General Manager offering an impressive record of achievements, strategic planning, development, and hospitality excellence. Business analyst, big picture visionary, able to pinpoint vital issues, long-range impact, provide innovative, cost-effective solutions; providing the organization with a critical competitive advantage in the constantly evolving business environment. Compassionate yet fair leadership style, winning support from all levels of management and staff in both UNION and NON-UNION environments.

SERGE LEONI HOSPITALITY SOLUTIONS/ ASSET MANAGEMENT LLC 2005 – 2008

GENERAL MANAGER
Greenbrook Country Club Full service ,member owned deluxe Club. Successfully increased revenues by 12 % while decreasing overall expenses by 24% in food-bev cost, labor and related areas, implementing new marketing, hr, purchasing and accounting initiatives. Improved overall guest experience, in the restaurants, golf, catering and member functions.

GENERAL MANAGER
TRUE NORTH/ CRESTLINE HOTELS- CROWN PLAZA Fairfield NJ
206 ROOMS - Engaged to provide restructuring, revitalization, team building, business plan development, new market directives, staff redeployment and development, cost effective solutions for this newly purchased asset in alignment with ownership goals.

Assisted previous employer with reflagging independent hotel to a Hyatt Regency.

General Manager - Sheraton Meadowlands Hotel on behalf of new ownership.

Consultant on various projects for feasibility as well as providing profitability strategies for existing hotel companies in NJ and California.

Consultant to clients on behalf of the Small Business Administration in Hospitality and development.

Certified trained analyst for Predictive Index, Management assessment tool.

Managing Director - Olnick-Fisher Development Corporation
HEADQUARTERS PLAZA HOTEL, Morristown, New Jersey 1985 - 2005
Luxury 4 star hotel with 256 rooms, two restaurants, lounge, nightclub, concierge service, 25,000 sq. ft. of meeting space, 45,000 sq. ft health club with a membership of 2,500, 5,000 space garage, 30 employee security division. Achieved success as an independent hotel in a highly competitive market served by the best known flagged hotels in the business, setting area standards for occupancy, average rate, guest satisfaction, food and beverage quality and service, and surpassed budget and industry standard profitability guidelines.

• Driving Rev-par consistently at or above competitive set as reported by the STR report.
• Achieved profit margins that have consistently exceeded industry standards as reported by PKF consulting in its annual Trends publication.
• Created remarkable annual returns for owners ranging from 12%-25% of sales.
• Successfully captured 5 million in Food and Beverage sales annually, a level of activity unmatched by any hotels in the region with under 300 rooms.
• Provided the vision and implemented a social catering business that is recognized as the market leader.
• Initiated E/Commerce and competitive technology services for guests.
• Initiated, planned and managed four hotel renovations.

GENERAL MANAGER
AMERICANA HOTELS & RESORTS, Chicago, Illinois 1978 - 1985
4 star Canyon Hotel and Racquet Resort in Palm Springs California, including two golf courses and 470 deluxe guest rooms. Promoted to General Manager at the Americana Great Gorge Resort in McAfee, New Jersey. Responsibilities included the management of a 614 room resort hotel including golf course, indoor and outdoor tennis, six restaurants, and 40,000 sq. ft. of meeting space and 800 acres of recreation space; providing leadership and vision for 500 employees in a unionized environment.

• Improved revenue highlighted by a 21% increase in 1982, increased hotel profit 35%.
• Captured new revenues by innovative sales and advertisements to new markets.
• Increased corporate and individual golf and club membership by more than 20 percent.
• Expanded and improved the golf program including press relations, tournament.
development, catering and institutional development, charities, and community outreach.
• Created programs and business practices that increased employees’ performance, morale and commitment to service excellence; raised workplace satisfaction by introducing employee appreciation days, service awards, and recognition for outstanding performance.
• Established front desk and housekeeping standards that enhanced the quality of the property and the level of customer satisfaction.

HYATT HOTELS AND RESORTS, Chicago, Illinois 1973 - 1978
DIRECTOR OF FOOD AND BEVERAGE
HYATT PUERTO RICO IN SAN JUAN, SAN JUAN, PUERTO RICO
DIRECTOR OF FOOD AND BEVERAGE /SALES AND MARKETING
HYATT HOTEL, CAPOTAORMINA, ITALY
OPENING MANAGER RESTAURANTS
HYATT REGENCY SAN FRANCISCO, SAN FRANCISCO, CALIFORNIA
CONSULTANT/HOTEL AND RESTAURANT, New York, New York (1976-1978)

Provided leadership and counsel for a number of operations of hotels and restaurants in New York City, responsibilities included the operational and financial support to businesses that were lagging and needed regeneration. Provided the strategy and pathway to the implementation of new programs to increase revenues, plan, purchase and execute quality. Clients included the Gotham Hotel, Stanhope Hotel, Hopper’s and Zanghi restaurants.

EDUCATION AND PROFESSIONAL DEVELOPMENT
New York City College
A.A., Hotel Restaurant Technology

• Personnel predictive assessments, including Myers Briggs and Predictive index.
• Completed training and seminars in situational sales and marketing. Regularly completed seminars and continuing professional development in leadership, motivation, hospitality, regulatory issues, project management, team building.

LANGUAGES
Fluent in Spanish and Italian