General Manager
Hilton
Total years of experience :13 years, 8 Months
•Responsible for positively representing and managing all aspects of the hotel
•Working with Market Sales to establish property sales strategy, goals, and action plans
•Keeping brand leadership team, owners, and above property stakeholders updated on property performance in the areas of financials, guest satisfaction, and associate engagement
•Providing timely real-time feedback to management, and team members on service and operational standards
•Working with the Regional Sales office (RSO) to implement sales strategy for the property (e.g., goal setting, setting rates, etc.)
•Developing innovative means for capturing new streams of revenue through property amenities
•Creating, and supporting clear lines of responsibility for management team, including coverage and oversight throughout the day
• Budgeting and P&L Financial management Strategic development and execution Business transformations Operations management Social responsibility Complex problem-solving Goal setting Cross-functional team management, Chief Operating Officer Directing all aspects of the hospitality division, including lifestyle & wellness, revenue generation, marketing, advertising and spearheading expansion strategies increasing business market share.
• Showcased industry-leading profit increase of 73% year on year for the hospitality division by transforming operational efficiency.
• Refocused performance initiatives, facilitating 37% average room rate increase with 14% Revenue PAR increase across hotels.
• Operational oversight and budgetary aligning for 04 business and resort locations while generating leads for expansion with 07 more locations in discussion.
• Consolidated contracts with business partners, clients and vendors, saving company over $1 Million.
• Critiqued new strategies and policies in coordination with Board of Directors to attain and exceed long-term business objectives, securing company with strong and sustainable organizational leadership., Influenced year-on-year business and top line revenue growth of 10% for hotel with 204 rooms, 05 food & beverage outlets, 11, 000 square feet of meeting & banqueting space, $ 12 million in annual revenues.
• Modified targeted improvements resulting in year on year profitability growth of 26% and EBITDA growth of 50%.
• Analyzed performance data to boost the RGI to 152.8 YTD in highly competitive market with key months returning over 174 in RGI.
• Overhauled staff engagement, gender diversity and cultural programs with growth of 67% year on year on engagement scores.
• Yielded operational efficiency by reducing costs, overheads and accomplishing a Target GOP of 105.30%.
Influenced year-on-year business and top line revenue growth of 10% for hotel with 204 rooms, 05 food & beverage outlets, 11, 000 square feet of meeting & banqueting space, $ 12 million in annual revenues.
•Modified targeted improvements resulting in year on year profitability growth of 26% and EBITDA growth of 50%.
•Analyzed performance data to boost the RGI to 152.8 YTD in highly competitive market with key months returning over 174 in RGI.
•Overhauled staff engagement, gender diversity and cultural programs with growth of 67% year on year on engagement scores.
•Yielded operational efficiency by reducing costs, overheads and accomplishing a Target GOP of 105.30%.
Forecasted budgets, regulated P&Ls and achieved targets consistently to stay on track with growth plans for the 172 Suites hotel with focused meeting space, $ 6 million in annual revenues and 160 team members.
•Challenged from day one to reduce ongoing operating losses, accelerated profits by 70 % within one year.
•Improved productivity while downsizing payroll and operational costs by 36 %.
•Talent acquisition and management for 100 + internal/external placements.
•Enhanced business strategy, stimulated systems and procedures improving operational quality and team efficiency, while facilitating key food & beverage activities for the estate as the Food and Beverage champion for the India region
Directed successful turnaround and achieved number one ranking in competitive set with positive variance of 5% in occupancy,
•21% in Average Room Rate and 27% in RevPAR.
•Introduced innovative programs to increase employee loyalty and reduce turnover and maintained attrition rate of 21.4%.
•Designed modern recognition program which boosted productivity and improved employee morale and an engagement score of 97%.
•Overhauled company best practices, leading to significantly boosted staff retention rates and results on guest satisfaction index, employee engagement and quality performance review were among top 5 in Asia Pacific.
•Task force deputation to Radisson Blu Ahmedabad as
Novotel & Ibis Bangalore
Key member of pre-opening team of largest hotel (number of rooms) in South India at the time.
•Hired and trained dynamic team of 740 team members and retaining and motivating them through pre-opening phase.
Bachelors Degree in Hotel Management