Neil J Flavin

Responsibilities

Neil Flavin is a seasoned veteran in the Hospitality industry. He brings over 35 years of experience in working, managing, operations and portfolio responsibilities. Neil’s responsibilities have not only included working most every operating position within hotels, ranging from Select/Limited-Service through Luxury properties, but partnering in a successful hotel management company, outside consulting and owning and operating his own restaurant. His experience with owner relations has assisted with increased profitability and increased owner asset value in varying markets from rural to NYC. With the oversight of a portfolio of hotels in size from 20 to 45 at any given time he has successfully acted as a liaison between owner, franchisee and franchisor. Neil has also assisted in development as well bringing new opportunities to the company. Neil is directly responsible for the oversight of the company managed hotels as well as heavily involved in Asset Management and Consulting as needed.

Employment History

Senior Vice President
HVS Hotel Management & HVS Asset Management - Newport, Tiverton (Newport), RI
2015 - Present

Oversee the operations of all the hotels managed by the company. Responsible for a variety of consulting and asset management assignments. Clients include major financial institutions, private companies, and individuals. The management company operates a diverse portfolio of hotels including resorts, commercial and economy lodging throughout the country and undertakes consulting assignments including management oversight, asset management, receivership services, and litigation support.

Operations Director / Major Market Director
Intercontinental Hotel Group (IHG) – Atlanta, GA
2011 - 2015

Oversaw the relationships between IHG’s New York City, Long Island & New Jersey franchise community, consisting primarily of upper-upscale and first class full service hotels, and IHG. Globally this is IHG’s largest revenue producing region. Coordinated the company’s internal resources to assist these hotels recover from Hurricane Sandy, the so-called super storm, resulting in the following year being their best year ever financially. With the support of our regional teams in sales, revenue management, brand services, quality assurance and other departments increased revenues, market share and guest satisfaction resulting in continually improving profits and asset value for the hotels’ owners. Recognized as the Major Market Director of the Year in 2013.

Consulting General Manager
Crowne Plaza Downtown – Norfolk, VA
2011

In less than six months, significantly turned this failing hotel around through reorganizing departments, replacing department heads where necessary, building a strong and cohesive sales department, implementing new service initiatives and managing the revenue and cost streams. Drove the sales effort to put four times the business on the books year over year. Dramatically increased participation in the community for additional exposure. Increased the Quality Evaluation Scores from well below the failing threshold to an average score of 93.6%. Increased the 12 month rolling Guest Satisfaction Scores from 69 to over 76 in less than six months. All of this resulted in a significant improvement in the hotel’s profitability.

Owner / Operator
Small Restaurant and Deli - Raleigh, NC
2009 - 2011

Purchased a failing small restaurant that had been a fixture in the Raleigh, NC community for 100 years with the intent of taking it from a loss to profit within four years. It only took 18 months and once the turnaround was completed and business profitable it was sold.

President
Five Points Hospitality – Fayetteville, NC
2008 - 2009

Assumed the leadership role in this family owned company with the goals of growing by obtaining third-party management contracts and developing additional hotels while reorganization of the management teams of the company’s two existing owned hotels. Increased revenues and profits of each hotel. Using the existing two hotels as a base developed policies and procedures suitable for the company as its size increased.

Regional Vice President Operations
Hyatt Select Hotels Group – Chicago, IL
2006 – 2008

Assisted in the transformation of the AmeriSuites hotels in the southeast region to Hyatt’s new brand, Hyatt Place. Reorganized and improved the region by implementing effective multi-unit management practices and replacing under-performing General Managers and department heads at the property level. Assisted with coordinating the sale of five properties that were not scheduled to be converted due to building type or geographic location. Reorganized the Tampa Regional Office with the addition of a Regional Revenue Manager, replaced the Regional Vice President of Sales and further developed the regional staff into an effective management team. Supervised the development of strategies to improve revenues, increase efficiencies through better staff training and human resource management resulting dramatically improved profits.

Regional Director of Operations Crowne Plaza Hotels & Resorts
Intercontinental Hotels Group (IHG) – Atlanta, GA
1996 – 2006

Worked closely with the owners and operators of the approximately 30 franchised Crowne Plaza Hotels in the Northeast United States to increase revenues, evaluate sales and marketing functions, and improve efficiency and profitability. Worked with individual ownership groups to improve the physical condition of their hotels and coordinated Crowne Plaza product improvement plans (PIP) for conversions and acquisitions. Worked very closely with the franchise sales team as well as the staff in the Atlanta corporate office. Maintained the #1 RevPAR position for my last three years for all Crowne Plaza Regions. Initial position with IHG was as Senior Area Manager for Holiday Inn covering North Carolina, South Carolina and Virginia assisting with corporate standards and sales and revenue initiatives for Holiday Inn and Holiday Inn Express Hotels.

Other Hospitality Experience includes:
• Holiday Inn, Raleigh, NC – General Manager
• Holiday Inn, Mobile, AL – General Manager
• Ritz-Carlton, Laguna Niguel, CA – Executive Housekeeper and Hotel Assistant Manager
• Pier 66 Resort and Marina, Fort Lauderdale, FL – Various positions over five years including: Assistant General Manager, Front Office Manager, Executive Housekeeper
• Key Largo Resorts and Casino, FL – General Manager (Two resort properties in the Florida Keys)
• Hawks Cay Resort, Duck Key, FL – Resident Manager (Mobil 4 Star resort at the time.)
• The Continental Companies, Miami, FL – Executive Housekeeper
• Registry Hotel Corporation, Scottsdale, AZ – Resident Manager & Assistant General Manager
• Marriott Corporation, Fort Lauderdale, FL and Hilton Head Island, SC – Front Office Management positions

Press Coverage

HVS Article Offers Tips on How to Reopen a Hotel Closed by the Pandemic, 2020
Mixed reviews for Volusia Real Estate, 2020

Education

• Tabor Academy – 1973-1977
• Lynn University/College of Boca Raton – 1977-1979
• Florida Atlantic University – 1979-1980

Clients

Erie County Convention Center Authority, Erie, PA (Sheraton Bayfront, Courtyard Bayfront & Bayfront Convention Center)
U. .S. Virgin Islands Government Employees Retirement Fund, Charlotte Amalie, VI
Castleton Holdings, Washington, DC
Chickasaw Nation, Ada, OK
Helmsley Enterprises, Inc., New York, NY
Confidential Family Office, Wattens, Austria
PI Hospitality (SPE owner of Crowne Plaza Pittsburgh West Green Tree)
Group One Investments
Drill Capital
Pacrim Hospitality Services (SPE owner of Crowne Plaza Suffern)
29th Street Management Company (SPE owner of Country Inn & Suites Greeley)
Smiling Hospitality as Receiver

Hobbies

Proud owner of a fully restored classic 1966 Cadillac Deville convertible.

See it by copying link into your browser- https://www.youtube.com/watch?v=_8SmRzIza-E

My Articles

HVS: Temporarily Closed Hotels Due to COVID-19: When to Reopen?

With the advent of the COVID-19 pandemic in the U.S. in early to mid-March 2020, hotel owners and managers watched demand for their rooms suddenly evaporate. Since then, tough decisions have been made regarding whether to remain open or temporarily suspend operations. Hotels that have temporarily suspended operations now need to decide when to reopen. This article addresses the considerations to be weighed in this process and provides one example of the calculus for a hypothetical hotel.

• May 8, 2020 By Neil J Flavin , Suzanne R. Mellen

• Hotel Investments & Ownership , Hotel Operations , Travel & Tourism , Economic Trends and Cycles , COVID-19 , United States , North America