Sara Rainey has over 25 years of experience in hospitality management, specializing in operations management, event coordination, and team leadership. She has held various director and manager roles at prestigious resorts such as The Phoenician in Scottsdale, Arizona, where she oversaw multiple departments and mentored many employees into leadership positions. Rainey delivers results through process improvements, cost reductions, and enhanced customer and employee experiences. She is certified in various hospitality and food safety programs.

1. SARA L. RAINEY
th
10241 North 77 Place, Scottsdale, AZ 85258
Home: 480-272-6748  Mobile: 480-323-6777
sara.rainey@cox.net  www.linkedin.com/in/sararainey
Operations Manager
Demonstrated expertise in: Process-centric operations manager with the ability to identify problem
▪ Hospitality Management areas, assess alternatives, and create solutions that not only improve
▪ Teambuilding the customer experience but also increase profits and employee morale.
▪ Training & Mentoring
▪ Operations Management Hospitality management expert with a depth of experience coordinating
▪ Profit Generation events from idea creation through execution, managing all aspects of
▪ Process Improvements vendor negotiations, customer relations, and staff supervision.
▪ Customer Service
▪ Vendor Relations Dedicated mentor, providing sound leadership and a cooperative work
▪ Event Coordination environment based around a shared goal.
Professional Experience
THE SCARRITT GROUP, Tucson, AZ 2009–2010
Privately owned logistics company offering a depth and range of experience collectively in hotel and
logistics management.
Director of Operations
Oversaw all aspects of operational management, setting deadlines to meet budgets and selecting
vendors. Directed project managers with budgets up to $850,000 for 10-220 guests at each event.
Coordinated vendors, sites, and clients around the world. Interviewed, scheduled, and conducted
evaluations for team members.
Key Accomplishments
▪ Cut billing cycle from three months to 30 days by creating operational calendar and coaching
project managers to close accounts and directing billing to obtain payments.
▪ Increased productivity and enhanced customer experience with upgrade of Web registration
program for air travel, allowing better record keeping on backend.
▪ Drastically cut printing costs via identifying cause of excess charges and securing new vendor who
provided improved service and expedited proof approval process.
▪ Reduced audio-visual costs and enabled seamless client support by aligning with local vendors in
global locations.
PHOENICIAN RESORT (A STARWOOD HOTEL), Scottsdale, AZ 1992–2009
Premier luxury resort on 250 acres featuring 10 restaurants and bars, nine pools, spa, golf course, retail
shops, and renowned art collection.
Assistant Food and Beverage Director (2008–2009)
Managed daily operations for six restaurants, acting as liaison between staff and Food and Beverage
Director, delivering $38 million annual sales with 28% overall profit. Supervised team of 13 direct and
more than 300 indirect reports. Trained managers on financial accountability and P&L management,
developing checklists to ensure accountability across teams. Partnered with Chef and culinary team to
create new and seasonal menus.
Key Accomplishments
▪ Enhanced front-of-house labor productivity 5% through process improvements and realignment of
job descriptions.

2. SARA L. RAINEY  sara.rainey@cox.net  Page Two
PHOENICIAN RESORT (continued)
▪ Increased average per-person meal total via up-selling incentive program introduced to restaurant
teams.
▪ Reduced food costs 25% on Sundays with implementation of new Sunday-brunch concept
following economic downtown, the idea for which was replicated across Phoenix metro.
Director of Banquet Operations (2003–2008)
Oversaw setup and service for banquet events ranging from large corporate events to weddings.
Coordinated between vendors and clients, turning ideas into reality through scheduling, menu planning,
and complete execution of events. Maintained service ratio of one server per table, balancing employees
to provide optimal service. Implemented surveys for associates and meeting planners to identify areas of
improvement and institute changes as needed. Mentored team of two captains and four managers.
Key Accomplishments
▪ Improved meeting planner survey index from 4.55 to 4.72 (on five-point scale) by sharing
feedback with team to gain consensus on best ways to improve service, empowering employees
to take action.
▪ Spearheaded Valleyʼs first-ever pay-raise initiative for servers based on length of service, which
improved associate satisfaction index scores and morale.
▪ Mentored six captains and managers into department head roles.
Assistant Director of Convention Services (2002–2003)
Collaborated with clients and vendors to create and execute programs in hotel space with team of six.
Directed all aspects of corporate events for 25-800 guests including audio-visual needs, meals, and site
setup. Assisted with developing teambuilding activities onsite or at other locations. Maintained oversight
of banquet operations.
Key Accomplishments
▪ Improved communication between floor operations and convention services by providing targeted
mentoring to better track and share paperwork.
▪ Reduced number of administrative assistants from six to one, following corporate directive, while
maintaining transparent communications between teams.
Banquet Manager (2000–2002)
Assistant Banquet Manager (1998–2000)
Banquet Beverage Manager (1996–1998)
Provided hands-on interactions with teams on a daily basis, managing teams of 25-300 including full-time,
part-time, and seasonal employees. Consulted with clients to create look and feel of events, coordinating
with vendors and other onsite teams. Trained service team on best ways to announce menus at tables,
pair beverage with food service, and time setup, breakdown, and food courses. Conducted all hiring,
performance evaluations, and mentoring.
Key Accomplishments
▪ Improved productivity and efficiency by instituting annual teambuilding and service-recertification
programs as well as cross-training initiatives.
▪ Enabled department to perform at peak levels during busiest times with implementation of
tracking systems for seasonal associates.
▪ Raised health department scores through daily use of checklists and physical inspections of work
areas.

3. SARA L. RAINEY  sara.rainey@cox.net  Page Three
PHOENICIAN RESORT (continued)
▪ Enhanced communication among internal departments by providing equipment well in advance of
events and setting up diagrams two days prior to events.
▪ Automated previously manual accounting system, drastically increasing banquet check accuracy.
Additional Positions at Phoenician Resort
Manager, Thirsty Camel Hotel Lounge (1994–1996)
Manager, Charlie Charlieʼs Night Club (1992–1994)
Additional Experience
General Manager / Food and Beverage Director, HOLIDAY INN, TX, CA, AZ, TN, MO
Assistant Manager, MacFADDIN VENTURES, Houston, TX
Purchasing Agent, INTERSTATE UNITED FOOD SERVICE, Chicago, IL
Education, Training, Certifications
B.S., Clothing and Textiles, Southern Illinois University, Carbondale, IL
Various courses on leadership and training through The Phoenician and Holiday Inn University
ECOSURE Certified Manager, Maricopa County Certified Food Service, Phoenix, AZ
Certified Hotel Manager, Texas Hotel Motel Association, Houston, TX
TIPS Certified