Ruggero Massetti

• Developed and implemented brand standards and operating procedures within housekeeping, the front office team, valet services, loss prevention, and engineering.
• Negotiated contracts with suppliers ensuring best value pricing options were secured.
• Oversaw the implementation of new technology solutions designed to streamline processes.
• Enhanced customer service and satisfaction through policy and procedural changes.
• Set goals and expectations for direct reports using performance review process, holding staff accountable.
• Analyzed data across variety of sources to identify trends, patterns and areas of opportunity.
• Reviewed financial statements and sales or activity reports to measure productivity or goal achievement.
• Highlights
• Trained staff for new hotel openings across national and international locations.

Highlights

• Strengthened quality performance levels by reshaping the culture and providing guidance and supervision to the management of the front desk, spa, reservations, security, housekeeping, and building and ground maintenance.
• Participated in budget meetings for 2019/2020. Focusing heavily on labor standards, expense reduction, and CPOR's.
• P & L management achieved profitability through revenue growth and cost control, with the following results:
• Rooms Profit Margin YDT: 71.7% vs.
• Budget of 69.7%.
• CPOR at $122 vs. Budget at $158.
• Implementation of brand standards and operating procedures within housekeeping, the front office team, spa, valet services, and reservations.
• Renegotiated several contracts to reduce expenses.
• Advanced technology skills in HMS, HotSOS (redesigned database and re-trained staff with new guides implemented across the brand), Birchstreet Purchasing, Unifocus, On-Track Hospitality Productivity Management, and Ultipro.

• Task force at The Jeremy, West Hollywood, LA, to train the Housekeeping Team leadership in August 2017.
• P & L management achieved profitability through revenue growth and cost control, with the following results: Rooms Profit Margin YDT: 70.13% vs. Budget of 65.27%. ADR of $425 vs. Budget: $410, $25 ahead of budget YTD. Room Revenue: $7.75M vs. The budget of $7.243 million is $507,000 ahead of the budget, achieving a top 5 ranking on TripAdvisor.
• Ensured compliance with Brand Standards Operating Procedures within Housekeeping, the Front Office Team, SPA, and Valet Services.
• Increased service scores at check-in, averaging 92% and above, within a four-month time period.
• Managed daily operations of front office, housekeeping, reservations and engineering departments.

• Directing the housekeeping operation of 1 Hotel Brooklyn Bridge, 194 rooms, which include 29 suites, since opening in February 2016.
• Member of the Executive Leader Committee developed and implemented policies and SOPs for Housekeeping UNIFOCUS, with cleanliness scores for the first six months of opening averaging 95%.
• Actualization of 15 credits and self-inspection with the room attendant within the first three months.
• Created job descriptions and participated in the hiring of 50 team members and 4 leaders, including training and education.
• Configuration and integration with the following systems: HMS, HotSOS, Intelity, Infogenesys, Zingle, and MS Shift.
• Sourced, purchased, and managed the room division OS&E, over $1 million within the pre-opening budget. Created service agreements with laundry, valet, overnight, and window cleaning vendors.
• Handled and maintained room-related inventories in observance of the allotted budget.

• Task force at Baccarat Hotel and Residences to train the Bell/Door Team in February 2015.
• Task force at 1 Hotel South Beach in opening two food and beverage establishments (The Rooftop and the Cabana) from March until May 2015.
• Directing the operation of 1 Hotel Central Park, which has 229 rooms, including 17 suites, since opening in August 2015.
• Achieved a top 10 ranking on TripAdvisor within six months of opening.
• Member of the Senior Leader Committee developed and implemented policies and SOPs for 1 Hotels properties within the Front Office Operations and Housekeeping.
• Created job descriptions and participated in the hiring of 30 team members and 4 leaders, including training and education.
• Configuration and integration with our system, HMS, HotSOS, Fingi, Infogenesys, and Zingle sourced and purchased the room division OS&E within the pre-opening budget.
• Created a service agreement with an outsourced valet service company.

• Mobil Travel Guide Four Star Award 2011/12/13, AAA Four Diamond Award 2011/12/13.
• Directing the operation of The Towers, 176 rooms, which include 76 suites, a hotel within The New York Palace.
• Member of the Planning Committee since 2011, I developed and implemented property-wide strategies that delivered products and services that exceeded the brand, customer, and associate expectations, while at the same time providing a return on investments for the owners.
• Achieved the highest Employee Satisfaction Score in the hotel in the last two years and achieved a Trip Advisor ranking of #7 out of #446 hotels in New York.
• Achieved and maintained over the last year, since the re-launch of The Towers, a 95% score in Guest Satisfaction surveys.
• Supported and helped manage The Towers' complete renovation.
• Develop, recommend, implement, and manage the rooms division annual budget.
• Manage within the room division, front of the house, concierge, maître d'étage, and guest relations.

• Promoted from Directors of Towers Club in 2011 to Director of Towers Adept in Birchstreet, Zdirect, and Profitsage systems.
• Leader of the quarter in 2013.

• Led a team of 12 comprising of Supervisors, Concierges, Club Attendants
• Scheduling of staff according to hotel occupancy and labor standards to minimize overtime, developed relationships with vendors to facilitate handling of special requests.
• Responsible for setting the tone and image of Club Lounge through providing guest services, including tourist information, tour arrangements, hotel and airline reservations, arranging car rentals and limousine hires, and making restaurant recommendations and dinner reservations based on comprehensive knowledge and contact with area restaurants and management.
• Consolidated functions while maintaining company standards level in the club by identifying redundancies, reassigning staff, and reorganizing workloads.
• Maintained ambiance by controlling lighting, different background music for different presentations, linen service, glassware, dinnerware, and utensil quality and placement; monitoring food presentations, which include breakfast, lunch, dinner, and dessert service.
• #1 in the hotel for first-class cards and positive comments received from guests boosted the average score on employee satisfaction surveys from 50% to 75%.
• Assisted in the corporate launch of the Club pilot program from February 15, 2008, to March 15, 2008.
• Exceptional interpersonal, customer service, liaison, and follow-through skills, leading to 69% of loyal guests returning to the Club.
• Spearheaded and implemented the program, Loyal Club Express Check-in.

• Leader of the Quarter, 2006.
• #1 Overall guest satisfaction in the domestic USA to date.
• #1 ranked Club Level in America by Hideaway Report, to date #1 ranked Club Level in America by Just Luxe, 2009.
• #1 Benchmark Club level in the company to date.
• Proficient in Fidelio, Opera system, Time Saver, Concierge Assistant, and Mystique Member of the NCCA.
• Management experience in a 5-star, 5-diamond hotel.
• Promoted from Pastry Cook 2 on 12/03/03 to Pastry Cook 1 on 03/01/2005, and then to Club Manager on 08/01/06, due to exemplary job performance and superb guest engagement skills.