the Holland Group, LLC

The Resort at Pedregal (Ramsfield Hospitality / CarVal Investors - owner)

Bob Holland served as co-leader for a multi-person task force charged with the (re-)acquisition and management takeover of the Resort at Pedregal, in Cabo San Lucas, MX. (previously Capella Pedregal); an ultra luxury, AAA Five Diamond Resort, with over $40 million in annual revenues.  The owner terminated the management company and brand in order to assume management themselves and re-position as an independent resort. 

Subsequently, he was named Interim GM, spearheading all takeover and transition activities.  In addition to significant human relations efforts to re-assure, re-energize, and retain the superb staff of 430, Holland's other responsibilities included: overseeing all operations aspects of the resort, concurrent with a $25 million post hurricane reconstruction; creating operating and capital expenditure budgets; re-focusing future sales efforts around property re-positioning and re-branding; involvement in booking more than $3.0 million in future bookings during his 4 month tenure; execution of marketing, social, and traditional media campaigns; implementing appropriate systems and procedures (operating and IT) with safeguards to allow for secured and continued operations; and re-open the Resort as quickly as possible (which successfully occurred on schedule).

Wyndham Grand Chicago Riverfront (Wyndham Hotels and Resorts / Hospitality Properties Trust - owner)

As General Manager of this city-center union property with 334 rooms and suites, 47 luxury urban timeshare units, and 16,000+ square feet of meeting space, Holland led the property team through a brand conversion from an independent to a Wyndham Grand Hotel, while concurrently overseeing a $23 million renovation and expansion project.  Along with the sales leadership, he successfully re-positioned and re-launched the Wyndham Grand Chicago Riverfront to effectively compete in the upscale and group markets.  
Several notable performance metrics achieved while Holland was at the helm include:

•  Generating a 40% increase in year over year group room nights on the books
•  Achieving a 47% year to date increase in RevPar with a corresponding RevPar INDEX gain of 68%
•  Actualizing a 90% GOP flow through on YOY revenue improvements.

 Other accomplishments included:

•  Implementing operating processes to incorporate the luxury timeshare component as an integral element of the hotel
•  Improving customer satisfaction and associate engagement by introducing an array of impactful programs

The Charles Hotel (Interstate Hotels Corporation / Carpenter and Company - owner)

Bob Holland was selected to lead the team of this 300 room luxury independent hotel, with approximately 10,000 square feet of meeting space, generating in excess of $20 million in annual revenues.  The Charles Hotel is well known for its extensive and creative food and beverage operation that included the world famous jazz club, Regattabar; along with Rarities (specialty dining), Henrietta's Table (an innovative farm to table restaurant), and a vibrant Lobby Bar - a frequent meeting place of literary, academic, legal, and corporate leaders.

Initially, he was brought in to eliminate a third party (union) intervention, and at the same time, drive significant increases to the property's operating performance.  Through Holland's strong interpersonal skills, effective communication, and introduction of a genuine "pro-associate" culture, the organizing attempt was soundly defeated.  In addition to the accomplishments on the Human Resources / Labor Relations front, he rapidly assembled and built a cohesive leadership team which resulted in substantially improving short and long-term performance of the hotel:

• First year revenue increase +$1.4 million
• First year GOP increase +$1.16 million (83% Flow)
• Maintained AAA Four Diamond Rating
• During 3 year period, increased annual consumed group room nights from 28,000 to 44,000
• Responsible for presentation and the Charles Hotel's acceptance into Preferred Hotels and Resorts
• Implemented numerous innovative initiatives tailored to hotel positioning and positive PR exposure, while raising funds for local charities
• Served on various boards for local hospitality industry, community and business organizations

Radisson Aruba Resort & Casino (Radisson Hotels & Resorts / Carlson Rezidor - Owner)

Radisson brought Holland in as Interim General Manager to oversee the Resort during the final phases of a sales negotiation and to navigate the property through ownership transition and brand conversion.  Primary responsibilities included maintaining ongoing operations; spearheading associate, customer, and community engagement and communications; responding to due diligence requests; securing and safeguarding owners' assets;  successfully collaborating with property leadership and incoming management and brand team (Hilton Hotels and Resorts) to assure all critical activities were completed assuring a seamless brand conversion and change of control.

The above represent a sample of Opening Projects Overseen by Bob Holland and the WH&R Openings Team

vice president, openings - wyndham hotels and resorts 

Upon accepting the newly established position of VP Openings, Bob was charged with building and leading a team dedicated to the successful opening / conversion of new properties into Wyndham Hotels and Resorts. During his five year tenure in this position, he and his team were responsible for the successful opening of more than 150 full service properties globally.  They developed and formalized all opening processes and tasks, accompanied with corresponding timelines in which they needed to be completed (to achieve opening milestone deadlines).  All opening critical path activities were converted into comprehensive sequenced automated checklists, functional tools, and effective templates.  

In addition, the Opening Team collaborated with the Wyndham Brand Learning & Development Team to create and deliver a full compliment of consistent training modules for all brand programs, tools, and resources - as part of the new property orientation and integration process.  Other responsibilities involved coordinating all opening related activities for strategic support departments such as Procurement (OS&E / FF&E), Revenue Mgt. and Distribution, Sales and Marketing, E-Commerce, Operations, IT, Loyalty, and Design and Construction.