Kim Quickfall Email & Phone Number

Manchester, Gb

London, Gb

London, Gb

Responsible for the launching and management of 821 build to rent apartments in New Maker Yards, Middlewood Locks, Salford. Creating a great community and neighbourhood and delivering high standards of resident experience.

Derby, England, Gb

136-bedroom hotel on the outskirts of Cambridge with 18 hole championship golf, leisure and meeting and events facilities .

Harlow, Essex, Gb

Director of Operations for the Recruitment of Management in the Hospitality sectors.Over 30 years’ experience in the hospitality industry, an accomplished General Manager and Regional Hotel Manager with a vast knowledge and understanding of the hospitality business, specialising in both corporate, leisure markets and multi-site food and beverage operations. Hospitality Management Recruitment Limited has been launched following consistent demand through the well established relationships we have forged through our sister business Chefsxpress Limited to provide a Management recruitment operation.Our consultants have an in depth knowledge of hospitality having worked at Senior Management level across a range of venue types as hiring and training Managers. We identify exceptional talent from all over the UK through job board advertising, social media interaction.The selection process consists of thorough CV analysis, competency based interviewing and in depth referencing.We fully support both clients and candidates throughout the recruitment and on boarding process to ensure the highest possible retention and satisfaction rates for both.

I was made redundant from the Amaris estate with Accor Hotels at the end of December 16, due to further hotels in the group being put up for sale. I have since taken a sabbatical with my husband and the opportunity to go travelling . I am now looking for a new and exciting challenge. I am happy to consider consultancy projects or short term contracts along with suitable fulltime positions.

Issy-Les-Moulineaux, Paris Region, Fr

Reported to the Regional Operations Manager with six direct reports and accountable for the P&L across four hotels. Responsibilities included maximising sales and cost efficiencies four hotels, transitioning hotels across to new brands, led the TUPE of staff being outsourced, conducting redundancy consultations, implementing business improvement plans as well as completing ad-hoc projects.• Saved £300k p.a. across seven hotels through a streamlining of payrolls and restructuring departments with no appeals against redundancies or redeployments• Managed the smooth transition of company ownership into new brands, ensuring each hotel transitioned operationally with the minimum of interruption to business, revenue losses and customer service• Completed a comprehensive review of the hotels P&L cost lines, identifying potential savings and more cost-effective operations, delivering savings of £315k p.a. across four hotels• Conducted internal brand audits and set brand plans to phase in and budget for a full brand standard implementation for the new brand implementation in hotels, meeting budget targets and achieving 79% compliance prior to refurbishments required to meet the new standards

Hinckley, Leicestershire, Gb

Part of the transiting team from GLH to Hotel Collection leading up to the sale of the hotels. I then transferred with the hotels and played key management part with the senior team to transition and integrate the hotels into the Hotel Collection Brand continuing in my role as cluster general manager.

London, Greater London, Gb

Managed 11 direct reports with P&L accountability across five hotels with 813 bedrooms and revenues of £26m whilst reporting to the Regional Operations Director. Responsibilities included developing and driving growth across the hotels, customer service levels in the five four star hotels, brand standards as well as ensuring year-on-year growth in market share and ROI.• Facilitated the smooth transition of employees during the TUPE process through two brand changes within seven months, maintaining staff welfare and continued engagement, with no adverse effects to the business• Led strategic business planning and implementation to drive sales leading to a 5.9% (£1.5m) increase in revenues across the five hotels• Analysed customer feedback from 19 hotels identifying action areas to improve customer satisfaction scores, delivering a five-percentage point increase against a target of four• Ensured hotels in Liverpool and Newcastle achieved their budgeted EBITDA with P&L reviews for both delivering savings of £116k and £59k respectively• Developed and implemented a new ‘rooms mix’ strategy at Liverpool, increasing private leisure and corporate business with a £128k increase in revenues in year one• Saved some £1m in recruitment and training costs through the implementation of an effective talent management and succession planning programme

London, Greater London, Gb

A four-star hotel and conference centre with 137 bedrooms, 17 meeting rooms and employing 100 staff. T/O £5.5mGeneral Manager Reported to the Regional Operations Director with full P&L responsibility with ten direct reports. Responsibilities included driving the increase in room, wedding and corporate revenues, the day-to-day running of the hotel, customer service, health and safety as well as HR issues.• Developed and introduced a business performance improvement strategy, mentoring and empowering key management, driving increased market share of rooms, meetings and events with A £200k improvement within 18 months• Developed local awareness of the wedding business leading to an increase in year on year weddings by an average of ten with incremental revenues averaging £800k p.a.• Reviewed and developed new strategies to improve conference business, raising the hotel into the top quartile and moving up 25 ranking places• Significantly improved guest satisfaction moving the hotel from the bottom quartile into the top four and attaining number one status on trip advisor for the area and a ‘hotel excellence’ rating four years running• Improved service staff selling techniques to achieve an increase in sleeper/dinner ratio to 50.4% and a £15.20 average spend

London, Greater London, Gb

A four-star city centre hotel with 205 bedrooms and 100 staff. T/O £6.5mGeneral Manager Managed ten direct reports with full P&L responsibility for both the Portland and Manchester Airport until its sales with combined turnover of £10.4m and reporting to the Regional Operations Director. Responsibilities included the day-to-day running of the Portland and acting as Cluster Manager for the Airport hotel, developing room, conference and banqueting sales, customer service and health and safety issues.• Completed a four-month Interim GM role at the Thistle London Victoria to prepare the hotel for a successful re-launch with a top performing management team and improved customer service and revenues, whilst maintain responsibility or the two Manchester hotels• Identified and negotiated two all year-round contracts with RBS and a major airline to add an additional 10,000 room nights and more than £0.5m in revenue p.a., retaining business in subsequent years• Successfully reduced costs by £110k p.a. during the 2008 recession, with no effect on customer service, by re-evaluating all cost and payroll lines

London, Greater London, Gb

152 bedroom hotel with conference and banqueting facilities for up to 250, Otium Health and Leisure Club, Gengis Restaurant and Co.Motion Brew shop.At Thistle Luton I was responsible for managing the major redevelopment of the hotel which included bedrooms, restaurant, coffee shop and bar, lifts and leisure club. During my time at Luton I also acted as Relief General Manager at Thistle Heathrow.

London, London, Gb

Ond In Hotel And Catering Operations, City & Guilds 706/705/707, Hotel Management

8 'O' Levels