Kathryn Day
Alpharetta
Summary
General Manager with proven track record at JW Marriott Nashville, achieving $118M in revenue and enhancing guest satisfaction scores. Expertise in strategic implementation to boost profitability and sales. Acknowledged for excellence in operations and customer service. Skilled in motivating and developing teams to excel in competitive markets.
Overview
27
27
years of professional experience
Work History
General Manager, Task Force
IHG LUXURY And LIFSTYLE Hotels and Resorts
11.2025 - Current
- Manage Revenue Generation and Financial Performance.
- Manage Owner Relations.
- Hire, training, and employee engagement.
- Strategize and roll out Forbes Luxury Standards.
General Manager
JW Marriott Nashville
Nashville
03.2024 - 09.2025
- Delivered $118M in total revenue for 2024, exceeding the annual budget by $2M. This performance reflected consistent growth across all revenue streams despite market challenges.
- Increased gross operating profit by $619K, driving a total recovery of $1.1M between March and December. The improvement strengthened overall financial performance and ensured a positive year-end balance.
- Improved guest satisfaction with Event Satisfaction scores reaching 92.3%, ranking #12 in the brand. Service scores also advanced to a #9 ranking, supported by a year-end intent-to-recommend score of 82.6%.
- Strengthened workforce stability by reducing staff turnover by 42 team members and raising engagement levels. These efforts created a more motivated team environment and enhanced service delivery across the property.
- Total Revenue for 2025 achieved was $116M.
- Rev Par Index Year to date for 2025 running year to date of 120.1%
General Manager
3The Starling Atlanta Midtown, Curio Collection by Hilton
Atlanta
09.2021 - 04.2024
- Rebranded the property from W Brand to The Starling, a Curio Collection by Hilton, successfully positioning it within the luxury market. The rebrand contributed $48 million in revenue in 2023, a $6 million increase from the prior year.
- Delivered a RevPAR Index of 107.8 in 2023, reflecting strong market penetration. This result was a 10-point increase compared to the previous year, demonstrating consistent revenue growth.
- Improved financial performance by achieving a gross operating profit flow-through of 53%, translating to stronger cost management and higher bottom-line results.
- Maintained a forecast accuracy rate within 3%, ensuring reliable financial planning.
- Elevated both guest and team experience, driving service scores up by 10 points year-over-year. Increased team member engagement to 82 in 2023, a 10-point gain that supported stronger retention and performance.
General Manager
Hotel Bardo Savannah (Previously Mansion on Forsyth PARK)
Savannah
06.2020 - 09.2021
- Reopened the property after a three-month closure, successfully hiring and training a new team to restore full operations. Within the first quarter of reopening, occupancy levels returned to pre-closure levels, generating stable room revenue.
- Transitioned the property to an independent brand in January 2021, overseeing the full separation from the Marriott franchise. This shift expanded direct booking channels and increased overall guest retention compared to the previous franchise model.
- Led the re-concept and relaunch of 700 Drayton Restaurant, Marble Garden Tea, and activations in the Bösendorfer Lounge. The updates attracted new local and visiting clientele, generating additional food and beverage revenue across all outlets.
- Achieved a RevPAR index of 118.4 from January to September 2021, representing an improvement of 10 points over the prior year. During the same period, total revenue increased by $7.2 million, and net operating income rose by $4.1 million compared with the budget.
HOTEL Manager
Hilton Hotels and Resorts
Atlanta
09.2019 - 06.2020
- Net operating income in 2019 improved by $2 million over the prior year.
- Team member engagement score improved by 3% in 2019 through staff weekly rallies, celebrations, and initiatives to improve communication.
- Impacted by the COVID-19 shutdown in the USA as of March 20220
GENERAL MANAGER
Beach House Fort Lauderdale, a Hilton Resort
Fort Lauderdale
03.2018 - 09.2019
- Increased RevPAR index by 8.4% in 2019 compared to the previous year, demonstrating measurable improvement in revenue generation per available room. This growth positioned the property competitively within the market.
- Delivered annual revenue of $38.5 million in 2019, reflecting a year-over-year gain of $1.8 million. This consistent upward trend reinforced the property's financial stability and growth.
- Achieved $21.2 million in gross operating profit with a flow-through of 55%, ensuring strong financial performance relative to revenue growth. This result highlighted effective cost management and operational efficiency.
- Planned and managed complete room renovation in line with brand standards and budgetary constraints.
- Improved guest service scores by 8.8 points within twelve months, directly enhancing the overall guest experience. The property's TripAdvisor ranking advanced from 12th to 6th, elevating its visibility and reputation.
Hotel Manager
The Drake
Chicago
06.2014 - 03.2018
- Managed daily operations, overseeing guest satisfaction, revenue, and team performance, resulting in a net operating income increase of $3.2 million in 2017. Ensured smooth coordination between departments to maintain consistent service standards.
- Led initiatives that contributed to RevPAR growth, achieving a measurable increase compared to the previous year. Focused on optimizing room inventory and pricing strategies to drive revenue.
- Improved service quality across all guest touchpoints, including cleanliness and overall experience, reflected in higher service scores in 2017. Implemented targeted training and feedback systems to enhance guest interactions.
- Strengthened team engagement and morale, achieving a notable improvement in employee participation and satisfaction in 2017. Introduced regular performance check-ins and recognition programs to support staff development.
DIRECTOR OF OPERATIONS
Waldorf Astoria Chicago
Chicago
02.2011 - 06.2014
- Contributed to the hotel's opening team, helping achieve a Forbes Five-Star Rating in the first year. Successfully maintained high service standards during the property's launch period.
- Led initiatives that contributed to the hotel being ranked number one on TripAdvisor in the USA for 2011 and 2012, based on more than 3,500 guest ratings. Ensured consistent guest experience across all departments.
- Supported efforts that resulted in the hotel achieving the top Guest Satisfaction ranking among Hilton Hotels in the United States for 2011 and 2012, with over 2,800 guest feedback submissions. Maintained attention to guest needs across multiple service areas.
- Improved housekeeping operations by redesigning workflow, which allowed the team to complete over 5,000 room cleanings per year with higher efficiency. Introduced task prioritization that reduced average cleaning time per room by 12 minutes.
Director of Rooms
Four Seasons Hotel PHILADELPHIA
Logan Square
09.2007 - 02.2011
- Managed operations across front office, guest relations, concierge, housekeeping, in-house laundry, and spa services, ensuring smooth daily functioning. Coordinated teams to handle an average of 350 guest check-ins and check-outs per day.
- Increased spa revenue by $120,000 from 2008 to 2009 through targeted pre-arrival and in-house promotional campaigns. Monitored guest engagement to optimize service offerings and booking schedules.
- Improved housekeeping efficiency, reducing cost per occupied room and generating total annual savings of $200,000 in 2009. Streamlined daily cleaning schedules and supply usage across 535 rooms.
- Supervised cross-departmental operations to enhance guest satisfaction and service delivery. Oversaw an average of 50 daily guest requests while maintaining timely completion of tasks.
Director of Rooms
Mansion on Forsyth Park
Savannah
02.2004 - 09.2007
- Part of the pre-opening team. Opened Hotel, establishing the rooms division standards of operation, including Front Office, Housekeeping, In-house Laundry, Concierge, and Butler Services.
- Achieved Forbes Five-Star rating in the First Year of Operation.
- Transitioned Hotel to join Marriott as an Autograph Collection Hotel.
Director of Front Office
Conrad Maldives Rangali Island
Rangali Island
09.2001 - 11.2003
- Managed daily front office operations for luxury resort services.
- Supervised front desk staff to enhance guest satisfaction and service quality.
- Implemented efficient check-in and check-out procedures for seamless guest experiences.
- Oversaw budget management for front office departments and resources allocation.
- Collaborated with marketing to promote special packages and enhance visibility.
- Developed training programs to improve staff performance and service standards.
- Coordinated with housekeeping and maintenance for timely room readiness.
- Resolved guest complaints promptly to maintain high hospitality standards.
- Supervised a team of 20+ employees including receptionists, bellhops, concierge, housekeeping staff, and valet attendants.
- Conducted regular performance evaluations to identify areas for improvement among staff members.
- Analyzed customer feedback to ensure quality service standards were met.
- Created employee schedules to ensure adequate staffing levels during peak times.
- Managed day-to-day administrative tasks associated with front office operations such as cash flow management.
- Implemented cost-saving measures to maximize efficiency of hotel operations.
- Collaborated with other departments to create promotional packages for guests.
- Resolved customer complaints promptly while upholding brand standards of excellence.
GENERAL MANAGER TRAINEE PROGRAM
Hilton Hotels And Resorts And Marriott International
01.1999 - 09.2001
- Selected from a group of international candidates.
Education
Bachelor of Business and Law -
University of New South Wales
AustraliaSkills
- Luxury operations expertise
- Financial forecasting and analysis
- Market analysis and trends
- Employee training programs
- Guest relationship management
- Operational strategy development
- Customer experience enhancement
- Brand repositioning strategies
- Service quality improvement
- Problem-solving skills
- Leadership development initiatives
- Team building activities
- Staff retention programs
- Budget and cost analysis
- Contract negotiation skills
- Cross-functional team management
- Business development strategies
- Verbal and written communication
- Branding and community outreach
- Pre-opening resort development
- Forbes five-star service standards adherence
- Resort rebranding management
- Renovation project management
- Financial acumen and P&L oversight
- Cash flow and budgeting expertise
- Capital planning strategies
- Labor relations management
References
References available upon request.
Timeline
General Manager, Task Force
IHG LUXURY And LIFSTYLE Hotels and Resorts
11.2025 - Current
General Manager
JW Marriott Nashville
03.2024 - 09.2025
General Manager
3The Starling Atlanta Midtown, Curio Collection by Hilton
09.2021 - 04.2024
General Manager
Hotel Bardo Savannah (Previously Mansion on Forsyth PARK)
06.2020 - 09.2021
HOTEL Manager
Hilton Hotels and Resorts
09.2019 - 06.2020
GENERAL MANAGER
Beach House Fort Lauderdale, a Hilton Resort
03.2018 - 09.2019
Hotel Manager
The Drake
06.2014 - 03.2018
DIRECTOR OF OPERATIONS
Waldorf Astoria Chicago
02.2011 - 06.2014
Director of Rooms
Four Seasons Hotel PHILADELPHIA
09.2007 - 02.2011
Director of Rooms
Mansion on Forsyth Park
02.2004 - 09.2007
Director of Front Office
Conrad Maldives Rangali Island
09.2001 - 11.2003
GENERAL MANAGER TRAINEE PROGRAM
Hilton Hotels And Resorts And Marriott International
01.1999 - 09.2001
Bachelor of Business and Law -
University of New South Wales