Raye Farrar

  • 5400 Little River Neck Rd Lot 290, North Myrtle Beach, SC 29582
  • 678-896-6908
  • rfarrar16@gmail.com

Hospitality Professional

Work History

Work History
Nov 2013 - Present

Slot Technician/Casino Technician

Big M Casino

Slot Technician/Casino Technician Little River, SC 187 foot Luxury Casino Yacht. Operates in the North Atlantic on 5 hour Casino Cruises. As a Technician, keep 248 Slot Machines and related equipment operating while at sea. Work with Surveillance and the Cage Cashiers to make any hand pays and jackpots. Work with Security to keep all passengers safe while at sea, and clear the boat after each cruise. Converted machines from coin to vouchers all while still operating the Casino daily.

Mar 2013 - Aug 2013

General Manager

Candlewood Suites

Owned by Bouldin Properties and Managed by Charter One Hotels, the hotel was in Quality Failure. They had failed 2 previous Quality Inspections. The hotel was in a state of disrepair and when I arrived, I immediately hired another Maintenance position to assist in painting the public areas and getting most of the rooms ready for the inspection. In July we passed with all scores in the 90s. Their guest scores had been rapidly dropping, with 9 GM's in 4 years and as many Chief Engineers, the staff had no direction or stability. When I left, we were #8 out of 61 hotels on TripAdvisor in Fort Myers and our Guest Scores were moving out of the mid 70s and into the mid 80s. The first and second quarter financials had the best flow-through to the bottom line than any year since it has been open.

Apr 2011 - Mar 2013

General Manager

Holiday Inn Express-Williamston
General Manager(C&R Management) 100 Rooms Limited Service Hotel Williamston, NC Built as a Fairfield Inn by Marriott, property went into foreclosure in 2008 and became the independent Williamston Inn & Suites. New Owners purchased the hotel from the bank and negotiated a license for Holiday Inn Express. They could not get it converted and were about to default. I came in April 2011and worked directly with the NHOP and Quality teams with IHG and converted the hotel seamlessly to the Holiday Inn Express August 2. Attended IHG Ramp-Up training in Atlanta. Trained employees on Opera 5.0 and Stay Real. Completed the PIP on-time and within budget. Worked with contractors to get hotel up to IHG specs. Passed recent Quality Inspection and currently in the top 8% of all Holiday Inn Express hotels in the US for guest scores(Heartbeat). Directly across the street from the Bob Martin Agricultural Center, the Southeast's largest equestrian center. I worked directly with the show promoters to be the“ Host” hotel for their events. Increased revenue by 200% in the first year and 10% over the best year as a Marriott. Board member in the Martin County Tourism Development Authority and the Martin County Committee of 100.
Jun 2010 - Mar 2011

General Manager

Holiday Inn Express Myrtle Beach

Holloway Lodging REIT. Hotel was in Quality and Guest Score (OSI) failure and they needed a Manager that could bring them out quickly. Hotel was still under a PIP and needed to finish IHG Relaunch. No GM at the property for over 10 months. By November, the hotel passed Quality. In January the hotel was Relaunched, and by March we were out of Guest Score failure. When arriving, labor was very high with all departments running into overtime each week. Room Attendants exceeded 45 minutes per room, by November they were under 28. In the last quarter of 2010, the hotel had one of the best financial quarters since 2007 and 2010 RevPar grew by 5% (over 2009). In first quarter of 2011, RevRar growth is almost 10% (over 2010). Completed 12 month contract early.

Oct 2009 - Jun 2010

Opening Manager

Comfort Inn & Suites

IPD Hospitality brought me in on a temporary basis to open the new construction Comfort Inn & Suites. Overseeing all aspects of opening a new property; working with the General Contractor to keep the project on time, FF&E install, interviewing and hiring staff and manager, establishing accounts and contracts with utilities and vendors, setting up negotiated rates with local companies and working with Choice to properly position the hotel in the market and with 3rd party internet sites. Setting up and attending training for Choice Advantage PMS. Setting up budget for 2010. Hotel opened December 31

Feb 2009 - Sep 2009

General Manager

Clarion Atlanta Airport Hotel(Wyndham Garden)

Hired by new owner to assist with purchase of hotel from bank. Hotel was in foreclosure for the last year. Created new Employee Handbook and all new policies and procedures for new ownership. Over 9000 sqft of meeting and banquet space. Redesigned new menu with Executive Chef, Food and Beverage Director and Banquet Manager for Restaurant, Bar and Banquets. Completed budget for 2009 and 2010. Reduced expenses by over 30% in the second month by aggressively negotiating new contracts with existing and new vendors. Reduced payroll expenses by 25% in the first month by reviewing schedules and creating “par level” staffing for occupancy. In just 3 months, we have risen to the top 12% of all Clarions on Guest Surveys. In charge of the upcoming Renovation for change of flag to Wyndham in 2010.

Dec 2006 - Dec 2008

General Manager

Holiday Inn Express & Suites
General Manager 82 Room Limited Service Hotel Griffin, GA Hired by new owners to manage 82 room property with a separate 5 unit apartment building. Put in place all new policies and procedures for the new owners. Turned it into market leader in the competitive set in all 3 categories of the STAR Report. Oversaw the renovation of the guest rooms and public spaces. Completed PIP on time. Hotel is ready for the Holiday Inn Express relaunch. Apartments had 100% occupancy for 2007 and 2008.
May 2006 - Dec 2006

General Manager

Holiday Inn Express & Suites and Comfort Inn & Suites

Transferred in with RevPac Hotels Management Company. Started with Holiday Inn Express in OSI & Quality Failure. Reworked all rate strategies in Holidex, Opera and HIRO after almost a year without a General Manager. Hotel had a RevPar index of 180 in September. With over 5000 sq ft of meeting space at Holiday Inn Express, worked with an offsite caterer to increase meeting revenue. Reduced Food cost by almost 50% by putting in procedures and par levels for food. Created a Budget for the remainder of 2006 and all of 2007. Hotel was in a state of disrepair, hired a Chief Engineer and General Contractors to get the hotel back in shape; wallpaper, painting and caulking. Pool was closed and no equipment working, pool has since opened and passed Georgia Certification.
Comfort Inn was losing its flag due to mismanagement from old management company, reflagged as Days Inn. Oversaw the transition to Days Inn and trained new Manager to take over.

Dec 2004 - May 2006

General Manager

Radisson Hotel Charleston Airport

Assisted new ownership with instituting new policies and procedures. Managed by RevPac Hotels. Major renovation of the rooms and public spaces. Hired all new Sales and Catering team; Director of Sales, Sales Managers, Administrative Assistant, Banquet and Catering Manager and Banquet Staff. Increased ADR and RevPar in the double digits by aggressive Revenue Management and Sales Policies. Controlled payroll by installing a biometric time clock and computer system. Completed budget for 2006. Redesigned and re-priced menu items in Catering and Restaurant.

Dec 2003 - Jul 2004

General Manager

Courtyard by Marriott Barefoot Landing

Increased Guest Service Scores by 10%. Increased RevPar by creating a Revenue Management Team and goals. Reduced Food costs by over 50% by putting in systems and controls and replacing the F&B Department. Started Banquets and Catering in 1000+ sqft of meeting space. Reorganized the Sales Department with new policies and reports. New Cash Handling procedures.

Apr 2002 - Dec 2003

Assistant General Manager

Holiday Inn Mt Pleasant

Started a GSTS Committee and increased Guest Service Scores to the top 10% of all Holiday Inns. Revenue Manager for the property. Assisted GM with all reports and communications to the Management Company and the Owners. Instituted "Check Book System" for all Department Heads to track budget and spending.

Apr 2000 - Apr 2002

Revenue Manager/AGM

Holiday Inn

Front Office/Revenue Manager/AGM Charleston on the Beach




Microsoft Academy

Microsoft Certified Systems Administrator


Associates Degree

US Navy

Electronics Theory


Holiday Inn General Manager Training

Holiday Inn Express General Manager Training

Candlewood Suites General Manager Training

Holiday Inn FOOT

IHG Way of Sales

Marriott Manager General Manager Training

Wyndham Garden General Manager Training

Radisson General Manager Training

Choice General Manager Training

Choice HOST Training

Certified Pool Operator in GA, NC, SC, IN

Hiro, Hiro v10, Perform, Holidex, Holidex Plus, Marsha, Fidelio, Opera, Profit Manager, Choice Advantage

Microsoft Office, specializing in Excel

3rd party Web Companies such as Expedia, Hotwire, Priceline, HRN, etc