Sedi Halvorson

Responsible for all aspects of 285 room hotel and 21,000 sq. ft. convention center with over $10M in total revenues.

• Partial rebuild of leadership team as well as building up teammate count from 61 to over 100 currently
• Revenue increase of $2M year over year (forecasted)
• Significant improvement in all service and quality metrics, as well as achieving the highest brand standards audit score since Marriott merger in 2017
• 0% leadership team turnover in 2023
• Full P&L and forecasting accountability

Responsible for leading all aspects of member-owned country club, with 400 memberships and 1.7M in food and beverage revenues

• Returned due to furlough from Embassy Suites in Des Moines during COVID
• Stabilized Club after replacement general manager departed abruptly, re-creating the culture
• Rebuilt Executive Team, including new AGM, Membership & Marketing Director, Controller, and Food & Beverage Managers
• Created detailed membership plan, which increased membership 24.6% in 2021 from 2020
• Budgeting, forecasting, monthly reporting to committees and board of directors. CFO responsibilities
• Worked with board of directors and department heads to create programs for associates to increase retention and loyalty during challenging time for employers
• Increased operating revenues 15.1% over 2020, and capital revenues 124.5%. Initiation Fee income up 231.7% year over year

Responsible for operation of 234 Suite Hotel and 20,000 sq. ft. of meeting space

• Support and lead operational department heads, including rooms and F&B departments
• Assisted general manager with forecasting and budgeting
• Re-certified in all Hilton required programs, as well as R&I, GRO, and other certifications
• Participate in weekly revenue management calls, as well as monthly P&L calls with regional VP
• Was furloughed in March of 2020 due to COVID-19.
• Assisted as many furloughed associates as possible in applying for unemployment assistance when furloughs began

Responsible for managing and directing all aspects of member-owned country club, consisting of over 350 memberships and over $1.3M in food and beverage revenue.

• Successfully guided club through building of new $10M clubhouse facilities, relocation, reopening, as well as three year, $12M golf course renovation and relocation
• Directed entire project, working with both golf course and clubhouse architects and GC's, all financial reporting and accounting, while also managing ongoing club operations
• Built strong management team from the ground up, all dedicated to growing and enhancing the member experience
• Created and implemented strategic plan to smartly continue our growth and ensure financial stability
• Prepare and manage all capital and operating budgets, forecasting, and reporting
• Increased membership 27% in three years through creating programming and value for all membership categories
• Increased food revenue 52.9%, and beverage revenue by 34.2% from 2016 through 2018
• Increased quality of Food & Beverage offerings through rebuilding of the Culinary team
• Implemented policies, procedures, and standard operating procedures in all areas
• Creation of new and fresh family focused programming every year to continue membership growth and retention

Responsible for operating 110 Room Hotel and 17,000 sq. ft. conference center

• Stabilized hotel after ownership change through implementation of procedures, policies and accountability
• Lead and develop team of six executive committee members
• Drove improvements in all key performance areas, including leading the comp set of convention center hotels in RevPAR, consistently 1st in this category by STR
• Brought hotel from "Unacceptable" inspection scores to "Outstanding" inspection score in six months
• Improved Overall Service ranking from #371 in brand to #26 in brand out of 540 Hilton Garden Inns
• 93.9% Teammate Satisfaction
• Moved hotel from #10 in TripAdvisor rankings to #1
• Oversaw execution of 54 item PIP during first year of new ownership
• Assisted ownership in creating and executing plan for second Hilton property to increase ADR while also continue driving group business to convention center

Responsible for operating 283 all suite hotel and 60,000 sq. ft. conference center

• Directed all aspects of rooms and food and beverage operations totaling 15 million in revenues
• Lead and develop team of six department heads
• Helped lead hotel to winning two (2) consecutive Connie Awards, Hilton's highest award for quality and service
• Directly responsible for expense management of entire hotel
• Three department heads promoted to higher positions within company
• Exceeded revenue and profit budgets all three years

Responsible for F&B operations in downtown, very active hotel with 4 outlets and 20,000 sq. ft. of meeting space.

• Lead food and beverage team, Executive Chef, Banquet Director, and Outlets Manager
• Enhance product offerings in banquets and a la carte to distinguish our operation in a very competitive environment, including being one of the first to bring in locally made items, such as breads and produce when appropriate
• Worked to maximize non-traditional revenues and utilize our unique location with patio events, concerts, and more
• Responsible for all of hotel P&L and forecasting management, lead contact during budget season

Responsible for operation of 260 room hotel with 49,000 sq. ft. of meeting and exhibit space

• Manage team of three department heads
• Responsible for maintaining all F&B operating margins
• Creation of new banquet and restaurant menus to increase revenues

Responsible for banquet operations of 20,000 sq. ft. conference center

• Supervised team of 40 servers, set-up and bartenders
• Ensured guests received the highest levels of service throughout their events
• Forecasting, scheduling and planning of all events
• All training, coaching, hiring, and terminating of associates

Assist in operation of housekeeping department consisting of maintaining a high standard of cleanliness throughout 234 suites and all public areas

• Assist in supervising at team of 40 room attendants, housepersons, public space attendants, and laundry attendants
• Ordering of supplies, monthly inventories, scheduling and forecasting
• Daily room inspections and public space inspections. Correct any deficiencies