Julie Walsh Vernam

• Developed strategic partnerships for business growth and expansion, while streamlining reporting with Lighthouse BI throughout our portfolio of 60 independent hotels.
• Implemented upsell and upgrade program throughout the portfolio while evaluating each property PMS, Upsell Tool and Upsell needs on an individual basis to assist in increasing incremental revenue.
• Built and implemented programming strategy and standards that supported enterprise philosophy.
• Worked closely with our VP of Leisure Sales and VP of Revenue to implement our top 10-12 wholesale and OTA partners throughout the portfolio. We increased our dynamic channels from 408 active channels and 144 pending status to 664 active with 85 still pending implementation in less than 5 months.
• Mentored specialists for leadership roles, fostering a culture of professional development within the organization.
• Created a relationship with Shiji during my first HEDNA conference and evaluated the portfolio's IcePortal scores bringing the portfolio room score from a 28 in January to a 89 and our overall portfolio score from a 61 to a 91 in less than 5 months.
• Increased visibility for our larger residential and villa units within a property by creating a second listing on Expedia and Booking.com by using Siteminder as a channel manager exclusively for those units while maintaining our current SynXis connections. As of today we have 3 properties utilizing a 2nd listing and we are actively creating 3 more.
• Assisted with the connectivity of LaaSie to create Mosaic Rewards for our independent portfolio and worked closely with SynXis to implement on the booking engine for each hotel. Once live I worked on integrating the member tagging to flow down to each of our different PMSs to ensure it is easy for the operations team to identify our rewards members.
• Created 30 Minute Monday educational series for the revenue and marketing teams to enhance their know-how in utilizing all distribution systems through best practices, trainings and hands-on reviews.
• Assisted with several new hotel transitions in setting up of all property management and revenue management systems.

• Responsible for setting and achieving Rooms Revenue Budget for a portfolio of five to six Full-Service Managed Hotels
• Collaborate with each hotel department to create Total Profit Management Strategy and Reporting
• Advocate proactively and on a more formal monthly/quarterly basis to Hotel Ownership the Past Performances, Current Trends, and Future Outlooks of the Regional Portfolio
• Ensure hotel/portfolio level forecasts are based on current business trends and market data
• Provide guidance during budgeting, weekly and monthly forecasting process
• Analyze unconstrained demand and provide recommendations for optimal mix of business
• Establish target pricing, displacement analysis, guidance between group, transient and by segment
• Optimize RevPAR by analyzing/forecasting demand and establishing effective selling strategies, oversell strategies, optimal and seasonal market mix including group, transient and wholesale.

• Responsible for Rate Strategies, Forecast/Budget Management based on market demand across six to eight Full-Service Managed Hotels while supporting my Regional Director of Revenue Management
• Coordinated the migration and upgrade of a legacy Property Management System along with Central Reservation System and Revenue Management Systems
• Conduct ongoing competitor price/product analyses to ensure proper rate positioning/product offering relative to competition
• While ensure our position in the market is achieving not only our occupancy penetration but also our ADR and RevPAR share
• Was awarded Revenue Manager of the year in 2018 for 2017 RevPAR and Occupancy increase throughout my portfolio.

• Responsible for establishing and maintaining specific Rate Strategies across an assigned portfolio of both limited-service and full-service properties
• Review current rates, pick up and strategies prior to communicating the necessary recommendations for each property
• Conduct yearly site visits as well as in-depth analysis with assigned properties to review current strategies and create more optimized ones based upon trends in the local marketplace
• Assist in the creation of annual Rooms Revenue budgets by segment by month across several high-focus properties
• Mentor and train various Departmental Personnel on a constant basis to provide growth and development within the department
• Led several Lunch and Learns within the Revenue Management Department on a variety of topics such as but not limited to Onboarding New Properties, Revenue Success for 2016 and Global Distribution System
• Conducted two Webinar on Wednesday presentations to Wyndham Hotel Group General Managers and Director of Sales on Preparing for Revenue Success in 2016.

• Conduct regular rate and property audits to confirm that all properties are taking advantage of distributing themselves correctly and are consistent with Brand Standards, Revenue Management Policies and Best Practices
• Advise multiple properties on a weekly basis to ensure they are making changes to rates and inventory depending on what is in their market and competitive set
• Engaged with the Focus Program and was given my own hotel to help overall RevPAR
• Within this program I held bi-weekly teleconferences and provided several analyses and action items that would assist in executing a strategic plan for the property based on their market mix
• Internally assisted designated Central Directors of Revenue Management (CDRMs) during our Revenue Management Mentor Program for more complex properties.

• Assisted several CDRMs and Revenue Managers (RMs) with shopping competitor rates, and running ad hoc reports as requested such as opaque analysis, package analysis and corporate transient tool reports
• Maintain rates & rate codes in ORS; assist with all changes communicated by CDRMs & RMs
• Work closely with the Electronic Distribution Team to ensure rate codes are loaded & distributed in the correct GDS systems
• Updated future demand strategy reports, ran weekly reports out of property PMS systems, and updated historical demand analysis reports.

Worked my way up from a front desk agent to a front office supervisor within 4 months of starting. 7 months later I was promoted to co-front desk manager. After another year and a half I was promoted to front office manager.