Special Project Operations Manager 8000 Units Fan Village
Al Emadi Enterprises
مجموع سنوات الخبرة :18 years, 2 أشهر
• In-charge of setting up and running the overall operations of Al Emadi enterprises world cup fan village ( 3 sites across Doha City with a total of 8000 accommodation units )
• Prepare all the operations standards, services and operational workflow
• Secure all the services subcontracts, laundry, catering, cleaning at competitive pricing which insures minimizing operational cost in a very high services demand period
• Set up the manning structure and insured reducing labour cost by creating a sustainable employment strategy and integrating 3 main components, part time employees, full time employment and internship which reduced the overhead burden
• Negotiated services contracts with multiple suppliers and ensured the highest quality services at reasonable cost.
♦ Prepared the critical path plan and setup the road map for the hotel opening.
♦ Conceptualized the hotel’s operations.
♦ Prepared all SOE and FF&E list in accordance with the management company standards and procured all.
♦ Setup the hotel’s operations infrastructure, IT, MIS and enforce the control measures.
♦ Prepared the hotel’s pre-opening budget, manning guide and commercial action plan.
♦ Worked closely with the hotel’s contractors, asset management, Hotel Owners, Hotel Management and prepared for takeover.
♦ Secured a tour series contract benefiting three properties with over 5 million increment revenue in all three properties.
♦ Reduced expenses of 48% of the group through variety of cost cutting and productivity improving initiatives.
♦ Restructured the hotel organization chart and reduce overhead by 35% through aligning both the administration and sales functions.
♦ Contributed in establishing a centralized purchasing department, renegotiated all existing suppliers’ contracts as well as reduced overall operational cost by 28%.
♦ Achieved a breakeven GOP in the first six months of own employment and 58% GOP in the first module of the year 2019.
Managed to convert the property from 78 units Hotel Apartment to 132 licensed 4 stars Hotel while keeping the hotel operational and guest accessible
Increased the revenue generation by 40 % after increasing the number of sellable units and due to increasing the number of food and beverage outlets
Managed to increase the revenue per sqm following the restructure of the room sizes and space and by adding extra rentable space and accommodation units
Reduced and controlled company expenses by restructuring the employees’ positions and introducing a job combination structure, reduced cost by 28%
Reduced the fixed cost by renegotiating the staff accommodation rent agreement and the annual maintenance contracts. The total annual saving crossed the 1.5 million dirham
Secured long-term guarantee advance purchase contract with over 2 million dirhams per annum
Increased the Online revenue contribution from 35% to 48% of the hotel room revenue
Refurbished the Property in a 6-months record time
Added 2 Extra food and beverage Outlets and increased the food and beverage revenue by 1.5 Million dirhams per year
Achieved an ADR of 580 AED which was the highest among our competitive set and achieve number 2 RGI
Established an outside catering service which catered for Dubai Racing for 2 consecutive year
Increased the Online revenue contribution to 35% of the business
Exchanged the long term contract with short term business which helped increase the ADR and yield
Developed quarterly and annual sales department budgets.
Developed a comprehensive training program for new sales associates. including 2 days Revenue Management training across the hotels.
Planned and directed staff training and performance evaluations.
Managed to integrate a new Central Reservations System (Trust International) across all company’s properties which increased the revenue by 4.5 million dirham company-wide in the first year of operation
Implemented Serenata NETHotel CRM system and managed to establish a common data pool that was used for cross hotel promotional and marketing activities
Launched a new redefined the CAP (Commercial Action Plan). I introduced a new set of tools that the hotels used for budget preparation including (demand and supply analysis, rates and value grids, pricing and demand calendars, a new business plan template that summarizes the entire sales and marketing, revenue strategies for the budgeted year.
Implemented a scheduled forecasting calendar including a rolling forecast, 3 month’s forecast and a monthly outlook, I have created the necessary formats which all our hotels use. this process enhanced the forecasting accuracy and we reached a average of 14% forecasting variance company-wide.
Managed to increase the REVPAR by 18.4% compared to the previous year.
Restructured the market segments which allowed to set tactical promotions and manage properly the demand
Increased the average rate by 15.36% compared to the previous year.
Conducted detailed displacement studies across the segments which enabled to increase rates by 13.55% YTD, as well as to increase occupancy YTD by 1.5%.
Increased the system contribution from 3.2% in 2006 to 7% in 2007 (YTD the system contribution is 8% of the room nights and 14% of the revenue)
Implemented Revenue Management in the Banquet and Conference and the Food and Beverage functions
Managed 2 Properties Crowne Plaza Muscat and Crowne Plaza Salalah
Successfully introduced the concept of revenue management which allowed the hotel to increase the budgeted REVPAR 53.8% in 2005 and 38% in 2006
Controlled & monitored inventory and rate strategies depending on the demand and the supply.
Yielded the inventory which allowed the hotel to increase the ADR by 44.6% comparing to the budget and
Increased the Occ. % by 2%
Controlled & monitored the online reservation system Holidex and managed to increase the production of that source to reach 14% of the entire room revenue.
Introduced the new group reservation tracking system which allowed us to ensure revenue
Followed up on and drove the IHG Revenue Room Concept.
For the first time for Crowne Plaza Muscat, I managed to place the hotel in the 1st 10 positions of MECRO top 50 most sellable destinations
Conducted banquets & F&B Yield Meeting, as well as monitored & managed along with the concerned people, the capacity, revenue & space.