Mary CatherineBECKER

ABOUT ME: Accomplished executive leader with over 30 years of hospitality experience across the globe, representing premier brands including Mandarin Oriental, One & Only, Fairmont Raffles Hotels, MGM Resorts and Two Roads Hospitality

MISSION: To exceed expectations with an overall vision of quality, enhanced experience, and lifestyle.

SKILLS: + Global Leader+ Brand Catalyst+ Detailed Oriented+ Passion for Quality+ Talent Development+ Accomplished Trainer + Crisis Management+ Change Agent

CREDENTIALS:+ Diversity Champion Workshop (2010)+ Freeman “Job Standards Master Train the Trainer” Certification(2009)+ Managing Employee Motivation & Performance Certification (2001)+ Employment Laws & Regulations in HRM Certification (2001)+ Recruting, Selecting, and Retaining Employees Certification (2000)+ Targeted Selection Administrator, DDI (1995)+ Instructor Certification “Interaction Management System”, DDI (1993)

CONTACT:email cbecker@hos360.comphone +1 (650) 438-2668

GLOBAL LEADER & BRAND CATALYST

One & Only Resorts

CityCenter, Las Vegas

Hong KongMandarin Oriental Hotel Group

San Francisco

Atlantis, Paradise Island, Bahamas

Vdara The Harmon

Le Saint Géran, Mauritius Royal Mirage, Dubai

SonomaFairmont Raffles Hotels

Acapulco, Mexico

General Manager Sep 2015 - Jun 2017Ventana Big Sur - Big Sur, CAFollowing the acquisition of Ventana by an investment group led by John Pritzker in Summer 2015, I was recruited to lead Ventana Big Sur to achieve aggressive growth goals. Even though the region has experienced some unusual challenges, the Soberanes Fire in 2016 the most expensive wildfire in US history and the subsequent Big Sur closure of Hwy One traffic for nine months, the team overall has achieved exceptional results• Achieved an aggressive budget during the first trailing 12 months of operations.• Conceptualized, developed and implemented new concepts such as the Redwood Retreat

(Glamping) which created a new revenue stream for the campground resulting in an ROI of less than a year

• Increased Public Relations efforts resulting in significant visibility in National and International publications in 2016

• Repositioned The Restaurant resulting in winning the “Best Restaurant in Monterey County” in 2016

• Successfully managed the resort through a mandatory evacuation due to the Soberanes Fire incident without any guest complaint or negative media

• Transitioned Ventana to the new culture of Two Roads Hospitality following the merger of Commune Hotels & Resorts and Destinations Hotels and Resorts

• Lead the development of the re-imagination of Ventana resulting in a $17 M renovation of the entire property with incremental social space, event venues and enhanced Room & F&B products & services to support a projected 30% ADR rate growth

• Introduced and conducted the new culture training customized for the resort to support the new re-imagination of Ventana

General Manager Aug 2011 - Aug 2015Fairmont Pierre Marques - Acapulco, MexicoAs the General Manager, I was responsible for running the day-to-day operations of The Fairmont Pierre Marques which was originally built as J. Paul Getty’s private hideaway, one of the richest men in the world. The Fairmont Pierre Marques was a AAA Four-Diamond Award legendary 344 room hotel with 10,000 sq ft of meeting space, located in a quiet paradise, hidden away amongst 450 acres of palm trees, on the longest and most beautiful beach in Acapulco, 2 championship golf courses and ATP World Tour tennis facility.On arrival the destination experienced its worst year, driven through the global economic decline and major safety issues affecting both domestic and international business. In the past ten years, the market experienced an 83% decline in international customers, converting Acapulco from an international to a pure domestic destination. Inspite of all the negative circumstances the team achieved outstanding results.• Repositioned the resort by conceptualizing, developing and implementing new concepts,

products & services• Provided leadership to take Fairmont Pierre Marques from a further decline in GOP to a positive

turnaround from a five year decline CARG (2006 – 2011) (TRevPAR -5.3%, GOP -40.8%) to a significant turn-around in the past three years CARG (2011 – 2014) (TRevPAR 7.0%, GOP +21.7%).

• Exceeded BUD GOP for 2014 by 200% by achieving the highest FY Gross Operating Profit since 2009

• Achieved highest FY Total Revenue since 2009 through highest ADR & RevPAR and highest F&B Revenue

• In 2013 as part of this recovery, PMQ significantly outperformed the competition locally and domestically reaching top sales ranking (3) within Fairmont Raffles Hotels International’s globally sales network while experiencing one of the biggest natural disasters in recent history.

• Accomplished the single biggest year-over-year improvement in employee satisfaction on record since FRHI used Gallup in 2013

• Exceeded CES Goal resulting in an overall Colleague Engagement Score of over 90%.• Won the Best Improvement Award for JDPower Amazing Race “100% Problem Free Stay” for the

Americas in 2014• Seconded by FRHI’s VP Operations North America to Task Force at Fairmont Mayakoba to run

the hotel day to day operations during a critical transition period with the main focus to secure AAA five Diamond rating, increase JDP performance and the reconceptualization of the Food & Beverage operations

IN THE DETAILS

Director of Human Resources Feb 2009 – Jan 2011Vdara Hotel, Spa & Residences, Las Vegas, NVVdara Hotel & Spa is a 1,6m sq ft condo-hotel and spa located within the CityCenter complex across from Aria Resort & Casino on the Las Vegas Strip. Vdara opened on December 1, 2009 as a joint venture between MGM Resorts International and Infinity World Development.Vdara’s 57-story, 578-foot tower houses 1,495 suites; an 18k sq ft, two-story spa, salon and fitness center; a market and a bar. It also has a 40k sq ft pool and deck area. In 2011, Vdara received its first AAA Four Diamond Award.• Conceptualized, developed and executed a Master plan for the recruitment, onboarding and

training for every position for the Grand Opening of Vdara• Developed, conceptualized and customized the Policies & Procedures and Programs for Human

Resources (Employee Services, Employee Relations, Training and Development) to fit the unique Vdara business model of none gaming, residential & resort

• Partnered with Forbes Travel Guide and customized the monthly training programs to bring the level of service to a five star level

• Trained, coached and monitored department Managers in using Career Talent System software which allowed them to schedule, track and select candidates required to fill in their compendiums.

• Adopted Freeman software and developed the Training Manuals for each position in Operations which were used as an opening guideline for the Hotel, Spa and Food & Beverage Divisions.

• Participated as an active member of the Executive Committee to achieve the overall business goals as a team

• Analyzed and adjusted manning levels in order to meet the new business requirements resulting in significant overall FTE reductions

• Trained, coached and guided Department Managers on Vdara’s Payroll Rules which allowed them to understand and work with weekly schedules which maximized productivities with minimal overtimes.

• Designed an HR tracking system which included Recruitment, Workers Comp, Unemployment, Employee Events and Training initiatives which gave an overview of HR at Vdara.

LightGroup Las Vegas Mar 2007 – Feb 2009Director of Rooms, The Harmon Hotel, Las Vegas, NV• Developed as part of the pre-opening team all operational concepts, critical path, products &

services for the Rooms Division• Conceptualized and developed the Hotel’s Guest Service standards through “The Harmon Way” • Sourced and specified all FF&E & OSE for Rooms Division to stay in line with budget and adhere

to the hotel’s operational standards• Built a pre and post opening business plan for the Rooms Division including Manning and

Recruitment guide structure and all operating expenses• Guided architects and interior designers in conceptualizing room and suite layouts to ensure that

the design of the room agreed with the service concepts • Acted as Director of Human Resources to oversee recruitment, benefits, compensation and HR

systems in the absence of the VP of Human ResourcesVP of Human Resources, The Light Group, Las Vegas, NV • Developed an employee tracking system for recruitment and all pertinent work card requirements• Updated and issued all Management Contracts for The Light Group• Designed, implemented and conducted a company Orientation program • Designed a custom interview guide for each new venue opening such as Diablo’s Cantina

Restaurant and The Bank Nightclub • Conceptualized and managed a successful Casting call for the opening of Diablo’s Cantina

Restaurant and The Bank Nightclub• Managed all union grievance administration and ensured that all Operational Management

understood the Collective Bargaining Agreement pertaining to their host hotel by conducting CBA training

• Monitored and administered the group’s Benefits plan and managed the COBRA plan

IN THE DETAILSIN THE DETAILS

Director of Housekeeping Aug 2001 – Feb 2007 The Fairmont Sonoma Mission Inn, Spa & Sonoma Golf ClubThe Fairmont Sonoma Mission Inn & Spa is the ultimate elegant oasis, blessed by natural mineral hot springs in the heart of the California Wine Country. Known as the authentic Wine Country spa and golf resort, the 228 Provence-style decorated rooms resort is blessed with a world-renowned 40,000 square foot spa and an 18-hole championship golf course.• Managed day to day operations of Housekeeping, Laundry, Spa and Golf Club Housekeeping

Departments comprising of a team of 107 staff members • Awarded “Leader of the Quarter” for the last quarter of 2003• Achieved the highest departmental score of 97% Overall Satisfaction for the Employee Opinion

Survey for 2003 and 2004• Increased Room Productivity from 3.67 in 2002 to 2.93 in 2003 and 2.75 in 2004• Reduced cost per Occupied Room of Guest supplies from 5.51 in 2002 to 3.51 in 2003 resulting

in a 36% savings year over year• Achieved a high rating of 4.26 JD Power score for overall cleanliness for both Rooms and Spa

facilities• Developed operational concept and managed the renovation of 69 Wine Country Rooms in 2002

& 97 Heritage Rooms in 2004• Conducted “Train The Trainers” program for Housekeeping and developed and coached

departmental trainers in order to upgrade service levels• Transitioned Sonoma Mission Inn to the new culture of Fairmont Raffles Hotels International

following the change of the management company from Sonoma Spa ResortsCorporate Rooms Manager / Human Resources Consultant May 98 - July 2000Corporate Office, One & Only Resorts (Indian Ocean)• Tasked Forced for the opening of the Royal Towers at The Atlantis, Paradise Island, Nassau, Bahamas

(2004 rooms) and seconded for post opening assistance to re-conceptualize Housekeeping operations, Manning guides and enhance service concepts to run as a 5 Star property

• Opening Assistance in a dual capacity as Human Resources and Rooms Consultant for the 260 rooms One & Only Royal Mirage, Dubai which included the development of a pre-opening budget, Service Concept for Rooms division and overall Critical Path

• Spearheaded the re-imagination of the luxury five star One & Only Le Saint Géran, Mauritius including the conceptualization of all FF&E, OS&E, products & services relating to rooms & villas

• Researched, conceptualized and implemented the “Butler system for Resort Hotel” at Le Saint Géran Hotel

• Reopened and led a team of Housekeeping staff through a very challenging opening and post opening period at Le Saint Géran Hotel

• Established a “Company Rooms Operating Manual” for Sun Resorts to document the group’s standard specifications for Operating Supplies for the five properties in the Indian Ocean

IN THE DETAILS

One & Only Le Saint Géran One & Only Royal Mirage

Mandarin Oriental Hotel Group Oct 1992 – Apr 1998 Group Director of Human Resources, Corporate Office• Reposition the role of Human Resources of becoming a strategic business partner to operations• Facilitated the development & implementation of the Legendary Quality Standards throughout

Mandarin Oriental Hotel Group • Re-enhanced and implemented the Group’s Performance Appraisal system• Designed a group-wide Employee Climate survey which was conducted throughout the group to

address internal customer satisfaction for all 5,000 employees• Updated the Group’s Human Resources Policies & Procedures manual• Redesigned the group’s Incentive Compensation Scheme• Designed a Career Development Process which stimulated Succession PlanningDirector of Human Resources, Mandarin Oriental, Hong Kong• Developed an innovative Human Resources team changing their mindset from an Administrative

function to a Customer driven function• Responsible for Human Resources administration of 950 staff and managed to bring turnover

down from 33% in 94 to 21% in 95 and 96• Conducted Psychometric Tests linked with the Selby Millsmith Assessor Program to Senior

Managers, linking results to Career Development• Conceptualized Key Behavior statements for the group’s Core Competencies used to assess

Senior Managers• Conceptualized, introduced and implemented the “Quality Assurance Program” for the hotel

emphasizing the upgrade of Guest service standards and customized Mystery shopper program• Implemented “Self-Audit” checklists for Back of the House operational standards• Introduced “Targeted Selection” for recruitment and customized “Interviewing Guides” using

Mandarin Oriental’s Core Competencies for the targeted selection• Upgraded Service and Quality standards of the hotel’s Staff Dining Room through the introduction

of monthly Food promotions and conducting quarterly surveys to ensure internal customer satisfaction

• Upgraded Medical and Hospitalization packages for the Executive Members• Conducted Bench-marking activities for salaries and benefits reviews amongst competitorsTraining Manager, Mandarin Oriental, Hong Kong• Introduced, conceptualized and implemented “Total Training Concept” for the Hotel which was

used as a model for the rest of the Mandarin Oriental Hotel Group• Customized the “Legendary Service Training” for each department resulting in the completion of

53 Mandarin Oriental departmental operational manuals• Introduced and conducted Supervisory Skills training for potential supervisors and frontline

managers• Conceptualized, customized and conducted the “Guest Care Program” for frontline staff• Developed a customized training video for “Checking in a Guest,” “Food & Beverage Service

Standards,” and “Housekeeping Fire Drill on Guest Floors”• Customized Mystery Shopper Comments into Case studies for Guest Services Standards• Introduced and conducted a customized “Service Plus Program” for frontline staff which resulted

in an increase in the Richey Mystery Shopper Rating of 87% in 94 to 92% in 95

IN THE DETAILS

Executive Services Manager Mar 1990 - Dec 1991 The Excelsior, Hong Kong - Mandarin Oriental Hotel Group• Developed and implemented Guest Services standards within the hotel and assured the return of

guests staying on the Executive Floors as repeat customers• Responsible for the completion of a feasibility study and opening of the three Executive Floors

for the hotel which resulted in a group wide implementation • Maintained close liaison with all operational and administrative departments; worked very closely

with the Resident Manager, Rooms Division and Front Office Managers to ensure that operations particularly for the Executive Floors were constantly competitive within the present market

• Responsible for the full operation of the Business Center and Lobby Shop departments to ensure that guest needs are provided particularly for Business travelers

Mandarin Oriental, San Francisco Oct 1987 - Oct 1989 Hotel Assistant Manager• Responsible for a smooth hotel operation in the absence of the Executive Committee and ensures

that all guests of the hotel are made as comfortable as possible; Involved with frequent guest relations and problem solving; Resolve room complaints and billing disputes

• Maintains close liaison with all other departments; Coordinate with Housekeeping department to ensure that all rooms are ready to sell in the proper condition specially in sold out nights and to make sure that rooms are also available on time for VIP’s early arrivals and groups; Coordinate with the Sales department for group arrangements; Assist and supervise the Concierge staff in the absence of the Head Concierge; Coordinate with the security department with regards to security and elevator problems

• Developed and implemented a Front Office “Reception” and “Cashiering” manual; Trained new Front Office employees on general Front Office procedures

Assistant Executive Housekeeper • Assisted the Executive Housekeeper in directing and coordinating the activities of 42 Housekeeping

personnel• Interviewed and analyzed qualifications of suitable applicants for appropriate positions• Planned vacations, schedules; maintained payroll and personnel records of department and

analyzed labor productivity report monthly• Involved with budget proposal for department’s capital expenditures and 1989 labor budget• Conducted monthly inventories in Guest Room supplies and amenities, cleaning supplies and

staff uniforms

CERTIFICATES:• 2010 PCI Compliance Training; M Life Advantage; Code of Conduct; Ethics & Conflict of

Interest; Diversity Champion Workshop; Responsible Service of Alcoholic Beverages: Management / Security Training; Employee Law; Workplace Violence & Workplace Discrimination & Harassment Training

• 2009 Freeman – Job Standards Master Train-the-Trainer Certification• 2000 Fundamentals of Human Resources Management Certificate; Recruiting, Selecting and

Retaining Employees Certificate; US Employment Laws and Regulations• 1998 Certified Administrator for Harrison Innerview Assessment Program• 1995 Certified Administrator for “Selby Millsmith Assessor Program”• 1995 Targeted Selection Administrator, Development Dimension International• 1994 Facilitator Certification “How to Handle Employees with Attitude Problems”• 1994 Facilitator Certification “Service Plus: Beyond Customer Expectations and Supporting

Service Excellence” programs• 1993 Instructor Certification “Interaction Management System”, Development Dimension

International

IN THE DETAILS