Michael Callahan

Having worked in hospitality for over 25 years, including 20 in leadership and management roles, I've focused my career on ‘others’ as that is the true spirit of hospitality.

General Manager October 2022 – Present

Magna Hospitality; The Hayes Street Hotel

• Developed training and onboarding guidelines in order to improve KPI measurements and improve retention
• Exceeding 2023 GOP by 3.9 points YTD. 
• Implemented pre-shift audits resulting in an increased GSS of 7.3 points vs STLY, leading the portfolio
• Oversaw $230K in Capital Expense repairs in 2023
• Created a annual training schedule to ensure all requirements are up to date and tracked accordingly
• Brought Rooms CPOR in line by training department heads in expense management
• Reduced Comp F&B CPOR to 20% below budget by establishing a more cost-effective offering
• Increased incremental revenue through better pricing and an improved revenue split with 3rd party services
• Currently revitalizing F&B offerings by introducing food offerings as well as live entertainment

Aimbridge Hospitality; Element Nashville Vanderbilt West End

• Increased GOP by 10 points within 2 months and 20 points within 4 months through proper expense management
• Exceeded STR expectations by 5 points in RPI in 2021 and on pace by 7 points in 2022
• Developed training for the rooms division to establish consistency in quality
• Identified underperforming corporate rates to increase the average daily rate by $15 from April to August
• Retrained a struggling front desk staff on hospitality basics, problem solving, and rooms coordination
• Reopened the brand’s breakfast concept from scratch
• Increased service standards with top accounts including a $1.2 million healthcare account
• Managed a newly opened property during a pandemic while maintaining profitability and guest satisfaction

Sun Development, Cambria West Orange

• Responsible for all aspects of opening a hotel including continuous reporting of project updates, purchasing of all supplies, implementing brand standards, hiring of staff, training, and the opening sales effort
• Established a program for effective training to ensure service standards and competencies were met
• Oversaw a 127 room upscale hotel will a full-service restaurant/bar and 2000 sq ft of meeting space
• Prepared the operating budget and marketing plans for 2019 and 2020
• Returned an average GOP of 47% to ownership in 2019; first year of operation
• Achieved a 98% score during 2019 QA and repeated at 98% for 2020 for all aspects of the property
• Oversaw all property level tasks for human resources, accounting, and payroll.
• Managed the asset during the COVID-19 pandemic from a majority furloughed staff with 12% occupancy to 70% with most staffing returned, returning an average of 42% GOP to ownership
• Developed leaders in all operating departments, most of whom were first time department heads
• Maintained an overall guest satisfaction score within the top 5 percentile of the brand

Marshall Hotels, DoubleTree by Hilton Somerset

• Oversaw Front Office, Housekeeping, and Laundry; total staff of 57 
• Increased property's ranking by 95 places within the DoubleTree portfolio
• Assisted in the 2018 budget process for labor and expenses of the rooms division
• Achieved a 99% score during October 2017 quality assurance for brand standards and 100% for cleanliness
• Increased experience scores by 10 points in the fourth quarter versus previous three quarters. 
• Implemented a 'Model Room' program to increase the consistency of guest room set up and cleanliness

Montclair State University