Nancy Peel
June 2015
Dearborn, MI 48120
It's all about people and creating an environmen...
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Sheraton St. Louis City Center Hotel & Suites
July 2014 – October 2014
General Manager
Led a...
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creation of succession paths. Created a Swan Dolphin Next Gen service module used to orient ...
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 Managed restaurant serving 240K patrons annually; oversaw re-opening of the lobby restaura...
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information templates for website. Worked with web development resources to design and imple...
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NancyPeelResume June2015

Published on: Mar 3, 2016

Transcripts - NancyPeelResume June2015

  • 1. Nancy Peel June 2015 Dearborn, MI 48120 206-321-4050 It's all about people and creating an environment that encourages innovation, growth, and the constant quest for meaningful improvement. My unique perspectives and skills have been refined through the challenges and joys of corporate operations, large and small hotel operations and extensive experience consulting with over 20 world class companies. Experience Timeline 2010-Present Hotel Operations 2000-2009 Consultant 1990-1999 Corporate Operations 1981-90 Hotel Operations E D U C A T I O N Michigan State University B.A., School of Business Administration, Hotel Restaurant Institutional Management University of Washington Certificate Program in Project Management Cornell University, School of Hotel Administration eCornell, Master Certificate in Revenue Management, Focus on Restaurant Revenue Management (currently enrolled) Certificate in Hotel Revenue Management Certificate in Advanced Hospitality Revenue Management: Pricing and Demand Strategies H O T E L & C O R P O R A T E O P E R A T I O N S E X P E R I E N C E S T A R W O O D H O T E L S & R E S O R T S Sheraton Dallas June 2015 - Present Hotel Manager Led the Rooms, Food & Beverage, Engineering and Risk Management teams at this 1,840 room hotel, with 240,000 square feet of meeting space, in the heart of Dallas.
  • 2. Nancy Peel 2 | P a g e Page 2 Sheraton St. Louis City Center Hotel & Suites July 2014 – October 2014 General Manager Led a team of 100 associates in all facets of operations in a 13 year old distressed 288 room property facing foreclosure. Maintained team morale and pride while driving financial results, sales efforts and improved guest experiences during a 100+ day period of transition.  Improved YTD GOP % from 14.7 to 16.2 on a budget of 13.1. (YTD -$1.4 m actual on a budget $1.1m)  Improved frequent guest program enrollment from 2% below target to 4% over target.  Produced improved Guest Experience Index (GEI) ratings each month moving the YTD average from 6.41 to 6.47. Moved the cleanliness scores from 81% yes to 94% yes.  Transitioned the hotel from a Sheraton / Starwood managed hotel to an independent in a 20 day period. The Walt Disney World Swan and Dolphin Resort, Orlando, FL February 2010 – July 2014 Complex Hotel Manager Led a team of 500 cast members in Rooms, Engineering and Security in all facets of operations from budgeting, productivity, expense controls, guest experience and safety at this 25 year old 2,265 room complex of two hotels, positioned on 87 acres with 17 F&B outlets, 5 pools, 2 laundries and 329, 000 feet of meeting space generating close to a quarter billion dollars in revenue a year.  Met or surpassed operating budgets and targets during a 3 year period of record setting occupancies and RevPar Indices. In 2013 exceeded budgeted profit results (Rooms Rev: $118 Million, Expense $28 Million, 76.5%, flowed 102% to budget, 84% LY)  Helped guide the reinvigoration of all departments under my responsibilities through the selection and mentoring of new leadership. (Improved recruiting, emergency preparedness, PM programs, capital operations with owners, landscaping, and training /succession opportunities and results.)  Balanced the operational priorities of a “soft-branded” experience from the demands of two very “hard-branded” constituents (Starwood and Disney) coupled with the driving ownership (Tishman) while meeting the expectations of a 50% leisure and 50% group mix with a challenged room product.  Introduced the use of innovative services such as 24 hour Twitter account monitoring for guest interactions and requests, pad technology in the lobby (F&B reservations, produce keys, registration and departure functions), Zingle valet service, express checkout using the IVR, guest delighters (coloring activity book, Santa’s favorite resort story book, Celebration cards) and management book club.  Redesigned and delivered training for leading the generations and introductory supervisory modules. Facilitated the development of rooms division “transformational” plan and training, reduction of silos and
  • 3. Nancy Peel 3 | P a g e Page 3 creation of succession paths. Created a Swan Dolphin Next Gen service module used to orient new cast members. Westin Corporate Office, Seattle WA August 1990 – December 1999 Director, Standards and Quality Assurance - Westin | Starwood Hotels & Resorts  Directed the design and execution of the Westin Brand Intranet (a dynamic SQL database) providing an interactive forum for the communication of the Westin Brand ideals, standards and procedures in English, French and German.  Conceived and implemented Westin’s quality assurance inspection and reporting program; authored database encompassing 1,500 standards; managed the inspection and reporting process of 80 hotels through third-party firms.  Created analytical reporting and training tools focused on brand articulation to elevate hotel performance and guest satisfaction sustaining Westin’s reputation as the industry leader in upscale hotel brands. Manager, Franchise Administration | Westin Hotels & Resorts  Managed Westin’s franchise product; interfaced with legal counsel to create a franchise administration system to support 32 hotels worldwide.  Organized the annual update of the Uniform Franchise Offering Circular; electronically documented the highly collaborative revision process.  Developed and implemented franchise compliance systems including Westin’s Franchise Conversion Tool Kit (a training and hotel conversion manual) and a two-day licensee orientation program. Manager, Technical Services | Westin Hotels & Resorts  Established an integrated library of operational manuals encompassing 30 volumes; developed on-going management procedures to distribute and protect Westin proprietary information. Directed translation of content into various languages and implemented changes required to fit local practices. Manager, F&B Systems and Analysis | Westin Hotels & Resorts  Analyzed corporate and hotel F&B profitability, instituted product controls, updated the Westin F&B Cost Control manual, conducted cost analyst training and hotel visitations (and openings) to improve profitability. Westin Peachtree Plaza, Atlanta GA September 1981 – August 1990 Various management positions with increasing responsibilities at a 1,084-room hotel offering three restaurants and 39 meeting rooms.  Prepared hotel business plans, forecasts and operational analyses. Specialized in food and beverage product and labor control, reporting and analysis.
  • 4. Nancy Peel 4 | P a g e Page 4  Managed restaurant serving 240K patrons annually; oversaw re-opening of the lobby restaurant and lounges after $11 million public area renovation.  Managed Front Office operations averaging 265K occupied rooms annually; supervised guest room inventory control during $11 million guest room renovation.  Managed and conducted staff selection, performance management and training activities focused on quality customer service and technical proficiency. Guest Relations Trainer; completed guest contact training for 230 “front of the house” associates. C O N S U L T I N G E X P E R I E N C E I consulted through my own practice and through LRA from 2000 to 2009. Reviewed, supplemented and improved guest experience standards and business process content for hospitality, banking, retail, homebuilding, gaming and healthcare clients. Created service models integrating critical branding philosophies. Designed tools and activities to train employees. Developed print and web formats to present business content. Implemented project scopes, timelines and other management tools to successfully accomplish objectives. Principal / Owner, Knowledge Base Consulting and CXMCMX, LLC, Seattle, WA January 2000 – February 2010  CXMCXM - Designed eight-hour service training curriculum for young adults entering the service sector focused on seven basic universal skills and behaviors used to develop unique and memorable service interactions and solutions.  Information architect for Starbucks Coffee International Global Business Systems Website (a secured extranet for international market business partners.) Worked with internal teams to transform and document “tribal knowledge” into repeatable business practices used to open and operate Starbucks Coffee stores in the international markets. Awarded the “Spirit of Starbucks” recognition.  21 c Museum Hotels - Conducted Banquet and Catering operational assessment and training at the 21c Museum Hotel in Louisville, KY. Produced sales and procedural assessments, staff training and guest experience standards for events.  Compiled and helped define Hotel 1000’s (Seattle WA) opening standards and manuals. Integrated brand defining service philosophies into documentation to bring life to the service culture and vision of Hotel 1000.  Information architect for Tarsadia Hotels (Newport Beach, CA) intranet website (designed to complement and work with MS SharePoint.) Compiled, edited and mapped website content. Integrated key brand messages into content. Designed information templates. Created Help topics and user implementation guides.  Information architect for Harrah’s Entertainment Inc. Hotel Operations website (a secured intranet site designed to be integrated into Harrah’s InSite intranet.) Edited and mapped website content. Designed
  • 5. Nancy Peel 5 | P a g e Page 5 information templates for website. Worked with web development resources to design and implement self-audit tool pulling standards from the content database.  Produced Troon Golf, L.L.C. corporate standards for food and beverage, golf operations and agronomy. Extracted key brand messages from divergent documents to create compelling orientation and service-training documents inspiring the delivery of world-class golf experiences. LRA Worldwide, Horsham, PA February 2003 – January 2010 Director of Standards Development & Content Management Selected LRA clients and projects include:  ARAMARK Healthcare Inc. – Managed the development and information architecture of a website communicating business practices and measuring and reporting account compliance with performance assessment criteria.  Sol Meliá Hotels –Guest Experience standards and branded service models for six brands  Starwood Hotels & Resorts, Food & Beverage North American Division – Project Manager and Instructional Designer for F&B University 18 hour training program  Aramark (numerous divisions including Parks and Resorts, Sports and Entertainment, Business Services, Higher Education and Aramark Harrison Lodging.) Developed Customer Experience Standards and business process documentation. Implemented four websites.  Hard Rock Hotels & Casinos – Rhythms of Hospitality Service standards for 25 guest touch points.  Hard Rock Hotel & Casino Biloxi – Edited and compiled 2,100 pages of Hotel, F&B, IT, Slots, Housekeeping and Guest Service Manuals  Delaware North Companies (Produced 17 sets of standards for dining, lodging, gaming, concessions, retail and other areas.)  Churchill Downs Inc. – Guest Experience standards  Choice Hotels – Cambria brand –guest contact standards to launch brand and Clarion Collection Franchise standards.  Wyndham Hotels – Ramada and Super 8 brand standards focused on guest experience and Super 8 standards website linked to the intranet  Boyd Gaming, Tunica MS, (gaming, lodging and dining standards, training and implementation tools)  Albertsons Grocery Stores– Service Model and standards; implementation and training tools

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