General Manager at Century 21 Alliance Realty Group (2020-01 – Present)
Seven-office, two-state brokerage operation; 250+ commissioned professionals.
- Responsible for seven offices in two states and 250+ people, with six managers and seven administrators reporting in.
- Scrapped the one-manager-per-office model and put managers on a rotation instead, so people had more than one person to call and got matched to whichever manager was strongest at what they needed. Retention improved.
- Built the development program that involved a weekly cadence, moved it off Zoom and back into a room, and paired every session with a workshop where nobody leaves without implementing at least one thing. People were giving up on new tools when left alone with them.
- Added one-on-one coaching because everyone was at a different level. Some sales people went from around $1 million in annual production to $7 million or more.
- Set strategy across recruiting, development, and marketing for both markets.
Vice President at Mid-Hudson Civic Center (2018-01 – 2020-12)
Municipally owned arena and convention venue.
- Ran daily operations across seven departments: facility operations, food and beverage, event staffing, human resources, I.T., sponsorship sales, and marketing. 10 to 12 full-time staff plus 50+ event staff.
- Found where the building was losing time and money and put new systems and processes in to fix it.
- Rebuilt the sales inventory from scratch and reset the sales strategy against what the market would actually pay for.
- Built the outside relationships that brought in new revenue and sponsorship.
Executive Vice President & General Manager at Hudson Valley Renegades (2007-01 – 2018-12)
$4 to $5 million entertainment and event business operating a county-owned venue, 150+ event dates a year.
- Full P&L on a $4 to $5 million budget, reporting to ownership with complete autonomy over the business and the building. Built the operating budget every year for ownership approval.
- Revenue went from $3,070,667 to about $4,113,162 against expenses of $2,779,619 to about $3,574,938. The mix at the end was roughly $850K tickets, $825K corporate sponsorship, $2M event day, and $500K facility rental and non-event business.
- Built and developed a leadership team of 20 full-time staff and 200+ seasonal employees, focused on customer experience and revenue growth. Hired locally and at industry meetings, promoted out of an internship pipeline, and kept turnover low. Two of those interns went on to run other organizations as general manager.
- Ran 150+ event dates a year: 38 home dates plus playoffs and roughly 100 other events including concerts, graduations, camps, corporate outings, youth and college sports, and a full season hosting a professional football club. Also ran free community events, because a publicly owned building has to be seen as a community asset and not a line item.
- Per-customer food and beverage spend went from $7.16 to $10.54. Oversaw the food and beverage director through a staffing and process overhaul that surfaced theft, moved the operation from cash to card, added points of sale and locations, changed and varied the menu, tested in-seat service, and renegotiated every vendor agreement each year.
- Handled capital projects on the county-owned building every year, including a $2 million renovation, coordinating scope across ownership, the county, and the league. Pushed through a $1 million field conversion after making the case that drainage was costing usable dates. Fewer cancellations, lower maintenance cost, more days the building could earn.
- Handled the marketing personally, including moving the budget off radio and television into internet and Facebook advertising at a point when almost nobody was doing it and plenty of people thought it was a mistake. Attendance records followed.
- Executed a full brand transformation including logos, uniforms, and visual identity. Negotiated every vendor and concessions agreement personally. Planned and ran the 2016 league All-Star Game at 2.5 times the historical revenue for that event. Promotions won an ESPN the Magazine Promotion of the Year award in 2008 and drew national coverage.
President at Pittsfield Suns (2015-01 – 2018-12)
Second operating company, run concurrently with the Renegades.
- Held the P&L on a roughly $500K budget with 30+ events a year and a general manager reporting in, run remotely while running the Renegades. Focus was food and beverage, facility operations, ticket sales, and corporate sponsorship.
Assistant General Manager at St. Paul Saints (2002-01 – 2007-12)
Nationally recognized entertainment business, roughly $5.28 million in revenue.
- Responsible for ticket sales and operations, corporate sponsorship sales, oversight of the food and beverage manager, vendor agreements, and event day staffing. Roughly $5,276,000 revenue against $4,605,000 expenses. Worked closely with the general manager to build the annual budget.
- Led 20 full-time and 150+ event day staff. Built a high-performing sales team that set the organization's ticket revenue record. The business set an attendance record at roughly 190,000.
- Developed and launched the first mobile event ticket in the United States, years before it became standard.
- Created promotional events that won an ESPN the Magazine Promotion of the Year award in 2007 and drew national coverage. Managed team travel logistics including motor coach coordination and cross-border movement into Canada.
Director of Ticket Sales & Operations / Account Executive / Strategic Advisor at Portland Beavers & Timbers / Tampa Bay Devil Rays / Consulting (2002-12)
- Ran a ticket sales department of 8 and a ticket operations department of 20 across two professional franchises in a venue that also hosted concerts, college football, and the WUSA All-Star Game. Set a single-season attendance record. Built a proprietary group sales engine on unique access codes and perceived-value packages.
- Ranked #1 in ticket sales revenue at the Devil Rays two consecutive years. Advised several other organizations and a league on ticket sales and sponsorship revenue across five markets.
