Sharon Roberts

• Streamlined check-in and checkout processes, enhancing efficiency and minimizing wait times for guests.
• Implemented an efficient inventory management system for supplies and amenities, reducing waste while maintaining stock levels.
• Trained new staff members in customer service best practices, contributing to a cohesive team environment.
• Collaborated with local tourism organizations to promote the inn, resulting in increased bookings during peak seasons.
• Handled guest complaints professionally, promptly addressing issues and rectifying situations to ensure satisfaction.
• Built a loyal customer base through genuine connections with guests and proactive communication regarding updates or promotions at the inn.
• Enhanced guest satisfaction by providing personalized services and attending to individual needs.
• Increased repeat business by fostering a welcoming atmosphere and consistently exceeding guest expectations.
• Oversaw daily operations of the inn, ensuring all aspects ran smoothly from front desk management to food service coordination.
• Ensured compliance with all local regulations and safety standards, maintaining a safe and secure environment for both guests and staff.
• Developed and implemented marketing strategies to promote hotel services.
• Booked small groups for weddings, seminars, conferences, and other events, providing best available room rates.

• Turned loosing operation into million-dollar business. Rebuilt vendor relationships through a combination of diligent performance and trust development. Reestablished contacts with key promoters and clients. Improved staff performance to enhance guest experience. Steps taken:

1. Revenue generation: contacted former clients for honest assessments of past performance with the intent of regenerating interest in a return trip to Spanish Springs. Convinced old and new clients alike to take another opportunity to "check out" the business. Once revisited, most clients returned as regular customers.

2. Cost controls: purchased only what was necessary to carry on day-to-day operations. Worked all vendor relationships back to 30-day accounts. Carefully selected advertising, used client referral and low cost PR efforts. Hosted OWAC conference on site. On the cover of Sunset Magazine and several other national industry magazines.

3. Employee development: trained and cross-trained existing employees on tasks and responsibilities to improve performance and reduce direct labor expense. Improved awareness of client services available to guests.

4. Contracted with Virgin Holidays and TUI for blocks of rooms with one week stays.

5. Hired international students for summer months.

6. Turned a media circus into a positive event while providing guests with the "ride of a lifetime". Event turned sour with a dramatic change in weather during a cattle drive. Due to the remoteness of the event and the severity of the storm, communications and transportation were severely hampered. Pulled off the event, protected the lives of guests and staff through a tremendous demonstration of team unity, leadership, and innovation as the situation unfolded. Provided media with just as much data as necessary for a low-key assessment of the actual event. With coverage on KGO the next cattle drive was booked in just a few days.

• Transformed small rundown operation into a profitable community focal point. Designed research to identify strengths and weaknesses in the market, remodeled existing facilities to enhance image. Developed policies and procedures including training manual to create consistent, high quality client service.
• Added deli with broasted chicken, pizza and sandwiches to the store.
• Provide local school with hot lunch on day per week, expanding to 5 days per week year two. Program was to expand to a second school in year three, before was lost in a fire.
• Developed and implemented community events to increase visibility of location, add revenue stream, drew community together and attracted outside business. First event generated over 500 attendees in a community of less than 100 residents.

Started in Santa Rosa, California business office. Expanded to working mobile vaccination clinics. Opened Oregon branch with a Veterinarian hired to manage Oregon operations. Eventually took over operations of the Oregon and Washington branch expanding from one rig to two rigs.

Responsible of hiring Veterinarians, licensed technicians and general staff. All advertising of clinics, obtaining permission to use locations in malls, shopping centers, pet stores for clinics. Obtaining required permits depending on city or county regulations to conduct clinics.