PERSONAL DETAILS

Place of Birth : New Market, England

Nationality : U.S. Citizen, dual passports, U.S.A. and
E.U. British
Cell Phone : 623 225 5567 or 305 269 5865 (wife Cristy Lewis)
E-Mail : klee4cb2@westpost.net
Address : 40827 N. Courage Trail, Anthem, AZ., 85086
PROFESSIONAL EXPERIENCE
Benchmark Hospitality
Makena Beach Golf Resort (www.makenaresortmaui.com) Maui Hawaii
General Manager (2009-present) (Property in Foreclosure and has been sold)
Management responsibilities for multiple revenue centers for this 310 room 1800
acre beach front resort in Wailea Maui. YTD flow thru is at 98.2 % was able to c
apture due to tight labor/expense controls as well as driving top line revenues.
Primary focus over the last year has been repositioning the resort as a "comple
te destination". Creating a team driven culture as well as initiating and imple
menting training to drive customer focus and staff awareness. Concentrating on p
roject development which has lead to the expansion of the all new 500 acre Maken
a Ranch which was on dead land and on pace to capture 800k in additional revenue
s, as well as creating the Makena Day Spa an outdoor Asian environment with 5 tr
eatment rooms, located right on the ocean. Also own and operate the Robert Tren
t Jones "North course" and in the process of developing the South ocean 9 course
, golf has seen a million dollar turn YOY by incorporating the golf into the res
ort marketing and packaging.
Hyatt Hotels & Resorts
Hotel Victor (www.hotelvictorsouthbeach.com)
General Manager (December 2008-2009) (property was selling)
Manage and direct operations for this 88 room luxury boutique hotel, including;
F&B outlets, Spa V, and Sales & Marketing. Generated over 15million in overall r
evenue in a difficult economic climate, producing a 71% flow through. Also incre
ased 2009 RevPar to 76 index, up from 65 in 2008. Evaluated staffing levels and
reduced from 161 FTE's to 82 FTE's while enhancing established service levels an
d guest satisfaction. Overall guest satisfaction scores were raised to 44th over
all within the company, up from 103rd with fewer associates and tougher economic
conditions. Increased associate morale through targeted associate events; month
ly appreciation days, quarterly pool parties and quarterly associate recognition
programs. Implemented and drove associate engagement through aggressive trainin
g programs and an on boarding process for all newly hired associates. Responsibl
e for developing Executive Team through training, mentoring, constructive feedba
ck and open communication.
Noble House Hotels and Resorts
The Grove Isle Hotel & Spa (www.groveisle.com)
General Manager (March 2006 - December 2008) property sold
Responsibilities include accountability for multiple revenue centers including 5
00 condos and a membership base of 786. The Hotel is a 49 room luxury boutique w
ith a Patrick McEnroe Tennis facility, 8000 square foot Spa Terre and 85 slip Ma
rina. Focus over the last year has been on repositioning the resort to drive AD
R and occupancy, creating a Team Driven culture, Project Development, Training a
nd increased customer focus. Over the last 14 months a heavy emphasis has been
put on guest satisfaction results with an overall satisfaction rating of 93% up
14.2%, this has been achieved by aggressive service training programs Hotel wide
. Rate is up $107.40 YOY achieving the highest YOY increase in the company, Occ
upancy up 12% and Rev Par up 40.4% YOY achieving number one in our comp set. Ac
hieved #2 top performing hotels in the United States by Lodging Hospitality Maga
zine for 2007, as well as voted top 500 world's best hotels by Travel and Leisur
e magazine for 2007.
Tiburon Hospitality Management
The Carefree Resort & Villas (www.carefree-resort.com)
General Manager (July2005 - February 2006) property sold
Responsible for the physical and financial operation of this 50 acre 450 room pr
operty nestled in the foothills of Carefree Arizona. Initiated and implemented
a training culture to drive customer focus and staff awareness. Other responsib
ilities included the completion of 45 four plex Villa units/324 rooms, on pace f
or January 06. Driving 2005 financial performance compared to 2004 equated to a
16% year over year increase, 101% house profit and a 73% flow through.

Daufuskie Island Resort and Breathe Spa (www.daufuskieresort.com)

General Manager (March 2004 -July2005)
Responsibilities included accountability for multiple revenue centers at the res
ort as well as the day to day operations, reporting to the Managing Director. Fo
cus over the last year has been on Division development, creating a Team Driven
culture, Project Development, Training and increased customer focus. Over the l
ast year a heavy emphasis has been put on our guest satisfaction results with an
overall satisfaction rating of 89% up 4.2%, this has been achieved by aggressiv
e service training programs resort wide. Additional Responsibilities include ass
isting with the cottage renovation program as well as the pre-planning phase of
the Melrose Inn renovation commencing in May 2005.

Daufuskie Island Resort and Breathe Spa

Director of Resort Operations (February 2003 - March 2004)
This newly renovated 1300 acre resort just off the coast of Hilton Head Island w
hich can be reached only by private passenger yacht (www.daufuskieresort.com).
My responsibilities were focused on establishing all aspects of the resort opera
tions: 52 Inn Rooms-138 spacious Ocean Front Cottages, 4 Food and Beverage outl
ets, equestrian center, Breathe Spa wellness center, Land Transportation, Marine
Transportation, and Front Office Operations/house keeping, as well as overseein
g the operational aspect of our Property Management Company.
Shangri-La Corporation Hong Kong
Shangri-La's Golden Sands Resort, Batu Feringgi Beach, Penang, Malaysia (www.sha
ngri-la.com)
Hotel Manager / (August 16th, 2000 -November, 2002)
Recently receiving best 4-star resort in Malaysia; the hotel features 395 guest
rooms and suites, accountable for all facets of the resort operations, reporting
to the regional GM as well as the quarterly financial presentation to the owner
s. Responsibilities included the over seeing of the RM$ 22 million dollar room's
renovation program which was completed RM$ 3 million under budget with all room
s back in inventory prior to the projected completion date. Finished year RM $5
million GOP while renovation was in progress, an anticipated 24%, lower than bud
get due to the dilution in occupancies during the first 6 months of renovation.
This was also subsequent to Sept. 11th in a global problematic climate, which wa
s in stagnation and recession. For 2002, we are on target to grow revenues by 3
1% and GOP by 117%. By second quarter 2002 GOP was above budget by 38.7% and la
st year by 118 % (renovation year). During the last two years, managed to repai
r labor cost an average of 12% per month, despite having to absorb a monthly ave
rage of RM $108K in allocated labor cost for our sister property Shangri-La Rasa
Sayang Resort.

Half Moon Golf, Tennis and Beach Club, Montego Bay, Jamaica
Resident Manager (1999 - 2000)
Premier Caribbean Resort situated on 400 acres with 420 guest rooms, six gourmet
restaurants, World Class Spa, 72-Par Robert Trent Jones Golf Course, 51 swimmin
g pools, Conference Center, Equestrian Center, Dolphin Lagoon, Shopping Village,
Children's center, Tennis Center, Private Hospital and complete fitness facilit
ies. www.halfmoon.com
Pacific Islands Club Resort, Saipan, Southeast Asia
Director of Food & Beverage (1998 - 1999)
A 4-diamond resort 350 room resort, accountable for 4 restaurants, an off premis
e Japanese restaurant with $9 million in total annual food and beverage revenue.
Staff of 155 food and beverage employees including room service, banquet, cater
ing, culinary, and stewarding.

Princess Hotel Group

Princess Hotel, Hamilton, Bermuda
Director of Food & Beverage / Executive Assistant Manager (1995 - 1998)
A premier 4-diamond 418 room resort accountable for 4 restaurants, 4 beverage ou
tlets, $11 million in annual food and beverage revenue. Responsible for a staff
of 160 food and beverage employees including room service, banquets, catering, c
ulinary, nightclub, Show Theater and mini bar.
Hyatt Regency Hotels
Hyatt Regency Maui, Lahaina, Hawaii (1989 - 1994)
Various F&B management positions ending as acting F&B Director