Stephanie Leclerc's Linkedin Analytics

If you want a top-notch operations executive, hire a successful hotelier. Why? Consider everything a hotelier does. A high-performing general manager is a business strategist, personnel manager, customer service leader, revenue driver, number cruncher, hiring partner, prioritizer, quality monitor, leadership developer, and budget administrator, all at the same time. And that’s just the regular job! Consider the problems a hotelier has to solve at a moment’s notice – no AC, no heat, a missing food order, a malfunctioning pool, loud kids, loud pets, fights, fire, flood – and that’s just a Tuesday. Yes, I’m a former hotelier, and yes, that’s why I’m such a great operations manager. In hotel leadership, I learned how to provide an outstanding customer and employee experience, hire and develop the right people, and plan ahead so I could handle whatever problem came out of left field. From the start, I had a sales- and revenue-focused mindset – if they didn’t, a hotelier would be fired in their first quarter! I expanded operations, launched new properties, grew revenue, brought a property out of the red and into the top 1%, and won awards. Then I transitioned into operations leadership in other industries and proved how transferrable those hotel leadership skills are. My accomplishments include: • Transitioned a team from on-site to remote; I created new policies and updated old ones, implemented Slack for internal communications, and revamped the learning and development program to work in a remote environment. • Collaborated with a team of 3 at Krueger Brothers Construction to generate $7M in revenue after two of the biggest hailstorms in Colorado’s history. We didn’t have a CRM yet, so we dispatched calls using a map and sticky notes! Later, we incorporated everything into the BuilderTrend CRM. • Moved a call center from Phoenix, Arizona to Columbia Falls, Montana, which involved hiring and training an entirely new staff since none of the original employees wanted to make the move. Throughout my career, I demonstrated my ability to learn. When I started at Krueger Brothers, I didn’t know how to read an insurance policy or what a supplement was, but I learned. When Virtuance hired me to direct their photography operations, I knew a lot about operations and nothing about photography, but I learned, and we achieved 12% YoY growth under my leadership. Learning is huge for me, both professionally and personally. I spend at least a few hours a week focusing on reading, sharpening my skills, or discovering something new.