Mathieu Maertens Email & Phone Number

Knokke-Heist, Be

Knokke-Heist, Flemish Region, Belgium

Enhancing current and establishing new partnerships for the ZOUTE GRAND PRIX Label through advanced partnership offerings

Knokke-Heist, Vlaanderen, België

Analysing and defining an identity for the ZOUTE GRAND PRIX CLUB; Creating and facilitating unique lifetime experiences in the ZOUTE GRAND PRIX CLUB; Boosting sales and profitability for the ZOUTE GRAND PRIX Label towards a broader audience

Brussels Metropolitan Area

Advising and actively participating in the National Committee of Hospitality for VOKA

Brussels Metropolitan Area

Advising and actively participating in the National Committee of Operations for Tom & Co Belgium

Knokke-Heist, Vlaanderen, België

Franchisenemer onder het T&C-label voor de winkel in Knokke-Heist

Vlaanderen, België

Broad expertise in strategic advising and hands-on operational involvement in Consultancy and Hospitality industries:- Strategic business advisor (Deloitte) with domestic expertise in Construction, Retail, Food and Transport (Small and Medium Enterprises with turnover up to 50 million euros)- Hospitality pre-opening expert: Plopsa Hotel (from scratch) and La Réserve (transformation)- Proven track record of General and Operating hands-on management positions in the hospitality industry: Novotel (Accor), Plopsa Hotel (Studio 100) and La Réserve (Alychlo-Scorpiaux) - Investor- Hotel consultant: www.maertenshospitalityconsulting.be

Knokke-Heist, Flemish Region, Belgium

Leading the hotel towards its shutdown and transformation to 5 stars quotation. Building up an entirely new middle management: HR, Sales and Finance. Defining a Residence department. Remodelling processes compliant with digital challenges. Operational involved and connected with the construction team to open up a totally renovated hotel. Advising the board of directors, sales, marketing, operational and culinary teams in opportunities and choices.

Knokke, Flemish Region, Belgium

Responsible and hands-on involved in the operational day-to-day operations of a 110-room property and the resort surroundings. Advising and defining the hotel's strategic plans, marketing realisations and staffing in the transformation of the hotel towards a five star classification. Leading the hotel's committee and indirect supervision of 62 team members. Driving force of new ways of working, anorganic (sales) growth, marketing presence, modern corporate culture with focus on increasing both financial and non-financial results. Responsible for the overall satisfaction and achievement of the hotel's goals.

De Panne Adinkerke, Flanders, Belgium

Delivered inexhaustible efforts for the pre-opening of the first Plopsa Hotel ever.Responsible for the completion of diverse actions such as advising the strategic scene,price structures & necessary investments, closing valuable partnerships, recruitingcustomer-oriented staff, establishing internal ways of working, setting up the invoice system,… Besides the general responsibility of managing a 117-room property, I was mainly focused on the B2B guests (eg. Studio100, Daikin, Proximus, "De Verhulstjes",...). Pre-opening postponed from the 23th of October 2020 until the 7th of May 2021 due to the Corona pandemic.

Sint-Jacobsstraat 15, Ieper

Oversaw and managed the short and long-term planning and day-to-day operations of a 128-room property with a bar, restaurant, fitnessroom and conference facilities. Recommended the hotel’s budget, marketing and strategic plans. Led the hotel’s executive commitee and indirect supervision of 35 team members. Responsible for the overall satisfaction and achievement of the hotel’s goals.Achievements:- Re-established a team, one that communicates and works together again;- Added my vision on how we could upscale our offers and the hospitality standards that are needed to be still attractive in the market;- Implemented new ways of working on different areas;- Created a realistic growth (commercial) plan to focus on in 2020;- Introduced the Afternoon Tea concept to the hospitality sector in Ypres;- Supported and motivated my staff day-in day-out to collaborate as much as possible;- Promoted the hotel on different foreign occasions to re-build the trust in this midscale hotel;- Set up of a brand new sales department with a clear focus and approach;- Critically analysed the implementation of divers restaurant options;- Searched, proposed and even got a new GM appointed in order to ensure the continuity of the current, appreciated way of working, internally and externally.

Ghent, Belgium

Leuven

Transition To General Management

Executive Education

Master'S Degree, Business Administration - Marketing Management

Humaniora, Economie - Wiskunde