Director, Operations

Position Summary

The Director of Operations is a senior enterprise leader responsible for translating the operational vision and priorities of Old Edwards Hospitality Group into consistent execution across the organization. Reporting directly to the General Manager, OEHG, this role provides visible, hands-on leadership across properties and operating departments, strengthens accountability and communication, and ensures that OEHG standards for service, people, financial performance, property condition, safety and operational excellence are consistently achieved.

The Director of Operations works across departmental and property boundaries to identify opportunities, remove barriers, develop leaders and create greater consistency throughout the organization. This leader is expected to understand the operation at ground level while maintaining an enterprise perspective: connecting guest experience, employee experience, productivity, financial results and long-term operational priorities.

Leadership Scope

· Serve as a member of the Executive Operations Committee and partner closely with the President, SVP of Operations, General Manager and other senior leaders in executing OEHG priorities.

· Act as a key operational extension of the General Manager, providing leadership, follow-through and accountability across the OEHG portfolio.

· Maintain a highly visible presence throughout OEHG operations, building trusted relationships with leaders and employees and staying closely connected to the guest and member experience.

· Promote collaboration across hotels, clubs, food and beverage, spa and wellness, engineering, reservations and other operating functions while respecting established departmental leadership and reporting structures.

· Provide direct leadership to assigned operational leaders and functions as determined by the General Manager and evolving organizational needs.

Key Responsibilities

Operational Leadership & Execution

· Partner with the General Manager to establish operational priorities, translate strategy into action and ensure consistent execution across properties and departments.

· Review operating hours, staffing models, service delivery, workflows and departmental practices to identify opportunities for improved effectiveness, efficiency and guest experience.

· Create disciplined follow-up around operational commitments, projects, action plans and leadership decisions.

· Identify issues requiring immediate attention as well as systemic opportunities requiring longer-term solutions; establish ownership, timelines and accountability.

· Lead or support significant operational projects, openings, transitions and cross-functional initiatives as assigned by the General Manager.

· Ensure operating leaders have clear goals, appropriate resources and measurable expectations.

Guest & Member Experience

· Champion service excellence throughout every stage of the guest and member journey, from initial inquiry and reservation through arrival, stay, departure and post-visit feedback.

· Regularly observe operations firsthand to assess service standards, anticipate friction points and identify opportunities for improvement.

· Promote proactive Guest Problem Resolution (GPR), with emphasis on preventing service failures, empowering employees to resolve issues and learning from recurring themes.

· Review guest feedback, service trends and operational metrics with leaders and ensure appropriate corrective actions and follow-through.

· Reinforce OEHG standards for personalized, gracious and consistent hospitality across the portfolio.

People Leadership & Organizational Development

· Build strong relationships with property and department leaders through regular one-on-one meetings, operating reviews and direct engagement with their teams.

· Create an environment of open communication, empathy, accountability and employee empowerment; encourage employees to contribute ideas and raise concerns.

· Coach leaders to strengthen decision-making, communication, performance management and ownership of results.

· Partner with Human Resources and operating leaders to review staffing levels, organizational structure, talent needs, succession opportunities and workforce planning.

· Identify learning and development needs and ensure leaders maintain effective training plans, standards and operating procedures.

· Help develop a strong internal leadership pipeline and support thoughtful succession planning across operations.

Financial & Business Performance

· Partner with Finance, the General Manager and operating leaders to understand and improve the financial performance of OEHG operations.

· Review budgets, forecasts, labor, productivity, departmental expenses and other key operating metrics; ensure leaders understand the relationship between service standards and financial accountability.

· Work with department leaders to establish measurable goals for quality, productivity and budget performance and monitor progress against those goals.

· Identify operational efficiencies that protect the guest and employee experience while improving financial performance.

· Support annual budgeting, capital planning and operating-plan development as assigned.

Standards, Systems & Continuous Improvement

· Review departmental SOPs, checklists, training materials and operating routines; improve and standardize them where greater consistency would benefit OEHG.

· Ensure new processes and procedures are implemented thoughtfully, communicated clearly and evaluated through employee and leader feedback.

· Encourage teams to challenge inefficient practices and continuously improve how work is performed.

· Use operating data, guest feedback and direct observation to identify trends and establish priorities.

· Promote appropriate consistency across OEHG while recognizing the distinct character and operating needs of individual properties and businesses.

Property Condition, Safety & Operational Readiness

· Partner closely with Engineering/Maintenance, Housekeeping and property leadership to maintain OEHG facilities at the expected level of quality, safety and readiness.

· Work with Leadership and Interior design team as needed to ensure all rooms and shared spaces across all properties are top condition and are up to OEHG standards.

· Participate in property walk-throughs, room inspections and operational reviews to identify immediate and long-term needs.

· Review maintenance priorities, project schedules and recurring property-condition issues with appropriate leaders.

· Reinforce compliance with OEHG safety, security, emergency preparedness and operating policies.

· Ensure operational disruptions and significant service issues are escalated appropriately and managed with urgency and clear communication.

Communication & Cross-Functional Alignment

· Attend and participate in key property and departmental meetings and establish effective operating rhythms where additional structure is needed.

· Ensure information, priorities and decisions move effectively between senior leadership and operating teams.

· Partner closely with Human Resources, Finance, Sales, Revenue & Reservations, Marketing and other support functions to align operational needs with enterprise priorities.

· Provide the General Manager with timely visibility into significant operational risks, opportunities, staffing concerns, guest issues and performance trends.

· Foster a culture in which departments operate as one OEHG team rather than independent silos.

Leadership & Performance Expectations

· Enterprise Mindset - Makes decisions in the best interest of OEHG as a whole and balances the needs of individual properties with broader organizational priorities.

· Visible Leadership - Is consistently present in the operation, accessible to employees and leaders, and connected to the guest experience.

· Operational Excellence - Creates clarity, consistency, discipline and follow-through while remaining practical and hands-on.

· People Development - Builds capable leaders, encourages ownership and creates an environment where employees feel heard, supported and accountable.

· Guest Experience - Protects and elevates OEHG service standards and focuses teams on preventing problems rather than simply reacting to them.

· Financial Stewardship - Understands the business, manages resources responsibly and holds leaders accountable for productivity and financial results.

· Continuous Improvement - Challenges the status quo constructively, identifies quick wins and develops sustainable solutions for larger opportunities.

Qualifications

· Progressive senior hospitality operations leadership experience, preferably within luxury hotels, resorts, clubs or a multi-property hospitality organization.

· Demonstrated success leading leaders and teams across multiple operating disciplines.

· Strong understanding of hotel and hospitality operations, guest service, labor management, budgeting, forecasting, productivity and property standards.

· Proven ability to move comfortably between strategic priorities and detailed operational execution.

· Exceptional leadership, communication, relationship-building and problem-solving skills.

· Ability to influence across functions, create accountability and lead through change in a collaborative manner.

· Strong business judgment, financial acumen and ability to interpret operational and financial performance data.

· High level of integrity, discretion and professionalism; confidentiality is required at all times.

· Ability to work a flexible schedule based on business needs, including weekends, holidays and periods of peak operation as appropriate.

· Ability to travel regularly among OEHG properties and operating locations.

Success in the Role

Success will be reflected in stronger operating consistency across OEHG, high levels of guest and member satisfaction, engaged and accountable leadership teams, improved communication and cross-functional coordination, disciplined labor and financial performance, well-maintained properties, effective execution of organizational priorities, and a culture of continuous improvement and service excellence.