JOSEPH GIBSON

• Monitored financial performance, set budgets and controlled expenses to provide financial stability and long-term organizational growth increasing PPA from $27.91 in 2021 to $46.72 in 2023 FNB sales.
• Managed a diverse team of 9 professional managers, fostering a positive work environment for 220 front line employees low turnover and high employee satisfaction.
• Developed and implemented strategies to increase sales 85% YOY and profitability by adding 4 new FNB outlets.
• Cultivated strong relationships with members, vendors, and partners to ensure long-term success and loyalty.
• Implemented SOP's to optimize operations.
• As the training GM I have trained the GM's for the other 3 lagoons as well as trained 11 managers to promotion within.

Accurately handled cash and prepared deposits.

Worked in partnership with the General Manager to develop marketing strategies that enhanced brand visibility and accelerated sales growth.

• Increased customer satisfaction by addressing and resolving concerns in a timely manner, raising GX scores 12 points to an average of 94 out of 100 in 4 months.
• Provided mentorship to staff members, creating a nurturing work environment that improved employee performance and increased retention. This also increased internal promotions.
• Monitored facility maintenance needs, coordinating repairs and upgrades as necessary to keep operations running smoothly.
• Coordinated the team schedule, taking into account coverage requirements and the unique strengths of each member.

• Directed hotel operations management (marketing, sales, budgeting, FNB, forecasting, planning, optimization of workflow and best practices).
• Developed management team, strong partnerships with area event venues to increase occupancy.
• Established culture of accountability within team by setting clear expectations around performance standards while recognizing top performers for their achievements.
• Increased overall customer service scores by 18% from 2017 to 2019, 4 hotels combined.
• Continued full operation safely during COVID.
• Analyzed market trends and competitor activities to identify opportunities for growth and differentiation within the region.
• A combination of select and full-service hotels, Holiday Inn, LaQuinta, Days Inn, Red Roof Inn and Suites.

• Enhanced hotel occupancy rates were achieved by implementing effective marketing strategies, forging partnerships with local businesses, and applying revenue management techniques.
• Maximized revenue generation increasing YOY by 17% through strategic room pricing, inventory management, and upselling techniques at the front desk.
• Developed comprehensive budget plans, closely monitoring expenses and optimizing cost-saving opportunities.
• Managed daily operations for smooth functioning of the hotel, ensuring high-quality standards in all departments.
• Handled guest complaints and offered complimentary services to maintain high guest satisfaction rates that were improved by 11% in first year.
• Completed a full hotel renovation while still operating in a limited capacity. Full-service Ramada Inn

• Oversaw all facets of daily operations, including budget management, inventory oversight, and vendor relations.
• Managed restaurant operations of over $2.8 million in 2015 which was an increase of $1.5 million from 2012.
• Labor costs were effectively managed by monitoring staff members' productivity levels and making strategic decisions regarding scheduling.
• Effectively managed payroll and timekeeping, and paperwork for new hires and terminations.
• Staff were meticulously interviewed, selected, trained, and supervised.