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- 1. Online at 38 Gilford Road Sandymount http://michaeldavitt.ie/blog Dublin 4 Password ( Project Manager ) Ireland + Mobile: 087 639 1607 http://www.slideshare.net/mike adavitt/michael-a-davitt- 16436449 mdavitt@michaeldavitt.ie http://ie.linkedin.com/in/mdavitt/ http://twitter.com/mikeadavitt http://miichaeldavitt.ie/blog 1
- 2. Contact Details 1 Education 3-4 Employment 5-14 References 15 Other Details 16 Summary 17 2
- 3. Prince2 Project Management A process-based method, non- proprietorial, for effective project management, a popular standard for public projects 2013 Diploma (Degree Level) Project Management Project Management, Business Analysis, User Centred Design, Creativity & Innovation. Commercial software project through working with industry partners in a cross disciplinarial team to create a real world product 2012-2013 Comptia Network + (N10-004) The exam covers network technologies, installation and configuration, media and topologies, management, and security. Comptia A+ (220-701 & 220-702) The fundamentals of computer technology, installation and configuration of PCs, laptops and related hardware. Also required skills tested are installation and configuration of PC operating systems, as well as configuring common features (e.g. network connectivity and email) for mobile operating systems Android and Apple. 2012 3
- 4. Diploma in Digital Marketing Post-Graduate diploma from the Digital Marketing Institute Online marketing, online reputation management, social media, communications, advertising 2011 - 2012 Certifications for Safety of Life at Sea (SOLAS) 2001-2005 Certified Diploma In Accounting & Finance Accounting, Finance & Business Planning For Managers 1998-2001 Diploma In Hotel Management (D.I.T.) Diploma In Business Studies (N.C.E.A.) Dublin Institute of Technology 1989-2001 St Michael’s College, Dublin 1981-1989 4
- 5. General Manager (‘07-’11) Deputy General Manager (‘06-’07) Walter Raleigh Hotel is one of the oldest hotels in Ireland, and most dominant in East Cork in recent years. The 41-bedroom hotel features a thriving bar, a ballroom catering for 400 people, restaurant and conference facilities catering up to 450 people. The hotel was acquired by an American-based Solicitor and former Boston politician in 2005, and went in to receivership in 2011 due to non-operational property loan-issues. While asked to remain in the post as General Manager by the appointed Receivers, I decided to explore alternative opportunities. Reporting to the non-domiciled owner, role involved managing all day to day operations of the business, managing four direct line Managers, with overall responsibility for c. 65 staff at the peak. 5
- 6. • Established myself as figurehead for the hotel • Sole responsibility for developing sales, marketing and business plans for all aspects of the business including hotel occupancy, food & beverage, conferencing and banqueting • On going yield management for hotel (setting price parameters for direct reservations and online portals subscribed to) • Analysed and monitored traffic flow to the business (via web analytics and in-house hotel management system tools) • Attended promotional /sales exhibitions throughout Ireland • Facebook - established an active Facebook profile, engaging with c.4000 predominantly local fans • Established working relationships with all major local tourist and activity service providers 6
- 7. • Promoted hotel at major Trade Fairs/ Shows, developing strong relationships with leading Tour Agents for ad-hoc business, focussing on niche operators • Established two new tour series for hotel in 2011/12 • Successfully established the hotel as a major angling venue, hosting two major provincial championships • Managed e-marketing campaigns composing both email and social media promotions • Hosted a ‘Brides of Franc’ wedding reception and a Katie Taylor Boxing Tournament • Established a culture of inventiveness and innovation 7
- 8. • Improved and maintained Food Margins by 6% and Beverage Margins by up to 9% • Consistently achieved operational profitability up to August 2011, despite severe economic conditions since 2008 • Maintained labour costs at budgeted percentage despite downturn • Successfully refurbished the main bar at minimal cost • Streamlined food ordering and reconciliation activities • Effectively managed energy costs through rate management/price hedging and in-house conservation • Introduced a new effective website at minimal cost • Streamlined and centralised all purchasing activities • Successfully managed staff number reductions at minimal cost, and a seasonal mid-week 8
- 9. • Streamlined and automated accounts, payroll & reconciliation processes • Effective working capital management, eliminating the requirement to avail of an overdraft facility • Significantly reduced legacy bad debts and improved collections procedures and credit control • Negotiated improved terms with key creditors • Acted as main point of contact with third party professional advisors (Accounting/ Legal) 9
- 10. Midleton Marine Services & Sales Manager ( 09/01-10/06 ) • Responsible for the servicing of all sea safety equipment under IMO, SOLAS and Department of Marine Regulations. • Duties included all accounts and administration of a hire fleet of sea safety equipment. • Introduced search and rescue products both for sales and servicing. • Sales – marketing, advertising and sale completion • Financial Accounts preparation • Investigated and negotiated with a large state-body • Increased sales substantially in a high margin sector 10
- 11. The Bridge Hotel General Manager ( 09/00-09/01) 1-year contract • Primary duties entailed negotiating and developing relationships with existing and new tour operators and local corporate businesses • Liaising with Bord Failte over procedure changes • Responsible for the complete operation of the hotel. • Increased bar margins and sustained food gross profits. • Reduced labour costs 11
- 12. Benners Hotel General Manager ( 11/99-08/00) • Approached for the position of General Manager by the Group Operations Manager • Responsible for the complete operational running of the hotel and for the change-over and implementation of Choice Hotels operational policies, standards and strategies • Introducing the brand name and the successful re-naming of the hotel • Other duties included the development and establishment of control systems and standards throughout the hotel including the night-club and improving GP% throughout the property • Other responsibilities involved new business development, sales and marketing, financial forecasting, hotel directional strategies, employment of management and miscellaneous ad-hoc duties 12
- 13. George Hotel The Imperial Hotel Deputy General Manager Deputy General Manager ( 02/99-11/99) ( 05/96-01/99) • Approached by my previous General Manager (Imperial Hotel) to aid • Responsible for all operations with turnaround. particular emphasis on Food and Beverage • Responsible for all operations within improvements. the hotel including a large night-club • Increased food & beverage margins. and all staff • Introduced and maintained the Irish Quality • Improved food and beverage margins Employer Programme and systemised Food substantially due to marked increase in and Beverage Control. sales and control of costs • Other duties included the management of • Achieved the IHF Quality Employer conference and banqueting activities both Programme and reduced labour costs within the hotel and at other locations • Improved operational standards including the outside functions/conferences. including the introduction of key procedures including cash control and accurate stock-taking systems 13
- 14. Hilpers Original Foods Pembury Resort Hotel Operations Manager Food & Beverage Manager ( 02/94-05/96) ( 02/94-05/96) • Oversaw all units within the contract catering • Responsible for bars and restaurant company including industrial place canteens, operations and also co-ordinating and coffee shops, restaurants and bars. supervising conference and banqueting activities. • Other responsibilities included increasing quality standards, introducing Food and • Reduced labour costs and increased bar Beverage control, increasing margins surpluses due combined with a successful throughout the units, running the successful increase in bar margins. outdoor catering operation and the development of new contracts. 14
- 15. All Employment may be contacted George Hotel / Imperial Hotel Sean Lally ( Strand Hotel, General Manager ) Walter Raleigh Hotel 061 421800 Richard A. Voke +1 6178847181 /+1 Pembury Resort Hotel 6178770391 +44 (0)844 815 9074 rav@aol.com info@mercuretunbridgewells.co.uk 8 Tonbridge Hilpers Original Foods Ltd Road,Pembury,Tunbridge Wells 01 2352210 / 086 2560391 Kent TN2 4QL rh@hoopercatering.com Hooper Catering Midleton Marine Ltd Watson House, Watson Road Sold Killiney, Co. Dublin Quality Benners Hotel Closed-Down 15
- 16. Rugby, Squash, Hurling, Windsurfing, Scuba Diving, Current Affairs. Member of Bective Rangers Rugby Club, Donneybrook Mount Pleasant Racquet Club, Ranelagh • Sports Officer for Dublin College of Catering with responsibility for all sporting activities. Electable office. • Captain of College rugby team successful in winning Catering Cup • Treasurer of College S.U. Committee • Team member of Bective Rangers, Donneybrook successful U19’s rugby squad • Search & Rescue Diver PADI & CFT • London Guildhall Award in public speaking 16
- 17. • Quick Learner • Self motivated • Dependable • Calm under pressure / stress • Optimistic Attitude • Enjoy Deadlines • Objective • Responsible • Integrity & Trustworthy • Conflict & Resolution Skills • Leadership skills • Team Player • Time Manager • Clear & achievable goals • Competitive 17