I joined The Manchester in January 2024, in the first year of operation. The property had real promise — a luxury independent in a market that rewards authenticity — but the operational infrastructure was not built to sustain it. Revenue management, accounting, and valet were all outsourced, creating gaps in visibility, cost control, and the arrival experience. My mandate was to build the infrastructure, culture, and market position that would turn a promising opening into a recognized luxury brand.
Originally conceptualized to be service-light, the design and finish of The Manchester Lexington organically elevated the guest expectation, shifting the model post-opening without sustainable systems in place. I joined the team six months into operation and immediately began rebuilding the structure. I replaced outsourced revenue management, accounting, and valet with in-house leadership and platforms across the board — bringing financial reporting, rate strategy, and guest-facing operations under direct management. Sharper decisions, cleaner financials, and a meaningfully better arrival experience followed with RevPAR increasing 33% in the next 12 months, and 49% by the end of year two.
I corrected a spend culture through education and empowerment: implementing accrual accounting, departmental checkbooks, and giving every department head real ownership of their numbers. GOP improved to 18% of total revenue in 2024, and 24% in 2025.
We built a robust events calendar to drive awareness and top-line performance — critical for an independent property in a market dominated by brands — implemented guest satisfaction standards, and hit 70+ NPS in 2025. I solved the seasonal decline of the rooftop outlet by conceptualizing, designing, and executing the lift of a 1977 Airstream onto the terrace, creating a unique private dining experience that extended the season and generated genuine press.
In December 2024, we acquired adjacent event space that contributed $1M to F&B revenue and supported an increase of $600K in group room revenue — 75% growth — in its first full year. I also converted a third-party managed extended stay property within the owner’s portfolio to in-house management — demonstrating our strength as a new operator for future growth.