Reporting directly to the General Manager I am responsible for the day-to-day operation of the Hotel’s Food and Beverage department with a turnover of $8M which consists of a 250 seats main restaurant, Conference and Banqueting facilities, 24-hour Room Service, seasonal Pool bar and Restaurant, Kitchen.During my tenure in this hotel, I supported the General Manager with day-to-day operations and the project management of the hotel’s renovations. In my capacity I was the senior operations lead for the hotel liaising with various departments to ensure that services were synchronized to deliver a memorable experience to our guests. In my role I carried out audits in various areas of the hotel to ensure that the hotel is maintaining the high level of standards and service as expected from a Sheraton Grand.

Reporting directly to the Resident Manager I am responsible for the day-to-day operation of the Hotel’s Food and Beverage department. This includes five outlets of Full-Service Chef Restaurant, Main Restaurant, Lobby Lounge, In-Room Dining and Pool Bar.During the Corona period I was approached by the General Manager of the Sheraton Grand to rejoin his team as his long-term objective was to heavily strengthen operations which is my specialty area.

Chosen to be a part of the pre-opening team of this hotel. During the pre opening phase I was responsible for supervising the final construction teams after which I was responsible for ensuring that all the Hotel rooms, spa and public areas were set up to receive guests in line with the high Setai Standards as a Leading Hotel of the World property. Throughout this period I was responsible for recruiting and training new staff to deliver the high standards expected from this unique Luxury property. Throughout this entire period I reported directly to the Managing Director of the company. In my role I was responsible for overseeing daily operations to ensure guest and employee satisfaction and meeting budgetary revenue targets.I was responsible for ensuring that the hotel’s operations ran efficiently, responsible for department leaders to surpass revenue and guest satisfaction goals. My focus on improving guest experiences is demonstrated by successful operational audits, leading teams effectively, and a keen eye for operational perfection. Through staff development, strategic planning, and upholding hotel standards, I was a key component in establishing the hotel as a top luxury destination in Tel Aviv.

Reporting directly to the General Manager I am responsible for the day-to-day operation of the Hotel’s Food and Beverage department. This includes five outlets of Full-Service Restaurant, Lobby Lounge, In-Room Dining, Banquets and Rooftop Lounge. Ensuring that all Ritz-Carlton standards are implemented and being utilized consistently. In order to implement the Ritz-Carlton legacy I was sent for cross training to Ritz-Carlton Moscow.Leading a team of three managers, four supervisors and forty hourly team members.

Reporting directly to the General Manager I am responsible for the day to day operation of the Hotel’s Food and Beverage department with a turnover of $6M which consists of a 250 seats main restaurant, Signature Kosher Restaurant, Conference and Banqueting facilities, 24 hour Room Service, seasonal Pool bar and Restaurant, lobby bar and lounge.Responsible for the recruitment and training of a team of 90 associates including the administration of their payroll.Responsible for growth of event sales and operations covering the entire process from meeting with the client to the final execution of the event.Responsible for developing and executing a Marketing plan for the department.Responsible for preparing a monthly P&L report to my direct manager outlining the operation of the department.Key achievementsSuccessful achievement of enrollments for the loyalty program of the company from 0 to the 4th best enroller in the Southern European region.Introduced a new concept of Meat Breakfast being the first hotel in Israel.Achieved a 7.4% improvement (year on year) in the Guest Experience Index (GEI) for the department.Year to date achieved an improvement of 11% vs last year in F&B revenue per occupied room. This was achieved by improving F&B average spend by 2.1% and increased covers by 10.5%.Profit for the department year to day has improved by 16.6%.Redesigned the AV requirements of the hotel’s banqueting rooms, which saved the company a $10,000 in consultancy, following this I took over day-to-day responsibility of this area from the IT department. Successful opening of the newly refurbished pool bar and restaurant and increasing of F&B sales in this area by 181% over the previous year.

Responsible for the day to day activity of the department.Training of all line associates, supervisors and managers of the department.Set-up meeting and function space for clients.Ensured high quality standards of service in all Food & Beverage outlets

Chosen to be a part of the pre-opening team of this hotel. Training the new staff for Intercontinental hotels brand standards. Managing the operation, organization and set-up of restaurants and banqueting space.