Roland DEBS

Senior consultant delivering hands-on operational audits across EMEA for franchised, managed and independent hospitality assets, supporting Brand Operations and corporate performance initiatives.

I lead end-to-end on-site audit missions, assessing operational effectiveness, brand compliance, governance, financial discipline and organizational structure.

My role bridges corporate expectations and field execution, translating findings into pragmatic, implementable recommendations.

Key responsibilities

Lead operational and compliance audits across multi-country hospitality portfolios

Conduct on-site assessments and interviews with executive and management teams

Produce audit reports, corrective action plans and executive-level recommendations

Support corporate stakeholders with decision-making, risk mitigation and operational alignment

Selected projects

Restructuring of a five-property hotel group: operational and financial diagnostics, redesign of the management model, disengagement from an international operator, IT systems migration and preparation for potential IPO, in line with governance and compliance requirements.

Strategic support on the sale of a luxury hotel in the GCC: coordination of audits, asset valuation, transaction structuring and negotiations with regional investors on behalf of an international hotel group.

Led the restructuring and modernization of two hotels in Paris’ 17th arrondissement:
Mirific Hotel (3★, 65 rooms) and 121 Paris Hotel (3★, 32 rooms), with full responsibility for operations, teams and financial performance.

The mandate focused on repositioning the assets through rate restructuring, revenue and yield management optimization, and strict cost control. These actions resulted in a 62% revenue increase and 6% cost savings, significantly improving overall profitability.

In parallel, I oversaw day-to-day hotel operations across both properties, ensuring operational discipline and service continuity. Responsibilities included financial controls (end-of-day reporting, cash management), supplier and bank relations, compliance follow-up, as well as full ownership of recruitment, onboarding and team training.

This role required hands-on leadership, multi-site coordination and the ability to stabilize operations while driving measurable performance improvements.

Held regional responsibility for the direct management of three upscale and luxury hotel properties, while leading the preparation and oversight of multiple 5-star pre-opening projects in a highly complex operating environment.

Operational portfolio:
-Grand Cristal Ishtar, Baghdad (5★, 307 rooms)
-Cristal Erbil, Kurdistan (5★, 95 rooms)
-Masaya Hotel & Residences by Emerald by Cristal (4★, 196 units)

Pre-opening pipeline:
-Cristal Royal Hotel, Erbil (5★, 156 rooms)
-Cristal Grand Erbil Hotel, Erbil (5★, 160 rooms)
-Sanctuary Hotel, Erbil (5★, 120 rooms)

In this role, I led full regional operations with a strong focus on stabilization, performance recovery and brand positioning. Responsibilities covered pre-opening leadership, executive recruitment, organizational restructuring, budget realignment and cost optimization.

I defined and deployed sales and marketing strategies adapted to challenging market conditions, strengthened brand visibility and repositioned the product offering to drive demand and market relevance.

Operating in a high-risk and volatile environment required disciplined crisis management, rapid decision-making and strong on-the-ground leadership. Within short timelines, I elevated service standards, reinforced operational controls and rebuilt team structures to restore operational continuity and guest confidence.

Appointed to lead the full repositioning and operational transformation of a 5-star boutique hotel located in a prime corporate district of Amman.

Held full P&L accountability and executive responsibility for a comprehensive product rejuvenation program, covering physical renovation, service redesign and organizational restructuring.

Led and coordinated all renovation phases, ensuring continuity of operations while upgrading the overall product and guest experience. Defined and executed a clear repositioning and rebranding strategy, including market segmentation, pricing restructuring and brand visibility enhancement.

Oversaw the complete overhaul of hotel services and outlets, including a full restructuring of the Food & Beverage department, menu optimization and service standards alignment. Implemented a system migration from Fidelio to Opera and modernized digital touchpoints, including the launch of a redesigned hotel website.

Drove cost optimization through a full review of purchasing policies, tighter operational controls and close monitoring of departmental productivity. Rebuilt management structures and teams through targeted recruitment and performance-driven leadership.

This role required strong change management, cross-departmental coordination and the ability to deliver transformation while maintaining operational stability.

Appointed to lead the creation and implementation of the hospitality division for The Spear International Holding, acting on behalf of the ownership during the development and launch phase.

Led the end-to-end setup of the hospitality platform, including organizational design, operational frameworks and readiness for first asset opening. Worked closely with owners, technical teams and external partners to ensure alignment between construction progress and future operational requirements.

Key responsibilities and achievements:
-Led the startup and structuring of the hospitality division from scratch
-Followed up construction progress to ensure operational feasibility and brand readiness
-Defined operational standards, KPIs, SOPs and policies & procedures
-Implemented systems setup, rate structures and market segmentation frameworks
-Built and led initial teams, establishing governance, reporting lines and operating discipline
-Supported business development activities and preparation for future hotel openings

This assignment required a strong owner-side mindset, the ability to operate in an entrepreneurial environment and the capacity to translate development projects into operationally viable hospitality assets.

Founded and led Guestvisor, a hospitality advisory and digital project designed to align guest profiles with tailored hospitality experiences through data-driven analysis and structured market matching.

I conceived and developed the project end-to-end, from strategic vision and business model design to operational frameworks and go-to-market planning. The objective was to support hospitality stakeholders in better understanding guest behavior, market demand and product positioning.

Key responsibilities:
-Full project conception, structuring and development
-Strategic planning and execution roadmap definition
-Business planning, operating budgets and cash-flow projections
-Short-, mid- and long-term financial and operational forecasting
-Market trend analysis and identification of unmet guest needs
-Design of marketing and exposure strategies
-Third-party selection, tendering and partnership negotiations

Through Guestvisor, I combined operational hospitality expertise with strategic advisory, supporting decision-making around product relevance, guest segmentation and market alignment.
Founded and led Guestvisor, a hospitality advisory and digital project designed to align guest profiles with tailored hospitality experiences through data-driven analysis and structured market matching. I conceived and developed the project end-to-end, from strategic vision and business model design to operational frameworks and go-to-market planning. The objective was to support hospitality stakeholders in better understanding guest behavior, market demand and product positioning. Key responsibilities: -Full project conception, structuring and development -Strategic planning and execution roadmap definition -Business planning, operating budgets and cash-flow projections -Short-, mid- and long-term financial and operational forecasting -Market trend analysis and identification of unmet guest needs -Design of marketing and exposure strategies -Third-party selection, tendering and partnership negotiations Through Guestvisor, I combined operational hospitality expertise with strategic advisory, supporting decision-making around product relevance, guest segmentation and market alignment.
Skills: Strategic Planning · Business Planning · Operations Management · Management Control · Marketing Strategy · Project Management · Budgeting · Forecasting · Stakeholder Management · Change Management · Leadership · Planning

Appointed as General Manager with full P&L accountability for a Paris-based boutique hotel within Les Hôtels Émeraude group, during a period of severe market disruption linked to the global financial crisis.

Led overall hotel operations, administrative and financial management, with direct responsibility for cost control, inventory management and operational discipline. Implemented strict stock and par-level controls to secure cash flow and protect margins.

Redefined the commercial and revenue strategy to stabilize ADR and RevPAR, leveraging optimized distribution channels, e-commerce management and yield-driven pricing. These actions resulted in revenue stabilization and subsequent growth despite adverse market conditions.

Restructured sales and marketing approaches, conducted continuous benchmarking and competitive analysis, and adapted the product offering to evolving market trends. Identified and developed new market segments to diversify demand.

Led recruitment and team management in full compliance with French labour law, while reinforcing CRM practices and service consistency. Managed third-party contracts and performance benchmarks to ensure cost efficiency and service quality.
Appointed as General Manager with full P&L accountability for a Paris-based boutique hotel within Les Hôtels Émeraude group, during a period of severe market disruption linked to the global financial crisis. Led overall hotel operations, administrative and financial management, with direct responsibility for cost control, inventory management and operational discipline. Implemented strict stock and par-level controls to secure cash flow and protect margins. Redefined the commercial and revenue strategy to stabilize ADR and RevPAR, leveraging optimized distribution channels, e-commerce management and yield-driven pricing. These actions resulted in revenue stabilization and subsequent growth despite adverse market conditions. Restructured sales and marketing approaches, conducted continuous benchmarking and competitive analysis, and adapted the product offering to evolving market trends. Identified and developed new market segments to diversify demand. Led recruitment and team management in full compliance with French labour law, while reinforcing CRM practices and service consistency. Managed third-party contracts and performance benchmarks to ensure cost efficiency and service quality.
Skills: Operations Management · Hospitality Management · Strategic Planning · Management Control · Revenue Management · Change Management · Budgeting · Cost Control · Marketing Strategy · Competitive Pricing · Stakeholder Management · Leadership · Planning

Held senior management responsibility for the Rooms Division within two international hotel brands (InterContinental Hotels & Resorts and Crowne Plaza), operating in high-volume, high-expectation environments in Paris.

Led and coordinated all Rooms operations, including Front Office, Housekeeping, Laundry, Engineering and Security, ensuring full compliance with brand standards, service procedures and corporate audits.

Managed large, multicultural teams with a strong focus on operational discipline, productivity, workforce planning and service consistency. Actively contributed to talent development through performance management, internal promotion and structured disciplinary processes when required.

Oversaw departmental budgeting, forecasting and financial monitoring, ensuring cost control, inventory discipline and alignment with overall hotel financial objectives. Acted as a key interface between hotel management, corporate standards and operational teams.

Developed structured guest recognition and CRM practices, with particular attention to VIP handling and repeat guest loyalty, reinforcing service quality and brand credibility.

This role required strong leadership, operational rigor and the ability to manage complexity across multiple departments within luxury and upscale hotel environments.
Held senior management responsibility for the Rooms Division within two international hotel brands (InterContinental Hotels & Resorts and Crowne Plaza), operating in high-volume, high-expectation environments in Paris. Led and coordinated all Rooms operations, including Front Office, Housekeeping, Laundry, Engineering and Security, ensuring full compliance with brand standards, service procedures and corporate audits. Managed large, multicultural teams with a strong focus on operational discipline, productivity, workforce planning and service consistency. Actively contributed to talent development through performance management, internal promotion and structured disciplinary processes when required. Oversaw departmental budgeting, forecasting and financial monitoring, ensuring cost control, inventory discipline and alignment with overall hotel financial objectives. Acted as a key interface between hotel management, corporate standards and operational teams. Developed structured guest recognition and CRM practices, with particular attention to VIP handling and repeat guest loyalty, reinforcing service quality and brand credibility. This role required strong leadership, operational rigor and the ability to manage complexity across multiple departments within luxury and upscale hotel environments.
Skills: Operations Management · Hospitality Management · Management Control · Workforce Planning · Customer Relationship Management (CRM) · Service Levels · Budgeting · Forecasting · Cost Control · Stakeholder Management · Leadership · Planning · Project Management

Managing the rooms department of a 318 rooms 5 stars hotel.
Front Office, Housekeeping, Laundry...

Held responsibility for full night operations within a 5-star luxury hotel, acting as the senior decision-maker on property during night shifts.

Oversaw hotel operations across Front Office, Security and Guest Services, ensuring service continuity, guest satisfaction and strict compliance with operational and financial procedures.

Managed night audit processes, cash controls and financial reporting, securing accuracy of daily revenues, transactions and handover to day management. Acted as the primary point of contact for VIP guests and handled sensitive situations requiring discretion, authority and rapid decision-making.

Supervised night teams, coordinated incident management and ensured adherence to safety, security and brand standards. This role required strong judgment, operational discipline and accountability in an autonomous environment.

Held responsibility for all purchasing activities for a large-scale leisure and hospitality operation, managing an annual purchasing budget of USD 7.5M across multiple departments.

Led sourcing and procurement processes, including tendering, supplier selection and contract negotiation, ensuring cost efficiency, quality standards and operational continuity. Implemented structured ordering, receiving controls and spot-check procedures to secure inventory accuracy and prevent losses.

Oversaw stock and inventory management across all operational categories, including maintenance, food & beverage, retail and park consumables. Defined and controlled par levels, adapting purchasing volumes to seasonality, demand fluctuations and operational trends.

Managed and coordinated four store managers, ensuring discipline in stock usage, strict control of shortages and overages, and alignment with operational requirements.

This role required rigor, anticipation and strong financial discipline in a high-volume, fast-moving operational environment.

Selected to support the pre-opening and launch of a flagship Chili’s restaurant, following an intensive four-month management training program conducted by a Brinker International-accredited trainer.

Led the full pre-opening setup from scratch, including recruitment, onboarding, training programs and career path structuring. Built and managed a high-volume team of approximately 90 staff members (kitchen and service), ensuring operational readiness prior to opening.

Oversaw day-to-day Food & Beverage operations with a strong focus on discipline, productivity and cost control. Managed ordering, receiving and stock control for food and non-food items, ensuring compliance with corporate procedures and inventory accuracy.

Ensured strict application of hygiene standards and company policies. Contributed to menu rollouts, menu engineering initiatives and recipe cost calculations, supporting margin control and operational consistency in a standardized international brand environment.

This role required rigor, leadership and the ability to deliver performance within a high-pressure, high-volume operational setting.

450 seats, responsible of a 45 poeple F & B crew.
·Responsible of orderings & receivings, iventories, quality control .
·Budget control, product cost control .
·Recruitment.
·FCC :Franchise culinary contact with brinker international Responsible of the link between the store in Paris and the mother company Brinker International in Texas USA for what concerns the new menue roll out, constant qulity control, F&B cost.

·Cash management, Reservation, Night audit.
·Responsible of the VIP Receptions