Kerten Hospitality is a mixed-use, ESG and lifestyle operator managing and operating hotels, branded residences, serviced apartments, workspaces and business/social hubs. KH transforms destinations through impactful collaborations both with our own and other branded Food & Beverage, Retail, Entertainment, Art and Wellness brands with a focus on building Ecosystems, and unique community-centric destinations, that connect International & local travelers. KH manages a portfolio of 12 own brands including: Cloud7 Hotel and Residence, The House Hotel and Residence, Ouspace – a collaborative Social Hub and serviced offices concept. KH has a suite of in-house designed and operated Food & Beverage offerings and employs and collaborates with world renowned Michelin chefs to up and coming local foodpreneurs. All our brands have a Purpose. We have a pipeline of 40+ projects globally in Europe, the GCC, the Middle East and North Africa and the CIS regions with a robust pipeline that is doubling year on year.UBBU: United. Building a Better Universe is Kerten Hospitality’s ESG initiative for the industry: • It shows our deep commitment to the environment, our people, and our communities• With UBBU we aim to positively impact local communities with a strengthened stakeholder engagement, care for the environment, and social advocacy whilst creating a meaningful connection between our guests and the Neighbourhood • This commitment will help us to uniquely tailor and integrate ESG practices throughout all our properties based on the local needs as UBBU integrates the local culture, businesses, artists, and entrepreneurs in all projects, events, and lines of operations• We are localizing supply chains from the very initiation of any project by looking at our suppliers, building material resources and local talent

Monitored general competitor activity and pricing. Aligned with this approach reviewed the dynamics and price sensitivity of the market and achieved RGI with an increase of +5.7% for months of January- February.Conducted a review of yield management re Winter Sale promotion and spotted high demand dates and adjusted competitive rates to reach daily targets. As a result, Leisure performance increased ADR by +£7.5 and +500 room nights in January/February.Collaborated with Sales team on corporate availability restrictions, pricing groups that positively affected rate growth in February +£13 ahead of last year.Delivered budget presentation 2020/2021 which was received favourably by both General Manager and Company Owner.

Increased room’s revenue in 2018 for cluster hotels, with 5% growth YoY through pricing strategies and review of market segments, with 3% growth YoY for Hilton Paddington and 2% for Hilton Euston.Achieved 12% increase in EBITDA in 2019 for Hilton Paddington by focusing on decreasing allowances from Wholesalers by 80%, updating configuration on commissionable bookings for missed payments which aided accuracy of commission invoices, training FO team on importance of enrolments to Hilton program which increased direct bookings by 5% YoY. Introduced competitive rate package for Wholesalers in 2018 that built weekend occupancy growth YoY by 3% with no decrease on ADR for both hotels.Conducted a commercial review of M&E segment and as project lead improved M&E ADR by +£4.5 and +600RN in year 2019 for Hilton Paddington.Collaborated with Sales Director on customer satisfaction project focusing on increasing Japanese guests’ satisfaction. Key outcome: new contract of 300 room night achieved with Hilton Paddington, 100 room nights for Hilton Euston.Steered 4DX Leadership Training, as the Hilton Paddington champion, to direct Head of Departments how to inspire, motivate and target teams to achieve and deliver. Resulted in highest score re guest satisfaction 63% in 2017, 3% ahead of target.Championed hotel departments meeting SOX regulatory requirements by providing training, reporting mechanisms and a tracking matrix; Achieved 100% compliance for years 2016 – 2019 and also passed internal audits with a score of 96%.Increased market share for Hilton London Euston +2.5% ahead of target for 2018, due to re-positioning hotel as 4* star deluxe product. Reviewed market trends over a 12-month period identifying high demand dates and peak days. This analysis facilitated the achievement of reaching highest ADR in hotel history +£10 ahead of same day comparison of previous year.

Designed motivational posters for reservations team to drive sales targets that led to 90% no show charges, 5% growth in late cancellation, winning department of the year in 2016 and 97% score in Team member survey re satisfaction with manager for Hilton Paddington.Introduced new pricing strategy after hotel refurbishment to align pricing with the new competitive set that led to ADR growth by £5 over the budget in 2017 for Hilton Euston.Implemented a training cycle covering all health and safety processes with a monthly health check which resulted in the hotel passing its yearly audit by head office with a score of 100% .Liaised with Sales department on corporate channels availability to ensure targets were met by reviews over rooms availability on lower rated channels, high demand dates and rate blocks. Robust restrictions in place and having Director of Sales Manager aware of revenue strategies, helped with; ADR +£4 and occupancy in corporates +30% in 2017 at Hilton Paddington and +£3 ADR and +25% occupancy at Hilton Euston.Organised corporate entertainment as annual appreciation for Top 5 Leisure partners to both develop and cement strategic partnerships. Hotels were nominated to limited space special offer by GTA, to promote them in Asia market. In year 2017, Asia market moved from 5th to 2nd place in geographical demand at both properties and added to Revenue 1,000 rooms at Paddington and 400 at Euston.Collaborated on marketing campaign to promote refurbishment of Hilton Euston across 3rd party websites and to Leisure agents incorporating renewed pricing strategy which grew revenue 13% YoY. Managed Ideas site aiming to increase accuracy on targeted pricing in line with expectations by regular rate observation and changing configuration. Over one-year period, rate override decreased from 57% to 28% at Hilton Paddington and 45% to 33% at Hilton Euston.

Rolled out product knowledge file for Leisure agents with the aim of attracting new business. Won 3 new, key Wholesale contracts that increased revenue in Leisure +15% ahead of 2015 in Hilton Paddington and +10% for Hilton Euston.Revamped free-sale chart for Wholesalers focusing on ease of access and ability to update. Modal was picked up as template to share across other Hilton properties.Engineered employee engagement plan resulting in 97% score in Team member survey re satisfaction with department manager for 2016 and 93% in 2015.Facilitated YoY Revenue growth in Leisure segmentation by 18.7% at Hilton Paddington and 16.1% at Hilton Euston by reducing allocation by 20% for both hotels and focusing on increasing ADR. Achieved Budget for 2016 in Leisure in Hilton Paddington by 2% due to review of business strategy which included changes in allocations, increased pricing, setting up long haul promotions by focusing on increasing occupancy over weekends.Budget for 2016 in Leisure for Hilton Euston was achieved by 5% by executed new pricing strategy after hotel refurbishment, removing allocation on Tuesdays and Wednesdays, increased pricing on family rooms. In 2016 Achieved increased ADR for midweek by £20 for Hilton Paddington and £12 for weekends at Hilton Euston by reacting to demand, reducing allocation for Wholesalers, reduced promotions, removed extra allotment, and strategic closing on free-sale availability. Won department of the year in 2016 as a result of positive impact of enhanced guest service plan.Liaised with Central reservations office promoting accurate and up to date product knowledge which resulted in increased bookings by 5% at Hilton Paddington and 3,5% at Hilton Euston.Monitored 3rd party websites (Expedia, Booking.com, Agoda etc), responding to all guest questions or comments, with 100% response score.Created training manuals covering sales process which increased shop call average score from 83% to 96%.