Brandon C. Briggs

• Recruited to grow $1Billion in Revenue and lead all corresponding Operations for 25 business units globally.

• Responsible for all Contracting, Negotiations and Strategic Growth pertaining to every revenue area.

Notable Achievements:

• Built entirely NEW revenue streams for the brand, including an online e-Commerce platform selling Branded Logo-merchandise globally.
• Renegotiated ALL vendor contracts, increasing Royal's overall margin by 10-25% for every revenue stream;  drove Royals' Onboard Revenue to it's Highest Yields in company history.
• Implemented new per-person/per-day Pricing Strategies to drive declining revenue; test results from 3 Business Units yielded a 360% increase in units sold, and average growth of 252% in Revenue. Prompted immediate roll-out to all BUs globally.
• Overhauled Analytic Reporting for all Revenue Areas; created KPIs for every area, and instituted weekly reviews to ensure growth & bottom-line results were being achieved (vis-à-vis plan and prior year).

• Reporting to the CEO and CCO, recruited to create & lead the Finance & Accounting Organization at Virgin Voyages, the newest Virgin startup from Richard Branson and Bain Capital.
• Tasked with building all Financial modeling, systems, procedures and infrastructure from the ground up.
• Provided direction and support through detailed revenue / cost analyses,  contract review & evaluation, and by ensuring that company accounting procedures & reporting conformed to GAAP. 

• Notable Achievements:

• Led all financial forecasting and planning processes, including development of the long-term G&A plan, annual operating & revenue plan, monthly updates, and various pacing schedules.
• Constructed countless financial procedures, forms, and fiscal models to serve as the structural bedrock for Finance, Legal, Human Resources, Accounting and Other areas. 

(Owned Subsidiaries of Norwegian Cruise Line; detail below)

(Dual Titles from 2012-2015)

• Reporting to the CEO and CAO, chosen to lead Norwegian’s Subsidiaries in Honolulu, HI, including the largest Tour & Transportation Provider in state, and the largest Luau on Kauai.
• Negotiated all contracts and established countless business development initiatives which boosted direct business growth by more than 115% annually, concurrently turning around a failing business unit.
• Built comprehensive planning models for Annual/Quarterly Budgets, restructured the P&L / Internal Accounting codes for transparency in Revenues & Costs by business unit, and created the organization’s first Employee Engagement committee.

• Notable Achievements:

  • With one of the primary business units failing upon my entry into the organization - losing roughly $(30k) in EBITDA annually – I had our Sales team prepare an in-depth analysis on the competitive landscape. After evaluation, we re-branded the assets & successfully restructured the business unit, creating $280k in positive EBITDA during the first year alone. Through redefining the business proposition, we removed 60% of the unnecessary overhead while providing a commensurate product to guests.
  • Completely rebuilt our direct business strategy, designing a new flagship website and more than 10 supporting microsites to drive product-specific sales; concurrently provided white-label sites for our most valued travel partners.
  • Designed, developed and rolled out a “Premium” option on the most popular product offerings, increasing top-line revenues by 15-20% on each product with zero degradation in demand.

• Promoted to lead all Financial and Analytic Functions for Shipboard Operations; directed team of Operational / Analytic Managers responsible for Planning of Revenues & Costs in excess of $1Billion.
• Recruited to create & lead a new Continuous Improvement Division /culture for the organization; built a team to support both corporate and business-unit specific training & transformation company-wide.

 Notable Achievements:

• A thorough analysis of the sub-par quarterly dining revenues highlighted the need to create a more flexible pricing model. A result of the analysis prompted a successful 2 month test and subsequent fleet-wide rollout of the new pricing structure which yielded an $0.84 lift in net contribution per guest / per day, a 13% increase in guest satisfaction scores and an increase in overall brand loyalty of 8%.

Responsible for all Financial & Analytic functions supporting the Beverage, Food, Hotel and Entertainment Divisions

Manager for all Analytic & Inventory Management functions supporting the Hotel Operations division

Department lead for all Planning and Analytics related to Onboard Revenue

Shipboard Manager for the world’s largest maritime telecom provider