Vince Rizzo

Overseeing a team of 60, including 5 department heads, and managing the entire operation with a responsibility for

excellence.

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Set high standards and expectations for all team members. This includes setting clear goals and objectives, providing

regular feedback, and holding team members accountable for their results.

• Create a culture of excellence. This means fostering a work environment where everyone is committed to doing their best

work. This can be done by recognizing and rewarding achievements, providing opportunities for growth and

development, and creating a sense of community.

• Develop and implement effective strategies to achieve organizational goals. This includes identifying key performance

indicators (KPIs), tracking progress, and making adjustments as needed.

• Manage resources effectively. This includes allocating resources to where they are most needed, ensuring that team

members have the tools and support they need to succeed.

• Resolve conflicts and issues promptly and fairly. This includes listening to all sides of the issue, mediating between

parties, and making fair and impartial decisions.

• Communicate effectively with all stakeholders. This includes keeping team members, department heads, and senior

management informed of progress and issues.

• Stay up-to-date on industry trends and developments. This includes reading industry publications, attending

conferences, and networking with other professionals.

• Be prepared to make difficult decisions. This includes making decisions that may be unpopular, but are necessary for the

success of the organization.

• Directly responsible for overseeing the property and revenues of $8M of this 200-room focused service hotel and restaurant
• Established plan to reopen food and beverage operations for brand required meal periods while increasing profitability to bottom line
• Increased RevPAR while decreasing cost per occupied rooms by completing full displacement of business and revisiting market segmentation goals and forecast
• Implementation of IT features that saved bottom line on labor, increased productivity for housekeeping, admin general.

• Directly responsible for overseeing the property and revenues of $4M of this 108-room focused service hotel and restaurant
• Accountable for forecasting revenues, expenses, and labor within 4% from the start of the month
• Administered full budgets using tools to forecast projected market demand, market segment growth, forecasted expenses, labor plans, and capital expense plan
• Completed full property renovation which included FFE, relocation of amenities, and room punch
• Constituent for GM Council which consisted of 5 properties throughout Bloomington and Eagan
• Minnesota
• Facilitate revenue management meetings which reviewed Str Reporting, Pulse Reporting, third party contribution, and reputation management to review placement of pricing, market demand, and changes to strategies
• Lowering Cost per Occupied Rooms by tracking minutes per room with tools such as hotel effectiveness and implementing a cleaning process to increase productivity and decrease safety issues
• Achieved monthly goals by fine-tuning operations and spending
• Eliminated bad debt by actively collecting and engaging with Account Receivable accounts.

• Directly responsible for overseeing the property and revenues of this 122-room select service hotel
• Improved on-site lounge from a negative NOI to a profitable entity by training staff on pour counts, drink specials, drink knowledge, and proper inventory counts
• Lead all safety meeting and ensured trainings were complaint with brand and city ordinances
• Increased Guest Satisfaction Scores by creating an environment that rewarded team building and trust
• Implemented up-sell and room packages which amplified RevPAR.

• Directly responsible for overseeing the property and revenues of this 186-room full service hotel
• Achieved 18% RevPAR growth year over year by following market trends while being competitive and utilizing yield management
• Consistently ranked in the top 2 of the STR for occupancy, average daily rate, and RevPAR
• Approved monthly statement and created financial letter monthly for ownership
• Succeeded GOP by 20% each month to budget by spending on per occupied room and renegotiating accounts and costs
• Decreased labor cost per occupied rooms from 37% to 25% by introducing minute per room tracking
• Compiled weekly executive summary which included financials, guest service scores, and life safety information
• Manager for Base 42 Bar and Grille which included 4500 square feet of function space.