Richard Grew

Pre-opening and opening General Manager of Qatar’s premier health and wellness resort owned and operated by the Qatar Royal family. Katara Beach Club targets locals looking for a club that is exclusive and private. The Clubs objective is to ensure the clients use the club as a social destination as well as benefit from the wellness experiences.
Managing a large team of staff from engineers to therapists, lifeguards to managers, the team always have to focus on the touch points and guest experiences to maintain our market position and ensure business growth.
My role as the General Manager if to deliver the facility, the team and the financial performance

Responsible for the development of the fastest growing spa company globally, 60 contracts signed in 6 years. I set up a new company in China to develop our Asian market I was accountable for the financial sustainability and business growth in the regions, individual site management as well as corporate strategic development. Assisted in the development of a new a new KPI accounting system that has returned significant results within the spas business units

www.cleopatrasspaandwellness.com
Maintain growth of the first and oldest wellness clubs in Dubai, generating revenue streams in excess of $15, 000, 000
per annum through successful spa marketing campaigns, membership retention strategies and reinventing the
service standards according to market demand.
28 Treatment Rooms - 200 international staff
➢ Pre-opening and management of new facilities to Leading Spa of the World standards.
➢ Project Management from construction through to operations.
➢ Concept design and implementation to client specification.
➢ Operational management of 8 leading health clubs and spas.
➢ Developed and implemented luxury customer experiences.
➢ Developed the operational policy and procedures.
➢ Maintained health and safety for both internal and external clients.
➢ Developed and managed budgets with an operational turnover in excess $15, 000, 000.
➢ Responsible for all national and international marketing plans.
➢ Drafted and implemented professional career training and succession planning for 200+ staff.
➢ Reformatted budgets to meet the business trends.

At the time the centre was the largest and most successful leisure complex in the UK. I was responsible for the growth, retention and development of the award winning health club. We were the test and trial club for many of today normal business services

(5 sites)
Development and training of rehabilitation therapists and junior physiotherapists, along with managing the 5 clinics
in central London, including the NHS Lower Back Pain clinic.

Part of the pre opening and opening team, our role was to implement international standards and train the teams to
be able to create memorable experience for the elite clientele.