Franck Forget

Dear Mr., Dear Ms.;

I'm interested in – Hotel General Manager - position advertised. I would appreciate your consideration for this job.

My resume is enclosed for your review. Given my closely Experience:

My Matching Experience: For more than 25 years, I have worked in hotel industry. I

successively held the positions of Development Director, F&B Manager, F&B Director, Executive Assistant Manager and Hotel General Manager.

I am a proactive General Manager with patience, tact and understanding. I have a

leadership quality with interpersonal skill and detail oriented always looking exceed

guest expectations.

As Hotel General Manager, My Duties and Responsibilities Were To:

Responsible for facilitating the collaborative team effort between operations, sales, and also revenue management for the hotel

Accountable to develop, implement, monitor plus achieve the objectives of the Business Plan, including Brand and Sales Strategies, Pricing, Yield Management

Maximize the return on investment by achieving the objectives of the business plans & strategic initiatives in guest service, work climate profitability

Provide a positive work environment for employees; maintaining programs vital to the company culture delivering a highest quality guest service product

Create an employment experience by recruiting as well as training team members

providing an opportunity for professional development

Manage business relationships, maintenance of the physical asset, and also overseeing the financial operational performance of the property to make sure that it prospers.

Some of my greatest achievements:

-Achievement of best Revenue generation in 16 years in June 2012 at ARYADUTA hotel

-Organization of international Conference APEC March 2013 and CAPDI April 2013

-Preopening and opening of J RESORT KUDA RAH Maldives in 2015. A 5 stars high-end luxury resort with 51 private villas each one with swimming pool and butler service

-GOP at 56% in 2017 at RAINTREE hotel.

I appreciate your time taken to review my credentials and experience I look forward to any opportunity to discuss the position and what I can do for your company. Lot of thanks for your consideration and care.

Thanks and Best Regards

Sincerely,

Franck Forget

Sept 2019 – Sept 2020 

THE SEA CLIFF HOTEL DAR ES SALAAM – TANZANIA – EAST AFRICA 

5 stars property 115 rooms, 6 F&B outlets (including casino and night club), banquet capacity 460, Spa, staff number: 180 

GENERAL MANAGER 

-New business model - Covid-19 -Redundancy Plan - Covid-19 -Covid-19 pandemic health measures video -Financial plan -Pyramidal analysis per department and salary structure-Formed committee to avoid dummy payment and to collect outstanding -Enforcement of standard operation procedure -Risk management check list analyzes -KPI and Star System implementation -Saving energy plan -Creation of the sales marketing team -Social media implementation (new web site, fact sheet, videos) -Lady in red implementation Front Office -Laundry relocation according to the international standard -Security enforcement according to UN and UNDSS. 

Sept 2016 - Nov 2018 

THE RAINTREE HOTEL – DHAKA – BANGLADESH

5 stars upscale business property 41 room suites, 4 F&B outlets, banquet capacity 150, staff number: 108 

GENERAL MANAGER PRE & POST CONSTRUCTION AND OPENING PHASE 

-Pre-opening and opening phase -Recruitment of Heads of departments and the entire staff -Coordination of training for personnel and promoting employee engagement -Reinforcing value proposition, achieving property objectives and guest satisfaction -Optimize the cost of human resources employed in structure -Optimize working procedures of all HOD -Definition of the operating standards, policies and procedures focus in high standard service delivery -Develop, analysis and implementation of the business plans -Managing and operating control responsibilities retail and space optimization -Working with the owner achieving brand positioning and success -Establishing a corporate identity and marketing campaign aligned with brand strategy -Defining the distribution and sales channels -Connecting the hotel on the GDS - Global Distribution System -Creation of the VIP lounge -Pre-opening international sales achieving positioning successfully -Preparation and implementation of the opening ceremony - "Grand Opening" -Overseeing, directing and managing the operations of accounting -Worked with revenue management team and demand forecasting to identifies ways to grow occupancy, RevPAR, and market -Budget preparation for the Pre-opening phase -Managing annual budget and forecasting results -Budgeting for the first 12 months of the property operations -Budget management according to international standards and strategic plans -Maximized both employees and financial performance -Risk management -Analysis of Financial Statements, increase of financial strength and delivering a return on investment--Established good guest services and tenant relations focus in customer service -Building relationships and alliances with local authorities and community leaders -Kept strong public relations and alliance with embassies, social media, costumers, local and foreign companies -Keeping business administration and operational performance through verification and analysis of guest satisfaction systems and financial reports -Motivated employees going beyond expectations -Providing guest service with the 5 stars segment affinity -Menu Engineering: Selecting Suppliers, Organization Stores, Food and Beverage Cost -Implementation system of economic calculation, cost optimization and evaluation of the various departments. Analysis of Quality of Service -Redefinition of F & B area with particular attention to revival the gourmet theme restaurants and executive team events related here -Preparation of the hotel for all types of inspections -Implementation of and preparation for certification of the HACCP system -Preparation of the hotel for the official categorization by the competent authority -UNDSS security clearance implementation - loss prevention -Met commitments through time management and prioritization. 

2015 - 2015 (less than one year) 

J RESORT KUDA RAH – J HOTELS & RESORTS (now AMAYA KUDA RAH) – MALDIVES 

5 stars high-end luxury resort 51 private villas each one with swimming pool and butler service 5 F&B outlets (including night club), banquet capacity 280, Spa, staff number 151 

GENERAL MANAGER POST CONSTRUCTION AND OPENING PHASE 

-Human resources: -Hiring of Heads of department and the entire staff with strategic recruitment and talent management -Training the future local General Manager -Establishment of basic employment rights and obligations for all employees -Coordination of training for employees -Quality assurance controls to guarantee high standard guest service, customer experience, service levels -Organization of external and in-house training -Increased the employee engagement -Training through productive and practical work -Working as team member providing exceptional guest experience -keeping owner informed of the brand initiatives -Types of trainings: Service, Reservations, Reception, Sales, Housekeeping -Increased management's effectiveness and leadership development by staffing, selecting, orienting, training, coaching, counseling, and disciplining managers and team members -Identified problems and bring issues to resolution proactively. Marketing Strategy: -Setting strategic direction according to the company vision -Establishing a corporate identity and marketing campaign -Defining the distribution and sales channels -Enforcing customer relationship management -Connecting the hotel on the GDS - Global Distribution System-Creating pricing strategies and policies according to the market conditions (yield management) -International market selection - Pre-opening sales -Preparation and implementation of the opening ceremony - "Grand Opening". Food and Beverage: -Signature restaurant – fine dining. Finance: -Budget preparation for the Pre-opening phase -Budgeting for the first 12 months of hotel’s operations -Budget management according to international standards and strategic plans of the client -Building a brand that maximizes revenue management in the long term -Implementation of key performance indicators and risk management strategy. Preparing for inspection, certification and hotel categorization: -Preparation of the property for all types of inspections and controls -Control with risk management checklist, verifies property compliance with legal, safety, operations and labor -Implementation of and preparation for certification of the HACCP system -Preparation of the property for the official categorization by the competent authority -Preparation of the property for inspection by the corporate board of directors -Accountable for all aspects of daily operations at the hotel. 

Apr 2012 - Sept 2013 HOTEL ARYADUTA MAKASSAR – BOSOWA CORPORATION – INDONESIA 

5 stars property, 224 rooms, 3 F&B outlets, Spa, staff number 253 

GENERAL MANAGER 

-Constant business information analysis and researching with executive team to stay current with industry trends -Worked on asset management and enhancement initiatives -Profit of business acumen leading to a good outcome -Developing strategic business plans that define the hotel’s operational revenue Goals and financial results -Leading all aspects of the business planning -Organization of international Conference. APEC March 2013 and CAPDI April 2013 -Organization of international Conference. APEC March 2013 and CAPDI April 2013 -Achievement of best Revenue generation in 16 years in June 2012 -Achievement of best Average Room Rate in 16 years in December 2012 -Achievement of best daily revenue in 16 years in December 2012 -Achievement of best rev Par of the history in December 2012 -Maintain the number one hotel in Makassar during 2012 -Reduction of 20 % manpower in this hotel during 2012 -Innovative hotel management with experiments with new ideas and calculated risks -Implementation of 7 International Buffet for dinner in 2012 -Implementation of international pastry in Makassar of 2012 -Increasing the Average Room Rate and rev Par of 80 % in 9 months of 2012-Increase the variation market share from 0,99 % to 2,00 % in 2012 -Implementation of 5 stars high standard service during 2012 -Re-negotiation of travel agent and corporate contract in 2012 & 2013 -Implementation of international hygiene procedure and policies in 2012 -Implementation of new high technology (PABX) in 2012 -First Implementation of FIDS (Flight Information Data Service) in Indonesia of 2012 -First Implementation of GOBS (Garuda Online Booking Service) in Indonesia of 2012 -Implementation of the first make-up service in house in Makassar during 2012 -Control of the food & beverage cost from 40% to 25% during 2012 -Re-organization of sales marketing department during 2012 -Maintain our government and protocol relationship very well -Implementation of Sauna service at Fitness Center in 2012 -Implementation of new strategy of market promotion in 2012 -Implementation of marketing leadership skills and experience to develop strategies like: Modernization of all Marketing & Communication department (SMS, E-Commerce, Re- segmentation of standard Magazine) during 2012 -Maintained an appropriate level of community affairs involvement. 

Jan 2007 - Dec 2010 

KIMIDAR INVESTMENT – PANAMA PROJECT MANAGEMENT - BUSINESS STRATEGY DIRECTOR 

-Consulted and developed project proposals with the owners to determine goals, time frame, funding limitations, procedures for accomplishing project, staff requirements -Developed project and business plans specifying goals, strategy, employees, scheduling, identification of risks, contingency plans, and allocation of available resources (adaptability, impact, teamwork) -Formulated and defined technical scope and objectives of project, identified and scheduled project deliverables, milestones, and required tasks, coordinated recruitment of project employees including assignment of duties, responsibilities, and scope of authority -Directed and coordinated activities and performance of project employees to ensure project progresses on schedule and within budget, established standards and procedures for project reporting and documentation -Involved and integrated project management into the property operational concept, finance, marketing and departments -Designed a marketing strategy for promoting the future property services according to the market -Developed and complied with business processes ensuring developed application meets all project requirements -Accountable for controlling project supplies, reviewing construction work, and developing budgets and proposals for the property plan -Compared estimated costs to provisional budgets (financial performance evaluation) -Prepared and presented the statement of work and proposals for identified clients in conjunction with account management, optimized the development process and surface problems -Conferred with project personnel to provide technical advice and resolve problems, coordinated and responded to requests for changes from original specifications -Prepared project status reports and kept management and others informed.

Apr 2004 - Sept 2006 

HOTEL PARADISE GOLDEN5 – HURGHADA – EGYPT 

5 stars property, 470 rooms, 7 F&B outlets (including night club), Spa, staff number 587 

GENERAL MANAGER REBRANDING AND REPOSITIONING 

-Total rebranding and management of this five stars’ resort -Accurate business strategy execution -Report to Owner Representative and managing the executive team -Build owner trustiness through proactive communication, setting and managing expectations and delivering solid business results -Development of the loyalty program – Operational excellence -Identifies potential development opportunities within strategic markets -Develops and implementation of sales and marketing plan to maximize revenue -Ensure superior guest experience and compliance -Periodical inventory controls labor, capital expenses and financial acumen. Achievements: -Redesigned the structure and accountability of all departments resulting in a higher G.O.P. -Decreased food costs in three restaurants by 4% increase beverage sales in the bar by 40% (opening of Golden5 city night club). -Improved Rooms Division Departmental Profit from 65% to 72% -Restructured the Front Office, establishing yield management, thus increasing the average room rate by 20% without compromising occupancy. 

Apr 2003 - Mar 2004 

HOTEL RIU BAMBU – PUNTA CANA – DOMINICAN REPUBLIC 

5 stars property, 650 rooms, 5 F&B outlets (including casino and night club), Spa, staff number 760

 EXECUTIVE ASSISTANT MANAGER 

-Report to Hotels & Resorts Representative for Dominican Republic -Total operational management of this five stars’ resort -Provided effective leadership to hotel team members -Assist the General Manager in the strategic planning. Achievements: -Promoted management development programs to build bench strength for the company -Optimized Rooms Division Department with price setting methods and Yield Management -Improved Rooms Departmental profit by 4.5% -Implemented training and development programs -Restructured Engineering & Housekeeping by establishing a computerized maintenance Program -New family concept, design and creation of kid’s club.

1989 – 1992 MBA - Master of Business Administration University of Hartford, USA

1988 – 1989 Administration and Management Diploma School of Administration, American institute of Bordeaux

1985 – 1988 Technological Baccalaureate (3T Series), Legal and Commercial Technique Lycée Montaigne, Bordeaux