Director of Hospitality & Property Management
New Plan Development
Total years of experience :25 years, 2 Months
Head of the Hospitality and facility management arm of the company. Structured an opening team for a newly established hotels brand “Marom Hotels” and currently responsible for creating the brand and establishing a functioning hospitality entity.
• Head of the Hospitality and Property Management arm of the company.
• Responsible for overseeing the day-to-day activities related to the company properties.
• Responsible for managing a team of property managers, chefs, stewards, and front-of-house staff, as well as overseeing all online and offline bookings, sales & marketing, digital exposure and maintenance operations.
• Monitor properties performance from food and beverage-related standards to maintaining quality customer service and operations.
• Responsible for coordinating and directing profits, management reports, budgeting, marketing and public relations efforts, crisis management, and adhering to all local regulations.
• Oversee the planning and execution of events and other special projects as needed
Lead a team to reopen and re-brand the hotel. The hotel is currently one of the busiest 3* hotels in Sharm and recently been announced as a preferred partner to Booking.com
My duties involved the following;-
• Created the property’s market position through launching the website and establishing strong online presence, more than a dozen room contracts were signed in the first 4 months
• Generated new revenue source, designed a renovation plan included the addition of more rooms, a dive center and existing rooms enhancements
• Reduced operating expenses by over 40%, better distribution of cost center and effective cost control initiatives, while improving quality of service, staff moral and customer satisfaction.
• Empowered every employee, to promptly resolve issues and satisfy guests through development of “check list” procedures outlining the company vision and policies, using Client Satisfaction Questionnaire report for departmental self assessment
Monte Carlo Sharm Resort & Spa (formerly the Ritz Carlton) is a 5* luxury resort located in Sharm El Sheikh, Egypt.
Reporting to the General Manager, the role functions covered the following area;
*Royal Monte Carlo manager
Full responsibility of the Royal Monte Carlo, the hotel within the hotel, the most prestigious concept in the resort that is handling the top VIPs and highest paid clients.
* Operations
Monitor and manage all aspects of business operations, under the general management and control of the General Manager, and taking account of the existing MC hotel policy and MC procedures.
* Customer care & service
Offer a friendly and efficient customer service at all time.
* Employee Support
Monitor the function of all employees, all installations, sales and costs, in order to ensure that the department achieves the greatest possible profits.
* Communication
Secure, monitor, measure and maintain a standard in all operative areas of the hotel, which both designs internal procedures with maximum efficiency, and also continuously guarantees a level of service oriented to the requirements of guests and customers.
Agazat Online is an online portal for Apple Tours Egypt, this channel was established to solely target Egyptian holidaymakers by offering a wide range of services to clients including but limited to;
Hotel bookings, flight bookings, tour package bookings, tailor-made travel arrangements and corporate MICE services.
Duties included leading startup team and supervise the following areas;
• Decide on structure and layout of the portal and coordinate progress with the web developing company.
• Supervise quality of website content and ensure its validity at all times
• Working with the team to achieve competitive rates and special offers from suppliers
• Ensure the highest availability of rooms with special focus on key hotels
• Develop the corporate business and increase the company’s MICE market share
Leading the team of this 3+ hotel (under classification of 4*) that consists of 124 guest rooms, one restaurant, 2 bars & 2 swimming pools.
Recently appointed in this position, however, immediately worked on identifying the risk areas alongside service improving and online exposure enhancements. Currently working on top priority areas as follows;
• Implemented hygiene standards, as a top priority issue that was the first big accomplishment that was given the utmost attention and resulted in a huge change to food and beverage receiving process, storage, preparation & handling
• Improved hotel’s online exposure & sales, immediately worked on a new website for the hotel and replacing the old photo with updated ones. In addition worked on updating the hotel’s info on search engines and contracted the big players in Online Reservation
• Reinstated guest satisfaction tools, Implemented at once measures to ensure that we stayed on top of guest comments/requests to enable us to swiftly enhance their experience. Maximized our reach out to clients through social media before they arrive, whilst email to every checked out guest was sent asking for a review on their experience.
• Encouraged financial practices, requested that we re-introduce hotel’s budget based on historic records and our anticipations for future performance to enable us to maximize the hotel’s revenue by acknowledging our bottom rates and therefore correctly position the hotel’s prices throughout peak, normal and low seasons and benefit from the derived financial reports.
Delivered leadership for and oversight of the resort with 81 guest rooms, 3 restaurants and bars, 2 swimming pools and 50+ staff and assumed a total restart-up for the operation
Following the acquisition of the hotel from TUI, I was appointed by the new owner to lead a team to achieve a complete restructure of the hotel market and exposure.
Challenged from day one to reduce ongoing operating losses. Assessed each line-item within the budget and immediately began to improve margins through streamlining staff, food costs and other unnecessary operational expenditures. Recruited and hired a strong management team to assume departmental responsibility and drove accountability for quality and service delivery from the top down.
• Created the property’s market position through launching the website and establishing strong online presence, more than a dozen room contracts were signed in the first 4 months
• Generated new revenue source, designed a renovation plan included the addition of more rooms, a dive center and existing rooms enhancements
• Reduced operating expenses by over 40%, better distribution of cost center and effective cost control initiatives, while improving quality of service, staff moral and customer satisfaction.
• Empowered every employee, to promptly resolve issues and satisfy guests through development of “check list” procedures outlining the company vision and policies, using Client Satisfaction Questionnaire report for departmental self assessment
Explorers Travel Club Ltd. A UK based Tour Operator (part of TUI PLC Group) that owned/operated Ocean College Dive Centers, Explores SSH Tours & Reps office, Ocean Club Hotel, Ocean Bay Hotel, Ocean Tec Tank Filling Station.
Led a 170+ team of staff and managers in the above multi-site operations, Analysed financial and operational deficiencies and implemented strategic initiatives to improve quality of services, bottom line margins and cost control throughout all operations.
Immediately implemented synergy strategies, which led to reduce expenditure and increase cash flow within the group.
Renegotiated suppliers contracts & centralized purchasing departments, using the company’s buying power achieved best prices and maximum profitability that exceeded 20% worth of saving
Increased hotels combined occupancy from 65% to 82% through establishing flexible deals with other TO’s to fill the gaps while securing availability for Mother Company
• Develop Marketing strategies to attract new customers and increase sales
• Enhance the administration side of the operation and paperwork handling
• Increase efficiency of collections and proper income banking
• Maintain a proper equipment, material etc…stock control
• Re-arrange contracts and formalize deals
• Enhance business economics and running costs
• Research expansion opportunities and bringing in more business
Jun 2004-Aug 2005 Explorers Travel SSH Sharm El Sheikh
Office Manager - report to Area Operations Manager
My main duties were as follows: -
• In charge of the Tourism sector of the company
• Hire, train, monitor and evaluate office employees
• Conduct and oversee the sales presentations and process
• Oversee the administration duties and ensure accuracy
• Answer to complaints and solve guests problems
• Set up deals and contracts with the different suppliers
• Prepare the suppliers' weekly and monthly payments
• Prepare the office monthly account and produce end of month reports
• Ensure quality of service provided
Aug 2003-May 2004 Egyptian Riviera Tours Sharm El Sheikh
Branch Manager - report to Managing Director
My main duties were as follows: -
• In charge of the entire operation of the branch and its paperwork
• Hiring, monitoring and evaluating the branch staff, with all its different departments- Accounting, Transport and Operation
• Training new guides and foreigner tour leaders
• Ensure quality of service provided
• Send daily and weekly reports about operation in sharm to head office
• Carry out the deals with Transport companies & Excursion operators
June 2001-Oct 2002 Explorers Travel SSH Sharm El Sheikh
Holiday Representative
August 1999-May 2001 Spring Tours Sharm El Sheikh
Tour Leader & Guide
Sep.1996-July 1999 Sofitel Le Sphinx Hotel Cairo
Senior Front Desk Agent
• Financial Awareness • Strategic Thinking • Managing Changes • Marketing • Operations • Product Development • Yield & Capacity • Sales • Sustainable Development • Leadership • Entrepreneurship
1993-1997 Graduated from the Faculty of Arts, Cairo University.
