I’ve spent years building and leading hospitality teams that have generated millions in revenue, and now, I help professionals like you tell your unique story on paper.

As an executive resume writer with hands-on experience in operations, I partner with leaders who have well-deserved accolades but struggle to position themselves for the next significant step. 

I've sat on the other side of the table as a hiring manager, so I know what stands out. I excel at transforming your complex, behind-the-scenes accomplishments into clear, compelling narratives that grab attention.

Whether your background is in hospitality, operations, or broader business leadership, my goal is simple: 
To position you as the clear choice for high-profile roles, promotions, and opportunities that truly align with your skills and aspirations.

Specialties include crafting executive and professional resumes, optimizing LinkedIn profiles, and guiding career transitions in the hospitality and operations fields. 

I take pride in working with a select number of clients each month, ensuring a personalized and high-quality experience for each one. If you’re ready to take your career to the next level, let’s connect!

Luke Duggan

People learn how to value your work by how you describe it.
If you minimize, they discount it.
If you generalize, they assume replaceability.
If you’re precise, they see you as credible.

It’s not about sounding impressive or grandiose (see what I did there😊).

It’s about being specific enough that your contribution can’t be mistaken.

📍 What does your language (and body language) teach people about your value?

Luke Duggan 

Executive Resume Writer | Led Multimillion $ Teams, Now I Help You Land High-Visibility Roles

Most senior resumes don’t fail because they lack results.
They fail because they hide judgment.

When you get to a certain rung on the career ladder, hiring leaders already assume competence.

What they’re scanning for is how you decide.

What you prioritize.
What you protect under pressure.
The tradeoffs you’re willing to make.

If your resume only lists outcomes, you look capable. (But at your level, aren't you capable?)

If it shows decisions, you look promotable.

📍 Where could you replace “what happened” with “how you chose”?

There’s a quiet difference between being trusted and being relied on.

Trusted leaders are respected.
Leaders who are “relied on” are leaned on.

They catch what others miss.
They stabilize moments before they escalate.
They absorb complexity so others can function.

But, 

Reliance doesn’t always translate to recognition.

I continue to see leaders who are essential day to day yet invisible on paper. 

Their resumes describe tasks, not gravity.

Careers don’t stall from a lack of contribution; they stall when the contribution isn’t articulated clearly.

📍 Where are you relied on but not fully recognized?

Building a solo business is not a clean upward line.
Some weeks, you do solid work, and nothing moves.
Some weeks, you have good conversations that go nowhere.
Some weeks, you question whether any of this is translating.

What keeps me going is not motivation.

It’s paying attention to what actually creates momentum, even when it’s small.

Which conversations led to follow-ups?
Which posts led to profile views?
Which work did people ask questions about?

Progress shows up quietly before it shows up financially.

📍 If you’re building something on your own, what’s the smallest signal you’ve noticed that tells you you’re not wasting your time?

When asked during an interview, “Tell me about a challenge you handled.”
Some provide a detailed answer that details the effort.
Others reveal leadership.

When you talk about what you did, you sound busy. We are all busy, right?

When you explain why you chose the solution when you had a split second to decide, you sound credible.

Authority shows up in decisions:
•	what you didn’t escalate
•	what you corrected early
•	what you chose to carry yourself

📍 What decision do you avoid naming directly when you tell your story?

Most leadership growth isn’t dramatic.
It’s directional.

What you reinforce.
What you let slide.
What you finally name instead of carrying quietly.

Either way, those choices compound.

Over time, they tell people exactly who you are to work for.

📍 If someone watched your last 30 days, what direction would they see? Firm, fair, and consistent or wishy washy when it matters most?

High performers often believe one thing will take care of everything else:
“If I keep delivering, the right people will notice.”

Sometimes they do.
Often times, they don’t.

However, consistency builds trust. Trust that you can handle the task at hand.

But trust alone doesn’t create opportunity.

I’ve seen impressive leaders stall not because they lacked results, but because they never articulated what those results actually required:

The judgment calls.
The tradeoffs.
The moments they stepped in when things could’ve gone sideways.

When you don’t name that work, others fill in the blanks, and they usually fill them in smaller than reality.

This isn’t about self-promotion.
It’s about accuracy.

If your work carries weight, it deserves to be described with the same care you put into doing it.

📍 What part of your contribution have you been assuming others “just know”?

Most professionals don’t undersell themselves on purpose.
They do it to stay comfortable.

They describe outcomes without decisions.
They mention results without pressure.
They talk about teams but not the weight they carried.
It sounds humble.
And yet it reads unclear.

Hiring decisions aren’t made on effort.
They’re made on trust.

And trust is built when someone can say:
•	Here’s what I saw
•	Here’s the call I made
•	Here’s what changed because of it

If you don’t give your work its proper shape, others will shrink it to something safer, and smaller.

📍 Where are you choosing comfort over clarity in how you talk about your work?

I don’t measure progress by how much I produce anymore.
I pay attention to resistance.

When decisions need less explaining.
When conversations don’t require backtracking.
When the work moves forward without constant justification.

Misaligned work creates drag, even when it looks productive.
Aligned work feels quieter, but it moves with purpose.

Lately, I’ve been noticing what no longer needs force.
That’s how I know I’m heading in the right direction.

📍 Where has your work started to feel clearer instead of heavier?

Most LinkedIn profiles are clean.
Polished.
Technically correct.
And completely interchangeable.

If someone finishes reading your profile and can’t clearly say:
• who you help
• how you think
• what problem you solve

you’re not positioned for the role you want, so you end up blending in.

Professionalism gets you seen.
But being specific gets you remembered.

📍 What do you want a decision-maker to know about you after 30 seconds?

Most people stall because their story stops evolving.
Their scope expands.
Their judgment deepens.
The risk they carry increases.

But they keep describing themselves the same way they did years ago.

That needs to change.
Hiring decisions are made on what is seen.

If your story hasn’t kept pace with your responsibility, your value gets misread.

Growth doesn’t require exaggeration.
It requires translation.

📍 Where has your responsibility increased without your narrative catching up?

Anyone can describe effort.
Leaders describe decisions.
What they chose.
What they ruled out.
What they took responsibility for when there wasn’t a clear answer.

Effort shows involvement.

Judgment shows readiness.

📍 What decision do you soften when it should be owned directly?

I used to say yes based on capacity.
If I could do the work, I would take the work.

What I pay attention to now is different.

I notice whether the work requires:
•	constant clarification
•	urgency without direction
•	emotional smoothing to keep things moving

That kind of work looks productive on the surface.
In reality, it drains judgment and hides impact.

The work that moves me forward doesn’t need performance.
It needs thinking, ownership, and decisions that hold.

📍 What kind of work keeps you busy but makes your contribution harder to see?

Most senior resumes don’t move forward because they don’t help the reader assess risk.
Hiring decisions at this level are about trust in the face of uncertainty.

On this sheet of paper, can this person show me they can:
make judgment calls without a playbook?
protect standards under pressure?
absorb complexity without creating noise?

Yes, most resumes demonstrate- “Here’s what I was responsible for.”

Effective resumes show: “I can be trusted to make the right decisions when it mattered.”

That sight difference can move someone from the “qualified” to the “shortlist” pile.

📍 Does your resume describe your role, or your reliability?

You’re reliable.
You deliver.
People trust you when things go wrong.
And slowly, that becomes your ceiling, and you’ve plateaued.
Because you’ve become operationally indispensable yet professionally invisible.

I see this when clients are:
•	people doing director-level thinking
•	carrying director-level consequences
•	while presenting themselves as “support” on paper

At this level, careers don’t stall from a lack of impact.

They stall because impact isn’t framed clearly enough to be valued.

Working harder won’t fix it.
Naming the work you’re already doing will.

📍 Where might your reliability be hiding in your leadership?

There’s a moment in interviews where the tone shifts.

It’s not when someone lists achievements.
It’s when they explain a decision.

Why did they choose one path over another?
Did they make a decision that was best for the business?

That’s when interviewers stop evaluating competence
and start evaluating judgment.

And judgment is what senior hiring is really about.

📍 What decision would immediately change how someone perceives your leadership if you owned it clearly?

How you describe the importance of your work (the task at hand) trains people to value it.

Generalize it, and it sounds too common.
Minimizing it discounts its impact.
Stay precise, and they feel the weight of what you want to accomplish.

Don’t make your own leadership voice invisible.

📍 Where could sharper language change how your work is taken seriously?

This year, I’ve stopped trying to measure progress by how motivated I feel.

Instead, I keep a simple weekly log:
What did I actually ship?
Who did I help make a decision?
What moved forward because I was involved?

No dashboards. No goals wallpaper.
Just a notebook and a pen at the end of each week.

It’s less inspiring, but it’s nice to measure (and see) the momentum.

📍 What would show up in your notebook if you tracked outcomes instead of effort?

Consistency helped me build trust early in my career.
It stopped helping when expectations changed.

At a certain level, showing up is assumed.

What people look for next is how you think.

If your value isn’t clearly articulated,
others decide for you, and they’ll get it wrong. Promise.

📍 Where might people misunderstand your contribution right now?

Most professionals don’t hit a wall because they lack skill.
They hit it because their story is outdated.

Their expertise has grown.
Their judgment is sharper.
The decisions they make carry more weight.
But they’re still describing themselves the same way they did years ago.

That disconnect comes across: 
In interviews.
When promotions become available.
In how seriously they’re taken.

📍 Where is your experience ahead of the way you currently explain it?

Civil Industrial Engineer with over 10 years of experience in the startup ecosystem, specializing in B2B consultative sales in the biotech and healthtech industries. With an advanced level of English and a diploma in Digital Marketing, I have helped companies grow by implementing innovative and technological solutions.

My experience in business development, strategy, business models, marketing, and value-added product development has been critical to the success of the companies I have supported. I am passionate about working with interdisciplinary teams to identify and capitalize on business opportunities in the market.

Carlos Bastias

Asumir nuevas responsabilidades siempre es un nuevo desafio.

Desde hoy tomo el rol de Head of Division B2B en Samsung Electronics Chile liderando las área de Climatización, Display Solution y Oferta Integrada.

Un paso importante que implica liderar equipos. 
Desarrollar nuevas oportunidades de negocio. 
Y seguir fortaleciendo nuestra propuesta de valor para clientes en la región.

Gracias por la confianza.
Gracias a los equipos con los que he tenido la oportunidad de trabajar y aprender durante el camino.

Con muchas ganas de lo que viene, vamos con todo!

Carlos  Bastias

Hay una pregunta que casi nadie hace después de perder una venta.

Y no es porque no la conozcan.
Es porque incomoda.

He visto este patrón durante años en equipos comerciales:

Se pierde una oportunidad relevante y aparece la explicación automática:

— “Era precio.”
— “No era el momento.”
— “No era el cliente correcto.”

Frases rápidas.
Tranquilizan el ego.
Pero no mejoran el proceso.

Hace tiempo adopté una regla simple: 48 horas.

Si una oportunidad se cae, dentro de las siguientes 48 horas llamo y digo:

“Sé que eligieron otra opción. No llamo para insistir. Solo quiero entender qué nos faltó para mejorar.”

Y después me quedo en silencio.

En esas conversaciones aparece información que nunca salió en la reunión formal:

• El competidor manejó mejor el riesgo.
• El tomador de decisión no estaba convencido.
• No logramos conectar el precio con el impacto.
• Faltó urgencia.

Eso no lo ves en el CRM.
Eso lo ves cuando preguntas con humildad.

Después de varias llamadas empiezas a ver patrones.
Y cuando ves patrones, dejas de perder por las mismas razones.

El 95 % de los gerentes de ventas no inspiran a nadie.
Si quieres estar en el 5 % que sí lo hace, grábate estos 12 mandamientos 👇 

(Mis mayores aprendizajes dirigiendo equipos de venta)

1. Lidera con el ejemplo.
Si tú no levantarías el teléfono, jamás se lo pidas a tu equipo.

2. Confianza radical → Autonomía radical.
Cuanta más libertad das, más responsabilidad reciben.

3. Exige excelencia.
Primero de ti, después de ellos. En ese orden.

4. Acompaña a tus KAMs en el cierre.
Observa, corrige una vez, y deja que ejecuten tres.

5. Cada miembro es un proyecto.
Trátalos como un pipeline de desarrollo: etapa → siguiente etapa → cierre
(promoción).

6. Diseña el plan de acción antes de que llegue la tormenta.
Cuando el mercado tiemble, tu equipo ya sabrá qué hacer.

7. El ánimo es KPI.
Un mal clima mata cualquier forecast.

8. Conversaciones > Reportes.
Habla con tu equipo cada semana. Mensajes de chats no cuentan.

9. Delegar ≠ abandonar.
Suelta la tarea, no el feedback.

10. Celebra los micro-éxitos tan fuerte como el gran contrato.
La dopamina colectiva mantiene la motivación.

11. Nunca pares de enseñar.
La curva de aprendizaje de tu equipo define la curva de ingresos del negocio.

12. Comunica 3× más de lo que crees necesario.
La claridad es el mejor incentivo que existe.

Si sólo pudieras aplicar uno: anda por el nº 1.
Porque todo lo demás se derrumba si tú no das el primer paso.

Hazlo tu estándar.
Y conviértete ese lider de ventas que todos quieren seguir.

Vi el mismo error en una reunión con el Gerente General y en una reunión operativa.

Misma semana. Mismo patrón.

Reunión 1
Un proyecto grande. Múltiples líderes involucrados.

Resultado: no exitoso.

¿El motivo real?
Nadie quiso hacerse cargo de las áreas grises. Esas zonas sin dueño. Sin responsable. Donde todos esperaban que alguien más diera el paso. Y cuando nadie lo da, el proyecto se cae solo.

Reunión 2
Misma semana. Reunión operativa con el equipo.

Problemas recurrentes. Sin solución.
No porque el proceso fuera malo. Porque había pequeñas áreas grises que nadie quería tocar.

Ningún proceso cubre todo. Siempre van a existir zonas que el manual no contempla.

Lo que define el resultado es si hay alguien dispuesto a pararse, exponerlo y resolverlo.

Esa actitud es lo que distingue a las personas que avanzan de las que esperan.

En ventas.
En liderazgo.
En un equipo.
En la vida.

Los que tocan las áreas grises son los que el líder recuerda cuando hay una promoción. No porque trabajaron más. Porque hicieron lo que nadie quiso hacer.

La actitud frente a lo difícil no es una habilidad técnica. Es una decisión. Y se toma todos los días.

¿En tu equipo hay alguien que siempre da ese paso? ¿Cómo lo reconocen?

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Luke Duggan

Carlos Bastias

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The Battle

Luke Duggan

Carlos Bastias

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Luke Duggan's LinkedIn Performance

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