John Moore, Page 3
John Moore
2021 Hanover Avenue
Richmond, VA 23220
§ C (703) 627-5371
SUMMARY
A highly accomplished and driven Hotel Operations Executive, with broad-based expertise in franchising, quality assurance, account management, customer satisfaction, system development, brand management, and contract negotiations. Cultivates a working environment of mutual respect, trust, and collaboration. Seizes opportunities to grow skill sets and draws upon a broad knowledge base to improve systems and processes companywide. Leverages strong negotiation skills to secure beneficial terms for an organization. A dependable and quality-oriented leader, who ushers in a future of success for an enterprise.
EXPERIENCE
George Mason University, Fairfax, Virginia.
Executive-In-Residence and Instructor or Hospitality. April 2014 to Present
Design and instruct classes in the field of hospitality and facilitate integration with the hospitality industry.
Marriott International, Bethesda, Maryland
Senior Vice President, Full-Service Franchising, North America, 2001-2012
Led all full-service hotel brands in the United States and Canada, including the JW Marriott, Renaissance, Marriott, and Autograph Brands. Directed a staff of ten, including area and discipline (rooms, food and beverage, marketing) vice presidents. Grew franchise units and doubled profits and increased guest satisfaction from a base in 2002 below par, compared to managed hotels, to par and above in 2011 and 2012.
§ Screening and Evaluation Process: Developed a specific set of guidelines and criteria by which to judge the probability of success, contributing to stronger franchise partners and greater performance in sales, profits, and guest satisfaction.
§ Account Management: Initiated, developed, and implemented a system of account management that involved assigning each franchise company a specific vice president and team to provide all operational support and maintain a positive, proactive, and close relationship. Achieved high franchise company satisfaction, as measured by the annual franchise-satisfaction survey, which hit an all-time high in 2011, facilitating unit and profit growth.
§ Quality Assurance Program: Executed a quality assurance program. Developed a system by which we applied guidelines to franchise companies, providing them a range in which their entire portfolio must operate, and if they failed, growth with our brands was not allowed. Consistently executed plans to either improve those hotels performing below standard, or in the worse case, terminating their licenses. Developed a strategic document that identified hotels with a history of quality assurance issues, reviewed quarterly by the Chairman of Marriott International, and identified a plan of action to either fix or terminate the hotel. This “Detractor Hotel” document has since been used as a template for all brands, both domestic and international. Achieved greater system performance, as measured by guest-satisfaction surveys.
§ Capital Expenditure Guidelines and Controls: Developed a system to track the age of items and the cycle of replacements, and created a system of accountability to track the asset age in each hotel and the notification method to advise companies when expenditures were due, and an accountability system, where all knew the consequences of not renovating on schedule. Enabled and maintained consistent performance and greater RevPar and performance.
§ Building Franchise Team and Credibility: Strengthened and grew the franchise business, and highly experienced managers were recruited and developed, adding expertise to the rooms, food and beverage, marketing, and general management ranks. Achieved a decade of growing satisfaction and pride, as evident in the associate opinion survey and higher performers filling franchise positions.
§ Improved Accountability and Reporting: Improved focus and information by developing a series of quarterly reports presented to J.W. Marriott, Jr., and his direct reports. These reports covered performance metrics, ranging from profits and guest satisfaction to brand-standard adherence. Positioned the business unit with a more appropriate priority, with information made available that resulted in more informed decisions.
§ Development: Developed a process and gained internal buy-in, which integrated the operating staff into the process. New activities included owner meetings with operations and site inspections, which allowed stronger deal selection and faster start-up after the agreement was signed and conversion to the brand completed.
§ Development of Standards: Implemented a system that involved the franchisee team review of all standards, and the franchise advisory councils’ evaluation of the impact of new standards. Standards thereafter were more fully understood and executed by the licensees.
§ Improved Communications: Developed and enhanced various forums to share the “Marriott Vision” with the franchise companies. Developed advisory councils to discuss Marriott’s direction and nationwide meetings attended by senior Marriott leadership to share its vision and direction, resulting in more alignment, a stronger bond and relationship, and gaining preferred-growth partners.
§ Developed New Brand: Served as a contributing member in a cross-functional team with development and brand, developed and defined the new collection brand, “Autograph,” greatly enhancing unit growth in 2011 and 2012.
§ Franchise Agreements: Improved the franchise legal agreement, making it more easily understood by all parties, and making it more enforceable and workable. Conducted an annual review and revised the contract to ensure it remained relevant. This contract became the standard for the industry.
§ Contract Negotiations: Led the effort to assign specific accountabilities, revising and defining the negotiation process, and resulting in a more efficient closing and less frustration for the franchisees. Achieved more rapid growth and better partnerships.
World Trade Center, New York, New York
General Manager, 1999-2002
Operated a 1,300-room hotel complex in downtown Manhattan, with over 1,000 union employees and $120,000,000 in sales volume. Led the operation of the New York City Marriott sales office, which booked all group sales for Marriott products in New York City.
§ Disaster Management: Resolved all matters related to the closure and destruction of the hotel on September 11, including ownership, labor union, and associate negotiations and transition.
§ Developed Property Repositioning Plan: Developed, with ownership, a property repositioning plan to enhance market performance, including capital improvements, resulting in a higher index and profitability.
§ Enhanced Guest Experience: Improved service levels by initiating a guest response and quality process, which resulted in the highest guest satisfaction growth in the New York Region.
ADDITIONAL EXPERIENCE
Marriott International, Market Manager, Newark, New Jersey, 1997-1999. Responsible for the overall performance of five full-service hotels and three select-service hotels, with over 2,000 rooms in the entire state of New Jersey. Gained RevPar improvements by executing and pioneering revenue management practices. Promoted the cross- utilization of talent. General Manager, 1992-1997. Managed the Princeton Marriott (380 rooms) and the Newark Airport Marriott (600 rooms). Provided leadership for the aforementioned hotels, driving profit and guest satisfaction growth. Played a key role in implementing the concept of revenue management and centralized sales offices, and was awarded Marriott’s Marketing General Manager of the Year Award.
Regional Vice President for Rooms and Human Resources for the New York City and Caribbean Regions, 1988-1992. Resident Manager, 1983-1988. Managed hotels ranging from inner-city to a five-star resort in the desert. Manager, Front Office/Housekeeping/Sales Manager, 1981-1983. Manager of Financial Analysis, 1976-1981. Managed the financial evaluation department for Marriott Hotels, developing the first five-year strategic plan and initial hotel management contracts.
EDUCATION
Virginia Polytechnic University, Blacksburg, Virginia
M.S., Urban Affairs, Housing Economics, 1975
Old Dominion University, Norfolk, Virginia
B.S., History and Education, 1971