Functions as the primary strategic business leader of the property with responsibility for all aspects of the operation, including guest and employee satisfaction, human resources, financial performance, ancillarysalesand revenue generation. Ensures implementation of the Marriott Vacation Club brand service strategy and brand initiatives with theobjectiveof meeting or exceeding guest expectations and increased profitability. Holds property leadership team accountable for strategyexecution andguides their individual professional development. Ensures theobjectivesand goals of Marriott Vacation Club, Condominium Owner Boards (COB) and work together to achieve brand positioning and success. Builds owner loyalty through proactive communication, setting and managing expectations and delivering solid business results.RepresentsMarriott Vacation Club brand values in all leadership actions.

JOB SPECIFIC TASKS

Leading Property Strategy, Operations, and Management of Department Budgets

• Develop a property strategy that is aligned with the brand-s business strategies.

• Stay highly visible andinterfaceswith owners and guests on a regular basis to obtain feedback on quality of product, servicelevelsand overall satisfaction.

• Analyze business results andworkswithexecutivecommittee to develop an effective strategy to address needs.

• Make key decisions andoverseesexecution, remove obstacles to success andensuresadequate resources are available to achieve business results.

• Review financial reports and statements todeterminehow businessunit isperforming against budget.

• Work withexecutivecommittee todetermineareas of concern and develop strategies to improve theproperty-sfinancial performance.

• Ensure capital expenditure funds are being used to address the priorities outlined in the brand business strategy.

• Ensure service programs are in place and executed against.

• Providetimely, real-time feedback to management and hourly associates on service and operational standards, including feedback on even the smallest of service and operational details.

• Create and support clear lines of responsibility for management team, including coverage and oversight throughout the day

• Review and follow-up on property GSS scores and comments

• Walk the property to ensure public spaces, grounds, work, public, and kitchen areas meet sanitation and cleanliness/maintenance standards.  

Managing Owner Relationships

• Oversee Condominium Owner-s Associate (COA) managementin accordance withlegal requirements of the State Statue.

• Develop a mutually beneficial relationship with the board of directors.

• Organize,documentand oversee COA meetingsin accordance withAssociation Governance requirements of the State.

• Work with COA toestablishbudget and Reserve funding for capital expenditures.

• Influence COA tomaintainand accept Brand Standard changes.

• Remaincurrent ofgovernment regulations and legislationin order tomanage the associate relations program to ensure/enforce consistent and fair application and complianceofMarriott, State, and Federal regulations.

• Maintain legally required Condominium Management license within the State of property.

Supporting Brand, Ancillary Sales, and Sales and Marketing Strategy

• Champion change,ensures brand and regional business initiatives are implemented and communicates follow-up actions toteamas necessary.

• Partner withSalesand Marketing team to support Sales and Marketing initiatives.

• Support the ancillary sales strategy and encourage leadership team to develop effective revenue management strategies and set aggressive goals that will help drive theproperty-sfinancial performance.

• Stay perceptive of market conditions and communicate changes and potential revenue opportunities to leadership team.

• Develop innovative means for capturing new streams of revenue through property amenities.

 Managing Profitability

• Strive tomaintainprofit margins without compromising owner/guest or associate satisfaction.

• Identifyopportunities to increase profits and create value by challenging existing processes, encouraginginnovationand driving necessary change.

• Measure, analyze, and communicate property performance using a variety of financial/non financialdata including controllable costs, sales revenue, guest satisfaction, and associate engagement data

• Update and communicate profit forecasts to associates/managers

• Review property performance on period basis with Regional Leadership

 Maintaining Revenue Management goals

• Maintain close relationship with the Innovation, Planning, and Supply Maximization (iPSM) discipline to collectively managethe inventorymaximization during normal operations and during peak periods of construction and renovations.

• Generate property revenue, aside from room usage, via ancillary channels and other creative means.

Managing and Conducting Human Resource activities

• Hire executive committee team members whodemonstratestrong functionalexpertise,creativityand entrepreneurial leadership to meet the business needs of the operation.

• Set goals and expectations for direct reports using the performance review process and hold staff accountable for successful performance.

• Establish a presence with associates on property and activelysolicitsassociate feedback.

• Utilize an -open door- policy and reviews associate satisfaction results toidentifyand address associate problems or concerns.

• Ensure associates are treated fairly and equitably.

• Lead associates through property changes and help them transition into new property roles.

• Conduct day to day Human Resource transactions to supportneedsof the property (e.g., compensation actions,initiationand approval of hiring requisitions, movement of subordinates through phases of performance management cycle).

• Facilitate cross training to support associate professional growth and operational excellence.

• Ensure ongoing development of managers (e.g., one on one coaching, providing stretch assignments, etc.).

• Monitor local hiring and compensation trends for like positions; ensure that the organization understands any change in fundamentals.

• Conduct performance review process for associates (including LPP, career plan form, development plans, associate information form, mid-year check-ins, 90-day check-ins for new associates, etc.).

• Support recruitment efforts from various sourcing channels (e.g., local job fairs, Internet, referrals) to target associates with skill sets (e.g., food and beverage,roomsoperations) compatible for operational needs.

CANDIDATE PROFILE

Education and Experience

Required Minimum:

• 2-year degree from an accredited university in Business Administration, Hotel and Restaurant Management, or related major; 8years experiencein the management operations, sales and marketing, finance and accounting, or related professional area.

OR

• 4-year bachelor-s degree in Business Administration, Hotel and Restaurant Management, or related major; 6years experiencein the management operations, sales and marketing, finance and accounting, or related professional area.

 Preferred:

• General Manager experience in limited orfull serviceproperty or timeshare resort.

• Ability and willingness to work flexible hours including weekends,holidaysand late nights.

• Property industry work experience,demonstratingprogressive career growth and a pattern of exceptional performance.

Management Competencies

Leadership

• Professional Demeanor- Conveying an image that is consistent with the Marriott-svalues;demonstratingthe qualities, traits, and demeanor (excluding intelligence, competence, or special talents) that command leadership respect; leads with high integrity.

• Problem Solving and Decision Making- Identifyingand understanding issues, problems, and opportunities; obtaining and comparing information fromdifferent sourcesto draw conclusions, develop and evaluate alternatives and solutions, solve problems, and choose a course of action.

• Communication- Conveying information and ideas to others in a convincing and engaging manner through a variety of methods. Strong public presentation skills.

• Creativity and Innovation Forward thinking with the ability tocome up withunusual or clever ideas about products,servicesor work situations; challenges the status quo, developing and trying different and novel ways to deal with work problems and opportunities.

• Adaptability- Maintainingperformancelevelunder pressure or when experiencing changes or challenges in the workplace.

Managing Execution

• Planning and Organizing- Gathering information and resources requiredto set a plan of action forself and/orothers; prioritizing and arranging work requirements toaccomplishgoals and ensure work is completed.

• Driving for Results- Setting high standardsof performance forself and/orothers; assuming responsibility for workobjectives;initiating, focusing, andmonitoringthe efforts ofself and/orothers toward the accomplishment goals; proactivelytaking actionand going beyond what isrequired

• Building and Contributing to Teams- Leading and participatingas a member of a team to move toward the completion of common goals while fostering cohesion and collaboration among team members.

Building Relationships

• Coworker Relationships- Interacting with others in a way that builds openness, trust, and confidence in the pursuit of organizational goals and lasting relationships.

• Customer Relationships- Developing and sustaining relationships based on an understanding of customer needs and actions consistent with Marriott-s Spirit to Serve.

• Locally Engaged- Personally connected with local community, venues, special events, history, and culture; able to build networks with local public officials, corporate executives, and companies or organizations and leverage those connections to further business interests; effectively represents the property and Marriott brand to media and in public forums.

• Fostering Inclusion- Supporting employees with diverse styles, abilities, motivations, and/or cultural perspectives; leveragingpersonal differences to achieveobjectives; and promoting a work environment where all employees are given the opportunity to contribute to their full potential.

Generating Talent and Organizational Capability

• Talent Management- Providing guidance and feedback to help individuals develop and strengthen skills and abilities needed to accomplishworkobjectives

• Organizational Capability- Evaluating and adapting the structure of organizational units, jobs, and work processes to best fit the needs and/or support the goals of an organizational unit.

Learning and Applying Personal Expertise

• Applied Learning- Seeking and making the most of learningopportunities to improve performance ofself and/orothers.

• Technical Acumen- Understanding and utilizingprofessional skills and knowledge in a specific functional area to conduct and manage everyday business operations and generate innovative solutions to approach function-specific work challenges

• Brand Engagement Knowledge of Marriott Vacation Club brand strategies, business plans, brand positioning, owner/customer psychographics; shares value system and can personally relate with target guest profile.

• General Property Operations- Knowledge of the operating principles and practices of all brand/property-specific functions to support successful operations of the overall property (e.g., Engineering/Maintenance, Event Management, Finance and Accounting, Human Resources, Legal/Contracting, Food and Beverage, Guest Services/Front Desk, Sales - Marketing, Security/Loss Prevention, Retail/Gift Shops, Spa, and Recreation/Health Club).

• Business Acumen- Understanding and utilizingbusiness information (e.g., data used in the Marriott Balanced Scorecard related to Employee Engagement, Guest Satisfaction, and Property Financial Performance) to manage everyday operations and generate innovative solutions to approach business and administrative challenges

• Applied Business Knowledge- Evaluates market conditions, organizational objectives, and important aspects of the business to accurately diagnose market opportunities and threats;anticipatesopportunities and threats,identifyissues, and develop strategies and plans. Aligning individual and team actions with strategies and plans to drive business results.

• Management of Capital Resources- Determinestheappropriate allocationof money used toaccomplishworkgoals, andsubmits expenses according to guidelines; appropriatelyutilizesand maintains equipment, facilities, and materials needed to perform work activities.

• Administration and Management- Understands and applies the business and management information involved in strategic planning, resource allocation, human resources modeling, leadership techniques, production methods, and coordination of people and resources.

• Sales and Marketing Knowledge of principles and methods for showing, promoting, and selling products or services.This includes marketing strategy and tactics, product demonstration, sales techniques, and sales control systems.

• Revenue Management Knowledge of total property revenue management concepts,processesand strategies (including sales cycles and trends, account management, pricing, and inventory management).

#LI-SW1