Vice President of Operations & Asset Performance

Location: Panama City Beach, FL
Company: By the Sea Resorts

The Role

By the Sea Resorts is hiring a Vice President of Operations & Asset Performance to drive disciplined execution across a Panama City Beach hospitality portfolio. This is an execution seat—measured by outcomes in asset condition, margin expansion, labor discipline, maintenance performance, and operational control .

For this role, we are searching for the right person to institutionalize systems, enforce standards, tighten labor models, protect capital, and deliver measurable performance improvements —property by property.

What You Must Deliver

1) Deliver a 5-Year CapEx Roadmap (90-Day Requirement)

• Produce a property-by-property capital plan within 90 days , including:

  • Lifecycle prioritization and sequencing

  • Budget estimates by project/category

  • Annual funding schedule aligned to ownership return expectations

  • Deferred maintenance visibility and risk scoring

• Implement a repeatable annual CapEx planning process and governance cadence.

2) Establish Preventative Maintenance Discipline

• Implement a standardized, portfolio-wide preventative maintenance program with:

  • Defined PM standards, frequencies, and documentation requirements

  • Compliance tracking and audit rhythm

  • Measurable reduction in reactive maintenance and guest-impact incidents

3) Stabilize Engineering Operations

• Set and manage clear KPIs for engineering performance, including:

  • Work order response time and closure rate

  • Productivity and labor utilization

  • Inventory controls and purchasing discipline

  • Deferred maintenance tracking and remediation plans

• Professionalize property engineering leadership and expectations.

4) Standardize Housekeeping Productivity

• Build data-driven housekeeping labor models tied to:

  • Occupancy, room type, and service expectations

  • Cost per occupied room (CPOR) targets

  • Quality and guest satisfaction thresholds

• Reduce labor inefficiency while protecting guest experience.

5) Improve Portfolio GOP Margins

• Identify and execute operational efficiencies that create measurable portfolio-wide GOP improvement , including:

  • Labor productivity (front office, housekeeping, engineering, F&B)

  • Purchasing and vendor cost controls

  • Scheduling discipline, overtime reduction, and staffing optimization

  • Strong forecasting, variance management, and property-level controls

6) Implement Vendor Contract Governance

• Audit, renegotiate, and govern major service contracts:

  • Ensure pricing competitiveness and scope clarity

  • Track SLA compliance and service quality

  • Implement contract calendar, renewals discipline, and portfolio leverage

• Reduce “contract creep” and prevent unmanaged spend.

7) Enforce GM Accountability

• Lead structured monthly GM performance reviews focused on:

  • Labor ratios and productivity

  • Asset condition and PM compliance

  • Departmental execution and standards

  • Action plans with deadlines and follow-through

• Set expectations clearly; resolve underperformance decisively.

8) Drive a Culture of Structured Execution

• Transition the organization from reactive management to disciplined operating control:

  • Operating cadence, scorecards, KPI dashboards

  • SOP adoption, audits, and compliance routines

  • Meeting rhythms that drive actions, not reporting theater

• Build consistency across properties and eliminate “special rules” by hotel.

9) Assist Ownership in Renovation & Repositioning Oversight

• Partner with ownership to protect asset value during renovation/repositioning by supporting:

  • Scope control and change-order discipline

  • Budget tracking and contractor accountability

  • Timeline adherence and milestone reporting

  • Operational transition planning (phasing, guest impact mitigation, ramp-up)

10) Strengthen Restaurant Performance

• Implement F&B discipline to improve profitability and consistency:

  • Food cost controls, waste reduction, recipe/spec compliance

  • Labor deployment and scheduling discipline

  • Service standards and throughput improvements

  • Weekly P&L rhythm and corrective actions

How You’ll Be Measured

• CapEx Roadmap delivered within 90 days ; annual plan governance operating thereafter

• PM compliance rate; reduction in emergency repairs and guest-impact incidents

• Engineering response/close times; inventory variance; deferred maintenance reduction

• Housekeeping CPOR improvement with stable/improved guest scores

• Portfolio GOP margin improvement and departmental flow-through

• Vendor savings realized + SLA compliance tracking

• GM review cadence maintained; action-item closure rate

• Renovation projects: on-time/on-budget performance and clean operational transitions

• Restaurant: food cost and labor contribution margin improvement

Who We're Looking For

We are seeking a portfolio operator who thrives on structure and follow-through. You bring:

• High standards, low drama, and a bias for measurable execution

• Strong command of hotel department operations and P&L mechanics

• Confidence installing systems, enforcing compliance, and coaching leaders

• An asset-protection mindset—capex discipline, maintenance rigor, and risk management

• Comfort being held accountable to a clear scorecard

Qualifications

Required

• 10+ years in hotel operations with increasing leadership scope

• Multi-property leadership experience (regional/area operations; multi-unit oversight)

• Demonstrated ability to improve margins through labor, maintenance, and operational controls

• Proven experience implementing maintenance discipline and operational standardization

• Strong financial acumen: budgeting, forecasting, labor management, variance control

• Willingness to travel regularly across multiple properties

Preferred

• Turnaround experience stabilizing underperforming hotels

• Renovation/transition oversight experience (phased work, re-openings, repositioning)

• Strong F&B operational discipline background (where restaurants are material)

Working Style / Expectations

• This is a field-forward role: present in assets, visible to teams, and accountable for outcomes

• Clear operating cadence: weekly KPI rhythm, monthly GM reviews, quarterly asset performance reviews

• Partnership-driven but firm: collaborate where appropriate, enforce standards when necessary