Siddharth Biswas Email and Phone Number

Independent family-owned hospitality group of 12 hotels in APAC. Growing its current portfolio with focus on its lifestyle-oriented hotels brands; Next Hotels and Ink Hotels.• Defined the ‘Ink Hotels’ brand experience (Lifestyle hotels targeting new generation ofBleisure travellers). Launched 162-key Ink Hotel Melbourne in 2019, ranked #5 inMelbourne on Tripadvisor, generating 34% GOP in first quarter. 2 hotels acquired in pipelinein Singapore and Bali.• Repositioned ‘Next Hotels’ brand (5-star hotels with destination F&B). Launched 255-keyNext Hotel Melbourne in 2021, ranked #3 in Melbourne hotels on Tripadvisor andoutperforming compset and all new hotels opened in last 12 months. Signed LOI for a 250-key Canberra CBD hotel in a new mixed-use development set to open in 2024.• Performance improvement of guest satisfaction, reputation, employee engagement andstandards compliance. CAGR growth of 6% in guest satisfaction from 2018-2021. YTDGroup guest satisfaction index of 109 amongst compset.• Asset management for 2 owned and 4 leased properties, driving performance throughbenchmarking and evaluating feasibility of renovations and conversions during Covid-19• Produced 28 operator selection pitches and 5-year projections in 2020/21 leading to 2signed agreements (Canberra and Melbourne)

• 5-year planning for CEO & the board to grow the company 3-fold and centralising• Identifying & investing in Ink Hotels and Next Hotels as brands that are scalable in a marketwhere owners are keen on lifestyle brands that are adaptable to unique properties• Pre-opening & management of Kafnu member clubs in Taipei, Hong Kong, Bengaluru,Sydney & Ho Chi Minh City. (Total of 105,000 sq.ft., 1’200 members in July 2019)

Founding member of a startup set to creat an upscale co-working brand based on luxuryhospitality services and design. Awarded as one of the top 5 best designed offices in the world byForbes magazine.• Opened the first two locations in Hong Kong (2016) and Singapore (2017) with OUE. Total50,000 sq.ft of space.• Negotiated and closed anchor tenancies of Uber HK and Lendlease in Singapore, allowingbreak-even occupancy (67%) within the second month of opening in Singapore

A luxury resort group (now under Hyatt). Appointed in their flagship resort in Uluwatu, Bali which is widely considered as one of the TOP 10 luxury resorts in the world.• Achieved record 96% in quality and maintenance audits and 45-48% GOP from 2014-16• Maintained no.1 rank in the competitive set over 2 years in guest satisfaction (CompSet:Four Seasons, Bvlgari & Banyan Tree) – ReviewPro score: 94.7%• Increased revenue in rooms division by 7% Y-o-Y by introducing signature Alila journeys,new dining options and leisure activities celebrating local heritage.

408 rooms & suites with 7 F&B outlets

508 rooms & suites with the largest 5-star MICE facilities in China, 5 award winning F&B outletsThe mandate was to terminate the management agreement without legal consequences due to poor owner & management relationship- Turned around the hotel’s poor record in performance to achieve results above budget (GOP: 103% above budget in the taskforce period) by changing the rate structure, down-sizing underperforming departments and driving business in the profitable MICE segment by creating MICE incentive plans for low season and strengthening relationships with top accounts and regional MICE organisers- Strengthened the service quality levels to regain customer satisfaction by creating systems of standards implementation.- Started weekly meetings to show the performance improvements to Owners and progressively agree on termination schedule and secured RMB 15m in termination settlement towards Kempinski

24 ultra-luxurious private apartments managed by Kempinski in a Belle-Époque mansion on Lake Geneva- Established critical path, created the operating concepts & all residential services & standards for Davidoff™ cigar lounge, Quintessentially™ wine cellar, around the clock and around the world concierge services- Brand ambassador in media and advertising campaigns to target HNWIs- Kept pre-opening costs in control during developer’s financial insolvency

462 rooms and suites, 6 F&B outlets- Coordinated project with owner, contractors & operations team in achieving substantial completion of project- Agreed on a new deal with owner to revise the FF&E and OS&E due to severe gaps in operations after opening

- Developed critical paths for pre-openings, takeovers & terminations and a dynamic collaborative software which acts as a management decision-making tool in pre-openings (Project Insight)- Assisting hotels under pre-opening in monitoring the progress, assigning taskforces & operational resource allocations- Taskforce GM/Pre-Opening Manager assignments in 6 hotels - Participating as taskforce GM in terminations for Tanzanian Portfolio

303 rooms and suites + 98 serviced apartments with 7 award winning F&B outlets- Full suite of pre-opening assistance to GM to position the property as the market leader in non-riverfront hotels• Analysed the Bangkok luxury market and created the rooms, serviced apartments & F&B concepts (including the partnership created for the restaurant Sra Bua by Kiin Kiin, voted as one of Asia’s 50 Best Restaurants in it’s first release)

- Finalised the joint venture business model, intellectual property handover & trademark registrations- Created the Kempinski The Spa & Resense Spa concepts with Raison d’Etre spas- Established the operational standards & F&B concept, guest experience, look & feel of both brands- Draft spa management agreements for new hotels & conversion of existing spas

- Developed corporate & departmental strategies and translated into a campaign for implementation at corporate, regional and hotel level- Mapped the Change Management Process for a company growing from 45 hotels to 115 hotels- Project Management in collaboration with corporate, regional and hotel teams for global implementation- Facilitated corporate executive meetings (Owners Meetings, GM Meetings) & Board Meetings- Achieved in-depth understanding of the entire company’s functioning and entrepreneurial decision making process from working directly with the Executive Management Board

- Swiss subsidiary of the world’s largest catering company- Successfully proved the feasibility of centralised catering for 31 outlets in Geneva- Creation of the subsequent restructuring plan of operations

- One of the five palace hotels of Paris with 244 rooms and suites and a 3* Michelin restaurant (Le Cinq)- Food & Beverage Management internship

- Gastronomic restaurant and small brasserie with a distinguished history as it was the formal restaurant opened with the birth of “League of Nations” (predecessor of the current United Nations) in Geneva in 1930- Kitchen Trainee