Juan Manuel Martinez Montes

• Report potential safety issues, operational procedures or staff behaviors to protect guests and staff while minimizing legal liability.
• Resolved complaints and make proper follow up with guests and involved departments.
• Served as floating manager-on-duty, MOD, to cover all guest inquires.
• Provided support to the Front Office Manager during peak times or staff absences, ensuring consistent management presence at all times.
• Reduced wait times during busy hours by implementing effective strategies for managing guest flow throughout the lobby area.
• Coached employees through day-to-day work and complex problems.
• Reconciled end-of-day reports to determine accurate billing and payment processing.
• Completed bi-weekly payroll for 20+ employees.
• Developed procedures to establish accurate and organized check-in and check-out processes.
• Balanced daily cash transactions, accurately maintaining financial records for the front office department.
• Collaborated with housekeeping and maintenance departments to ensure room availability and quality standards.
• Managed room inventory to optimize revenue opportunities during high-demand periods.
• Implemented new procedures for handling guest complaints, resulting in increased customer satisfaction ratings.
• Enhanced guest satisfaction by efficiently managing front office tasks and addressing customer concerns promptly.
• Oversaw group reservations, working closely with reservations and sales teams to accommodate special requests as needed.
• Drafted employee work schedules to ensure proper coverage.
• Administrate front office budget, maintain records and track expenses to achieve financial targets.
• Perform staff meetings to maintain open communication and quickly address concerns.

Joined as part of the pre-opening team for this luxury property in which I was directly involved of creating the guest experience journey as well as managing the following areas.

Front Desk, PBX, Bell Man, Guest Services, Concierge, Transportation, Night Supervisor.

• Assigned work tasks and activities, prepared schedules and managed staffing.
• Interviewed, hired and trained new employees.
• Improved customer service by setting expectations and coaching employees on proper service etiquette.
• Developed goals and plans to prioritize, organize and accomplish daily service tasks.
• Oversaw employee recruiting, hiring, performance management and discipline.
• Provided leadership, insight and mentoring to newly hired employees to supply knowledge.
• Built strong, respectful employee relationships to drive employee satisfaction in high turnover industry.
• Systems implementations: OPERA, OTA's extranets, Pre-Installation Guide, booking channels.

This property in particular has helped me to improve and to take to the next level my hospitality skills due to the fact that is a luxury hotel, an emblematic and historical brand with a unique location and awarded with Forbes and AAA 5 diamonds distinction. The Front Office duties and activities that I perform in this property are managing the front desk department, bell man department, rooms controller, night supervisor and co-managing the butlers, concierge and being the MOD in the absence of the director of operations. In this position I have learned how to achieve metrics focused to guest satisfaction and loyalty. Another very crucial responsibility that I love doing is to audit, monitor and implement standards from AAA, Forbes and from Marriott since I have to ensure that guest satisfaction is exceeded during the pre-arrival, arrival and departure process. I have also learned how to do financial budgets related to the rooms department.

Royal Service is the adults only all inclusive luxury area within the hotel complex. Royal Service has a total of 94 rooms, including suites and front ocean view rooms, a restaurant, a bar and offers personalized butler service and a unique check in experience. My main role as the Royal Service Manager was to be responsible for the entire operation of the area, managing and supervising: Front Desk, Concierge, Butlers, Housekeeping, F&B, Reservations, including all communications with the rest of the departments. My number one goal was to exceed guest satisfaction in its sequences which are pre-arrival, stay and departure. I reported directly to the Director Of Operations regarding financial aspects, guests expectations and needs, metrics, employees performances, guest complains and follow ups.

The night manager position has been one of the most exciting and amazing opportunities in my career. This position provided me with unique leadership skills and a unique service culture. As a night manager I oversaw the entire operation of the property and I had to supervise and manage the departments such as: Front Desk, PBX, Guest Services, Maintenance, Public Areas, Housekeeping, Room Service, Valet, Bellman, Security including support to the Residential Area Team. My main role was to provide leadership support to all the mentioned areas and being the representation of the GM and the Hotel Manager in case of any important decision that requires to be taken. All financial reports and audits were part of my duties and if any discrepancies were found I had to solve them and inform the involved areas.

Being the Front desk Manager was an incredible experience since I was part of The Ritz – Carlton company and its unique and amazing service culture. This hotel helped me to polish all my knowledge when it comes to the guest experience pre arrival, arrival, departure and service culture. I acquired great and new skills based on The Forbes and the AAA standards which combined with the Brand Culture resulted in a great leadership role which helped me to lead by example and to elevate and exceed the guest experience. During this experience and based on my previous position I also worked as Front Office Manager in the absence of the FOM as well as MOD supervising and managing the entire operation of the Front Office area which includes: Reservations, Front desk, PBX, Valet, Guest Services, Club Concierge, Bellman, Rooms controller. During this time I learnt how to manage financial and revenue metrics which helps to achieve the property budget goals.

I had the opportunity to work at the beginning as the rooms controller in which I had to manage the hotel inventory and work closely with sales, revenue, reservations and housekeeping in order to meet all guests needs and requirements. It was a challenging position since the property was sold out 4 to 5 days a week but I was very successful at this role and after 4 months I was promoted as Front Office Manager in which I had to supervise the Front Desk, Valet, PBX, Reservations, Bellman and Rooms Controller. This position was a very unique opportunity since the hotel has 800 rooms and it’s located in the heart of Times Square New York, which is one of the busiest locations in the world, with this said the guest’s needs are very unique and I learn how to manage a department in a different pace but keeping the same goal which is to provide a great service experience based on the highest standards. I managed to do an exceptional job in this role, so I was offered to cover the Night Manager position in which I was in charge of the entire property and my main duty was to act as the GM as well as to do all financial and revenue reports.

This property and this department helped me to build a strong knowledge and an overall understanding of the daily hotel operations and its importance and impact that has in every aspect. I started as Housekeeping Coordinator which I oversaw the opening and the closing of the department by assisting supervisors, managers and the Director in the daily operations. I was extremely passionate and after 2 years I was promoted as Supervisor, in this new role I had to supervise housekeepers and public area attendants as well as inspect rooms to make sure all standards are meet. In the absence of the Director and the Assistant Director I was promoted to cover this position and my main role was to manage the entire operation of the department regarding guest opportunities, staff disciplinary actions, inventory, budget goals, scheduling, payroll, daily briefing, coaching and counseling, training.