An integrated entertainment resort themed "Discoverer's Playground" in Mui Ne town. Inspired by voyages of discovery, the resort offers 984 pool rooms and villas nestled among gardens. In charge for all aspects of the resort; driving commercial, further enhancing brand experiences and optimizing operation. Achieved TripAdvisor no. 1 position after first 3 months of commencement.

In charge for FLC SamSon Beach & Golf Resort and FLC Halong Bay Golf Club & Luxury Resort.Combined hotel inventory of 1658 rooms and villa’s.Residential development of 1000 villa Post covid, utilizing our strong reputation in the market to overcome the challenges in the market. Streamlined operations between properties and utilize cross property expertise and senior management to boost efficiency and quality.Increased monthly revenue by 20% compared to same period before Covid to around USD 5 million, with improved GOP of 15%.

FLC’s flagship, overlooking UNESCO world heritage site Ha Long Bay649 rooms and suitesConvention facilities for 1500 guestsLarge variety of Bars and Restaurants; including Seafood, Chinese, Western cuisine; Skybar18-hole golf courseAchieved no. 1 Tripadvisor ranking in Halong, a clear proof of our disciplined commitment to service quality and guest focus.

Hotel; 1100 rooms in 4 blocks.Resort; 56 villas; 2/3/4/5 bedroom - 190 keys. Each with private poolTwo 18-hole golf courseRecreation; private beach for water sports (boat trips, jet-ski, snorkeling, diving), multiple pools, kids club, gymF&B; 12 outlets + casino, cinema800m swimming pool with waterparkMain achievments;1) Design of public areas, bars, restaurants, pool, waterpark, Skybar together with architect and project team to ensure hotel is suitable for hotel operation and to have correct facilities for planned target market.2) Prepare all OS&E and work with project and hotel team on critical path for each area to ensure on-time opening. (expected March 2020)3) Prepare manning plan and recruit and train around 1200 FTE

Conveniently located between Hanoi’s Old quarter and the New Business District, Lotte Hotel Hanoi connects the rich cultural history of the past and combines the promising future of Hanoi. Situated in the upper part of the magnificent sixty five (65) floor Lotte Center, Lotte Hotel Hanoi proudly represents a new standard of international 5-star hotels.

EAM in charge of Rooms. Guest loyalty increased with 9% to 7.85. Budget GOP was exceeded by 30%. My performance review was rated A (Achieved all goals) with a remark on emotional intelligence and collaboration being my exceptional strengths. Internal Talent review states “ready to move”

Started as F&B Manager to bring back quality as hotel was lacking this due to poor management. After, was asked to sort out Rooms. With the team, brought back Sheraton Kampala to a level where it is now recognized as one of the best engaged and performing franchise properties of Starwood in the region. Brought in professional revenue management, resulting in ADR growth of 10% annually. GOP back to a respected level (30% and above) while at the same time regarded to be the hotel of choice in Kampala.

Started as F&B Manager to bring back quality as hotel was lacking this due to poor management. After, was asked to sort out Rooms. With the team, brought back Sheraton Kampala to a level where it is now recognized as one of the best engaged and performing franchise properties of Starwood in the region. Brought in professional revenue management, resulting in ADR growth of 10% annually. GOP back to a respected level (30% and above) while at the same time regarded to be the hotel of choice in Kampala.

Started as F&B Manager to bring back quality as hotel was lacking this due to poor management. After, was asked to sort out Rooms. With the team, brought back Sheraton Kampala to a level where it is now recognized as one of the best engaged and performing franchise properties of Starwood in the region. Brought in professional revenue management, resulting in ADR growth of 10% annually. GOP back to a respected level (30% and above) while at the same time regarded to be the hotel of choice in Kampala.

Restaurant concept aimed at parents with children. Set up the concept, realized renovation and operated the business. Concept was copied by various other restaurant owners. Each year of operation was profitable and well above benchmark. Business was sold in 2012.

Mid-size restaurant chain.Right hand of owner. Mostly involved in set up of new units (bars, restaurants, night clubs and mobile ice rinks). Responsible for pre-opening (hiring, training and running first months of operation)

Seconded from Sheraton Amsterdam. Tasked to set-up front office and related area’s after Sheraton Kampala did a major renovation. Developed all operating manuals in line with Starwood policies and conducted training to all local staff.

Very busy airport hotel. In charge of 40 FTE. Executive lounge / business centre / bell staff / front office / guest service center).