Ace DTLA is a flagship — 182 guestrooms, two food and beverage outlets, and a 1,600-seat historic theatre. I arrived in May 2022, post-pandemic, to a property that needed to rebuild: staffing levels restored, procedures redeveloped, and guest satisfaction recovered from pandemic-era deferred maintenance and reduced service levels.
I rebuilt the team first — reestablishing the structure and staffing levels that could actually support the business we were targeting. Then we went to work on the guest experience: service training, deferred maintenance resolution, and operational tightening across all departments. Guest satisfaction improved 29% over twelve months.
On the F&B side, I relaunched the vegetable-forward full-service restaurant with a menu redesign and new executive chef, and replaced the legacy Micros POS with Square for Restaurants to give the team better operational visibility and reporting. We exceeded budgeted revenue, GOP, and RevPAR Index in 2022 and were forecasting $29M heading into 2023.
Ace is a brand that attracts guests who care about design, culture, and authenticity. Running it well means earning that trust operationally — making sure the experience lives up to what the brand promises.