Luxury country house hotel & sporting estate set in 55 acres. Includes AA rosette restaurant, meeting and banqueting space for up to 160, Gym, Pool, Spa with 7 treatment rooms. Temporary role assisting with the new owners transition

New and innovative Hotel concept focusing on smart and responsible hospitality. The role involved specifying all aspects of the Hotel business operation including IT systems and integration, full commercial business plan, PMS, CRS, EPOS, all data management including data lake and analysis, defining the company culture, environmental credentials, bedroom and public area design, , recruitment, F&B concept design and delivery.

Oversight management of 6 large 4-star hotels across Brighton, Southampton, Swindon and Oxford with a combined revenue of £50 million; this involved the direct line management of 6 General Managers. Offering extensive management input and was able to quickly deliver results through developing next generation managers, mitigating costs at 35% and excess drop through of 50% in additional profits, an increase in customer service index (GRI) growth to 88% and positive STR change versus competitive set in hotels, provision of key support and guidance in group HR and the ER panel, developed Christmas party functions with 120,000 covers on an estate wide basis and proposed and delivered key new revenue streams through site intensification. Also involved with group projects and initiatives including holding a position on group employee relations panel.

Management of 2 large scale hotels with a combined turnover of £18 million, this allowed full demonstration of operational and commercial management expertise and involved the delivery of a key refurbishment for both properties and with a combined budget of £9 million, provision of a green scorecard for RevPAR/ STR/ GRI/ LTO/ HK PRS and linen PRS, delivery of cost savings and greater efficiency through the clustering of operational positions such as sales and maintenance, delivery of EBITDA and sales budgets for 3 years and introduction of a robust cross selling approach that focused on promoting sister hotels for residential events. Acquisition of 30+ independent awards, implementation of a successful engagement programme that enhanced labour turnover versus city, created robust annual budgets, delivered a customer service index (GRI) of over 90% for both properties as well as payroll of 22% and managed the brand transition following the purchase of the new hotel Grand Harbour Hotel Southampton.

Appointed 5 months ahead of opening, I was selected to adopt general management control of this hotel following success at Croydon. This involved providing leadership support encompassing recruitment of employee roles for all hotel functions, embedding the opening commercial sales plan and all operational matters .I ensured the business was future proofed and set for ongoing success through the development and implementation of standard operating procedures in all departments and the successes I delivered included 50% conversion to EBITDA and acquisition of 18 independent awards.