Vice President, Portfolio Operations & Transformation

Proper Hospitality; Los Angeles (CA); On-site; USD 250,000 - 275,000; Full time

Job summary

Proper Hospitality is seeking an experienced hotel operations leader to serve as Vice President, Portfolio Operations & Transformation, reporting to the Chief Operating Officer. The role combines direct operating leadership for The Collective with portfolio performance, transformation and enterprise-standardization across Proper, By Proper and The Collective.

The VP will manage GMs, drive revenue and GOP margins, and lead recovery plans for underperforming hotels while partnering with HR on

Qualifications

• Senior-level hotel operations experience across multiple properties.
• Proven track record delivering financial and operating results.
• Strong collaboration with owners, asset managers and executives.
• Experience leading transformative initiatives including AI/automation in hospitality.

Responsibilities

• Directly lead The Collective General Managers and own property-level financial performance.
• Drive portfolio-wide operating improvements and cost productivity.
• Develop recovery plans for underperforming hotels and support openings.
• Partner with HR and COO on leadership gaps, succession and talent development.
• Institute standardized operating practices, labor models and performance metrics across brands.
• Oversee operating governance for enterprise-standard processes and adoption.

Skills

Multi-property leadership

P&L management

Revenue optimization

Operating turnaround

Stakeholder management

Hotels & F&B ops

Leadership development

Job description

Proper Hospitality builds and operates a growing collection of luxury lifestyle hotels, restaurants and residences defined by design, culture, wellness and a strong sense of place, across Proper Hotels, By Proper and The Collective.

The Role

We’re seeking an experienced hotel operations leader to serve as Vice President, Portfolio Operations & Transformation, reporting to our Chief Operating Officer.

Areas of Responsibility

Time will vary with business needs, but the role is expected to focus approximately on:

• The Collective, Direct Operating Leadership: 40 to 50%
• Portfolio Performance and Operating Leadership: 20 to 30%
• Operating Improvement and Transformation: 25 to 35%

Key Responsibilities

The Collective: Direct Operating Leadership

• Directly manage, coach and develop The Collective General Managers
• Own hotel-level financial performance, including revenue, profitability, labor productivity, expenses and margin
• Hold GMs accountable for financial results, guest experience, team engagement and brand standards
• Serve as the primary operating contact for Collective owners, maintaining their confidence in Proper’s management
• Lead recovery plans for underperforming hotels, and support transitions, repositionings and openings
• Partner with HR and the COO on GM performance, leadership gaps and personnel changes
• Spend regular time at the properties
• Partner with the COO and existing operating leaders to improve performance across Proper, By Proper and The Collective
• Identify recurring performance issues and inefficiencies that don’t show up in individual property reporting
• Work with existing operating leaders to establish consistent expectations for financial performance, service quality, labor management and accountability
• Support the COO on complex operating challenges, including underperformance, leadership issues and significant owner concerns
• Provide additional operating leadership during openings, transitions and major disruptions
• With the COO’s support, lead portfolio-wide operating improvements across all brands, working through the appropriate operating and functional leaders to ensure changes are implemented and sustained

The VP has direct operating accountability for The Collective. Across Proper and By Proper, the role works through existing operating leadership, with additional authority delegated by the COO when appropriate.

Operating Improvement & Transformation

• Develop and manage a focused portfolio operating improvement agenda, working with the COO to prioritize initiatives with the greatest impact on productivity, profitability and operating effectiveness
• Identify opportunities to simplify operating processes, eliminate duplicated work and improve productivity across the portfolio
• Evaluate staffing models, labor deployment and management structures to identify opportunities to improve productivity without compromising service
• Partner closely with the Corporate Director, Enterprise Operations to translate improvement opportunities into scalable operating standards, labor models, workflows and performance measurement
• Serve as the operating business owner for prioritized AI and automation initiatives in hotel operations, identifying which property workflows should change, defining requirements with functional leaders, and driving property-level adoption. Technology and data teams remain responsible for development and technical implementation
• Work with Enterprise Operations and functional leaders to implement operating practices that scale as the portfolio grows while preserving the individuality of each hotel

The VP is accountable for identifying operating improvement opportunities, establishing business objectives and delivering measurable results through the appropriate leaders. Enterprise Operations owns the supporting standards, frameworks, operating processes and execution governance.

The role does not own software development, technology infrastructure or enterprise systems architecture.

• Build a strong bench of General Managers and property leaders, with succession plans for critical roles
• Coach GMs to become strong commercial leaders, not just effective property managers
• Partner with HR on GM recruitment, development, performance management and retention
• Build an operating culture that balances financial discipline with hospitality, creativity and engagement

Cross-Functional Partnership & Brand Execution

• Partner with Finance, Commercial, Brand, HR, Culinary and the corporate F&B leadership team so operating plans are realistic and executable
• Partner with the corporate F&B leadership team and hotel leadership to strengthen property-level F&B execution, profitability and integration with the broader hotel experience
• Work closely with Enterprise Operations to ensure operating improvements are reflected in appropriate standards, labor models and property-level execution practices
• Make sure operating practices reinforce Proper’s commitment to design, culture, wellness and distinctive hospitality

What This Role Is Not

• A second COO. The COO retains overall responsibility for company operations and final authority on significant operating decisions.
• A corporate project manager. The VP is expected to improve actual operating performance, not simply coordinate initiatives or track progress.
• A technology executive. The role determines what changes in hotel operations and makes those changes stick, but does not own technology development or infrastructure.
• The owner of enterprise operating infrastructure. Enterprise Operations owns SOP frameworks, labor models, operating standards, scorecards and operating cadences. The VP partners closely with this function but remains focused on operating performance and business outcomes.
• The owner of every operating process. Improvements are implemented through accountable operating and functional leaders, not a new centralized layer.

Qualifications & Experience

Required

• 12+ years of progressive hotel operations experience, including significant multi-property leadership
• A track record of managing GMs and delivering strong financial and operating results across multiple hotels
• Deep hotel P&L experience, including labor management, forecasting and margin improvement
• Strong experience working directly with hotel owners and asset managers
• Proven ability to turn around underperforming hotels and strengthen leadership teams
• A record of improving margin or labor productivity across multiple properties through changes in standards, workflows or systems, not just through individual GM performance
• Experience rolling out new tools or processes at the property level and making adoption stick
• Working knowledge of AI and automation and their practical applications in hotel operations
• Strong leadership skills, with the ability to motivate teams, influence executives and lead change

Strongly Preferred

• Properties with significant restaurant, bar and ancillary revenue
• Complex ownership structures, mixed-quality portfolios, turnarounds or repositionings
• Multi-brand hotel management company experience
• Genuine appreciation for design, food, culture, wellness and service

How You Work

• Operating Judgment: You know what drives hotel performance, catch issues early, and separate symptoms from root causes.
• Leadership: You set high standards and hold people accountable while keeping their trust.
• Commercial Discipline: You understand the financial implications of operating decisions and balance profitability with guest experience.
• Change Leadership: You challenge established ways of working, build support for new approaches, and make improvements stick.
• Brand Sensibility: You understand that operating efficiency should reinforce the guest experience, not diminish it.
• Collaboration: You exercise authority where appropriate and work effectively through others, particularly across operating, functional and enterprise support teams.

What Success Looks Like in Six to Twelve Months

• The Collective has stronger operating leadership and improved flow-through and GOP margin against budget
• Underperforming hotels have credible recovery plans with measurable progress
• Portfolio-wide improvements deliver measurable gains in departmental labor productivity, operating margins and workflow efficiency, with financial benefits validated by Finance and sustained adoption at the property level
• New operating standards and workflows are adopted at the property level, in partnership with Enterprise Operations, without compromising guest satisfaction or service quality
• GM performance, development and succession planning are more consistent
• The COO has more capacity for broader company leadership and growth
• Owners and corporate leadership have greater confidence in the consistency of Proper’s operations

Reporting & Compensation

• Reports to the Chief Operating Officer. Direct reports include The Collective General Managers
• Base salary: $250,000 to $275,000, plus performance-based bonus