Director Operations in Washington DC Resume Richard Valero by RichardValero

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Richard Valero is an outstanding business operations executive with an extensive record of experience and accomplishments. He possesses office management, human resources, customer service and sales know-how. Richard has proven problem solving, leadership, training and development, and financial skills. He is an effective communicator, team builder; and is profit oriented, bottom-line focused.

More Info
									                                                   Richard Lee Valero, Jr.
                                                        Manassas, VA 20112
                                        (703) 928-8633(C) www.linkedin.com/in/RichardValero

                                                               SUMMARY
                  Outstanding business operations executive with an extensive record of experience and accomplishments.
                  Office management, human resources, customer service and sales know-how. Proven problem solving,
                  leadership, training and development, and financial skills. Effective communicator, team builder; profit
                  oriented, bottom-line focused.

                                                            WORK HISTORY

2006 – Present             ARAMARK – The National Conference Center, Lansdowne, VA
                           Director of Guest Services, (2008-present)
                               Responsible for the front office, rapid response and transportation operations of a 917
                               room conference center.

             Created, staffed and trained a new unit to quickly input, dispatch and track guest requests and preferences.
             Reduced errors by front desk staff and thereby manager and Accounting Department adjustments through a
              new training program which illustrated both common and less frequent transactions.
             Increased revenue by offering tours to Washington, DC, wineries, shuttles to malls and events, and by creating
              an incentive plan for suite upgrades.
             Chaired the Problem Resolution Committee with the goal of increasing guest satisfaction and properly
              handling customer complaints. Guest satisfaction scores have been steadily rising since formation.

                           Director of Housekeeping and Laundry Services, (2006-2008)
                               Coordinated the daily operations of the on-site laundry facilities and the cleanliness of
                               the 1.75 million sq. ft. conference center, including 917 guestrooms, 250 meeting rooms
                               and the largest ballroom in Northern Virginia.

             Maintained Green Seal Silver Level certification and reduced expenses by increased recycling, replacing
              numerous chemicals with one cleaner/disinfectant, and purchasing certified equipment.
             Reduced gap to perfection from 9.2% to 2.1% on twice yearly quality assurance inspections.
             Created a new cross-departmental unit specifically designed to provide preventative maintenance for
              each guestroom twice per year.
             Researched and purchased new mattress sets and linen package for the entire facility. Replaced mattress
              sets over a three week period without interrupting daily operations.


1995 – 2006                The Washington Post, Washington, DC
                           Building Services Manager, (2002-2006)
                               Oversaw the 24 hour operation of the Department and a 50 employee staff at
                               The Post’s 700,000 square foot facility.

             Interviewed, trained, managed and evaluated a staff of fifty janitors and supervisors.
             Administered the Building Services Department’s $2 million budget
             Reduced staff and added square footage with no quality of service reduction.
             Designed and implemented new inspection reports and procedures to improve building cleanliness and
              employee accountability.
Richard Valero                                                                                                      Page 2



                         Chief Foreman, Building Services, (1996-2002)
                            Responsible for the daily supervision of the Department and a 55 employee staff.

           Reorganized the Department into work teams to increase operational efficiency and take advantage of the different
            blocks of time that various areas could be cleaned.
           Developed and implemented a training program for all Department employees, focusing on supervisory
            evaluation of work product and proper use of chemicals and equipment.
           Refocused the supervisory staff on effectively monitoring and evaluating performance, with an emphasis on
            swiftly implementing corrective action as needed.

1993-1995                New York Life, Bethesda, MD and Self-Employed
                         Financial Consultant
                             Counseled business owners on business/personal financial planning strategies and offered
                             solutions to reach financial goals. Focused on needs analysis, tax and estate planning.

1986-1993               Aetna Life & Casualty, Fairfax, VA
                        Human Resource Administrator, (1990-1993)
                            Directed the planning and implementation of Human Resource activities through training,
                            staffing, employee relations and pay administration.

           Saved the Company over $330,000 in severance pay; placed 67% of employees whose department was relocating to
            Florida.
           Planned, implemented and coordinated the downsizing and restructuring of the Administration, Marketing and
            Underwriting Departments, ensuring decisions were competency based and fair to all employees.
           Developed and facilitated training classes to forty supervisors and made certain each employee was given a well-
            written, meaningful evaluation.

                         Administration Superintendent, (1988-1990)
                            Promoted to the supervision of the Accounting, Mail & Supply, Word Processing, and
                           Contracting/Licensing areas.

           Created and monitored the Administration Department’s $1.5m budget; under budget by 6% in 1989 and 1990.
           Awarded two performance bonuses for coordinating five office moves for the branch and satellite offices. Each
            move was on time and under budget.

                         Office Services Supervisor, (1986-1988)
                              In charge of the Mail & Supply, Reception and Word Processing units.

1982-1986                Giodan Corporation, Alexandria, VA
                         Office Manager, (1985-1986)
                             Managed the accounting and warehouse operations of the Corporation’s equipment company.
                         Manager, Fish Market Restaurant, (1982-1985)
                             Accountable for the daily operations of a 600 seat restaurant.

1977-1982                The Heritage Foundation, Washington, DC
                         General Office Manager, (1980-1982)
                            Supervised Mailroom, Print Shop, Word Processing Center and Receptionist.

                                                           EDUCATION

                         BA, Public Affairs, The George Washington University, Washington, DC
                         Chartered Financial Consultant, The American College, Bryn Mawr, PA
                         Graduate courses in Economics, George Mason University

								
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