Full-service hotel General Manager with 40 years across Marriott, Hilton, and Hyatt brands. Career total of 21 hotels managed across 11 states in permanent or task force GM roles, plus a VP of Operations tenure with P&L accountability for 11 hotels across 8 states. Proven ability to walk into a property in transition — ownership change, brand conversion, union disruption, GM vacancy — and stabilize revenue, guest satisfaction, and team performance within the first 90–120 days. Multi-brand fluent (BSA​/​QA standards across all three majors), union-hotel experienced (five CBAs at one property alone), and comfortable operating with ultimate accountability at the single-asset or multi-property portfolio level.

Next Available Date for Assignment

I am available on two weeks' notice to anywhere in the US.

Skills

I specialize in stepping into properties in transition — ownership changes, brand conversions, or GM vacancies — and stabilizing revenue, guest satisfaction, and team performance within the first 90 to 120 days.

Areas of Expertise

Interim​/​Task Force GM Leadership · Rapid Property Assessment & Stabilization · Multi-Brand Standards (Marriott​/​Hilton​/​Hyatt) · GM Transition & Crossover Management · Union Hotel Operations & CBA Negotiation · Revenue & Market Share Strategy · Monthly P&L ​/​ Financial Reporting · PIP Negotiation & Renovation Management · Owner Relations · Labor & Expense Management

Accomplishments

Financial & Revenue Performance Drove RevPAR growth and a 28% NOI CAGR over three years while overseeing an 8–11 hotel portfolio (up to 2,000 rooms) as VP of Operations at Spire Hospitality Achieved 23.8% RPI growth (2010) and 17.8% RPI growth (2011) at Renaissance Chicago North Shore, with 75% flow-through to NOI Delivered 13.5% RevPAR growth and $380K GOP improvement at DoubleTree by Hilton Oak Brook while re-engaging a disconnected union workforce Achieved 11% RevPAR growth at Hyatt Regency Schaumburg through transient account penetration and pricing strategy Returned Embassy Suites Chicago Downtown to pre-recession profit levels in 18 months Drove record revenue, occupancy, ADR, and profit for three consecutive years post-pandemic at Le Meridien Chicago – Oakbrook Center Revenue Growth Through New Business Acquired and built out an in-house catering operation at Embassy Suites Chicago Downtown, adding $1M+ in revenue in year one Repositioned and fully leased retail space at Embassy Suites Chicago Downtown, renegotiating stronger terms and higher rents Negotiated a lucrative international airline crew contract at Embassy Suites Chicago Downtown during acquisition Guest Satisfaction & Quality Moved Le Meridien Chicago's guest satisfaction ranking from bottom-third of brand to top 5 Improved BSA​/​QA results across consecutive audits at Le Meridien Chicago Delivered GSS score improvements at two Turner Hotel Consulting client properties — one reaching its highest score in over a year, another improving 4.5 points year-over-year Transformation & Turnaround Leadership Led full brand conversion, renovation, and F&B repositioning at Renaissance Chicago North Shore, returning it to Marriott Clear Zone status Stabilized and re-engaged a disconnected union workforce at DoubleTree by Hilton Oak Brook Oversaw ten full invasive renovations across the Spire Hospitality portfolio, including PIP negotiations and capital planning Led four consecutive hotel acquisitions at Interstate Hotels Corporation, managing renovation, union contract negotiation, and lease negotiations at each Union & Labor Relations Managed five collective bargaining agreements at Hilton Arlington Park Rebuilt engagement and productivity with a disengaged union workforce at DoubleTree by Hilton Oak Brook Scale of Leadership Managed 21 hotels across 11 states in permanent or task force GM roles over a 40-year career Held P&L accountability for 11 hotels across 8 states as VP of Operations Led properties up to 600 rooms and 50,000 SF of event space Efficiency & Systems Implemented Hotel Effectiveness labor productivity standards and the Kipsu guest engagement platform across a 20-hotel portfolio Leveraged Avendra and a master distributor to execute a blind product cutting across the 8-hotel Embassy Suites portfolio, generating food cost savings and product consistency Governance & Advisory Audited corporate governance and hotel operations for a NYC boutique hotel group, resulting in officer reorganization

Brand Experience

Marriott Le Meridien Chicago – Oakbrook Center (172 rooms) — GM, 2019–2025 Renaissance Chicago North Shore (385 rooms) — GM, led full brand conversion and repositioning, returned hotel to Clear Zone on Marriott BSA Albany Airport Marriott (360 rooms) — GM, acquisition, renovation, expansion, bar re-concept Hilton Embassy Suites by Hilton Chicago – Downtown (363 rooms) — GM, two separate tenures (Interstate Hotels acquisition, then Sunstone Hotels & Resorts); catering buildout, retail lease turnaround, airline crew contract negotiation DoubleTree by Hilton Oak Brook (427 rooms) — GM, union workforce turnaround, RevPAR​/​GOP growth Hilton Hotel Arlington Park (420 rooms) — GM, acquisition, five union CBAs, airport shuttle and distressed airline business Embassy Suites by Hilton, 8-hotel portfolio — VP Operations oversight at Spire Hospitality Hyatt Hyatt Regency Lexington (366 rooms) - Task Force GM, highest GSS scores in over one year Hyatt Regency Schaumburg (468 rooms) — GM, transient account penetration strategy, 11% RevPAR growth Hyatt Regency Chicago (2,000 rooms) — Rooms Division leadership, early career Hyatt Des Moines Airport — Rooms Division leadership, early career Hyatt Hilton Head Island — Rooms Division leadership, early career Cross-Brand ​/​ Portfolio Level VP of Operations, Spire Hospitality — 8–11 hotel multi-branded portfolio (up to 2,000 rooms) spanning Embassy Suites (8), DoubleTree, Crowne Plaza, Staybridge Suites, Holiday Inn Turner Hotel Consulting — interim GM assignments leveraging Marriott, Hilton, and Hyatt standards interchangeably to improve Quality Audit scores across client properties Non-Marriott​/​Hilton​/​Hyatt Brands (Earlier Career) Radisson Hotel Lisle​/​Naperville (242 rooms) — GM, acquisition and renovation The Wynfrey Hotel Birmingham (320 rooms, Preferred Hotels, 4-diamond) — GM, acquisition Radisson Hotels — GM of a new-build all-suites addition; Resident Manager at two other properties

Software Experience

ProfitSword, PayCom, Paylocity, UKG, Birchstreet, iBuyEfficient, M3 Accounting, Hotel Effectiveness, LightSpeed PMS, FOSSE PMS, OnQ PMS

Employment History

DICK TURNER Full-Service Hotel General Manager — Permanent & Task Force ​/​ Interim Leadership Chicago, IL | (312) 656.8260 | dickturner484@gmail.com | linkedin.com​/​in​/​dick-turner-4555b97 Available for national deployment — two weeks' notice SUMMARY Full-service hotel General Manager with 40 years across Marriott, Hilton, and Hyatt brands. Career total of 21 hotels managed across 11 states in permanent or task force GM roles, plus a VP of Operations tenure with P&L accountability for 11 hotels across 8 states. Proven ability to walk into a property in transition — ownership change, brand conversion, union disruption, GM vacancy — and stabilize revenue, guest satisfaction, and team performance within the first 90–120 days. Multi-brand fluent (BSA​/​QA standards across all three majors), union-hotel experienced (five CBAs at one property alone), and comfortable operating with ultimate accountability at the single-asset or multi-property portfolio level. CORE EXPERTISE Interim​/​Task Force GM Leadership · Rapid Property Assessment & Stabilization · Multi-Brand Standards (Marriott​/​Hilton​/​Hyatt) · GM Transition & Crossover Management · Union Hotel Operations & CBA Negotiation · Revenue & Market Share Strategy · Monthly P&L ​/​ Financial Reporting · PIP Negotiation & Renovation Management · Owner Relations · Labor & Expense Management TASK FORCE ​/​ INTERIM LEADERSHIP ASSIGNMENTS Turner Hotel Consulting — Chicago, IL Jan 2026 – Present Independent interim GM and consulting practice. Available for national deployment on two weeks' notice. • Provided General Manager coverage at two hotels in transition while ownership recruited permanent leadership. • Delivered measurable GSS gains within the assignment window: one property hit its highest guest satisfaction score in over a year; another improved 4.5 points year-to-date over prior quarter and prior year. • Used cross-brand fluency (Marriott​/​Hilton​/​Hyatt) to identify and close Quality Audit gaps quickly at each property. • Built structured crossover documentation to accelerate onboarding of the incoming permanent GM. Auctus Hospitality Partners, LLC — Founder​/​Principal Oct 2013 – Jun 2015 Independent interim management, consulting, and asset management practice serving HEI Hotels, Wischermann Partners, SB Yen Management, and Spire Hospitality. • Deployed as interim GM into hotels up to 600 rooms and 50,000 SF of event space on client-driven timelines. • Closed the practice when a client (Spire Hospitality) converted the relationship into a permanent VP offer. HAI Advisors, LLC — Vice President, Asset Advisory Dec 2001 – Dec 2002 One-year engagement for an equity fund reviewing an underperforming multi-property portfolio ahead of exit. • Focused on an O'Hare-adjacent asset with 24​/​7 airport-driven demand (crew contracts, irregular-ops business, shuttle, Rosemont convention blocks). • Audited corporate governance and operations for a NYC boutique hotel group, resulting in officer reorganization. CAREER TOTALS (Permanent + Task Force GM Roles): 21 hotels · 11 states · Marriott, Hilton & Hyatt brands · union and non-union properties · up to 600 rooms and 50,000 SF of event space per asset PERMANENT GENERAL MANAGER ROLES Le Meridien Chicago – Oakbrook Center (172 rooms, 3.6k SF event space) Mar 2019 – Dec 2025 Wischermann Partners → Crescent Hotels & Resorts • Originally brought in to lead the property through an ownership sale; the assignment converted into a permanent role. • Drove record revenue, occupancy, ADR, and profit for three consecutive years post-pandemic. • Moved guest satisfaction from bottom-third of brand to top 5 through associate engagement. • Improved BSA​/​QA results across consecutive audits. Hyatt Regency Schaumburg (468 rooms, 30k SF) & DoubleTree by Hilton Oak Brook (427 rooms, 31k SF) Aug 2011 – Oct 2013 Pyramid Hotel Group • Hyatt Regency: 11% RevPAR growth via transient account penetration and pricing strategy. • DoubleTree: re-engaged a disconnected union workforce while driving 13.5% RevPAR growth and $380K GOP improvement. Renaissance Chicago North Shore (385 rooms, 22k SF event space) Jun 2010 – Aug 2011 Davidson Hotels & Resorts • Renegotiated a multi-layered corporate account and drove RPI growth of 23.8% (2010) and 17.8% (2011), 75% NOI flow-through. • Led full brand conversion, renovation, and F&B repositioning back to Marriott Clear Zone status. Embassy Suites by Hilton Chicago – Downtown (363 rooms, 7k SF event space) Jan 2003 – Jun 2010 Sunstone Hotels & Resorts • Returned the hotel to pre-recession profit levels in 18 months. • Acquired and built out an in-house catering operation, adding $1M+ revenue in year one. PORTFOLIO ​/​ MULTI-PROPERTY LEADERSHIP Vice President Operations — Spire Hospitality Jun 2015 – Dec 2018 Multi-brand portfolio of 8–11 hotels across 8 states (up to 2,000 rooms), ultimate P&L responsibility. • Double-digit RevPAR growth; 28% NOI CAGR over three years. • Oversaw ten full renovations, PIP negotiations, and capit

Service Area

Available to work anywhere in the US. Chicago-based.

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