Joseph Legace

Hotel & Estate Manager at the Riverbend Inn & Vineyard. Senior Leader focused on Sales, Marketing, Human Resources and Operations related to Hotel Management. Visit Us or Dine at The Oaklands Restaurant. Riverbendinn.ca

Reported to: Chief Operating Officer Duties: - Overall responsibility for managing the operations functions while maximizing profitability for this 234 room hotel, featuring 15,000 sqft of event space and two F&B outlets. Included the development, management and achievement of the hotel’s annual Operating and Capital Budget. Grew EBITDA by $1M and increased RevPerAvailRoom by 13.31% YOY - Achieved Labour Metrics in all departments at, or better than, budget. - Actively supported Sales and Marketing by developing and implementing sales strategies for the property, participated in site inspections, sales calls and familiarization tours. Attended sales meetings to assist managers with overcoming any objections/challenges to secure future business. - Ensured superior service and quality product delivery in all areas of the hotel by supporting all departments in both front and heart of house; created a positive culture, lead by example. - Represented Canadian Niagara Hotels in the Japanese and Korean tour markets with travel to these markets for the last seven years to maintain and secure new business by developing strong relationships with key stakeholders. - Consistently managed construction projects on time and within allotted budget, successfully opened hotel's new Prime Steakhouse; listed as the number one restaurant on Trip Advisor in Niagara Falls since 2019. - Elevated guest satisfaction with year over year increases. Maintained the service and quality by managing guest and employee feedback and developing a process improvement plan to address and resolve guest and quality deficiencies. - Responsible for recruiting senior leadership , succession planning and performance management including coaching, guidance, training and mentoring. Ensured that the training and development for all team members was current, ongoing and relevant to the goals of the individual and the organization, and in keeping with the InterContinental Hotel Group standards.

Reported to: Regional Director Duties: - Responsible for the day-to-day management and performance of Amica’s largest community with 145 guest suites and 150 suite condominium. Developed and executed short and long-term operational plans with full P&L responsibility of a $10.5 million budget. - Strategized with Sales and Marketing team to implement profitability action plans. - Managed, trained, motivated and supported a full-service team of 35. Ensured compliance of Amica’s policies and procedures.

Reported to: Hotel Owner Duties: - Focused on revenue growth and successfully increased overall revenue 6% year over year. - Increased guest satisfaction, GSI score from 6.85 to 8.10 out of 10, YOY. - Developed, managed and executed capital plan and oversaw $2 million conversion/renovation.

Reported to: General Manager Duties: - Responsible for the day-to-day operation of this 670-room property with 50,000 SqFt of meeting space. Direct reports included Rooms Division, Food and Beverage, Engineering, Parking & Security. - Assisted in training and development to ensure compliance with Sheraton Standards.

Reported to: General Manager Duties: - Daily management of a 400-room urban property with 20,000 square feet of meeting space and three Food & Beverage outlets. - Oversaw the development of the annual business plan designed to maximize profits within the departments. - Reviewed and ensured that the monthly financial reports and forecasts were prepared accurately and appropriately documented where variances existed.

Reported to: VP, Development Duties: Opening Hotel Team leader, opening 16 properties -Developed & strengthened relationships between Corporate Office and franchise General Managers. • Conducted annual brand audits of franchise properties, created & implemented physical inspection report to ensure compliance of Corporate Standards. • Developed a Corporate Transition Plan used during hotel openings. • Assisted V.P. of Development with new property prospects by creating P&L statements for each project, allowing for quick analysis of feasibility.