1. Crisis and restructuring: Delivering positive EBITDA despite COVID19 and breakeven by July 2020 - positive cash flow. Completed 2020 with positive EBITDA. 2. Introduced yielding format to maximize revenue for 75% occupancy (due to COVID19). ADR uplift to follow demand vs. pushing occupancy that's not inline with demand. Revenue per guests increased with higher capture ratio in restaurants 3. 2019 EBITDA higher by JPY80million (USD800K) within 10 months taking over. Pushed EBITDA above >33% within 2nd year although projection was <29% 4. Reviewed room pricing strategy according to high demand vs. low demand. High demand rooms pricing increased by 5% vs. non demand 5. Introduced FTE modeling for the hotel 6. Reduced labour costs by moving to part timers and outsource concept. LEAN manning for weekdays vs. weekends that’s higher occupancy. Fixed employment FTE was 0.297. Improved Revenue Per Sleeper in F&B from July 2019 onwards 8. Achieved higher KPI score in TOP 2 BOX by 10 points increase vs. targeted KPI 9. Seasonal menu promotion to drive higher margin profit in Skyline Bar. Higher EBITDA for Skyline Bar by 3% even with price increase 10. Introduced training modules conceptualized by me to improve service standards in the hotel 11. Introduced loyalty program chart for returning guests >2 nights, >5 nights, >10 nights, >15 nights. Proved to drive higher satisfaction and revenue 12. Preventive maintenance program introduced to maintain and uplift room standards 13. Restructured hotel organization layers and introduce LEAN – removed layers for better productivity and access to hotel director

1. Achieved 2018 EBITDA by 3.5% higher than budget – in the range of >45%2. Reduced operating costs by RM4 million through LEAN activities in 2018 and even vs. 2017 (despite low occupancy in May 2018 during the election)3. Higher ADR since hotel opening in 2018 and high yielding in peak months (byRM18 vs. 2018 budget and RM46 vs. 2017 actual)4. YTD Dec 2017 budgeted EBIDTA was achieved at 102% (target was 100%). 5. December 2017 was the highest revenue target in 2017 budget and since opening (AVG. ADR RM880). 6. LEGOLAND Hotel turnaround road map for room refurbishment perspective due to low quality rooms vs. ADR growth / perceived value 7. For 4 years hotel didn’t have preventative maintenance program so 2017 I implemented this concept to stop room deterioration 8. Introduced another tier of room theme to yield from existing model 9. Maximized segments to achieve higher profitability through branded website (47%) compared to just conventional business agents 10. Reduced dependency with wholesale and pushed OTAs to deliver better profit % in market mix. After deducting commission, ADR was still higher than wholesaler 11. Handled revenue management role since Nov 2017 till Feb 28, 2018 due to Head of Revenue resignation prior to my arrival. Nevertheless gave me the opportunity to drive pricing opportunities more bolder12. Improved from 5th position to 4th in Tripadvisor within 3 months and with an avg scoring of 4.513. Guests experience KPIs has increased compared to before Sep 2017 results (recommendation score, cleanliness score, satisfaction score, food expectation and value for money). 14. F&B revenue for the month of Oct and Dec 2017 is the highest compared to any months in 2017 and since opening. Sold F&B packages and buffet at higher pricing according to guests demand 15. Reduced dependency on permanent headcounts and shifted towards contract / casual workers during higher season

Setting up operational standrads, goals and financial KPIs for Element hotel. However focus was to open HOT. Key achievements:1. Headcount of 0.38 vs. 252 rooms for the first 4 months including contract staffs. Operated lean manning according to business occupancy 2. Achieved NOP & GOP by 3rd month of operations. Mainly savings from payroll and improved room profits3. Very minimal working capital given so managed cash flow independently 4. Marketing campaigns rolled out for Element at minimal cost and funds were mainly supported through strategic alliances with partners for marketing support 5. From 3rd month of opening, hotel rooms topline delivered through strong retail business6. Social media awareness hitting 20K+ eye views before opening hotel 7. Select serve + upper upscale services balanced to deliver stronger guests experiences 8. Tripadvisor ranking from 148 to 72 within 3 months of opening and internal guests experiences survey improvement over the 3 months opening, especially ITR results.

Driving Operational & financial KPIs at hotels by devising strategies according to hotels, conducting relevant trainings & performing audits to ensure the brand standards are effectively implemented.1. Acting GM at Aloft Kuala Lumpur Sentral for 5 months from Nov 2014 to March 31, 2015 a. Acted as GM at Aloft Kuala Lumpur in stabilizing operations. Also, supported the hotel in driving business and operational KPIs (this is the largest aloft brand hotel in the world). b. Increase GOP of the hotel & venues by driving topline with aggressive marketing and sales gimmick. Working with the HODs to operate the hotel with 0.57 head count for 482 rooms. c. Highest occupancy driver (85%) for the month of March 2015 and have improved ADR/ REVPAR for Q1 2015. d. GEI for Q1, 2015 is the highest since opening at 8.62 with the most numbers in “WOW” alerts and Food Hygiene audit achieved 95%e. Managed to negotiate aloft Kuala Lumpur to be the official hotel for Ed Sheeren event 2. Lean process management for all top key hotels in Bali, Kuala Lumpur, Langkawi, Jakarta launched since July 2011 and have identified projects for customer/guests experience improvement – improving hotels KPIs on lean & productivity 3. Trainings for Guest Experience Index across South East Asia hotels to ensure hotels average >8.004. Interviewed talents and selected operation managers for the hotels. Trained the team on “LEAST” model to ensure we reflect high empowerment among associates5. Supported the opening of new hotels with/without the GM. Key focus on opening was assisting on rebranding the name of meeting rooms, hiring associates at hotel and developing opening strategy to drive volume.

To drive online revenue for Hotels in Malaysia, Singapore & Indonesia that’s part of cluster and creating new opportunities to gain market share from online sales. Created high visibility on the social media arena for SEA region and conducting workshops for 25 hotels. 1. Driven online revenue for Malaysia and Indonesia hotels according to the targeted volume (USD) – growth from 10% to 40% (for some of the hotels).2. Increase the online market mix in hotels versus 2008 to 2009 & 2010 for profitable yielding 3. Developing online strategies to ensure sales target are met with high awareness of brands. Crafting packages according to market demand: • For 2008 – achieved high room nights with higher average daily rates • For 2009 – grown the room nights with competitive pricing • 2010 – growth in room nights + revenue 4. Developed SPG moments (experiential marketing) for Malaysia and Indonesia. This was done to reward loyal customers of Starwood and the executed events are F1, Beauty & The Beast and St Regis Bali – Jamie Cullum. 5. Partnership marketing with banks and airlines to create campaigns that are targeted to drive revenue and increase the visibility of Starwood Hotels. • Citibank Malaysia and Indonesia • Mastercard – moments campaigns, more aspiration offers • Visa International – prepaid lounge access• Quarterly offers – summer deals, pan European offers, Indian market 6. Tactical cluster deals in SPG estatements and edm’s to drive room nights through SPG database 7. Crafting online strategies for new opened hotels to ensure high visibility in online channels. Using affiliated marketing strategies in driving traffic. 8. Improving hotel text in Online Travel Agents websites to ensure our brands have desirability from consumer point of view9. Working closely with GTA on strategies to improve Malaysian and Indonesia hotel sales through B2B extranet

Managing the product line life cycle from strategic planning to tactical activities. Work with management team to develop, maintain and present the solution roadmap and positioning of the Chevrolet product line. Develop product requirements documents and specifications through analysis of trends in customer needs, the market, competitors and technology. Support the development of product brochures, unique selling points and literature including user and service manuals. Analysing and interpreting data to see Malaysian automotive movement and advising sales team on competitor strategy. Establish and evolve relationships with customers to understand their habits, trends, needs and directions with ensuring the Chevrolet meets the long term needs (predictive).

Manage marketing and sales efforts concurrently for ICLP. Develop and implement business development, sales, marketing and partnership strategies to acquire new customers and retain existing accounts. Developing customer loyalty programme by including hotels, dining, shopping and lifestyle partners. Evaluating each partners strength according to customer profile and clusters or segments. Maintaining relationship with various partners to ensure yearly and tactical campaign offerings are obtained• Developing customer loyalty programme by including hotels, dining, shopping and lifestyle partners. Evaluating each partners strength according to customer profile and clusters or segmentso Maintaining relationship with various partners to ensure yearly and tactical campaign offerings are obtained• Driving response to the marketing campaigns being launched in the market. Targeted marketing for different clusters of customers• Negotiating with various partners / merchants to participate in the programme• Deriving plans for targeted communication – Direct Mail, Email (E-DM) & SMS marketing• Ensuring campaign response and frequency increases through this loyalty programme• Liaising with various partners / merchants for reporting purposes. Each month, tracking report to be presented to clients. Analyse the response - If the response exposure is low, we develop email or sms campaigns to boost traffic• Managing the design and creative of the booklet according to clients guidelines