Full Service General Manager experienced in Hilton and Marriott brands. Markets include Airport, Urban and Resort destination. Boutique and Big Box experience with unique F&B and high-volume B&C.

Next Available Date for Assignment

06​/​29​/​26

Skills

Balance of operations and sales.

Areas of Expertise

Team building, Turnaround, Margin Improvement, Driving GSS, Enhancing F&B, Topline revenue generation.

Accomplishments

GM of the year Stepstone Hospitality 2024. Highest AOS Sheraton DFW Airport 2015. Improved financial performance of Hilton Cincinnati Netherland Plaza 2018​/​2019 to enable bridge loan and refinance. Outlet re-concepts, numerous renovations, led 3 hotels out of Marriott GSS Red Zone during first full wave after hire date. Significant margin improvement through implementation of operational efficiencies and top line growth.

Brand Experience

Hilton, Marriott (Sheraton, Marriott, Le Meridien), Kimpton, Preferred Hotels

Software Experience

Profit Sword, Hotel Effectiveness, GXP, Hot Sauce

Employment History

GM - Marriott Hutchinson Island Resort & Beach Villas, Golf & Marina March 2025 - April 2026 GM - Stepstone Hospitality March 2013 - March 2025 (Approximately 3 years at each of the following properties Sheraton DFW Airport, Hilton Cincinnati Netherland Plaza, Sheraton & LeMeridien Charlotte Uptown) GM - TPG Hospitality Sheraton Suites Market Center 2012-2013 (also 2007-2009) GM - NYLO Hotels 2009-2012

Education

Northwood University - AA Hotel ​/​ Restaurant Management Schloss Hotel Monrepos - 1 year F&B internship Ludwigsburg, Germany

Training & Certificates

Numerous sales, revenue management, operations training

Service Area

Strong guest service culture building experience

Closest Airport - (Enter 3 Letter Airport Code)

TPA

Recommendations

Re: Jason Tyson, General Manager To whom it may concern: As asset manager of the Cincinnati Hilton Netherland Plaza, I worked with Greg Power (owner) to select Jason Tyson as General Manager at the property. It was one of the best decisions we reached and was critical to the success achieved at the hotel from 2017. Jason stepped into a hotel that had been self-managed by successive ownership groups, groups who were not primarily engaged in hotel ownership or management. The hotel had been left to a tenured General Manager who had not continued to develop and adapt to best practices and standards. The staff was unaccustomed to high expectations and accountability. The Netherland Plaza had a paternalistic, warm culture but was not a very efficiently staffed hotel. The first general manager selected when the hotel moved to a third-party management company was selected for several good reasons but was ineffective and separated from the property after seven months. Jason, who had been a finalist before, was asked to reconsider and he accepted the assignment. The historic nature of the property was attractive to Jason. He took the challenge to coach and move the staff to a level of performance and accountability that had not been present. Jason achieved in this area while balancing the past culture with its entrenched, tenured staff and a degree of resistance from ownership that was close with many senior members of the staff. The proof of his success was in the Employee Survey. From the close of 2017 to 2019, there was an imperative to replace the financing of the property. To achieve ownership goals, the NOI at the hotel had to improve and be reliably much higher than past practice supported. Cutting costs would not be enough, Jason engaged creatively to grow revenue with his own ideas by energizing the lounge and reimagining the sundry shop marketing and product, he identified and groomed staff to grow catering and convention services revenue, and he continued to redefine work responsibilities to bring productivity levels more in line with benchmarks of leadership. When given a target NOI, Jason accepted it and found a path to achieve. The hotel was successfully refinanced in September 2018 and again in October 2019. Presented with a challenge, Jason has accepted and found a way to achieve. His success at the Hilton Cincinnati Netherland Plaza reflected well on me and is a resource that I look forward to engaging with as an advisor and leader. Sincerely, Thomas Evans Flat Iron Advisors