كريم الحر

• Strategically managing 52 operational properties and 24 under development through eleven brands across ten countries, with a total revenue of AED 1.6B+.
• analyzing and interpretation of revenue, demand generators, financial reporting, and management data regularly to assess performance of hotels, and where necessary evolve short and long-term strategies enhancing performance (Pricing, Segments, Manning, Cost, Compset, etc.…).
• Leading the Quality within the company, by introducing and developing:
- Revinate platform, increasing the Regional score from 4.11 (2017), 4.18 (2018) and 4.24 (2019)
- Mystery shopper audits, with full initiation and execution and post audit action planning
• Led the company’s Pandemic reaction plan, covering all Hotels’ cleaning and safety protocols, and Quarantine Business handling in 12 Hotels, along with Cost saving activities across the Region.
• Owner of 3Ps Project (Property Profit Plan) aiming to review and decrease all Region’s Hotels expenses (Contracts, Manning, Purchasing). This program had resulted in saving AED 34, 850, 000 annually for the Region, with direct GOPs impact.
• Regional Champion of the company’s Loyalty Programme for the Middle East. Achieved 380, 000 new members for 2019 and targeting 500, 000 new members for 2021.
• Created and developed the full Millennium Asset Management model, covering the company presentation, services provided, scheme of work and reporting requirements.
• Led the Pre-opening activities of the following Properties:
- M Hotel Downtown by Millennium, Dubai (Conversion) - 4 stars, 242 rooms
- Millennium Plaza Doha - 5 stars, 232 rooms
- Millennium Makkah, KSA (conversion) - 5 stars, 1420 rooms
- Copthorne Kuwait Hotels - 4 stars, 150 rooms
- Millennium Golden Horn Istanbul - 5 stars, 127 rooms
- Millennium Resort Salalah - 5 stars, 286 rooms
- Millennium Hotel Madina Airport - 5 stars, 227 rooms
- Millennium Place Marina, 4 stars with 453 rooms
- Millennium & Copthorne Makkah Al Naseem - 5 stars, 1, 308 rooms
• Currently planning 10 hotels pre-opening during 2021 and 2022 in UAE (4), Makkah (1), Madinah (1), Jizan (1), Muscat (1), Konya (1), Basra (1)

• Creating and developing the Company's asset management plans and strategy, while communicating expectations and obligations to Hotels’ owners
• Led various Asset Management projects totaling AED 210M per year, by representing and supporting the Owner with the Hotel Operator, and providing professional services and assist hotel operation in maximizing returns
• Analysed revenue, demand generators, financial reporting, and management data regularly to assess performance of hotel, and where necessary evolve short and long-term strategies enhancing performance (Pricing, Segments, Manning, Cost, Compset, etc.…)
• Full AMCs, contracts and Manning reviews that directly affect bottom line figures. For 2019, we were able to positive affect GOP by 9.6%.
• Full year Budget review, along with setting up the upcoming operational budget, while maximizing GOP then EBITDA
• Weekly reporting, and monthly meetings with Owners, Hotel Operators and Hotel’s teams

• Developing best practice strategies and methodologies to uplift the customer experience, efficiency and effectiveness of the hotels’ operations across the region.
• Championing the guest satisfaction index (Revinate), by implementing a defined strategy and roadmap to leverage the region’s satisfaction score - Increased by 12% (4.19) Q3 YTD 2017
• Setting-up and evaluating KPI targets for all the region's General Managers through a renovated system named Pulse, covering 11 pillars (finance, guest experience, customer service, health and safety, and HR)
• Developing and maintaining the Brand service manual, for all 11 brands with a direct coordination from Singapore and London regional offices
• Successfully converted a leading 1400+ keys Hotel in Makkah into Millennium Brand, during the busiest time of the year, covering all aspects of the operation.
• Designing, Developing and Executing a total Regional Loyalty Program named You Loyalty and Rewards Program, covering Rooms Loyalty, F&B Loyalty and Bookers Loyalty Programs (Potential yearly revenue 3M AED) - Currently, this program has been renamed to MyMillennium
• Overseeing the process of enrollments in the Hotels, set targets and monitor monthly performance. Monthly webinar is carried out to communicate best practices, celebrate top sellers and motivate everyone for increased performance
• Setting up annual operation’s budget needs for all hotels across the region
• Designing new innovative ideas and new partnerships using market and customer trends to elevate the customer experience.
• Acting as the main custodian of hotel openings in the region through supporting and supervising the team; during hotel pre-opening, in formalizing SOPs, maintaining quality standards, ensuring processes implementation and endorsing new innovative ideas to maintain a stable customer satisfaction index (In 2017, 6 hotel openings done, other 4 forecasted)
• Leading the implementation of the hotel’s guest experience audit system, to ensure compliance to Brand service standards and operating procedures - 64 Audits have been done.
• Ensuring compliance with Millennium brand standards and set value added services for customers through analyzing the trends and identify root causes, bringing up innovative solutions for the region.
• Reporting directly to SVP Operations and COO.

Developing best practice strategies and methodologies to uplift the customer experience, efficiency and
effectiveness of the hotels’ operations across the region.
* Championing the guest satisfaction index (Revinate), by implementing a defined strategy and roadmap to
leverage the region’s satisfaction score - Increased by 12% (4.19) Q3 YTD 2017
* Setting-up and evaluating KPI targets for all the region's General Managers through a renovated system
named Pulse, covering 11 pillars (finance, guest experience, customer service, health and safety, and HR)
* Developing and maintaining the Brand service manual, for all 11 brands with a direct coordination from
Singapore and London regional offices
* Successfully converted a leading 1400+ keys Hotel in Makkah into Millennium Brand, during the busiest
time of the year, covering all aspects of the operation.
* Designing, Developing and Executing a total Regional Loyalty Program named You Loyalty and Rewards
Program, covering Rooms Loyalty, F&B Loyalty and Bookers Loyalty Programs (Potential yearly revenue
3M AED) - Currently, this program has been renamed to MyMillennium
* Overseeing the process of enrollments in the Hotels, set targets and monitor monthly performance. Monthly
webinar is carried out to communicate best practices, celebrate top sellers and motivate everyone for
increased performance
* Setting up annual operation’s budget needs for all hotels across the region
* Designing new innovative ideas and new partnerships using market and customer trends to elevate the
customer experience.
* Acting as the main custodian of hotel openings in the region through supporting and supervising the team;
during hotel pre-opening, in formalizing SOPs, maintaining quality standards, ensuring processes
implementation and endorsing new innovative ideas to maintain a stable customer satisfaction index (In
2017, 6 hotel openings done, other 4 forecasted)
* Leading the implementation of the hotel’s guest experience audit system, to ensure compliance to Brand
service standards and operating procedures - 64 Audits have been done.
* Ensuring compliance with Millennium brand standards and set value added services for customers through
analyzing the trends and identify root causes, bringing up innovative solutions for the region.
* Reporting directly to SVP Operations and COO.

* Responsible for the Front Office, Housekeeping and Health Club Operation.
* Reshaped the whole Rooms Division Department at the Hotel, covering the manning restructuring, setting
up targets and vision and tools to achieve company’s goals.
* Developed platforms to increase Guest satisfaction, by creating the new Guest Recovery and Problem
resolution systems, allowing to increase Guest satisfaction by 21 points (3-month rolling June 2016)
* Analyzed the data gathered from the guest complaints tools, and prepared action plans to identify root
causes and developed direct solutions
* Created Quality committee of the hotel - Quality champion, responsible to implement innovative thinking in
customer experience journey
* Set appropriate Guest experience metrics and goals for the team, for execution and assessment through KPIs
* Strategic partnership with third party suppliers (car rental companies, tour operators, Beach activities) which
generated AED1, 4 M per year.
* Oversaw many events execution, and was part of opening team of 3 new Outlets in the Hotels.
* Coordinated key events in the Hotel, in coordination with other departments (Kitchen, PR and Marketing) -
Ramadan tent which was relaunched and generated incremental revenue of AED1, 6 M in the Holy month.
* Reviewed the Rooms Division P&L, and created initiatives that added 1M AED to the Hotel’s revenue
* Active member in the Hotel’s Executive committee.

Responsible for Front Office Operations of the hotel & coaching on all aspects of up selling, guest
interaction and operational tasks
* Achieved 2.6 % increase on RevPAR through Front Office Up selling (July 2014 to July 2015).
* Oversaw the upselling process handling, accounting and reconciliation procedures, directly with TSA and
the Hotel’s teams to ensure smooth flow of upselling.
* Assigned monthly targets for upselling, by applying tactical incentive based on the month forecasted figures.
* Set up the full year budget, focusing on elevating the Guest experience quality of service and managing
other operational expenses.
* Active involvement in Quality committee of the hotel - Was able to elevate Guest experience through
designing innovative solutions to enhance the guests’ journey and make them feel valued.
* Successful application of Fairmont brand standards, and was the champion of the Hotel’s audit team to make
sure all service standards are applied into all Hotel’s areas.
* Improvement of Guest satisfaction index Year over year by 12 index points (YTD June 2015)
* Champion of the JD Power, which is the Guest Satisfaction program for Fairmont Hotels and Resorts

• Responsible for Front Office Operations of the hotel & coaching on all aspects of up selling, guest interaction and operational tasks
• Achieved 2.6 % increase on RevPAR through Front Office Up selling (July 2014 to July 2015).
• Oversaw the upselling process handling, accounting and reconciliation procedures, directly with TSA and the Hotel’s teams to ensure smooth flow of upselling.
• Assigned monthly targets for upselling, by applying tactical incentive based on the month forecasted figures.
• Set up the full year budget, focusing on elevating the Guest experience quality of service and managing other operational expenses.
• Active involvement in Quality committee of the hotel - Was able to elevate Guest experience through designing innovative solutions to enhance the guests’ journey and make them feel valued.
• Successful application of Fairmont brand standards, and was the champion of the Hotel’s audit team to make sure all service standards are applied into all Hotel’s areas.
• Improvement of Guest satisfaction index Year over year by 12 index points (YTD June 2015)
• Champion of the JD Power, which is the Guest Satisfaction program for Fairmont Hotels and Resorts

Responsible for Front Office Operations of the hotel
* Champion of the Heartbeat Program, the Guest Satisfaction program for the IHG
* Achieved all 3 Guest satisfaction targets set in the Heartbeat program for 2013
* Full implementation of new Market trends to enhance quality of service (Ms. Surface for concierge lounge,
Tablet PCs at check in, VingCard key system)
* Managing operational expenses and worked with “limited resources” such as low manning to ensure a
smooth and right operation due to overall situation.
* Championed the Tripadvisor Hotel’s page, by increasing the number of surveys and ranking and achieved
the 1st in the market for year 2013 and 2014

• Responsible for Front Office Operations of the hotel

• Champion of the Heartbeat Program, the Guest Satisfaction program for the IHG
• Achieved all 3 Guest satisfaction targets set in the Heartbeat program for 2013
• Full implementation of new Market trends to enhance quality of service (Ms. Surface for concierge lounge, Tablet PCs at check in, VingCard key system)
• Managing operational expenses and worked with “limited resources” such as low manning to ensure a smooth and right operation due to overall situation.
• Championed the Tripadvisor Hotel’s page, by increasing the number of surveys and ranking and achieved the 1st in the market for year 2013 and 2014

Fully in charge of the Club Intercontinental and its new concept
* Finished a complete renovation for all Club InterContinental Operational policies and procedures, along
with Staffing and inventories studies
* Championed the Club Lounge opening project (Club layout, staffing, Policies, guest’s feedbacks,
introducing the Butler service and Guest Experience improvement

Took charge of the entire hotel’s operation, in the absence of all the departments.
* In charge of the overall night run and night shift operations and its reports, and all health and safety issues.
* Carried out Duty Management functions and assisting front office manager in the overall management of the
Front Office department.

• In charge of Telephone Operator and Business Center
• Collaborated with the Revenue Manager to increase (17 %) the Business center revenue (Q2 2008)
• Worked on improving the level of standards by adapting a new style of work.
• Analyzed the business center’s strengths, weaknesses and opportunities.
• Assisted Front Office manager with budgeting and monitoring on revenue levels as well as monitoring departmental operating costs.

Rotated through many departments for an 18 month’s period (Front Office, Housekeeping, Laundry, Sales
and Marketing, Finance, Executive Office).
* Shadowed management staff, department heads and were delegated tasks accordingly.
* Handled projects and assisted in action plans and their execution.

Helped students with all the administrative matters.
* Checked in & out students following G.I.H.E regulations.
* Restructured the Front Desk area, and made it more resourceful to the operation.
* Took charge of the total school operations during week-ends and festive days.