David Levy
Tucson,AZ
Summary
To seek and maintain full-time position that offers professional challenges utilizing interpersonal skills, excellent time management and problem-solving skills. Strategic and results-oriented business leader with experience in strategy, planning and operations. Skilled in developing and executing business plans to maximize profitability, streamline operations and maintain compliance with industry regulations. Proven people leader motivates and optimizes staff performance and productivity.
Overview
36
36
years of professional experience
Work History
Area Managing Director
HEI Hotels & Resorts
05.2020 - Current
- Oversite of area hotels with emphasis on all operational departments as well as sales, revenue management, finance and human resources
- Proven working relationship with asset managers, ownership and corporate office to achieve ongoing operating financial directive with regular communication, and timely project delivery.
- Lead cross-functional teams to achieve company-wide growth objectives, fostering collaboration and innovation by optimizing all resource allocations for improved efficiency and profitability.
- Project lead and part of Teams for several corporate initiatives including Hiring our Hero’s that has led to hiring over 200 active duty spouses and Military Veteran's, GSI, NPS, SALT, labor/expense management, as well as developing and rolling out current housekeeping program company wide that increases productivity on average of 4 KPIs while increasing cleanliness scores.
- Improved employee satisfaction and retention through development of comprehensive training programs and performance-based incentives that lead portfolio above industry standard.
- Established high-performing executive team by recruiting top talent from diverse industries to drive organizational excellence.
- Expanded market presence through successful negotiation of key partnerships and acquisitions.
Corporate General Manager
HEI Hotels & Resorts
11.2017 - 05.2020
- Oversite of hotel during transition(s) with emphasis on all operational departments as well as sales, revenue management, accounting and human resources.
- Proven working relationship with asset managers, ownership and corporate office to achieve ongoing operating financial directive with regular communication, and timely project delivery.
- Project lead and part of Teams for several corporate initiatives including development of all transition SOPs to include but not limited to: forecasting staffing, hiring/interviewing process, inventory of all hotel assets, cash handling / safe and bank reconciliation, welcome town hall and all GSI/SALT service trainings
- Oversaw all aspects of financial management including stub and budget preparation, financial reporting, cash flow management, including forecasting for first and third year Top Line revenues.
- Improved employee satisfaction and retention through development of comprehensive training programs and performance-based incentives.
- With working knowledge of all aspics of hotel; train while implementing companies core values regarding rhythms of success, processes and policies, included but not limited to guest satisfaction behaviors, labor management, cost control processes, flow through model, life safety and security, rooms and F&B forecasting, revenue management, sales and accounting tools, as well as hotel and associate sustainability
- Spearheaded several corporate initiatives including GSI, NPS, SALT, labor/expense management, Rhythms of Success trainings relating to time management and culture shift with granulated approach to full guest engagement, empowerment, trust, communication, and being part of bigger picture.
General Manager
Hyatt Centric Santa Barbara-HEI Hotels
01.2016 - 11.2017
- Lead hotel of real estate professionals that concentrate in hospitality field, while increasing sustainable real estate value through focus of key posts; equaling or exceeding market share, guest satisfaction, associate satisfaction and efficiency of operation
- Leading executive committee, motivating and developing team of over 120 associates in all areas of five building 200-room hotel with over 10,000 square feet as well as 6 department heads and 10 assistant managers and supervisors
- Maintain or exceed market share through preparing and achieve forecast while accurately projecting base, reaching sweet spot 20-30 days out while getting to base 8-10 days out utilizing newly acquired volume accounts thus removing ourselves from selling distressed transient and back door rooms as well as selling premium transient above or equal to last year
- Prepared and exceeded yearly budget including $17.6M in revenue for 2016, running a consistent 81% rooms profit and 21% F&B profit while returning a positive flow through
- Developed Team to be experts in managing not only labor, but also cost per cover, cost per occupied room while taking risks, and eliminating unnecessary costs in all overhead departments
- Successfully increased overall customer service 5% through managing 80% that is in our control, celebrating success, developed and implemented guest satisfaction action plans while concentrating on the top three guest detractors
- Fully understand value of building culture for associates as cornerstone of success by providing proper tools to do their job, two-way communication, meaningful and continuous recognition as well as consistent and standard celebrations of success and appreciation
- Responsible for preparing and presenting monthly P&L critique to ownership group for all areas of hotel
- Conducting daily stand-up, weekly one on ones, weekly staff and weekly labor, monthly training meetings communicating goals, expectations and feedback including service excellence, safety, GM round table, and town hall.
Assistant General Manager / Director of Operations
Astor Crowne Plaza Hotel-HEI Hotels
01.2013 - 01.2016
- Member of executive committee while leading, motivating and developing team of over 180 associates in all areas of 693 room hotel with over 38,000 square feet as well as 7 department heads and 15 assistant managers and supervisors
- Part of team that prepared and exceeded yearly budget including $43M in revenue, running a consistent 78% rooms profit and 43% F&B profit by controlling expenses included but not limited to labor, wages, food cost, liquor cost, menu management and checkbook management in turn returning a positive flow through
- Responsible for preparing and presenting monthly P&L critique for all areas of hotel
- Conducting daily stand-up, weekly one on ones, weekly staff, weekly operations and monthly training meetings communicating goals, expectations and feedback
- Part of team that developed, trained and executed housekeeping cleaning program that will reduce upwards of $8-$12 million in wages YOY companywide once implemented in all assets by increasing productivity KPIs.
- Spearheaded implementation of IRD cold food program for lunch and overnight to comply with brand standards of access to food 24hrs (restaurant in hotel is leased), thus reducing productivity and wages in both culinary and server; culinary was reduced by 1% and server 3% while still maintaining levels of service.
Assistant General Manager / Director of Operations
Crowne Plaza Hotel Riverwalk-HEI Hotels
01.2008 - 01.2013
- Member of executive committee while leading, motivating and developing team of over 200 associates in all areas of 410 room hotel with over 37,000 square feet as well as 10 department heads and 20 assistant managers and supervisors
- Developed high-performing team that led Crowne Plaza to highest market share, revenue, and profit in 5 years of operation due to adjusting rate strategies’ growing average daily rate $30 YOY
- Part of team that prepared and exceeded yearly budget including $15M in revenue and $7M in expenses while returning positive flow through to budget.
- Part of team that executed and adjusted as necessary, $5M re-fresh project of hotel including vendor negotiation/selection, instillation / storage of guest room case goods and lobby re-fresh, completing on schedule.
Consultant Company / Owner
Third Eye Blind
01.2004 - 01.2008
- Improved client satisfaction by effectively managing multiple projects and consistently meeting deadlines.
- Project manager for (4) hospitality / restaurant groups, one of which had 35-40 units including opening of Taza’s fine dining restaurant
- Developed and prepared yearly budget(s) utilizing feedback from clients while understanding different needs for implementation
- Assisted in developing vision, goals, and responsibilities of leadership and line staff while inspiring and encouraging said above with team(s) by conducting daily stand-up and weekly one on ones to gather feedback while reporting progress to clients on daily basis suggesting necessary adjustments if needed
- Changed culture of excising team to successfully standardize, implement, develop and return profits to clients.
Executive Chef / Food and Beverage Director
Sheraton, Westin, Marriott, IHG, Renaissance
01.1988 - 01.2004
- Performed all required duties of Executive Chef / Food and Beverage Director in 16-year stint while being responsible for yearly revenues up to $13M and $1.4M in expenses
- Led, developed and worked with teams up to 65 including Chefs’ as well as line staff
- Was test and development lead Chef with Corporate Sheraton for “Cuisine of the Americas” concept as well as “Nuevo Latino” concept with Chef Douglas Rodriguez for all Starwood Hotels
- Team lead for HEI Corporate “Chef’s Council” while developing and implementing three-tier level food concept including banquets and catering for portfolio.
Education
Hotel / Restaurant Management, Culinary Associates Degree -
California Culinary
San Francisco, CA01.1989
MOS-33 F&B, MOS-08 Artillery, MOS-30 Supply Administration and Operations Specialist -
United States Marie Corps
San Diego, CA01.1987
Skills
- Medallia
- Microsoft Office Tools
- Google Tools
- Mentoring and Training
- Recruitment Strategies
- Strategic Planning
- Budget Development
- Operations Management
- Project Management
- Team Collaboration
- Team Building
- Brand Management
- Process Improvement
Timeline
Area Managing Director
HEI Hotels & Resorts
05.2020 - Current
Corporate General Manager
HEI Hotels & Resorts
11.2017 - 05.2020
General Manager
Hyatt Centric Santa Barbara-HEI Hotels
01.2016 - 11.2017
Assistant General Manager / Director of Operations
Astor Crowne Plaza Hotel-HEI Hotels
01.2013 - 01.2016
Assistant General Manager / Director of Operations
Crowne Plaza Hotel Riverwalk-HEI Hotels
01.2008 - 01.2013
Consultant Company / Owner
Third Eye Blind
01.2004 - 01.2008
Executive Chef / Food and Beverage Director
Sheraton, Westin, Marriott, IHG, Renaissance
01.1988 - 01.2004
Hotel / Restaurant Management, Culinary Associates Degree -
California Culinary
MOS-33 F&B, MOS-08 Artillery, MOS-30 Supply Administration and Operations Specialist -
United States Marie Corps