Before I ever analyzed a hotel as an investment, I ran one from the inside. At Hilton Hotels & Resorts in 1989 I served as Restaurant Assistant Manager and Manager on Duty, motivating, coaching, scheduling, and supervising Front Office personnel while supporting staffing, payroll, productivity, and service objectives.
From 1989 to 1998 in the Rooms Division, I supervised room-reservation and convention-sales agents, including training, performance evaluations, accountability, and discipline. Nine years in one division teaches you where a hotel's revenue is actually made — and where it quietly leaks.
At Bellagio I began as Small Group Room Coordinator, supporting small-group room sales and revenue goals, and became Convention Sales Manager, prospecting and managing new and existing accounts through telephone solicitation, outside sales, site inspections, and written communications.
As Front Services Manager at the Hilton Hawaiian Village Waikiki Beach Resort, I managed standards covering luggage, guest requests, telephone handling, valet, bell and doorman support, and room deliveries. Sixteen years of operations is why, when I read a hotel's financials today, I can see the lobby behind the line items.