Chief Operating officer Assets and Hospitality
Private Family office (Confidential)
Total des années d'expérience :25 years, 1 Mois
Responsible for the oversight and management of the Family office assets and personal property Management, purchases, and participations as the owner representative, maintaining external relations with the Government, Charities and local community.
(Hotels/Resorts)
Serve as Main advisor to the principals and act as interface between the board and the operators, develop Operational matrix/forecasts and synthesize complex data into presentations/reports of deliverables for Principals.
• Identify and engage with operators for hotels and non-hotels assets
• Advise Principals on new development Hospitality and mixed-use projects
• Manage due diligence and analyze the financial impact of proposed capital projects and direct investment
• Provide real time support and analysis during the negotiations with operators
• In Conjunction with Property General Manager Cross examine pre-opening budgets and Capex provided by the operators, and ensure they are in line with market, and Family Office internal budgets and expectation, develop strategic and financial business plans Supervise implementation and monitor achievements
• Monitor operator deliverables under the hotel management agreements and technical services agreements
• Asset management, managed equity-based hotels, managing owned portfolio, Navigate complex inter-family dynamics, ambiguous situations and diplomatically facilitate multi-principal investments/ deals.
Real Estate Mixed Use
Responsible for the full operation of Family office’s serviced Apartments (8 towers approx. 2200 luxury Units with further 2 towers in construction (A 400 keys 5 star hotels and 450 additional Luxury apartments)
• Responsible for the development, design of service process matrix, delivery of the strategy andnroadmap, for a new Resident experience to drive increased performance against the residential market benchmark, and deliver a closer to Hotel/resort experience, with the use of both multichannel customer technologies and the personnel needed for providing high-quality service, experience, and interaction to influence the owner’s perceptions of the service being provided.
• Coordinating and overseeing the day-to-day running of the company assets including managing both Owner and communal area capex plans, HK, engineering, maintenance, and landscaping to ensure the smooth running of the properties.
• Monitor Liaise and coordinate compliance with the Design Guidelines.
• Work closely with the development team on the snagging and handover of the new build and the smooth transition from construction stage through to full implementation of the property management contracts.
• Primary point of contact for all Owner’s properties and project ensuring that Operations and services meet costs and exceed expectations.
Personal Property Management
• Overall responsibility for a 5 large formal estates Report to principal and act as the family’s main point of contact to handle all the unpredictable needs of the household, Organizing and coordinating Protocol and hospitality with key staff and Family office.
Direct responsibility for all property operations including leasable spaces and residential, of a 102 keys, and 39 2/5-bedroom villas, occupied by High net worth individual and Diplomats, delivered business strategy and developed systems and procedures to improve operational quality of this Lifestyle boutique resort, Club House and Beach Club to align to our competition set. (STR report, Ritz Carlton, Four Season, Sofitel, Jumeirah, Wyndham Grand)
• Consolidated positioning of this property after opening, Increased revenue streams by reducing costs, managing manning and productivity and performing variance and risk analysis to implement corrective actions.
• Stabilized and brought Operational and Financial Break even after 2 months.
• Achieved 9.2 mil USD revenue in the first 12 months of 2019
• Doubled occupancy to 61.6% from previous result
• Increased ADR to $ 244 against industry $ 220 (STR Report)
Ramee Grand Hotel and SPA,
Strategic business leader of this Hip 5-star 166 keys and Group’s Flagship property with overall responsibility of property operation
• successful management of property performance for profitability, improved GOP by 50% in the first six months compared to same period previous year
• Guest Experience and satisfaction increased quality performance review results from 81.7% to 87%
for 2017 vs 2016
• In charge of managing and sustaining sales and marketing strategy
• Consistently achieved and exceeded profit goal of 100%
Delivered over $1M in revenue increases in less than 6 months by introducing and implementing new corporate Program (Day Delegate Rates)
• Staff engagement and Retention, (staff turnover from 58% to 25% )
• Responsible for creating synergy in a cluster organization for the 7 hotels in Bahrain, Thus saving funds and revising procurement procedures and policies
• Achieved Mystery Shopper Audited highest guest satisfaction scoring 93%
• During my tenure property market share grew from 10.5 to 24.5%
Villa Rosa Kempinski Nairobi & Olare Mara Kempinski Masai Mara
Responsible for all aspects of Villa Rosa Kempinski Nairobi, 200 rooms 12 suites and one Presidential suite and Olare Mara Kempinski Masai Mara Lodge's operations, including, Rooms, Food & Beverage, Finance, Human Resources, Engineering and Marketing. enhancing employee development, guest satisfaction, strategic planning, and brand recognition.
• Positioned the property as the top Business, Conference, and events hotel in Nairobi, yielding an excess revenue of $ 6 Million both in Rooms and Food and Beverage improving market penetration by 25%
• Managed the budget, successfully increasing flow through in 6 months by 2.5% through rationalization of resources, realizing cost savings through efficiency in procurement and increase of sales in food and beverage, banqueting and rooms
• Successfully renegotiated Contract with OTA partners lowering cost of distribution by 3% increasing ADR and bottom-line results
• Drive marketing and public relations activities personally building relationship with corporate partners to maintain occupancy goals.
• During my tenure Achieved 76% average occupancy rate, the Highest since opening
• Established a stable and productive management team by coaching and mentoring with personal involvement in problem solving and Crisis Management
• Established new Career path and succession planning to train and groom the hotel’s future leaders, lowering staff turn over by 24% achieving the optimum customer service delivery by valued and engaged staff
• Improved TripAdvisor ranking to #1 from #9
Sandals Grande Riviera Beach & Villas Golf Resort | Refurbishment and Rebranding | Ocho Rios, Jamaica
Transferred from Antigua with the task to “revamp and Rebrand” the resort with a $45 M renovation project, I was the point of contact for the project Team and Head Office with the Full operational and P&L responsibility for The Resort built on 110 acres, 524 rooms & 48 Villas (146 units with butlers only service), 25 F&B outlets, 105 pools, 22 hot tubs, two Red Lane Spas and more than 5, 000 sqm. of M&C facilities, Ochi beach club & Marina, 18 holes golf course, 970 staff
• Introduced a clear guest journey strategy during property refurbishment
• Pioneered the introduction of newly “Club Sandals” concierge services and room category
• Exceeded room’s revenue forecast by 9.7% YTD over delivering $650k
• Improved Audited scoring from 4.4 to 4.8 (5.0 max)
• Created and Opened 2 new F&B concept and outlet
• Pioneered and Launched Caribbean’s first speakeasy bar & Lounge
• Awarded Group’s Best resort for guest satisfaction/financial performance
Sandals Grande Antigua Resort | Saint Johns, Antigua
Leadership, direction and management of this Island’s Landmark resort, 380 rooms 15 F&B “a la Carte” outlets, butler service, 740 Staff. During my tenure the property was awarded “ World's Leading Honeymoon Resort”
Hired as Hotel manager with the main mission to significantly improve the customer experience and inspire, engage and motivate the team, achieved a Manager scorecard of 96% in the Kincentric employee’s engagement survey
Stabilize and improve the resort commercial performance by managing the Annual Revenue Plan, Events Calendar and monthly rolling Sales Action Plan, maximizing revenue from Rooms, F&B, meetings & events, actively manage budgets and financial plans as well as controlling expenditure.
• Attained best Audited resort performance from a previous 4.2 average to a 4.8
• Strengthened budget saving of 9.8 % on a yearly basis improving bottom line results
• Successfully increased the “Soon Come Back” in resort booking ratio from 88% previous year to a 95%
• Reduced staff turnover of 18% bringing it to 32%
• Rank #1 luxury all-inclusive on TripAdvisor and overall # 5 out of 145 properties.
• Promoted to General Manager after 5 months of performance
Sharm plaza & Sharm Resort & Spa Rebranding from Crowne Plaza, two resorts totalling 680 rooms 10 F&B “a la carte” Themed outlets), 24 H room service, 658 Staff, Full P&L responsibility
I was fully involved operationally with high visibility in the day to day business of the resort
• Successfully Formulated and executed a complex Contingency Plan throughout “Arab Spring Revolution”
• Achieved 68% Average occupancy the highest In Sharm el Sheikh During Arab Spring
• GOPPAR 95 YTD
• Ranked #12 on TripAdvisor out of 231 hotels
Reef Oasis Beach & Reef Oasis Senses Resort | Extension & refurbishment
Hired by the CEO of Red Sea Hotels to transition this resort during a $ 40 M expansion and refurbishment and service Overhaul, with the Full operational and P&L responsibility for 2 resorts, totaling 912 rooms, 2 Palaces with a Royal & Presidential suites 17 F&B “a la carte” outlets, 23 pools, large beach and Water Park, 942 staff.
Successful in converting the All-Inclusive concept, and Completing the expansion plan of the resort on budget and with minor delay (22 days) with the new construction of Senses resorts bringing the combined capacity to 3.100 guests per week
• Co-ordinated and Directed the project management for the final phase of the new resort, 240 rooms, 10 additional swimming pools, 12. 000 sqm. Waterpark 6 additional F&B outlets
• Spearheaded and Transformed F&B product and service from all buffet style to “a la Carte” in all F&B outlets, generating an increase in extra sales revenue of $ 1.5 M (+116%) with 73% profitability
• Overhauled SPA product concept and service delivery generating an increase of over 35% in revenue compared to previous years
• Innovating the new All-Inclusive plan, has generated an increased 23% total revenues achieving in 2009 (Global Financial Crisis) the best financial year of the resort in 12 yrs
• Achieved highest audit score for Health & Safety in the Region. (Cristal group audit Platinum certificate)
• Brought the resort to be best All Inclusive in the region for product and service delivery (TripAdvisor Ranking #1 All inclusive, overall, #6 on 241 hotels).
Stein group was a REIT Investment company focused in the development, renovation and operation of hotels and resorts. operating a portfolio of 25 properties, across UK Spain, Italy, with over 3500 staff,
Developed and Oversaw Key corporate level project and successfully led, and ensure execution of new property opening and improvements plan for the group’s hotels operations in France and Italy, assessing final readiness to open (Legal and brand standards requirements).
Support Corporate in the selection appointment and onboarding of new Property General Manager.
Conducted presentation and GM/Owner orientation
Conducted all hotel opening related projects, spearheading 12 new acquisition with a $ 80M budget full cost recovered Annually
Directly lead and coordinate the opening of 11 new Hotel
• Casa Angelina (5-star lifestyle Hotel member of SLH) | Reconversion & Re-opening |Praiano, Italy
• Murano Urban Resort (5-star lifestyle hotel)! Conversion & Opening | Paris France
• Murano Resort Marrakesh (5 star Lifestyle resort) | Reconversion and Opening | Marrakesh, Marocco
• Il Melograno (5-star resort, member of Relais et Chateau) | Acquisition & re - opening | Bari, Italy
• La Peschiera (5 star ultra-luxury resort member of SLH) | Conversion & opening | Bari, Italy
• Cala Ponte Resort (5-star boutique hotel & Marina l) | new build & opening | Polignano, Italy
• Galzignano Thermae Spa & Golf Resort (4 hotels complex, thermal & spa, MICE, tennis & golf) | Acquisition, Branding & Opening |Galzignano, Italy
• Villa Policreti Golf Resort (Historic 5-star hotel, golf course) | conversion & Opening | Aviano, Italy
Mandarin Oriental Jakarta 8 outlets, 24H room service, 18 function/meeting rooms and 5 ballrooms
Having successfully Strengthened, Innovated and expedited Jakarta operation, that led to achieve the “Conde Nast Traveler award” for “Best food & beverage Hotel in Asia” I was Appointed In 1997 area Director overseeing the entire F&B and Banqueting operations of 7 Properties with 70+ outlets in the Far-East.
• Led my area to successful and profitable growth over the 3 years period, providing operational and profitability support across the 7 properties supervised.
• Grew and drove brand revenues by over $80M in 1999 boosting average outlet volume to 25% by cultivating a culture of success, focusing on brand standard, market presence based on internal local marketing, succession planning
• Pioneered the first partnership with “KRUG” opening the first “THE KRUG ROOM” in Hong Kong
• Oversaw and approved 30+ renovation in 3 years modernizing and reshaping Mandarin Oriental F&B offering.
• Mentored 12+ Directors, departmental trainers and marketers, driving a quality and productivity based strategy, establishing an atmosphere of creativity, collaboration and consensus on decision making.
• Ensured profitable operations by establishing a strong culture of prime cost budget and bonus targets to financial results
• Successfully reduced excessive labor costs, implementing systems to control fixed labor costs/meet budgets and focusing on training and nurturing of team member to deliver service quality and enhance profitability
• Improved guest satisfaction up to 15% by having motivated and engaged staff delivering the product.
BSc (1st cl. Honors) International Hospitality and Tourism Management
