Scott Nassar has over 30 years of experience leading operations for luxury hotels, resorts, casinos, and timeshare properties. He currently owns a consulting firm that provides leadership advice and assessments to hospitality clients. Previously, he held senior leadership roles at several major companies, where he improved financial performance and customer satisfaction. Nassar has a track record of transforming underperforming properties and leading acquisitions. He is skilled at developing leaders and implementing strategic initiatives to increase profits and efficiency.

1. S C O T T N A S S A R
407-489-4852 scottbnassar@gmail.com
CORE COMPETENCIES
CAREER HISTORY
Priority Performance, LLC. 2014 - Present
Principal
Priority Performance, LLC. provides professional assessments, leadership advice and hospitality
expertise throughout the Upscale and Luxury Hotel sectors, Time Share, Fractional and Whole
Ownership Environments, Casino Management, and extensive Food & Beverage Knowledge. The
company’s forte is:
 Transforming Organizations to become a more Customer-centric Service Culture.
 Producing increased Profits and greater Operational Efficiencies.
 Improving Brand Loyalty, Customer Delight, Investor Participation and Employee Engagement.
 Implementing Balanced Scorecard Strategic Management Initiatives.
ORANGE LAKE RESORTS 2006 - 2014
Senior Vice-President of Resort Operations (Orlando, FL)
Orange Lake Resorts has 13 Gold Crown Time Share Resorts, 3,850 units, 17 Home Owner
Associations, 3,300 employees and revenues of $426M. This privately held company established a
marketing alliance with Intercontinental Hotel Group; 8 consecutive years of record breaking growth.
 Led resort operations for the 12 resorts, 3,000+ employees, 60+ resort operating budgets with $250M revenues.
 Developed the vision and strategy to transform the resort environments to a greater customer-centric and service-
oriented culture. Improved customer satisfaction (NPS) scores by 42.9%.
 Determined and defined brand standards, products, customer service metrics, operating processes and criteria to
sustain consistency throughout resort operations.
 Implemented Talent Retention Initiatives that decreased turnover from 75% to 37%.
 Created and implemented the Signature Collection concept at 7 properties achieving an average occupancy of 90%.
 Led the resort asset management and acquisition teams in the takeover of 11 new properties.
• Strategic Leadership and Vision
• Operational Excellence
• Performance Driven Results
• Leadership and Talent Development
• Expertise in Turn-arounds & Start-ups
• Multi-property Oversight
• Property Acquisitions and Transformations
• Customer-Centric Service Culture
• Sales, Marketing and Yield Optimization
• Employee Loyalty and Training

2. WYNDHAM VACATION OWNERSHIP 2004 - 2006
Senior Vice-President of Resort Management (Orlando, FL)
Wyndham is the leading vacation ownership developer. They operate over 185 resorts with $2.5B in revenues.
 Led resort operations for all properties and the management of 198 home owners associations.
 Aligned all resort management strategies to support the corporate-wide sales and marketing efforts. Improved
customer satisfaction by 18.7% in 2 years.
 Integrated rental programs to house guests on property that generated a lift of $250 average per guest (APG).
 Designed successful property opening program that generated $51M of sales for the new Las Vegas resort.
 Created bench strength by developing 12 mid-level leaders for long-term growth and promotion within.
HARRAH’S ENTERTAINMENT, INC. 2000 – 2004
Corporate Director of Hotel Operations (Las Vegas, NV)
Now Caesar’s Entertainment, a world-wide gaming organization with 50 casinos and hotels, generating
$8.6B in revenues while managing various brands. Total Rewards is the world’s largest and most
successful gaming loyalty program in the industry.
 Directed hotel operations for 24 properties that doubled in size over a 5 year period and assessed operations and
implemented efficiencies to improve operating performance.
 Improved top box satisfaction scores by 49% (from 53% to 79%) by instituting customer-centric processes and
training initiatives.
 Drove Gross Gaming Revenue per Occupied Room (GGR) by 22% for every shift of top box scores and 20% for
every new hotel built.
 Assisted in the strategic sourcing efforts and saved the company millions of dollars by consolidating spend and
instilling product and vendor consistency, company-wide.
THE RITZ-CARLTON HOTEL COMPANY 1983-1999
General Manager, The Ritz-Carlton, Amelia Island (Five Diamond hotel & restaurant, Four Star hotel) 1997 –
1999
 Grew revenues from $45M to $56M a 24.4% increase and grew profits from $16M to $21.1M, a 35.0% increase
through transforming the resort into a more attractive meeting destination. Implemented Operational Efficiencies.
 Surpassed company thresholds for employee satisfaction and guest experience surveys resulting in: #1 in company
for employee satisfaction, #1 in company JD Power, #2 Best Domestic Resort by Condé Nast Traveler Reader’s
Poll.
 Instilled total quality management (TQM) processes – Won 1999 Malcolm Baldrige National Quality Award.
 Orchestrated nationally acclaimed events including: The Democratic National Committee (with President Clinton &
Vice-President Gore) and the Liberty Mutual Legends of Golf Tournament.
General Manager, The Ritz-Carlton, Rancho Mirage (Four Diamond, Four Star hotel) 1992-1997
 Grew profit percentage from 6.7% to 34.6% through Asset Management efforts and creative Sales and Marketing
initiatives.
 Exceeded company thresholds for employee satisfaction & guest experience surveys resulting in: #3 in company for
employee satisfaction and #10 Best Domestic Resort by Condé Nast Traveler Reader’s Poll.
 Implemented total quality management (TQM) processes – Won 1992 Malcolm Baldrige National Quality Award.
Hotel/General Manager, The Ritz-Carlton, Boston (Five Diamond, Four Star hotel) 1991 – 1992
407-489-4852 Scott Nassar snassar@gmail.com

3. Hotel/General Manager, The Ritz-Carlton, San Francisco (Five Diamond hotel & restaurant, Five Star hotel)
1990 – 1991
The Ritz-Carlton, Atlanta (Five Diamond, Four Star hotel) 1988 - 1990
-Executive Assistant Manager, Food and Beverage Director
-Assistant Food and Beverage Director
The Ritz-Carlton, Buckhead (Five Diamond, Five Star hotel) 1987 - 1988
-Banquet Director
The Ritz-Carlton, Laguna-Niguel (Five Diamond, Five Star hotel) 1985 - 1987
-Assistant Banquet Director
-Lounge Manager
-Café Manager
The Ritz-Carlton, Atlanta (Five Diamond, Four Star hotel) 1983 - 1985
-Assistant Café Manager
-Room Service Manager
-Executive Steward
PROFILE and ACCOMPLISHMENTS
Multiple Award-Winning Operations & Strategic Leader of up to 72 facilities nationwide
managed concurrently across 4 national regions, with experience across a variety of highly
competitive industries, including Luxury Hotels, Whole Ownership, Casino Environments,
Timeshares and Property Management with 198 Home Owners Associations (HOAs).
Creative Entrepreneur who creates visions, values and strategic direction for lucrative property
concepts and executes flawlessly with noted inspirational and transformational leadership,
attracting investors, building customer-centric cultures and creating brand loyalty.
Won multiple Malcolm Baldrige National Quality Awards, 5 Star/5 Diamond Hotel ratings at
various Ritz-Carlton Hotels, a 5 Diamond Restaurant rating, and led/managed 64 Property
Openings, Re-openings, Acquisitions and Ground-up Construction (all companies).
Assisted in forming a key marketing alliance between Orange Lake Resorts and Intercontinental
Hotels and achieved 8 consecutive years of record growth, creating brand identification and
delivering on performance expectations, and —
 Enhancing loyalty in employee engagement and customer satisfaction
 Maximizing profitability and exceeding returns
 Dramatically reducing turnover and retaining top talent
 Achieving aggressive growth patterns and cultural transformation for multiple properties
 Turning mediocre and distressed properties into top-tier destinations
 Setting standards, exceeding expectations for company, employees and customers
 Winning awards for quality and service
• Successfully enhanced and managed some of the finest 5 Star 5 Diamond resort/hotels in
the country
• A Recipient of 2 Malcom Baldrige National Quality Awards, and numerous Top 10 Condé
Nast Traveler survey awards
407-489-4852 Scott Nassar snassar@gmail.com

4. • By incorporating various Asset Management Initiatives throughout each operation was able
to turn-around financial performance, dramatically increasing quality and service outputs,
while improving perceptions which has helped resort destinations win #1 ratings
• Led multiple cultural transformation processes including operating standards, optimizing
revenues and profits, work environment, building new facilities, taking over distressed
properties, remodeling and reopening existing properties, achieving quality scores among
the top tier
• Achieved 8 consecutive, record-breaking years of over 20% profit growth (22-29% ‘06 – ‘13)
• Improved NPS scores by 42.9% through intensive training, and cut turnover in half to 37%
• Grew revenues 24.4% and profits 35% for managed The Ritz-Carlton Hotels and achieved #1
rating in company for employee satisfaction, #1 in JD Power, and #2 Best Domestic Resort in a
Condé Nast Traveler’s Reader’s Poll
• Designed a successful property-opening program that nearly doubled expectations, beating
$26M target with $51M in sales for new resort in Las Vegas
Key Skills
Financial Management / Budget Processes & Forecasting / Long-Term Strategic Planning / New Resort
Construction / Employee Leadership Development & Promotion / Internal Training Programs / M&A
Processes / Strategic Leadership, Performance Management / Collaboration & Integration / Branding
Conversion Management / Property Cultural Transformation / Vendor Management & Relations / IT
Programs / SOP Development / Financial Reporting / Renovation / Construction / Social Media /
Leadership Development / Multisite Operations Management (inc. over 72 properties and 350
Departments (Rooms, Food & Beverage, Golfing, Retail Facilities, Marketing)
Record of Experience and Value
• Improved financial performance in every leadership role through innovation and laser-targeted
Sales and Marketing efforts
• Ensured high standard of customer experience in every facility with brand and process
standardization, providing compelling reasons for customers to return, building customer-centric
loyalty to retain customers forever
• Experienced managing and integrating multiple properties, embracing collaboration and breaking
down traditional barriers across the enterprise
• Spearheaded strategic planning directives to improve company performance; aligned all levels of
the organization to become singularly focused and developed performance measurements/metrics
to incentivize leaders
• Created, tailored and installed 200+ processes to ensure operational efficiency / service compliance
• Always keeping an eye on industry and economic trends, activities, innovations and changes to
stay current and ahead of the competition
• Attracted and developed high quality talent and formulated incentive-based metrics to drive
performance which lead to long-term, sustainable success
• Leading Asset Management initiatives to successful business turnaround in many underperforming
or unsuccessful environments
407-489-4852 Scott Nassar snassar@gmail.com

5. • Enjoyed numerous industry-related accolades, including all but one rarely awarded 5-Star or 5-
Diamond ratings
• Instrumental in transforming traditional casino culture in Las Vegas when customer service
suffered, implementing a customer loyalty program (Total Rewards) to address desire for more
luxury in enhancing the customer experience and consolidating their monetary spend
 Doubled number of properties and integrated union employees to better serve customers
 Consistently received Top Box scores and customer satisfaction scores of 5 out of 5 or 9-10 out
of 10, a jump from 53% to 79% top box score in 4 years
 Generated an additional 22% of gross gaming revenue every shift of Top Box scores
 Managed numerous brands including Harrah’s, Rio, Bally’s, Paris, Showboat and Caesar’s
• Successfully restored 5-Diamond rating through integrated strategies handled by 20 cross-
functional teams focused on process improvement and customer delight
• Developed the vision and strategy to transform resort environments into a highly attractive,
customer-centric service-oriented culture while increasing profitability significantly
• Developed a new brand and managed compliance of numerous brands and defined brand
standards, products, customer service metrics and criteria to sustain consistency throughout resort
operations
• Achieved consistently exceptional financial and employee engagement results during acquisitions
and new builds of resorts using personally selected criteria, leading company in all categories
• Developed a scientific methodology for behavioral interviewing and leadership selection using 14
competencies to improve a best-fit-for-role approach including Leadership Disposition, Building
Trust, Creating Team Synergy, Professional Communication, and Adaptability
• Help save millions of dollars in numerous companies by implementing strategic sourcing in tracking
and consolidating spending, product and vendor consistency, and ensuring property-wide rollout
As a Leader
≈ Consistently viewed for integrity and honesty, results driven, building mutual trust with owners,
investors, boards and teams, engaging and supporting employees, collaboration and breaking
down silos, and bringing many people along from job to job.
≈ Effectively communicate to Board members, owners, executives and line employees alike. Knack
for selecting and developing the best talent available, promoted 10 executive committee members.
Leadership Metrics
 Led resort operations for 12 resorts with 3,000 employees, managing over 75 operating
budgets (Orange Lake)
 Improved customer satisfaction scores by 42.9% and owner purchases to 44%
 Implemented talent retention Initiatives that decreased turnover from 75% to 37%
 Created and implemented the Signature Collection concept at 7 properties which boosted
average occupancy to 90%
 Led resort acquisition teams in takeover of 11 new properties, successfully integrating products,
services, culture and financials and producing a 1367% increase in club ownership
 Designed a successful property-opening program that nearly doubled sales expectations,
beating $26M target with $51M in sales for a new resort in Las Vegas (Wyndham)
407-489-4852 Scott Nassar snassar@gmail.com

6.  Maintained simultaneous oversight of 72 properties and 198 Home Owner Associations
 Improved customer satisfaction by 18.7% in 2 years
 Integrated rental programs that increased APG (average per guest) revenue by $250
 Successfully developed 12 midlevel leaders for long-term growth and promotion within the
organization
 Directed hotel operations for 24 properties that doubled in size over a 5-year period (Harrah’s)
 Improved top box satisfaction scores by 49% (53% to 79%) by instituting customer-centric
processes and training initiatives
 Drove gross gaming revenue per occupied room (GGR) by 22% for every shift of top box scores
and 20% for every new hotel built
 Grew revenues 24.4% from $45M to $56M, and profits by 35% from $16M to $21.1M, by
transforming resort into a more attractive meeting destination (Ritz-Carlton Hotel)
 Instilled total quality management (TQM) processes and initiatives to win the Malcolm Baldrige
National Quality Award in 1999
 Orchestrated nationally acclaimed events, including The Democratic National Committee (with
President Clinton & Vice President Gore) and the Liberty Mutual Legends of Golf Tournament
 Dramatically reduced turnover from prohibitive 125% to 29% at Amelia Island resort, gaining #2
rating for all domestic resorts by Condé Nast Traveler’s reader poll
 Achieved #1 in company for employee satisfaction
Education
Dickinson College (Carlisle, PA) Bachelor of Arts
Phillips Academy at Andover (Andover, MA) Post Graduate Studies
Wharton School of Business (Philadelphia, PA) Executive Leadership Series (Executive Program)
References Available Upon Request
407-489-4852 Scott Nassar snassar@gmail.com

7.  Maintained simultaneous oversight of 72 properties and 198 Home Owner Associations
 Improved customer satisfaction by 18.7% in 2 years
 Integrated rental programs that increased APG (average per guest) revenue by $250
 Successfully developed 12 midlevel leaders for long-term growth and promotion within the
organization
 Directed hotel operations for 24 properties that doubled in size over a 5-year period (Harrah’s)
 Improved top box satisfaction scores by 49% (53% to 79%) by instituting customer-centric
processes and training initiatives
 Drove gross gaming revenue per occupied room (GGR) by 22% for every shift of top box scores
and 20% for every new hotel built
 Grew revenues 24.4% from $45M to $56M, and profits by 35% from $16M to $21.1M, by
transforming resort into a more attractive meeting destination (Ritz-Carlton Hotel)
 Instilled total quality management (TQM) processes and initiatives to win the Malcolm Baldrige
National Quality Award in 1999
 Orchestrated nationally acclaimed events, including The Democratic National Committee (with
President Clinton & Vice President Gore) and the Liberty Mutual Legends of Golf Tournament
 Dramatically reduced turnover from prohibitive 125% to 29% at Amelia Island resort, gaining #2
rating for all domestic resorts by Condé Nast Traveler’s reader poll
 Achieved #1 in company for employee satisfaction
Education
Dickinson College (Carlisle, PA) Bachelor of Arts
Phillips Academy at Andover (Andover, MA) Post Graduate Studies
Wharton School of Business (Philadelphia, PA) Executive Leadership Series (Executive Program)
References Available Upon Request
407-489-4852 Scott Nassar snassar@gmail.com