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. I immediately identified the need and began 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.