Leading all aspects of the business in hospitality for Indonesia, Malaysia, Thailand, Vietnam, Cambodia, Laos, Myanmar and Philippines. Integrating three companies under the The Ascott Limited umbrella in our region. Brand refresh of our seven hotel brands and aggressively growing our portfolio of properties across the region. Focusing on developing our future local leaders.

Engaging and Collaborative leader who rebuilt the Leadership Team while creating a new service culture. Focusing on top line revenues and maximizing profits while establishing credibility with both ownership and IHG leadership. Lead the hotel through COVID 19 Pandemic, created a streamlined operation, implementing all necessary protocols to ensure the safety of guests and employees.

Leading a $60 million renovation of the 563 room hotel in 9 months. In addition to directing the day to day operation also lead the rebranding and repositioning of the hotel. Achieved #1 ranking on TripAdvisor after our renovation and have remained in the top position since July 2017.

Managing over 500 homeowner associations across the 4 major islands. Focusing on enhanced customer service as well process efficiency.

In addition to my RVP responsibilities for directing the performance of the Region which consists of 31 hotels operating and 21 under development in Singapore, Indonesia, Malaysia and the Philippines, also the Managing Director of the Sheraton Imperial Hotel Kuala Lumpur. • Since 2009 SEA Regional EBITDA increased from $12.3mil to $30+mil ad with revenues increasing from $232mil to over $500mil and increasing from 22 to 31 properties. • Our properties have experienced Peak results each of the past 4 years in GOP , most revenue KPI’s while increasing our Guest Satisfaction results. • Responsible for creating an above property Digital team, to focus on driving revenues throughout all digital channels, resulting in the best performing Region in AP. • In 2011 planned, coordinated and implemented a Malaysia National Sales structure eliminating the need for property based sales associates which has resulted in better customer experience, increased efficincies, increased revenues and reduced expenses. This is the only National Sales structured created in all of Starwood and the first Sales Optimization structure in AP. • Outstanding Owner relations skills that made us the Management Company of choice in SEA Region • Created our own Regional New Build Transition that supported our growth. • All Regional Directors and General Managers reported directly to me.

Complete responsibility for the planning and pre-opening of this 4000 room Sheraton and the 435 room St. Regis as part of the integrated resort on the Cotai Strip, Macau. Unfortunately with the economic crisis in 2008 the project was suspended and therefore after I was responsible for dismantling our team. All senior leaders in the organization reported to me.

In addition to GM responsibilities for this premium 328 room/4 F&B outlet 5 star property, also designated Area responsibilities for Central China for Starwood (12 hotels). • At St Regis Shanghai, have dramatically increased revenues and achieved 50+% GOP margins while recovering from the effects of SARS on international travel to China. • Developed a St. Regis class with Jin Qiao University to elevate our image and attract high potential graduates. Implemented the first internal mentee program and comprehensive management trainee program for Starwood in China and is being used as a pilot for other hotels. • Reduced and maintained the lowest associate turnover of Shanghai hotels for three years during a period of significant growth in the hospitality industry. • Redefined our service culture and achieving the highest Guest Satisfaction rating in Asia Pacific for Starwood Hotels & Resorts for two consecutive years. • Top 5 in Associate Satisfaction for 3 years in China and received Starwood Hotels & Resorts first People Hot Award. Following Awards received: Top 10 International Employers in China by Watson Wyatt & Forbes Magazine the past two years, Travel + Leisure #1 hotel in Shanghai, Top 500 Best Hotels in the World, Top 50 Hotels in Asia and Conde Nast Gold List. Report to President of Greater China and all Senior Leaders in the property reported to me.

Responsible for the general management of this 432 rooms/ 4 F&B outlet 5 star property. Achieved budgeted GOP for two consecutive years during an economic downturn by repositioning our Sales & Marketing efforts and implemented a Revenue Management process. Planned and coordinated an $8 million dollar completion of the top floor of the hotel and construction of a stand alone Wedding Chapel. Developed a comprehensive Associate Satisfaction program which showed significant positive results. Report to the VP for Japan, Korea and Guam and all Senior Leaders in the property reported to me.

Responsible for the general management of this 555 rooms/ 4 F&B outlet 5 star property. • Successfully lead a team of 25 Starwood managers in the fast track opening after assuming management of the property one day prior to the scheduled opening. • Coordinated all aspects of the opening and converting of the property to a Westin Hotel while managing the expectations of Starwood and the owner during the critical transition period. Report to the President of Asia Pacific, all Starwood Task Force associates and Senior Leadership in the property reported to me.

Responsible for the general management of this 298 rooms/ 5 F&B outlet 5 star property. Reorganized and downsized the hotel during the critical IMF period while improving service as measured by our Guest Satisfaction Index. Successfully negotiated the first ever single digit wage increase and followed by a wage freeze the next year between the hotel and union.

Complete responsibility for the day to day operations of this 1472 rooms/ 6 F&B outlet hotel. Responsibilities included rooms, F&B, engineering, security and Human Resources. • Implemented a profit recovery plan that reduced expenses by $3,000,000 and resulting in a dramatic improvement in GOP %. • Controlled and directed a $6,000,000 Capital Improvement Plan while emerging from Chapter 11 Bankruptcy.

Responsible for the day to day operations of this 800 rooms, 9 F&B outlets, 36 holes of Championship Golf, Tennis, Spa, Wildlife, Horse & Carriage, Boat and Beach & Pool Programs. • All aspects of the Rooms Division were successfully coordinated during the pre and post opening period. • Transformed the Resort and Golf Operations into efficient revenue driven and service organization while increasing profits by 50%. • Coached and developed a team of non industry specialist in teamwork and industry culture. • The Resort’s liaison for the due diligence team which evaluated the purchase of the resort, successfully managing the expectations of the buyer and seller. • Implemented a team building program to maintain and increase morale of 130 managers during the sale and downsizing of the resort.