Jeroen Strack van Schijndel
Pauma Valley,CA
Summary
Accomplished leader with a progressive style of management who is able to improve market share, employee satisfaction and customer satisfaction while improving profitability. Strategic thinker that looks outside the box to help companies grow and creates opportunities to grow future leaders for the hotel industry. Strong leader and problem-solver dedicated to streamlining operations to decrease costs and promote organizational efficiency. Uses independent decision-making skills and sound judgment to positively impact company success.
Overview
26
26
years of professional experience
1
1
Certification
Work History
Taskforce General Manager
Canopy by Hilton SOMA San Francisco
04.2024 - Current
- Opened this hotel back in 2022 while working for the company and was asked to come back to finalize the PIP program.
- Enhanced team performance by implementing effective communication strategies and regular progress reviews.
- Oversaw the recruitment process for new task force team members, ensuring a balanced skillset was maintained across all roles while optimizing overall productivity levels through careful selection of high-performing individuals.
- Negotiated favorable contract terms with vendors, securing cost-effective agreements that aligned with budgetary constraints and other organizational priorities.
- Led comprehensive training programs to develop employee skillsets and improve overall productivity levels.
Opening General Manager
Murrieta Hot Springs Resort
02.2023 - 03.2024
- Murrieta Hot Springs Resort opened on February 2024
- Sitting on 46 acres, the property was operated as a bible college and church retreat for the past 25 years
- Ownership acquired the property in Aug 2022
- Hired the entire leadership team prior to opening as well as 176 hourly employees
- Set up training protocols for all employees, established a culture for the resort
- Selected a total of 13 different software programs that all had to communicate with each other to create a seamless check in, charging and access environment for hotel guests as well as day soakers
- Resort consists of 174 rooms, 50 geothermal soaking pools, 13,000 SF bath house and 6000 sq ft Spa as well as a wellness center and state of the art fitness center.
- Enhanced employee productivity through regular training sessions on new technologies, systems, and best practices.
- Developed a strong team culture through effective communication, motivation, and performance evaluations.
Vice President of Operations
Paradigm Hotels Group
05.2022 - 01.2023
- Privately owned hotel group with 7 hotels in the San Francisco area
- 4 Hilton branded properties, 2 Hyatt branded, 1 IHG branded property
- (4 full service, 3 limited service)
- Responsible for overseeing day to day operations of all properties
- Assisting CEO with changing culture of the company
- Opening lead of new Canopy hotel
- Created Sales structure
- Initiated new expense control measurements
- Initiated new Sales incentive program
- Hired and coached new General Managers for Hyatt Centric, Indigo, Doubletree properties
- Re-opened and rebranded the hotel previously known as Virgin Hotel San Francisco into Canopy by Hilton SOMA San Francisco.
- Streamlined operations by identifying inefficiencies and implementing process improvements.
- Enhanced customer satisfaction by developing and implementing strategies to improve service quality.
- Performed statistical analyses to gather data for operational and forecast team needs.
- Set clear goals to monitor targets and offered real-time input on performance and motivation.
- Integrated marketing plans to reach wider audience and push business prospects closer to conversion.
General Manager
Mar Monte Hotel - HEI Hotels
11.2021 - 04.2022
- 200 room Upper-Upscale hotel in Santa Barbara
- Brought in to improve GSS scores in all operational departments
- Took hotels out of Hyatt FIP within 4 months.
- Managed budget implementations, employee reviews, training, schedules, and contract negotiations.
- Established comprehensive employee training programs to develop skills, improve productivity, and maintain compliance with industry regulations.
- Championed continuous improvement initiatives that enhanced operational performance across all departments.
- Interacted well with customers to build connections and nurture relationships.
- Formulated policies and procedures to streamline operations.
General Manager
The Moran CityCentre - HEI Hotels
12.2019 - 11.2021
- 244 room Upper-Upscale independent hotel in the Energy Corridor of Houston with 22 residential condos
- Take over General Manager from previous management company
- Focused on leading a brand new team during Covid-19 pandemic ensuring we kept a positive outlook on everything while controlling expenses without sacrificing guest service
- Successfully managed the property performance for associate engagement and guest satisfaction
- Creative in managing and sustaining a sales and marketing strategy
- Responsible for managing and conducting human resource activities
- Reactivated our Event Center and Restaurants during Covid to ensure maximum guest satisfaction and profits
- Maintained close relationships with Senior Leadership at ownership group while keeping Management company abreast of all changes requested.
- Managed a diverse team of professionals, fostering a positive work environment and high employee satisfaction.
General Manager
The Inn at Rancho Santa Fe, HEI Hotels
06.2014 - 12.2019
- General Manager for the historic Inn at Rancho Santa Fe and 22 connected residences
- Focused on community outreach to re-establish the Inn as the heart of the community
- Established solid training programs in each department to increase guest satisfaction
- Continually growing revenues over previous years, double digits growth in Revpar for all years and exceptional growth in F&B revenues
- Increased NOI from a negative to positive within 18 months and continually increased this over the years by double digit percentages
- Focused to keep GSS scores for the property among the highest in the company
- Transitioned hotel from Benchmark Hospitality to HEI Hotels and Resorts and from an independent into the Starwood system as a Tribute Portfolio Resort & Spa and then into the Marriott system all within 24 months making sure the staff remained motivated during 3 major changes in procedures, policies, benefits and reporting lines
- Performing financial analysis using various industry reports such as STR, Hotelligence and Demand360 tools to maximize revenues and profits and to strategically plan for short and long term return on investments
- Designed practical solutions from a cost vs
- Benefits viewpoint
- Direct oversight of Capex spending, monthly reconciliations, cash management, annual budgeting.
- Developed and implemented strategies to increase sales and profitability.
- Drove year-over-year business growth while leading operations, strategic vision, and long-range planning.
Regional Director of F&B, North America
Warwick International Hotels Corporate office
04.2012 - 05.2014
- Assistance of overall direction and management of 6 hotels (1570 rooms) in North America and 1 hotel in the Caribbean (242 rooms) with focus on Operations, Human resources, Standards and Procedures, Revenue Generation and Sales and Marketing
- Participated in due diligence of 2 hotels and responsible of repositioning these assets into Warwick system
- Established and introduced current S&P's for these 2 new hotels
- Identified discrepancies to Local 11 CBA (New York) and successfully negotiated a reversal of discrepancies, resulting in a $35,000 refund of overpaid salaries and additional annual savings of $100,000
- Revised all S&P for North America hotels
- Project development for several new F&B initiatives, including concept, design and execution of plans
- Interim GM for 2 new acquisitions.
Area General Manager
Horizon Hospitality
09.2009 - 04.2012
- General Manager for Luxury Lifestyle Boutique Hotel and area manager for two additional properties for same owner
- Increased revenues by 35% within first year; strong emphasis in food and beverage by creating a vision and concept for new restaurant which yielded as one of the best fine dining establishments in the area; successfully attracting both in-house and local clientele by producing successful and strategic food and beverage marketing efforts
- Moved services and entire property from a 3 diamond to a solid 4 diamond operation
- Focused on revenue management through weekly and daily strategy meeting with DOS and Operations Manager to achieve highest ADR possible by continually monitoring the Competitive Set's offered rates and managing the OTA's distribution
- Re-aligned the property to successfully compete in the luxury market
- Oversight of Operations and Accounting for 2 limited service hotels.
- Reduced financial inconsistencies while assessing and verifying billing invoices and expense reports.
Vice President & General Manager
Saguaro Ranch Development Corporation
04.2005 - 10.2008
- A real estate investment and development group for 1036 acre luxury resort, spa and residential community in Tucson, Arizona
- Responsible for overall design, development, construction and management of $100 million resort and 180 4 to 5 acre residential home sites starting at $1.5 million each
General Manager
The Graciela Hotel Burbank
05.2001 - 03.2005
- Opening General Manager for this 101 room upscale boutique hotel in media district of Burbank, catering to entertainment industry.
- Managed budget implementations, employee reviews, training, schedules, and contract negotiations.
- Implemented operational strategies and effectively built customer and employee loyalty.
- Launched staff engagement, gender diversity and cultural programs in addition to robust reporting tool that increased operational quality.
Assistant General Manager
Millennium Biltmore Hotel
08.1998 - 04.2001
Education
Some College (No Degree) - Various Hospitality Courses
Ctr For Professional Dvlpmnt Cornell University
Ithaca, NYSome College (No Degree) - Hospitality Administration
Hotel School Wageningen
Wageningen, The NetherlandsSkills
- Strategic planner/thinker and goal setter
- Entrepreneur
- Innovator with a creative mind
- Outstanding organizational and follow through skills
- Strong hands-on knowledge of all aspects of computer automation, networking and programming
- Strong leadership and staff development skills
- Excellent sales, marketing and PR skills
- Outstanding Rooms and Food and Beverage Operational skills
Certification
Certified Hotel Administrator
Languages
Dutch
Native or Bilingual
German
Elementary
Timeline
Taskforce General Manager
Canopy by Hilton SOMA San Francisco
04.2024 - Current
Opening General Manager
Murrieta Hot Springs Resort
02.2023 - 03.2024
Vice President of Operations
Paradigm Hotels Group
05.2022 - 01.2023
General Manager
Mar Monte Hotel - HEI Hotels
11.2021 - 04.2022
General Manager
The Moran CityCentre - HEI Hotels
12.2019 - 11.2021
General Manager
The Inn at Rancho Santa Fe, HEI Hotels
06.2014 - 12.2019
Regional Director of F&B, North America
Warwick International Hotels Corporate office
04.2012 - 05.2014
Area General Manager
Horizon Hospitality
09.2009 - 04.2012
Vice President & General Manager
Saguaro Ranch Development Corporation
04.2005 - 10.2008
General Manager
The Graciela Hotel Burbank
05.2001 - 03.2005
Assistant General Manager
Millennium Biltmore Hotel
08.1998 - 04.2001
Some College (No Degree) - Various Hospitality Courses
Ctr For Professional Dvlpmnt Cornell University
Some College (No Degree) - Hospitality Administration
Hotel School Wageningen
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