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I'm an International Proven Hotel General Manager Helping Compagnies Translate Business Goals to Reality with 25 years of extensive relevant management experience in hospitality industry, specialized in pre & post construction and opening phase of leading hotels of the world. 
 

PROFILE 
I'm an International Proven Hotel General Manager Helping Compagnies Translate Business Goals to Reality with 25 years of extensive relevant management experience in hospitality industry, specialized in pre & post construction and opening phase of leading hotels of the world. 
A further strength of mine is the knowledge of the entire Hotel operation OPEX - ERP, PMS (OPERA, PROTEL, BREEZE) ranging from front and back of house. 
Finance (cost benefit evaluation and analysis, provisional budget, operating budget, capital budget, compliance budget, working capital, CAPEX, KPI, Star System, ratio analysis, P&L, flow thru, purchasing controls and policies, GP, GOP, EBIDAT, NOP, audit, leading and managing balanced scorecard performance, financial report). 
Rooms division management and IoT technology (Price Setting Methods, ASSA ABLOY, OPTii), casino, night club, Spa experience. 
Food & beverage operations (HACCP plan, POS, all inclusive, gourmet menu, VIP LOUNGE, banquet, DMC, catering services, Apple watch wearable technology). 
Sales Marketing (business plan, website creation, GDS, SynXis, D-EDGE, marketing ROI, NPS, marcom, social media, corporate contracts, TMC, OTA), rebranding and repositioning. 
Human resources (hiring, KRA, biometric, employee's development, training programs, performance appraisals, security, UNDSS certificate). I take great pride in developing teams to excellence through coaching, mentoring and training and motivation. Guest satisfaction and high standard are my top priority. 
Engineering and maintenance (hotel and resort risk management checklist), logistic, total strategic capability across the entire business function. 
I always do my work with passion, enthusiasm, dedication, positive attitude, qualified skill and integrity. 
The goals of each company are profit, stability and growth; I constantly give my best potentials to reach those three goals in a professional way.

MEASURABLE RESULTS 
-Rebranding and opening of PARADISE GOLDEN5 HOTEL Egypt in 2004
-Planning and programming the whole Hotel project KIMIDAR GROUP Panama 2007
-Organization of international Conference APEC and CAPDI at ARYADUTA HOTEL Indonesia in 2013
-Post construction and opening of J RESORT KUDA RAH Maldives in 2015
-Pre & post construction and opening of THE RAINTREE HOTEL Bangladesh in 2017
-Hotel of the year SEA CLIFF HOTEL - PREFERRED HOTELS &RESORT AWARD Tanzania 2020
-Opening of IOKA HOTEL & SUITES Togo in 2022

SKILLS
-Hospitality management, leadership agility, hands-on, administration skills, work well under pressure
-Knowledge of the entire Hotel operation, professional development of employees
-Profit, stability and growth
-Guest satisfaction and high standard
-Business leader, analytical thinking, decision making, problem solving, commitment, respect and open mindedness, ability to adapt
-Flexible, intuitive, creative, consistent, adaptable, resilience, reliable, forethoughtful, persuasion, humility, dedicate and confident
-Excellent communication skills: verbal and written communication skills, time management skills
-Presentation skills in person
WORK EXPERIENCE

Sept 2019 – Sept 2020
THE SEA CLIFF HOTEL DAR ES SALAAM – PREFERRED HOTELS & RESORTS 
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
-Pandemic health measures video - Covid-19
-Provide health safety training for all employees
-Established deep-cleaning program
-Financial plan - Hotel accounting
-Pyramidal analysis per department and salary structure-Formed committee to avoid dummy payment and to collect outstanding
-Energetic 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)
-Customer satisfaction and public relation 
-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
-Taking advantage of my extensive hotel experience in the Pre-opening and opening phase
-Know the entire hotel operations
-Lead all capital projects 
-Recruitment of Heads of departments and the entire staff, identifying behavioral traits
-Coordination of training for personnel and promoting employee engagement and staff development through the 5 stages life cycle of the team
-Reinforcing value proposition, achieving property objectives and guest satisfaction  
-Optimize the cost of human resources employed in structure
-Optimize working procedures of all HOD through operational expertise, interpersonal communication skills, organizational skills and succession planning
-Definition of the operating standards, policies and procedures focus in the philosophy of high standard service delivery - Follow-up
-Develop, analysis and implementation of the business plans
-Managing, operating control responsibilities and corrective measures, retail and space optimization
-Working and taking asset management initiatives with the owner achieving brand positioning and success 
-Establishing a corporate identity and marketing campaign aligned with brand strategy maximizing sales and revenue optimization
-Sales management - Defining the distribution and sales channels to drive revenue
-Connecting the hotel on the GDS - Global Distribution System
-Creation of the VIP lounge – Continuous improvement 
-Pre-opening international sales achieving positioning successfully
-Boost total sales with OTAs as independent hotel
-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, cash flow 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 – strong analytical skills and consistency
-Risk management
-Analysis of Financial Statements, increase of financial strength and delivering a return on investment
-Established a strong culture service and tenant relations focus in customer service
-Make use of my verbal communication, presentation skill and leadership skills to build relationships with commercial partnerships, strategic alliances with local authorities and community leaders
-Kept strong public relations and alliance with embassies, social media, costumers, local  
and foreign companies dealing and negotiating with comfort
-Keeping business administration and operational performance through verification and 
analysis of guest satisfaction systems and financial reports
-Ability to lead and train to improve the hotel’s reputation and respond to a complicated situation – problem-solving skills 
-Motivating employees going beyond expectations
-Passionate about guest service providing with the 5 stars segment affinity
-Menu Engineering: Selecting Suppliers, Organization Stores
-Implementation system of economic calculation, cost optimization and evaluation of the various departments. Analysis of Quality of Guest Services
-Redefinition of F & B area with particular attention to revival the gourmet and culinary 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
-Security management in coordination with all departments (property, guest and staff) 
-UNDSS security clearance implementation - loss prevention
-Met commitments through time management and prioritization.

Feb 2015 – Jul 2015 
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 management:
-Hiring of Heads of department and actively support the entire staffing process with strategic recruitment and talent management
-Trained the future local Cluster General Manager
-Establishment of basic employment rights and obligations for all employees 
-Coordination of training for employees, customer focus oriented
-Quality assurance controls to guarantee high standard guest service, customer experience, service levels
-Organization of external and in-house employee training in a collaborative way
-Increased the employee engagement in a friendly and professional way
-Training through productive, anticipates needs 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, Lead through assertive, clear and concise communications
-Increased management's effectiveness and leadership development by staffing, selecting, orienting, training, facilitation, coaching, counseling, and disciplining managers and team members that creates excellence.
-Identified problems, monitor and bring issues to resolution - problem resolution.

Marketing Strategy: 
-Setting strategic direction according to the company vision
-Establishing a corporate identity and marketing campaign
-Defining the distribution channels and sales
-Enforcing customer relationship management
-Connecting the hotel on the GDS - Global Distribution System
-Business management creating pricing strategies and policies according to the market conditions (yield management)
-International market selection - Pre-opening sales targets
-Preparation and implementation of the opening ceremony - "Grand Opening".

Food and Beverage:
-Signature restaurant – fine dining.

Finance:
-Accurately budget preparation for the Pre-opening phase 
-Budgeting for the first 12 months hotel's operations 
-Managing budgets 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 to minimize claims
-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 management 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 an assessment of the competition to stay current with industry trends - Written communication 
-Motivated responsive willingness and flexibility to serve and help customers
-Worked on asset management, new business leads, revenue strategy and enhancement initiatives
-Tenacity to drive profit of business acumen leading to a good outcome
-Developing strategic business plans that define the hotel’s operational revenue 
Goals and financial results
-Consistently motivating others - recognizing and rewarding employees for good performance
-Leading and driven all aspects of the business planning
-Kept the hotel competitive standing out of the others
-Organized international Conference. APEC March 2013 and CAPDI April 2013
-Top line 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
-Innovation with 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, provide leadership skills and hotel industry experience to develop strategies like: Modernization of all Marketing & Communication department (SMS, E-Commerce, Re- segmentation of standard Magazine) during 2012
-Relationship building and 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, joint venture and potential   
partnership, legal counsel, federal laws, permits and authorizations, 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, required tasks, coordinated recruitment of project employees including assignment of duties, responsibilities, ability to work independently and scope of authority
-Directed and coordinated activities and performance of project employees to ensure project progresses on schedule and within budget, established company standards and procedures for project reporting and documentation
-Involved and integrated project management into the property operational concept in a 
fast-paced environment, 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, presented and supervise 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

-Lead total rebranding, refurbishment and renovations for the management of this five stars’ resort, executing the masterplan
-Hotel preventive maintenance checklist
-Accurate business strategy execution 
-Report to Owner Representative and managing the executive team
-Build owner trustiness through positive communication, cooperative, dependability, setting and managing expectations and delivering solid business results
-Strategic Development of the loyalty program – Operational excellence
-Engaging Customer service, business relationships, public relations and employee relations
-Identifies potential business strategy development, manage projects opportunities within strategic markets
-Develops and implementation of dynamics sales strategies and marketing plan to maximize revenue (sales plans, sales calls)
-Committed to 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
-Hands on total operational management of this five stars’ resort and knowledgeable program management
-Hotel and restaurant management
-Provided effective leadership to hotel team members
-Assist the General Manager in the strategic planning.

Achievements:
-Promoted management development programs that builds 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, performance planning and development programs taking benefit of my interpersonal skills
-Restructured Engineering & Housekeeping by establishing a computerized maintenance 
Program
-New family concept, design and creation of kid’s club.

May 2001 – Mar 2003

HOTEL COSTA DEL SOL ((now DOUBLE TREE by HILTON) – PANAMA 
5 stars property, 317 bedrooms, 4 F&B outlets, staff number 412

EXECUTIVE ASSISTANT MANAGER / FOOD & BEVERAGE DIRECTOR

-Report to General manager
-Collaborate with the training and process improvement of the employees taking advantage of my written and verbal communication skills 
-In charge of all food & beverage in this up-market Hotel
-Control, budgeting, product quality sourcing and implementation
-Ensured the constant evolution of the product to high quality standards
-Analyze of the competitor market
-Providing supervision and regular feedback, coach/counsel to team members and coordinate training programs.
-Supervised all operations in the kitchen and restaurants.

Achievements:
-HACCP certification. Food safety knowledge and practice of catering
-Create New Expansion of Food and Beverage Outlet with culture Market Research And  
Conceptual Work for New Opening of Outlets
-Established standard operating procedures and policies
-Identified operational problems and rectified them with creative solutions to
increase productivity.

Dec 1999 - Mar 2001

HOTEL LAGUNA BEACH – PHUKET – THAILAND
5 stars property, 606 rooms, 8 F&B Outlets, staff number 730

EXECUTIVE ASSISTANT MANAGER

-Report to the General Manager 
-Achieving tasks and keeping the team motivated through leadership skill
-Setting Standards, Policies and Procedures associate to fulfil the brand, proven track record, marketing and financial goals
-Develop and implementation of marketing plans to maximize revenue generation
-Stayed vested about accounting and revenue management.

Achievements:
-Improved Rooms Departmental Profit
-Established the Food & Beverage and Banquet from menus to sales kits, increased
banquet sales
-Managed the centralization of marketing, reservations and purchasing efforts to realize  
considerable savings
-Negotiates development deals to produce bottom line profitability and value
-Develop a “Train The Trainer” program (creativity, entrepreneurial, management skills) to strengthen Standard Operations Procedures and to improve work efficiencies.

Nov 1997 – Oct 1999 - HOTEL BALI BEACH, INDONESIA - Food & Beverage Manager

Feb 1995 – Sep 1997 - MONDIAL ENTERTAINMENT INC, BELGIUM – Business Development Director

Sep 1992 – Jan 1995 - CARREFOUR CAFETERIA, PARIS, FRANCE - Production Manager

HOTEL MANAGEMENT & CONSULTING

Jan 2022 – Feb 2022

IOKA HOLDING - HOTEL & SUITES – LOMÉ – TOGO

GENERAL MANAGER - OPENING PHASE

-PROTEL, BREEZE and D-EDGE implementation
-PROTEL VOYAGER web-app for guests to interact
-OPTII Housekeeping software to automate the daily room assignment
-Recruitment of Heads of departments and the entire staff
-Encouraging staff engagement 
-Budgeting for the first 12 months of the property operations to achieve financial objectives
-Financial plan for each department
-Pyramidal analysis per department and salary structure 
-ASSA ABLOY access solution
-APPLE WATCH - Wearable Technology in F&B department that efficiently manages guest request
-Formed committee to avoid dummy payment and to collect outstanding 
-Implementation of SOPs
-Risk management check list 
-KPI implementation 
-Saving energy plan 
-Creation of the sales marketing team 
-Advertising profiting the rise of social media platforms to PR the property
-Social media implementation 
-Lady in red - Front Office.

EDUCATION 
Higher education 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

LANGUAGES 
French (Mother Tongue) - English (Fluent) - Spanish (Fluent) - German (Fluent)

HONORS & AWARDS

The Sea Cliff Hotel Dar Es Salaam 
2020 TripAdvisor’s Traveler’s Choice Award
2020 Hotel of the Year – I Prefer nomination

The Raintree Dhaka
2018 - International Award from Booking.com    

Aryaduta Makassar 
2013 - International Award from Booking.com 
2012 – Gold Circle Award
2012 - International Award from Tripadvisor.com
Certificate of Excellence for the year of 2012

SOFTWARE /COMPUTER / LITERACY

Microsoft Office (Microsoft excel, Microsoft power point, etc)
Opera Property Management
Protel, Breeze, D-Edge
Room Master, OPTii
Maestro PMS, Assa Abloy
Sky Touch Hotel OS
Protel Voyager
Oracle, Focus e-RMS
Fidelio 
Lotus Notes 
PeopleSoft 
Amadeus

Higher education

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