This document outlines two roles held by the author. From 2001-2003, they were the Director and General Manager of Residences for The Ritz-Carlton in Boston, where they oversaw the construction and opening of 304 luxury condominium units and ensured residents received hotel services. Prior to that, from 2000-2005, they were the Area Director of Quality for The Ritz-Carlton hotels in Boston, where they helped with the pre-opening and reopening of two hotels and implemented quality improvement processes.

1. MAY 2000 – DECEMBER 2005 THE RITZ-CARLTON HOTEL COMPANY and
MARRIOTT VACATION CLUB INTERNATIONAL (MVCI) - MARRIOTT INTERNATIONAL
Jan 2001 – Jan 2003 THE RITZ-CARLTON HOTELS OF BOSTON – THE RITZ-CARTLON, BOSTON COMMON/THE RITZ-
CARLTON BOSTON
Director and GM of Residences Boston, USA
• Accomplishments:
• Construction, Pre-opening and Opening Responsibilities for 304 Full Ownership Luxury Residential Condominiums
• Responsible to ensure Resident Experience was maximized and paramount in all areas of the business
• Develop and Implement The Ritz-Carlton Hotel Services to Residents including Housekeeping, In-Residence Dining,
Laundry and Dry Cleaning, Concierge and Doormen Services
• Work with Hotel and Residential Ownership to ensure smooth transition of new owners into Residences
• Accountable for developing and executing Condominium Operating Budgets as well as participating in Condominium
Board meetings
• Work with Construction to complete units and minimize Punch List Issues on closed units. Assist Hotel Ownership in
Developing The Ritz-Carlton Services and Environment within a complex containing 304 Luxury Residential Units, 200-
Room Hotel, 70-Room Executive Suites, Loew’s Movie Theatre, Valet Parking, 100,000 square foot Sports Club, LA.
Area Director of Quality
• Accomplishments:
• Executive Team Member for the Pre-Opening of The Ritz-Carlton, Boston Common (200 Rooms), and Reopening after
full refurbishment of The Ritz-Carlton, Boston (290 Rooms)
• Develop and Implement Pre-Opening Guest Experience Processes with each department
• Post-Opening – focus on Quality Improvement Processes
• Implement Quality Improvement Database focusing on Recording and Resolving Departmental Defects with Guests
• Develop and Implement Processes with General Manager to Improve Profitability, Improve Guest Satisfaction and
Improve Owner Satisfaction
• Use J.D. Power Survey Results and work with departments to Improve Overall Satisfaction for Individual Guests,
Meeting Planners and Catering Clients
• Develop, Implement, Monitor and Improve Meeting Planner Satisfaction by working with Catering/Conference Services
on all Internal and External Processes
• Troubleshoot and Facilitate Quality Improvement Teams for all Key Production Processes in the Hotel