Marco Bernasconi Email and Phone Number

Start-up project• Opening the outlets: Champion’s Snack Bar, in Mendrisio, Switzerland, Pasticceria Snack Bar Cerutti “ il Caffè”, in Chiasso, Switzerland • Setting up the Start-up balance sheet and income statement of the company• Record accounting transactions in Sirio business software• Provide accounting (cash register, accounts receivable, receipt of goods, control of delivery notes, cash expenditures) • Establish the operational standards and specific procedures of the company• Develop the Food & Beverage concepts according to the company objectives and goals• Purchase of the operational equipment necessary for the openings and day to day operations• Responsible for food and non-food purchases, recording invoices and payments• Conclude legal liability insurance, fire, water and damage insurance • Apply for the establishment license and the exploitation license• Establish inventories and costs control procedures• Register with VAT• Manage, recruit, train, develop employees and conduct qualification interviews• Plan and monitor staff work plans and assure general staff administration• Preparation of the employment contracts and respect the CCNT, the collective labor agreement for the Swiss hotel and restaurant industry• Conclude the agreement with the Social Security Partner and register employees for the AVS, the pension fund (2nd pillar) and conclude accident and daily allowance insurance in the event of illness• Maintain high quality of services and food at any time and guarantee guest satisfaction• Monitor regularly and update competitors activities and general local market trends • Prepare, plan and implement promotions, organize and carry out events• Create the concept of hygiene and self-control according to local rules and HACCP procedures• Support staff in their functional and operational tasks• Manage and oversee technical issues• Advise to owner

Renovation project1 semi-gourmet à la carte restaurant, 2 school restaurants, 2 snacks cafeterias, + 2000 tickets per day, the Forum Rolex Learning Center for events 500 pax, outside catering 800 pax, +25 employees• completed the outlets renovation and the concept change of the EPFL’s outlets• proposed new trendy concepts for the EPFL RLC's outlets with the calculation of profitability• increased up to 100 covers per day (+ 20%) by changing the offer• introduced new promotions for customer satisfaction and profitability improvements• improved service fluidity reviewing the guest’s free flow• reached over 95% in the health and safety audit to reduce/eliminate accidents

4 stars Airport Hotel, 150 rooms, 1 Restaurant & Bar, fitness room & sauna, +25 employees.• reached budgets with profitability of 18%• entered into long-term sales contracts with distribution channels: OTA, GDS, TA, TO, corporate clients and targeted business clients with interests in the area• diversified sales channels to cope rapidily with market changes• introduced Yield Management• boosted the hotel's website to encourage direct bookings• implemented the Management and Performance business strategy (MAP), the SAP software (purchases, sales, inventories, other operating costs and statistics) and the software ZEBRA for personnel planning• received the Award 2012: "The payrool’s ratio best improvement"• increased annual occupancy up to 10% to cope with falling prices of rooms that were set by the competitive market• changed / optimized procedures and introduced new services and offers• improved the food and service quality and increased the restaurant's turnover by 12%• follow-up and improvement of comments / customers satisfaction indexes on Internet platforms and Hotel Survey• scheduled preventive maintenance of technical systems to reduce the significant costs of replacements and repairs

Pre-opening - Opening September 20105 stars Boutique Business & Leisure Hotel, 117 rooms & suites, 6 outlets, 1 spa, banqueting 800 pax, +220 employees• opening in September 2010 without exceeding budgets• achieved 80% annual occupancy rate• programmed the F&B critical paths and supported others departments• defined and implemented the F&B concepts and Mövenpick operational standards• hired team members and conducted an intensive training for 220 supervisors, managers and hotel employees• follow up of the construction site in synergy with architects, engineers and craftsmen• achieved a great success of the food & beverage concepts in the local market• in January 2011 Tunisia experienced the spring revolution and we lived a period of crisis, during which we completed the hotel’s construction, we ensured a good occupancy through commercial promotions targeting specific markets (media and international organizations), we were able to supply us regularly with the needs of the hotel operation and guaranteed the safety to our customers and employees• finalized the project in July 2011 and ensured the handover to the new General Manager

Renovation project5 stars, Upscale Beach Resort Hotel, 554 rooms, 12 outlets, 1 Spa, 1 Health Club, 4 pools, banqueting 1000 pax, + 220 employees• programmed and completed in 2009 the renovation of the hotel without exceeding budgets and without an impact on the occupancy rate• introduced the “All Inclusive” concept not to lose market share• increased 10% the food & beverage turnover, decreased food & beverage costs by 3% without increase of the operational structure• follow up of the construction site in synergy with architects, engineers and craftsmen• improved F&B quality satisfaction rating from 5.5% to 11.6% depending on the subject• obtained 100% result in the F&B operation quality control audit• redefined and successfully completed the new main restaurant’s concept, where I set up a creative sequence of 14 different culinary theme evenings, and Italian specialties restaurant’s concept• obtained the « Green Globe Hotel » certification

Pre-opening - Opening in November 2002gaming rooms, 1 restaurant, 3 snack bar, banqueting 500 pax, outside catering 800 pax, +150 employees• opening on time without exceeding budget• enforced the Casino’s activities offering customers a quality gastronomy and excellent service• successfully managed the outlets, with peak days of more than +2000 Casino’s visitors• obtained 13 points as recognition from the gourmet guide Gault Millau• increased turnover by 18.8% and maintained costs as budgeted

Semi-gastronomic & touristic restaurant with 150 seats, +15 employees

Post-opening of the Miramar Inter-Continental Panama5 stars, 5 Star Diamond Award, 186 rooms, banqueting + 2'000 pax, point of sales and services, + 200 employeesPre-opening and opening of the Hotel Holiday Inn Panama4 stars, City Hotel, 149 rooms, banqueting +300 pax, sales outlets and services, + 100 employees

Promoted after following the Corporate Trainee Program 1 year5 stars Luxury Hotel, 295 rooms, banqueting 300 pax, sales outlets and services, + 300 employees

Task force for the pre-opening and opening5 stars Luxury Hotel, 325 rooms, Golf course, banqueting 300 pax, sales outlets and services, + 300 employees

Management Trainee, Marriott Casa Magna, Cancún, MéxicoSeptember 1991 - January 19925 stars, Luxury Resort Hotel, AAA Diamond 4, 450 rooms, banquet +1000 persons, sales outlets and services, +500 employeesService Trainee, Grand Hotel Villa Castagnola, Lugano, SwitzerlandAugust 1990 - January 19915 stars, Luxury Hotels of the World, Boutique Hotel, 88 rooms, banquet +200 persons, sales outlets and services, +50 employeesKitchen trainee, Migros-Restaurants, Geneva, SwitzerlandJuly 1989 - December 1989Institutional Service and à la carte Restaurant, 450 seatsKitchen Trainee, Hotel Beau-Rivage, Geneva, SwitzerlandNovember 1987 - February 1988Restaurant Gastronomic « le Chat Botté », 17/20 point Gault Millau, 55 covers, 5 stars, Luxury Boutique Hotel, 91 rooms, banquet +200 persons, sales outlets and services, +50 employees