Nikki Glass

Regional Director of Operations

Resume is below:

September 2018 – March 2022
General Manager, Kimpton Sawyer Hotel, 250 Guest Rooms, mixed use retail and residential tower

March 2022- Current
Regionl Director of Operations, Kimpton Hotels and Restaurants; Sacramento, San Francisco, Salt Lake, Dallas, Bozeman, Denver

 Grown Revenue in total asset to 33M from 24M
 Built a strong ownership relationship, Commercial Association and Residential Association
 Launched an effective commercial strategy with sales and revenue leading to revenue growth, mix of business shift, new programing, and increased guest engagement
 Built a commercial structure and mix of business that has lead to a 1 of 7 position in the market for 5 years.
 Managed the closure of the hotel during COVID, the re-opening and positioned the hotel to rebound quickly in our market
 Leverage strategic partnerhips to drive unique guest experiences leading to incremental revenue growth and gues service score improvements.
 Reconcepted and re-launced our roof top bar and pool
 Executed large scale capital investment projects at the property
 Launched local partnerships with fitness studios, clothing boutiques, wineries, Art studios including a custom art coffee table book for all guest rooms, and VSP where we did a collaborative sunglasses program at the pool
 Selected to launch at Kimpton Branded Ski chalet in the lobby funded by the brand
 President of Sacramento Hotel Association
 Co-Chair of Sacramento Tourism Marketing District (STMD) identifying ways to spend marketing funds on tourism and events in our city
 Chair of Visit Sacramento; worked with CEO on strsteic positioning of our city to include helping launch a new festival that has already grow from two to 3 days.
 Highy involved in brand positioning, PR, social media, and on property marketing.
 Grew multiple leaders into future GM’s and mentioned multiple feamles leaders in structured mentorship programs.

Regional Responsibilites:
 Work closely with hotels in region to build ownership relations, drive KPI’s. Leading to overall better performance.
 Work with GM, DOSM, and DORM on commercial plans and execution
 Ensure properties and holding up the integrity of their guest journey
 Rolled out new programs acoss the Luxury and Life Style portfolio
 Drive above property messaging to ensure strategic goals for the brand are a prioerty for the properties
 Work on renovations, branding, and positioning of all properties to include; 1 renovation, 1 renovation rebranding and re-positioning, and one new opening.

September 2015- September 2018
Hotel Zoe, Fisherman’s Wharf, 221 Guest Rooms – General Manager, Noble House Hotels assumed HMA from Kimpton.
(previously known as The Tuscan Hotel, a Kimpton Hotel)
 Managed a 17-million-dollar full scope renovation which included guest rooms, hotel exterior, all public space, meeting space, and the addition of exterior function space. The project included a renaming and rebranding as Hotel Zoe, Fisherman’s Wharf from The Tuscan Hotel
 Launched a new lobby bar, Bar Zoe
 Managed hotel to post renovation stabilization
 Led hotel to consistent RevPAR Index over 100, which is up 23 points over 2017 YE
 Consistently hit budgeted revenues month to date in 2018
 Launched philanthropic partnership with UCSF Benioff Children’s Hospital
 Oversee complete hotel and food and beverage operations, including a 90-seat restaurant and 3,000 sq. feet of meeting and event space
 Launched programming to include; live music, pop-up shops, movies in the courtyard, and nightly Bar Zoe activations
 Drove down workers comp claims and costs YOY
 Maintained 94% EOS scores for 2 years running
 Involved in all areas of the operation including sales and marketing and revenue management
 Work closely with a REIT ownership group to maintain profitability and strong margins.

February 2015- September 2015
Hotel Triton, A Kimpton Hotel 140 guest rooms- General Manager
 Worked with Sales and Revenue on creative ways to capture business leading to overall revenue increase of 364k over prior
 Moved hotel up 8 positions on Trip Advisor and have been able to maintain the position
 Managed YTD RevPar index to a 98.4 even with missing guest room inventory
 Managed and executed multiple capital projects equating to over a million dollars
 Launched 3 dynamic commercial strategies that led to 10k of incremental revenue in 8 weeks
 Launched a series of wellness activations for hotel guests
 Managed relationships with third party restaurant vendor to ensure increased guest satisfaction.
 Worked efficiently with restaurant partners on the planning of their renovation.

April 2014 – February 2015
Sir Francis Drake, A Kimpton Hotel 416 guest rooms - Assistant General Manager
 Was responsible for the financial management of the Rooms Division, which included revenue involvement, yielding, expense management, month end explanations and P&L reviews
 Oversaw entire hotel operation including but not limited to; Front office, housekeeping, and engineering
 Managed a hallway renovation that included carpet, wallpaper, paint, and new décor
 Helped improve Employee Opinion Survey Results From 87 to 90
 Promoted four managers into new roles
 Comfortable with Local 2 union agreements and rules
 Successfully built relationships with the shop steward and union associates
 Worked closely with engineering on building maintenance and preventative projects

November 2012- April 2014
Hotel La Jolla, A Kimpton Hotel 110 guest rooms - Director of Rooms
 Reported directly to the General Manager on financial performance, guest concerns and special projects. Very active in the budgeting preparation and presentation
 Participated and prepared for bi-weekly owners calls and monthly P&L reviews
 Launched Kimpton guest amenity program. Creating individualized and local standard amenities to ensure freshness and enhanced quality
 Instrumental in the expansion of our wine hour programming. Held nightly programing which included; live chef action station, mixology contests, live music, and games.
 Involved in Public Relations for the hotel, social media responses and Facebook management
 Conceptualized and executed a program called a “beach butler” this was a complimentary beach bag equipped with all of you beach necessities. It included everything from beach towels, to a wireless speaker, to a list of top 10 San Diego beach. This was a huge hit for our guests
 Worked closely with the restaurant on ideas for enhancing the guest experience
 Worked efficiently to help stabilize the hotel after the opening in 2012. We increased Market Metrix scores, and moved up from #14 to #7 on Trip Advisor

May 2010 – November 2012
Hyatt Regency Fairfax, 316 Guest rooms – Director of Rooms, Executive Housekeeping Manager, Front Office Manager

 Started as the Front Office Manager was promoted to Executive Housekeeping. Manager and acting Director of Rooms
 Oversaw a complete lobby and restaurant renovation
 Project manager for PURE room installation
 Project Manager for Opera Installation
 Responsible for Managing financial performance for the Rooms Division, which included increasing revenue and decreasing expenses
 Developed and implemented training courses for managers that led to increased productivity, personal development, and the promotion of 6 leaders
 Implemented an inventory program that saved 48k YOY
 Grew customer service scores 10% YOY