Martin Hanspach

Ghaya Grand Hotel, Dubai, 5*, 765 rooms, November 2018 to Feb 2020
• Achieved goal of improving TripAdvisor Ranking to TOP 20 out of 635
• Wrapped up contracting of Outsourced Housekeeping company to cut cost during low season
• Managed the implementation of the three-year property improvement plan in view of EXPO 2020 Tourism and Business developments.
• Key developments achieved: Digitization of Sales, Social Media and Brand Marketing, Outlet synergies, as well as Cost planning and control, focus on Fixed costs.
• Accomplished the implementation of CRM package Dailypoint
• Increased KPIs, GOP, GOP%, RGI and Guest Satisfaction statistics
• Changed Overtime payment policy for F&B staff to gain flexibility for MICE business
• Reorganized the Sales team and split into Active and Reactive Sales force.
• Attained implementation of Financial planning software package Fairmas
• Planned and implemented acquisition of Revenue Management system IDEAS
• Raised overall guest satisfaction from 8/10 to 9/10, modified
• Defined Revenue and Expenses budgets for the hotel and per department, consistently exceeding monthly revenue and GOP targets.
• Directed the Heads of Departments of Housekeeping, Front Office and Engineering in the optimization of operational processes

Radisson Blu and Wyndham Garden Dresden, February till October 2018, 836 rooms

• Executive committee member reporting to General Managers and owner
• Year over Year Rooms Revenue increased: Online +75%, FIT +30%
• Reduced overall commission payment ratio from 21 to 18%
• Rebuilt Revenue and Reservations Department, hired team and implemented training plan
• Review of room accommodation and rate inventory controls in PMS, SynXis, BusyRooms and the brand website of each property
• Identified new revenue opportunities and effectively communicated revised sales strategy and pricing to all key stakeholders
• Revenue and Expenses strategies were adapted to shorter seasonality cycles and lead times
• Maintained productive relationships with stakeholders, including hotel owner, General Managers, sales leaders, franchisees and owners
• Accountable for pricing, positioning and inventory of all hotels
• Streamlined Distribution Channel Management with unified Rate plans and supplements
• Weekly forecast meetings implemented, reporting to Group DOO and owner
• Implementation of PMS (PROTEL), CRS (BusyRooms) and Finance planning (Fairmas)
• Weekly audits of Ranking, Contents, Conversion and Click-Through-Ratios

InterContinental Phnom Penh, January 2017 to January 2018, 346 rooms and Suites
• In charge of Rooms, Housekeeping, Security, Sales and Marketing and Revenue departments
• Guided Heads of Departments to improve expenses forecasting considerably
• Improved Gross Operating Profit Percentage from 28% to 33%
• Achieved KPOs (Key Performance Objectives) for: Rooms Profit (80.4%), Loyalty Recognition (92%), Heartbeat (81), by enhancing purchasing practices, IHG Brand standard implementation and training
• Conducted trainings with HODs to plan and adapt Duty Roster planning and procedures
• Collaborated with Director of Human Resources and implemented yearly vacation plan
• Improved Employee Engagement score 97% vs. 83% in LY by implementing monthly and quarterly training plans, as well as reducing duty roster changes
• Implemented weekly MEDALLIA analytics meeting with Front Office Manager, Director of Housekeeping and Director of Engineering
• Planned and executed TQM (Total Quality Management) process to improve the physical condition and appearance of guest rooms; with staggering results especially in the Executive Floor
• Guest Heartbeat Score moved from 79 to 82 Year over Year as rooms conditions improved and Brand standards have been strictly applied
• Embedded IHG's Winning Ways philosophy in the hotel and lead the team to achieve metrics

Director of Sales & Marketing Holiday Inn Sharja, UAE, since April “Grand Excelsior”
180 rooms and Suites, 2 restaurants and 6 meeting rooms, since August 2013
Transfer to Holiday Inn Sharjah, restructuring the Sales & Marketing Department, managing the collaboration with the regional office.

Job Scope, Major Targets
- reorienting the business mix in view of achieving budget RGI, focussing on corporate segment
- Employee training in IHG procedures and Sales and reservation processes
- Target of increasing System delivery revenue by 10%
- Increase Loyalty program enrolment by 20%
- Create and apply the marketing plan
- Ensure ranking and positioning of property on major OTA websites

Holiday Inn Olaya, Riyadh, Saudi Arabia, October 2011 till July 2013
● 5-star hotel with 298 rooms and Suites, 14 meeting rooms of up to 400 guests
● RGI increase by 13% to 111.1. Achieved monthly, quarterly and yearly enrollment targets for IRC, Heartbeat scores increased to IHG Middle East TOP 10
● Achieved Forecasting accuracy better than 3% on a monthly basis

Nash Exploitation S.A., Geneva, Nash Ville and Carlton Hotels, 136 rooms, 2008 to 2010
● Fully in-charge of all operational departments i.e.: Rooms Division, Food & Beverage as well as Human Resources, Engineering, Purchasing, Sales and Marketing
● Achieved yearly NOP% increase of 4%, through increased RevPar and LOS
● In Charge of yearly Revenue and Expenses budgets.
● Evaluated staff and made significant changes in job responsibilities to improve productivity and guest satisfaction. Extensive Reporting (weekly and monthly) to owners.

Resident Manager for Hotel Longchamp, and Sous Directeur for Hotel Sagitta, fully responsible for all Administration, HR and Sales