.
Director of Housekeeping
Hilton Anatole
Dallas, TX
01.2022 - 01.2024
- Direct the day to day and long term operations of the Housekeeping/Laundry/Uniform Departments. Active Member of the Hotel Executive Committee. 1,610 Rooms with 325 Team Members, 18 Inspectors, 6 Supervisors, 2 Assistant Directors of Housekeeping, 2 Housekeeping Managers and 1 Laundry Manager.
- Focus on our SALT (Guest Service) scores for Overall Experience, Service and Cleanliness. Hold team accountable through patterns of guest comments, inspection of guest rooms, corridors, public areas, etc. Improved our overall cleanliness scores up 14 points from previous year.
- Created a new deep clean team for deep cleaning and preventive maintenance on all guest rooms/corridors/public space.
- Retrain Team on the use of the Rex System in Hotsos to better control productivity and stay in-line with our labor standards on a daily/weekly/monthly basis.
- Reorganize our storage areas to better control our expenses. Create new weekly inventory process as this will allow better controls in ordering and maintain our par levels. Keeping in line with our monthly expense budgets.
- Focus on employee engagement with all team members within our departments to ensure there is open communication and address any pending issues. This is accomplished by engaging the team on the floors, one on one meetings or through team meetings.
- Work with Lease Labor companies to better our retention of team members, building a strong relationship with team members who want to be a part of our team on a long term basis.
- Reopened our in-house laundry added two new washers and updated our laundry equipment. Training of our staff to maximize our productivity and poundage processed per day.
- Work to restart and maintain our linen inventory on a monthly basis in order to maintain a 4 par. Based on this inventory we can better maintain our par and purchase needed replenishment of sheets/towels/high cost items lost during the pandemic.
- Work with the Wardrobe to properly inventory and audit all uniforms for each department. Work with our Seamstress maintaining all uniforms and notifying departments when replacements need to be ordered.
- Manage renovation of our Tower Guest Rooms and Corridors – 719 rooms completed.
- AAA Four Diamond Hotel.
Senior Executive Housekeeper
The Mirage Las Vegas
Las Vegas
04.2021 - 01.2022
- Direct the day to day and long term operations of the Housekeeping/Laundry Departments. 3044 Rooms including 14 Villas with Butler Service. 700 + Union Employees, 38 Supervisors, 8 Assistant Executive Housekeepers, 1 Training Manager, 1 Laundry Manager and 1 Office Manager.
- Monthly meetings with Shop Stewards to address any pending issues and resolve them. Building a relationship of respect and trust.
- Work with outsource Laundry (Brady) to ensure proper care of our linen and terry items. Ensure what goes out is returned in good condition through tracking of poundage. Continued quality checks to hold Laundry accountable for our overall quality.
- Purchase Linen and Terry items as needed based on our monthly linen inventory – hold laundry accountable for any spikes in losses, etc.
- Engage with GRA’s, Housemen, Utility, etc., by walking the floors and engaging with our team during pre-shift meetings, room inspections, etc. to ensure they have the necessary tools to complete their work on a daily basis.
- Focus on organization of our areas to ensure functional and financial success.
- Manage all inventories to properly order needed supplies and stay in line with our operating budgets.
- Focus on Guest View (GSS) and follow up on issues related to condition, cleanliness and overall satisfaction. Follow up and hold our teams accountable for the work they do each day. This is achieved through tracking guest feedback and look at patterns that may exist along with documented inspections of the guest rooms.
- Focus on our Housekeeping Leadership Team and ensure they are engaging our team and following up on all operational issues. Weekly walk-throughs to follow up on all areas of responsibility to ensure we have an eye on our product. This is to hold our leaders accountable.
- Hold Round Table discussions with our GRA’s, Housemen, Utility and Supervisors. Keeping a finger on the pulse of what is happening in the overall operations from all areas. Listening to the team and addressing any concerns that may exist.
- Work with Training Manager to develop new SOP’s and training methods for new GRA’s, Housepersons, Utilities and Supervisors.
- Guide Team through renovation project of 3044 room pipe replacement project. Oversee the deep cleaning of all guest rooms during this project.
Director of Housekeeping
Renaissance Las Vegas
Las Vegas
12.2019 - 10.2020
- Direct the day to day and long term operations of the Housekeeping and Laundry Departments. 548 Room AAA 4 Diamond Hotel. Direct 120 Team Members, 7 Supervisors, Office Coordinator, and Assistant Director of Housekeeping.
- Transferred from Boston to Las Vegas – same management company.
- Work with outsource laundry provider to hold them accountable for the quality and consistency of the product provided including daily quality checks and weekly walk-throughs with vendor.
- Build a new training program to retrain all room attendants on the cleaning and consistency of the rooms they clean – following The Path of cleaning.
- Build a new presentation program (Lookbook) for all to follow to ensure the consistent set up of the guest room.
- Build a new inventory system to better manage all operating expenses for the Housekeeping and Front Office departments.
- Build a new tracking spreadsheet for all labor tracking each day/week to ensure we stay productive.
- Prepare FF&E Budget for Housekeeping and Laundry equipment needs.
- Drive our Guest Survey Scores for arrival, service and cleanliness of the guest rooms, look at trends and the root cause – increased cleanliness from 68.9 for 2019 to averaging 86.4 YTD 2020.
- AAA 4 Diamond Hotel.
Executive Director of Housekeeping
Boston Park Plaza
Boston
04.2015 - 12.2019
- Direct the day to day and long term operations of the Housekeeping/Laundry/Uniform Departments. 1060 Room AAA 4 Diamond Hotel. Direct 200 Union Team Members, 9 Floor Managers, 2 Housekeeping Managers, Assistant Director and Office Manager.
- Rebuild linen inventory system to build up our inventory and purchase what is needed to bring us back to a 5 par system. Move back to a monthly inventory system in order to better control our linen and pillow product. Work with outsource laundry and hold them accountable for quality of product, loss, and overall service.
- Created a Standards Look Book of new guest room set up with pictures so our team members understand the expectation of presentation and cleanliness of the guest rooms, corridors, and Public Areas.
- Focus on our GSS service standards. Feedback from our guests. Review trends and the root cause. Focus and resolve any issues and hold team accountable. Training and Retraining of Team Members.
- Prepare Labor and Expense budget to ensure the proper operating budget for the year for all rooms division labor and expenses including Front Office, Housekeeping, Security, and all other related Rooms Departments.
- Focus on FF&E Budgets – 3 years out to ensure the proper equipment needs and upgrades for Housekeeping, Laundry, and other rooms departments.
- Mentor Director of Housekeeping and Assistant Director of Housekeeping on all aspects of the department including how to lead a union work force and build a relationship of respect and trust. Building systems in the department including inventory systems for both linen and supplies for guest rooms, chemicals, etc. Inspection program to build accountability of our new product. Inspect what we expect. Work on their leadership skills and owning the operations. Understanding and manage all of the operations labor and expense budgets. Understanding P&L and how to present and own the process each month.
- Work with hotel to bring on-line a new labor tracking tool – On-Track to better manage labor and productivity in all Rooms and F&B Departments.
- Added New Technology tools for our Managers – Ipads with stay in touch software to manage our PMS system and Hotsos for Engineering work orders while walking the floors with the ability to update the system on the fly keeping our managers on the floor being more productive in completing inspections. Overall keeping our rooms looking fresh and in working order.
- Work with our team to build up our guest service scores for cleanliness, presentation, and condition. This is monitored through our GSS Comment Cards, documented inspection process, spot inspection programs, and Hotsos work order system. All programs have built-in accountability.
- Building a culture of respect and trust with shop stewards and team members in the department through one on one meeting and group meetings. Discuss operations, the guest experience, and address any issues and or concerns.
- Lead Hotel $150 Million Dollar Renovation of 1060 rooms over 8 months including all guest rooms, corridors, public areas, guest elevators, etc. Lead the punch team and follow up with construction to ensure all rooms are properly punched and completely corrected to standard.
- Train all team members on AAA 4 Diamond service.
- Assist with new sister properties transitions and assessments: Taj Hotel Boston/Hotel Indigo Boston, Moxy Boston, Alohilani Resort Waikiki Beach, Westin Las Vegas, and Renaissance Las Vegas. Provide leadership on all rooms division departments from labor/expenses to proper staffing of each department including Front Office, Housekeeping, Laundry, etc. Provide recommendations on systems and overall operations. Conduct inspections of hotel and provide feedback and recommendations on conditional and cleanliness issues in all areas of the hotel. Assist with holding team members and managers accountable.
- Mentor Director of Front Office on all leadership aspects, financials, projects, etc.
- AAA 4 Diamond Hotel.
Director of Facilities
Aramark – Fenway Park
03.2014 - 04.2015
- Direct the day to day operations of the Facilities of Fenway Park. Direct a team of 130 Union Associates, 2 Assistant Manager, and 12 Supervisors. Responsible for all areas of the stadium cleanliness and maintenance including all restrooms, 40,000 seat - seating bowl, Bud Deck, Cumberland Deck, 40 + All Luxury Suites, All Restaurants including EMC Club, State Street Pavilion, Royal Rooters, Champions, Wheels Up, Team Dugouts, Home and Visitors Club Houses and Redsox Office Building and Executive Offices.
- Took a negative revenue/labor cost over $200,000 and turned it into a positive of $68,500 for the season. Achieved this by reducing our labor/expenses and increasing sales to directly affect the bottom line. Major reduction in overtime and controlling our supply expense help accomplish this goal.
- Created an inventory system to better track usage of supplies, ordering what is actually needed for each home stand and eliminating waste. This system played a key role in affecting our overall success to the bottom line of over $50,000.
- Built a strong relationship with our Red Sox contacts through strong communication and follow up.
- Created New Hire Training Manuals for each position with built in accountability.
- Retraining of team on cleaning techniques and use of cleaning equipment to better manage our cleanliness around the park. Making us more productive and accountable.
- Purchased a new driving scrub machine (T-16) for the concourse areas of the stadium to reduce water usage and be more productive in cleaning times.
- Work closely with Shop Stewards to address any issues that may exist within the department. Build a culture of respect and trust with the team. Hold bi-weekly meetings to address concerns, communicate what’s happening now and what is coming for the future.
- Oversee all preventive maintenance projects within bathrooms/restaurant spaces/etc.
- Work with contractors on repainting projects throughout the stadium as part of our off season work.
- Work closely with Red Sox on various renovation projects throughout the park.
- Direct the Pre-Season cleaning and maintenance preparations as we prepare to reopen the park for the 2015 season. Set up Budgets and timelines to accomplish all goals.
- Work on Task Force to help at Cleveland Brown Stadium during a difficult time during the off season. 80,000 + seat stadium – assess cleanliness condition of entire stadium and make recommendations on how to resolve the challenges. Stay on and assist in the training of team in order to bring the cleanliness of the stadium back to standard before the next football game.
- Home of the Boston Redsox.
Education
Bachelor of Science - Hospitality And Tourism Management
E-Cornell
05-2013
Skills
- Housekeeping operations
- Quality control
- Budget management
- Inventory management
- Guest feedback analysis
- Safety compliance
- Performance metrics
- Labor cost management
- Staff training
- Employee engagement
- Problem solving
- Effective communication
- Conflict resolution
- Time management
- Team building
Certification
• Certified Rooms University trainer 2009 for Front Office Arrival Process
• Certified Rooms University trainer 2009 for ABC’s of Housekeeping
• Certified Rooms University trainer 2009 for Starwood Preferred Guest Program
• Certified Executive Housekeeper – International Executive Housekeeping Association
• Certified Six Sigma Green Belt
Certified in all aspects of Floor Care including Marble, Wood, Carpet, etc.
Cerfited in all Floor Care machines and chemical use.
• Certified Rooms University trainer 2009 for ABC’s of Housekeeping
• Certified Rooms University trainer 2009 for Starwood Preferred Guest Program
• Certified Executive Housekeeper – International Executive Housekeeping Association
• Certified Six Sigma Green Belt
Certified in all aspects of Floor Care including Marble, Wood, Carpet, etc.
Cerfited in all Floor Care machines and chemical use.
Timeline
Director of Housekeeping
Hard Rock Hotel and Casino Atlantic City
01.2024 - Current
Director of Housekeeping
Hilton Anatole
01.2022 - 01.2024
Senior Executive Housekeeper
The Mirage Las Vegas
04.2021 - 01.2022
Director of Housekeeping
Renaissance Las Vegas
12.2019 - 10.2020
Executive Director of Housekeeping
Boston Park Plaza
04.2015 - 12.2019
Director of Facilities
Aramark – Fenway Park
03.2014 - 04.2015
Bachelor of Science - Hospitality And Tourism Management
E-Cornell