Chief Operating Officer
Gulfstream Hospitality Group · Miami, FL
Jan, 2021 · Present
• Own day-to-day operations across 11 hotels and resorts (≈2,400 keys) with 800+ FTEs; accountable for ~$185M annual revenue and property-level EBITDA.
• Lifted consolidated GOP margin 310 bps over 36 months via labor standards, F&B recipe costing, and renegotiated laundry/linen and FFE contracts.
• Consolidated 40+ regional vendors into 12 preferred partners; cut purchased services spend ~11% while improving SLA attainment to 97%.
• Raised trailing-12 guest NPS from 48 to 64 through service recovery playbooks, housekeeping QA loops, and front-desk staffing models tied to occupancy forecasts.
• Stood up weekly ops huddle + monthly business reviews with GMs and corporate finance; reduced close-to-flash cycle from 12 days to 5.
• Led post-acquisition integration of three boutique properties into shared services (revenue management, procurement, engineering) within 9 months.
VP of Operations
Atlantic Retail Partners · Fort Lauderdale, FL
Mar, 2016 · Dec, 2020
• Directed a 48-store specialty retail network across FL/GA (~$320M sales); owned store P&Ls, inventory health, and labor productivity.
• Improved inventory turns from 3.8x to 5.1x by tightening open-to-buy, markdown discipline, and DC-to-store replenishment SLAs.
• Raised sales-per-labor-hour 14% through engineered schedules, cross-training matrices, and peak-hour coverage models.
• Cut shrink 90 bps network-wide via cycle-count cadence, soft-tag expansion, and exception-based loss-prevention reviews.
• Built district manager scorecards (sales, conversion, payroll %, NPS) that became the corporate operating rhythm for three successive peak seasons.
Operations Director
South Florida Distribution Co. · Doral, FL
Jun, 2011 · Feb, 2016
• Ran 180k sq ft warehouse + last-mile fleet (42 drivers) serving grocery and foodservice accounts from Homestead to West Palm Beach.
• Standardized SOPs for receiving, slotting, pick/pack, and returns; cut mis-ship rate from 1.8% to 0.4% and on-time delivery to 98.2%.
• Redesigned route planning with stop-density and time-window constraints; reduced miles-per-stop 12% and overtime hours ~18%.
• Implemented weekly KPI board (OTIF, spoilage, dock-to-stock hours) shared with customer success; retained three of the top five accounts through a competitive RFP cycle.