MERRILL S.

SHUPNICK, CHME, CHA 9101 SW 122nd Avenue Apt: 203 Miami, Florida 33186 Telephone: (305) 960-7598 cell: 407-325-0646 e-mail: ms15afc68@westpost.net GENERAL MANAGER / DIRECTOR OF SALES Preparation of Financial Budgets, Marketing Plans and P & L Review, Group, Convention, Corporate and Airline Crew Contracts. WORK HISTORY Confidential 1997-Present Cypress Hotel Management Company/Parkview Hospitality LLC Mercury Hotel-South Beach Transferred from Marathon to Miami Beach to return this high end all suite prop erty back to profitability and increase market share. Arranged schedules to help improve service, second effort service, improve gues t comments. Working closing with international tour operators, internet companies, and was successful in contracting with resort marketing company for a 6 room a day guara ntee contract for rooms worth $300k per year. Increased our market share by 17% due to rate management with an increase in th e area of almost 150 boutique hotels through our own website, Expedia, Booking.c om, Travelocity and Travel Planner for groups. Sombrero Resort and Marina-Marathon Florida (Middle Keys) Transferred from Daytona Beach to Marathon in May 2008 to improve revenues and profitability of this 100 unit all suite property, 35 two bedroom villas and a 54 slip marina. Trained housekeeping staff along with maintenance staff to improve quality of p roperty and increase guest satisfaction. Lease operator of the restaurant and Tiki bar operator walked away and the prop erty took over the operation. The restaurant was running 37% food cost and 27% b everage cost showing profitability every month. Property did not have a sales department so I was in charge of booking all grou ps and working with all of the internet companies controlling inventory and rate s. The hotel started working closely with the Marathon Chamber of Commerce which r eceived thousands of visitors on a monthly basis arriving in the area without re servations. The hotel became profitable again after 3 months due to controls in place for l abor and expenses. Fountain Beach Resort & Harbor Beach Resort 1999-2008 Transferred in October 2002 to operate both independent oceanfront properties totaling 260 rooms and suites in the Daytona Beach area. Prepared a new marketing plan and budget detailing specific ways to maximize revenues during special events such as the Daytona 500, Bike Week, and Pepsi 400. In addition, created a new web site hyper linked with the CVB and Chamber of Commerce. Hired a sales manager to sell both properties for groups and instituted a yield Page 2 management system between both front offices to increase our yield management. Both properties increased room revenues in 2003 vs. 2002 by $150,000 thus producing an additional flow thru (80%) to the bottom line of $120,000 each. All operational expenses including labor costs were reviewed

and decreased by 7% without decreasing guest service levels. *Instituted various programs to increase employee morale resulting in a total team effort. This was accomplished with an employee of the month program and sharing an incentive for increased revenues. Also, front desk employees were rewarded for upselling. Colony Plaza Resort- General Manager/Area Operations Manager 8/97- 10/0 2 Responsibilities included managing both the full service 302 room/50 timeshare units Colony Plaza, & the 258 room Tropicana Resort, and the 118 room Days Inn i n Brooksville. Total revenue for the property was $5.4 million in room revenue and $1.7 food and beverage revenue. Property achieved a 53.3% GOP and 47.7% NOP . Held daily yield management meetings with the front office and sales department to determine rate strategies. These meetings helped reduce denials and regrets and maximize our revenues on a daily basis . Instituted a guest call back report system to increase guest satisfaction and any guests needs. Staff training for the front offic e was a top priority to insure our yield strategies for each day were utilized to maximize revenues. Our overall satisfaction index was increased from 74% to 88%. Instituted a file and trace system in the sales office to track both upcoming groups and banquet business. In addition, increased the sales force with a regional Director of Sales selling to the local corporat e & tour & travel markets thus increasing sales for the 2 properties in Daytona Beach. Colony Plaza Resort- General Manager/Regional Operations Manager 1997-1999 Responsibilities included managing both the full service 302 room Colony Plaza, the 258 room Tropicana Resort, and the 118 room Days Inn in Brooks ville. Total revenue for the property was $5.4 million in room revenue and $1.7 food and beverage revenue. Property achieved a 53.3% G O P and 47.7% NOP. Held daily yield management meetings with the front office and sales department to determine rate strategies. These meetings helped reduce denials an d regrets and maximize our revenues on a daily basis. Instituted a guest call back report system to increase guest satisfaction and an y guests needs. Staff training for the front office was a top priority to insure our yield strat egies for each ay were utilized to maximize revenues. Our overall satisfaction index was increased from 74% to 88%. Instituted a file and trace system in the sales office to track both upcoming groups and banquet business. In addition, increased the sales force with a regional Director of Sales selling to the local corporate and tour & travel mar kets thus increasing sales for the 2 properties in Orlando. Page 3 The property achieved an 47% Gross Operating Profit along with a Net Operating Profit of 40%. Servico Hotels & Resorts 1996-1997

Holiday Inn & Hampton Inn- General Manager/Area Manager Responsibilities included managing both the full service 152 room Holiday Inn and the 126 room Hampton Inn. Also, assisted in the financial of the 214 room Holiday Express. Total revenue for the property was $5.4 million with room revenue of $3.1, food revenue of $900.0, and beverage of $1.1 million for both the Coconuts Lounge and Coconuts Comedy Club. Property achieved a 34% G O P . Property passed its first internal audit in four years. Held daily yield management meetings with the front office and sales department to determine rate strategies as a result of the new competitive hotels that opened in the past year. These meetings helped reduce denials and re grets and maximize our revenues on a daily basis. Staff training for the front o ffice was a top priority to insure our yield strategies for each day were utiliz ed to maximize revenues. GSTS scores for the overall satisfaction index was increased from 78% to 85%, resulting in the property raising its ranking from 24th to 16th against its geographical competitive set. The Combined Quality Index (CQI) was 878 and would will be well above 900 after the next quality inspection Instituted a file and trace system in the sales office to track both upcoming g roups and banquet business. In addition, increased the sales force with a region al sales manager selling to the local corporate market thus increasing sales for all three Pensacola properties. For Priority Club members, instituted a four night complimentary cocktail party Mondays through Thursdays to offset the new competition and maintain a high per centage of repeat guests. We set up guest welcome calls and achieved a 100 % cal l ratio. In addition, a guest log was instituted for guests requests from either housekeeping and engineering. Our goal was to have all requests answered within 15 minutes. SHAWNEE INVESTMENTS of FLORIDA, INC. COLONY HOTELS AND RESORTS 1990 to 1996 (A division of Carlson Companies) General Manager - Miami Beach, Florida Radisson Shawnee Miami Beach Ocean Resort & Marina (The property separated from Colony Management in February 1992 and all on-site executive committee members stayed on with the owner). Responsible for the overall management & operation for this 475 room, full service, franchised oceanfront resort with 40 slip marina, and a separate building containing 100 condos and timeshare. Performed takeover and complete revamping of the propertys Page 4 Accounting, Food & Beverage, Front Office and Sales & Marketing departments. Three restaurants and three lounges, including one nightclub. Upon takeover, the property was experiencing in 1989, a 54.6% occupancy. By 1992, the property achieved an 80.0% occupancy & 31% GOP on 18 million in revenue. Was responsible for improving property G.O.P. by over 120% during our first year of operational management, 80% during the second year, and another 55% during year three. The property received the Presidents "Gold Award" for best improvement in revenues, occupancy, average rate, GOP and customer satisfaction.

DAYS INNS OF AMERICA, INC. 1985 to 1990 Regional Vice President of Operations/General Manager Days Hotel - New York City Days Inns purchased this 600 room Holiday Inn on West 57th Street, thus penetrating the first hotel in the Northeast. At takeover time, the property was experiencing a 75% occupancy. My responsibilities included supervising a staff of 300 people, developing short & long term sales & operational goals and an eight million dollar, three phase renovation project. In 1988, the property experienced an 88% occupancy & a G.O.P. of 41% on 17 milli on of revenue . Also, the property saved one million dollars over three years du e to training programs. Promoted to Regional Vice President of Operations for 13 properties in the Nort heast Region. AMERICANA HOTEL CORPORATION 1981 to 1985 General Manager - J.F.K. Airport Hilton - 353 rooms New York City 6/84 to 6/85 * Full responsibility for the operations & sales of this 328 room full service airport hotel. Created operating budget & marketing plan for approval by the Executive Vice President. Page 5 Occupancy was increased to 92.7% annually & the average rate increased during this time period. Resident Manager - Americana Congress Hotel - 800 rooms Chicago, IL 6/83 to 6/84 Page 5 General Sales Manager (Corporate Office) Domestic Hotels 1/81-6/83 Page 5 HOLIDAY INNS, INC. 1979 to 1981 District Director of Sales & Marketing - Boston MA * Directed the sales & marketing effort for all company operated hotels from Virginia to New Hampshire. * Responsibilities included for all properties marketing plans, budgets & assisting the property level sales people in securing corporate, tour & travel and meeting room business by making personal sales calls. AMERICANA HOTELS CORPORATION 1977 to 1979 Americana City Squire Inn - New York City (720 Rooms) Director of Sales & Catering Loews Hotel Corporation 1973 to 1977 Ramada Inn & Howard Johnson - New York City (666 Rooms) Loews Summit Hotel - New York City (780 Rooms) * Sales Manager W.M. Capital & Management Corporation 1968 to 1973 Taft Hotel - New York City (1432 Rooms)

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* Corporate Sales Manager * EDUCATION: NEW YORK CITY TECHNICAL COLLEGE Brooklyn, New York Received a Bachelor of Arts degree in Hotel Technology & Culinary Arts 1969 PROFESSIONAL AFFILIATIONS * Certified Hotel Marketing Executive (CHME) * Certified Hotel Administrator (CHA) * Hotel Sales Manager Assoc. International PERSONAL DATA * Married with one child and willing to relocate. COMPUTER SKILLS Microsoft Excel, and Microsoft Word REFERENCES * Available upon request