Colin Stanley Email & Phone Number

Prague, Czechia

Prague, Czechia

Leading the company through a rebranding process from Prague Residences to Adrez to prepare for rapid expansion and future investment while aligning systems, teams and processes to support long ambitions.

Prague, The Capital, Czech Republic

18 years of hospitality experience gained from 6 brands in 11 locations. A record of strategic and holistic leadership. Extensive management experience including General Management and Regional Management. My motivation is to apply this experience available to organisations who desire not only effective operations, but also place a high value on strategic direction, team development and internal culture. Currently supporting hotel owners and managers, evaluating investment opportunities and advising on business development. Open to providing my expertise as a consultant or internally.

Prague, Czechia

Working in an exciting project in a rapidly growing company with a strong drive to innovate where my experience is fully utilised and the challenges faced enable me to learn and grow. Covering the role of COO in establishing the future working and direction of Prague Residences providing accommodation for short term rental in apartment buildings in Prague city centre.

Lobkowicz Palace

Responsibility for the strategic and day to day operations and finances of the commercial sections of the House of Lobkowicz including Destination Management Company, Museums, Real Estate properties Nelahozeves, Roudnice and Strekov, Roudnice Winery, Shops and Restaurants. My role is to maximize opportunities to drive profits while maintaining a strong internal culture supporting the overall mission of the House of Lobkowicz.See more on www.lobkowicz.com

Prague, The Capital, Czech Republic

Regional General Manager overseeing the largest Czech hotel chain Orea Hotels & Resorts with 15 hotels around the Czech Republic. Responsible for innovation across the brand in Sales & Marketing, Revenue Management, Finance and Operations. Developing programs focused on guest experience, employee engagement, brand promise and strategic development. Improvement of budgeting and business planning for hotels and company headquarters. Coordination of regional office with hotel teams to achieve maximum results. Establishment of effective reporting systems and financial criteria. Implementation of progressive incentive plans for all departments in hotels and regional office. For more details on the Orea portfolio see the www.orea.cz webpages.

• Targeting very tough financial goals through planning, financial performance review, team development, operational management and developing opportunities for sales and operational effectiveness.• Sales and Marketing direction in a cooperative environment supporting and driving all segments with emphasis on new opportunities including web based and networking methods.• Revenue Management in response to shifting market forces and yielding to maximise both revenue and owner returns.• Driving guest experience in support of hotel targets supporting revenue generation through a loyal client base as a desired location.• Development of hotel team potential to exceed past achievements and meet future demands through effective leadership and team management.• Prioritising owner relations in a challenging financial and business climate.• Ongoing improvement of staffing models and internal procedures and systems supporting both operational flexibility and financial returns.

• Responsible for operations, guest and associate satisfaction, market performance, financial performance and key in audits, budgeting, business plans and Sales & Marketing• Increased operating profit by 5.6% points during economic downturn from YE 2008 (figures to Oct 31 2010)• Direction of balanced Sales & Marketing efforts on local market driving market share• Staff development and communication programs• Increased associate satisfaction by 22 percentage points over 2 years• Maintaining guest satisfaction around 2008 levels through all adjustments

• Responsible for Human Resources for four entities and Security for one hotel• Establishment of entity serving Marriott international shared services• Administration and interpretation of staff survey results, follow up meetings and creation of P&A in response • Creation of internal standards for staff issues adopted for all Czech hotels• Monitoring of city compensation packages and aligning hotels with competitors• Handled closure of Renaissance Hotel and all personnel and restructuring issues

• Responsible for Front Office, Housekeeping and Security for three hotels• Took Renaissance Hotel to Nr. 3 internationally for Overall Guest Satisfaction and Nr. 1 internationally for Problem Experience• Transition from in house laundry to outside laundry• Introduction of buy out labour to maximise profit while maintaining standards• Responsible for Security for three properties including procedures, manning, training, internal meetings, supplier meetings• Responsible for special operations during time of NATO & YPO events in Prague• Led Rooms Division through separate rooms redo and lobby/restaurant/bar redo

• Opening of MEA as only second in Europe with alignment of all services and processes for target guest segments• Sales calls, client meetings and site visits• Financial analysis of monthly results and setting annual budgets• Owner relations regarding shared services with neighbouring building• Creation of own Guest Satisfaction survey with plans & actions• Responsible for special operations in time of IMF in Prague

• Renaissance Hotel consistent Top 5 internationally for cleanliness out of 70 hotels• Opening Marriott Hotel including Housekeeping staffing, training and implementation of all standards• Marriott Hotel nr. 5 internationally for cleanliness four months after opening• Enlarged laundry & dry cleaning to handle Marriott requirements in house establishing all operational and financial processes

• Establishment of training program tailored to individual departments• Creation of training classes based on identified training needs• In department exposure with follow up meetings with departments• Conducted orientation program for new hires and established new hire checklists for each operational position