Tracey Archer

• Managed spa budget and resources, ensuring optimal efficiency and profitability.
• Strategic planning with regards to labor according to occupancies. Looking at yield management, making sure that therapists and rooms are utilized to their full potential daily.
• Completing FTE reports weekly to ensure head count is in line with budget.
• Controlling expenses by sourcing local vendors and developing strong relationships with these vendors for better product pricing and quality.
• Reduced operational costs by negotiating better deals with suppliers without compromising on quality or service delivery standards.
• Enhanced guest satisfaction by implementing innovative spa treatments and services. Reduced the Spa menu by removing treatments that are not popular and leaving ones that are guest favorites.
• Reduced operational costs by negotiating better deals with suppliers without compromising on quality or service delivery standards.
• Improved revenue by doing price comparisons to the competitive sets worldwide to make sure pricing was in line with such.
• Investigated product lines to determine which ones would best complement the existing treatment offerings.
• Replaced the secondary product line every five years to stay competitive with the ever-growing and changing spa market.
• Increased retail branded spa products to increase brand awareness and in turn increase spa revenue.
• Attended ISPA conferences to keep up to date with the newest trends in the Spa industry.
• Implemented new booking system, streamlining appointment scheduling process for clients.
• To address sustainability, Ipads were introduced for digital check in and check out, all hard copy spa menus and consultation cards removed. I also replaced the entire gym with Technogym equipment, which is a sustainable fitness line and the best equipment on the market due to it's digital capabilities.
• Increased staff productivity through effective budgeted international training scheduled yearly and internal training scheduled monthly with the Designated trainer or Head therapist.
• Performance appraisals were conducted twice a year so staff were aware of any performance issues and weaknesses could be addressed and development plans created if necessary.
• Showing care and consideration for the team by doing talk tens weekly.
• Encouraged team bonding by holding yearly staff appreciation functions either after season or at Christmas.
• Troubleshot issues related to customer complaints or concerns swiftly, resulting in improved overall guest experience.
• Liaised with Housekeeping and engineering daily to address maintenance and housekeeping issues.
• Administered payroll weekly.
• Worked in conjunction with Purchasing to make sure orders were received in a timely manner.
• Achieved high employee retention rates through competitive compensation packages and fostering a positive work atmosphere.
• Identified areas of improvement in operations, leading to increased efficiency in daily tasks.
• Maintained strict compliance with health department regulations, passing all inspections seamlessly.
• Recruited and hired new employees.
• Conducted regular inventory checks, maintaining adequate stock levels while min
• Conducted daily briefings to keep the team informed of daily financials and any other relevant information pertaining to the Spa or hotel.

During Covid when hotels were closed, I was brought in to build a Spa from the ground up at Sweetfield Manor, a boutique hotel. There were 3 existing outside cabanas. I had to create the concept of the Spa, furnish it with soft furnishings and Spa equipment, choose the product line and create their own Aqua Spa at Sweetfield product line, create the Spa menu combining it with the offerings from Prive restaurant, recommended ways to market the Spa. Hired The Spa Manager and therapists, purchased the Spa Uniforms.

I was brought in to relook the esthetic of The Spa, change the lay-out, purchase relevant equipment needed, choose a new product line and create a new Spa menu. Labor was already there as the hotel was purchased by another hotel chain.

Managing 3 estheticians and performing Wilma Schumann facials to standard. Promoting retail. Rostering staff. Training on all facials and products.

Worked on professional NBA and NFL players from multiple teams such as The Miami Heat and Miami Dolphins

In a girl's group called Couture signed by Sony in New York.