Kelsey Nannenga: General Manager in Las Vegas, NV

- Striving to meet budget revenue and flow goals on a monthly and year to date basis. We are currently flowing 79% revenue year to date, and are forecasting to exceed our monthly revenue budgets going into our busy season. - Continuously beating our competitive set hotels on a weekly basis for weekday revenue. Executing an aggressive plan to target weekend smurf business for an overall win versus the market. - Implement processes and procedures that were non-existent to hold associates accountable, and improve communication as well as organization. - In a tough labor market, continuous recruiting and on boarding necessary due to turn over. I have recruited and mentored my entire team including hourly as well as all management positions supporting me. I have spent time training and mentoring all positions in the front desk, bistro restaurant, sales, maintenance, and management roles. - Working very closely mentoring our new Sales Manager. I am her main point of contact, and have spent a lot of time training her in different sales tools or tactics. Weekly sales meetings together by both cold calling, and appointments have helped to expand her knowledge, as well as produce valuable leads for our hotel.

- Due to turnover, assisted the Sage Hospitality Group as a management presence to lead and coach their team. Due to an acquisition, the team was very green and in need of strong leadership and mentoring. - Assisted throughout a full renovation to the Courtyard Refreshing Business concept. - On boarded staffing in preparation for the bistro to open. Assisted in getting the bistro operating smoothly prior to opening, as well as bistro training, ordering, and scheduling.

- Completed both Assistant General and General Manager roles on a daily basis with no management team below me. This was due to turnover, and I accepted the opportunity with the option to grow and further my knowledge and career. - Accepted this management role at a struggling property that has been without consistent management for over a year. This posed issues of lack of accountability with associates, and processes and procedures not in place or being implemented. I have worked to get my people and processes in place in order to show quick improvement. - Completed financial reports such as profit and loss critiques, asset maximization plans, ownership reports, forecasting, and building the yearly budget. - Extensive effort in recruiting new associates who have the correct attitude and strive to make a difference. I succeeded in recruiting some very talented associates who have been thriving there and have a desire to grow. - Through coaching and mentoring, impacted our overall GSS results by 15 points within the 6 months I was managing the property. - Held accountable for flow through both by period and year to date. Was able to raise the year to date flow through by 13% in the last month at the property. Contributed to my knowledge of revenue management, as well as budgeting by department.

- Completed both Assistant General Manager and General Manager roles on a daily basis with no management team below me. This was due to turnover, and I accepted the challenge as an opportunity to learn, grow, and prove that I thrive under pressure. - Strived to improve our guest service sores. I improved our overall satisfaction score since I had started there and continued to make improvement. - Learned the position above me at a rapid pace due to the turnover situation. I completed tasks such as profit and loss critiques, forecasting, asset maximization plans, and budgeting. All while supervising the operations of the hotel. - Expanded my knowledge in the area of sales with the absence of a sales manager. Handled all group bookings and leads, and detailed them through Delphi and the BE tool. - Led the property through a disposition due to the sale of the property to new ownership and a different management company. Through this I dealt with contacting vendors, organizing years’ worth of files and paperwork, down to handing over processes the final minutes of turnover.