WestinAccomplishments
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This document summarizes the experience of an individual as the Complex Director of the Westin Dubai Mina Seyahi Beach Resort and Marina and Le Méridien Mina Seyahi from 2009 to 2014. During this time, they led initiatives to improve guest experience, associate engagement, and operational performance. Key accomplishments include increasing occupancy rates, improving brand audit scores, enhancing loyalty program participation and scores, developing training programs, and boosting associate retention from 68% to 79% through talent development initiatives. Overall operational and financial metrics were strengthened through process improvements and cross-functional collaboration between departments.
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requirements. This session details how and why
industry businesses who meet all standards
will be recognized by the local community and
actively sought-out by our visitors.Beth Resume (2)
Beth Resume (2)Beth Rivas
Ìý
Elizabeth Rivas has over 15 years of experience in hospitality operations management at Marriott hotels, currently serving as General Manager of a 108-room Courtyard hotel. She has a proven track record of delivering excellent customer service, developing employees, and achieving financial goals. Rivas is skilled in training, team building, and creative problem solving. She holds a Bachelor's degree in Hospitality Management.David M Kuttan resume May 2016
David M Kuttan resume May 2016David MK
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David M Kuttan is an experienced hospitality professional currently working as Operations Manager at PARKROYAL ON PICKERING, SINGAPORE. He has over 10 years of experience in guest services, front office operations and event management. Some of his key responsibilities include directing front desk, concierge and guest services operations, supervising a team of 16 employees, and ensuring total guest satisfaction. He has received several service excellence awards and has been recognized as the employee of the month multiple times throughout his career. Kuttan holds a BA in International Hospitality Management and is pursuing an MBA with a specialization in International Business.Jana Trout-Wacholz Resume
Jana Trout-Wacholz ResumeJanaWacholz
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Jana Trout-Wacholz has over 25 years of experience in hotel and hospitality management. She has held general manager positions with several hotels and restaurants in Northern California, where she focused on growing revenue, reducing costs, improving customer satisfaction and developing staff. More recently, she has worked as an independent consultant, providing event management and strategic advisory services to organizations in the hospitality industry.Amit Alva cv
Amit Alva cvAmit Alva
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The candidate has over 18 years of experience in food and beverage operations and hospitality management. They currently serve as the Director of Food and Beverage at Al Murooj Rotana in Dubai, where they supervise a team of 155 employees across 7 outlets. Previous roles include positions at Hilton London Metropole and Food Bowl. The candidate has a strong track record of improving operations, achieving budgets and goals, and developing talent. They also have experience developing menus, negotiating deals, and organizing promotional strategies and events.Baldev Raj
Baldev RajBaldev Raj
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Baldev Raj has over 13 years of experience in call center operations management. He is currently a Senior Manager at Aegis BPO Services Ltd in Bhopal, where he oversees four business units with over 720 employees. Previously, he held management roles at several call centers where he improved key performance indicators like quality ratings, productivity, and profitability. He has extensive experience in operations management, resource planning, budgeting, and performance management.WestinAccomplishments
- 1. NOV 2009 – Dec. 2014 The Westin Dubai Mina Seyahi Beach Resort and Marina and Le Méridien Mina Seyahi Complex Director of Dubai, UNITED ARAB EMIRATES Performance Excellence • Le Méridien – 220 Rooms; Occupancy – 89%; • The Westin – 294 Rooms; Occupancy – 84%; • Total Associates – 1200; Total Leaders – 140; • Lead Guest Experience and Starwood Brand Excellence initiatives for Le Méridien and The Westin Mina Seyahi through Guest and Associate Focussed Operational initiatives • Talent retention strategies and all processes/tools and measurements necessary to drive associate engagement, strength and talent assessment, succession planning, competency enhancement and overall performance excellence • Direct process improvements based on Guest Experience Index, Brand Quality Assurance, Guest Comment Cards and Associate Feedback ensuring measurable results and continuous improvement • Ensure Executive Committee and Senior Leaders achieve annual Brand Audit compliance and continuous improvement of Guest Experience and Loyalty scores • Renovation of Le Méridien in 2012/2013 and pre-opening requirements – Countdown; FLAG (Feel Like a Guest) – mock trials etc. • Accomplishments: Associate • Pro-active implementation of technology focussed L&D initiatives aligning to develop required competencies • Innovative rollout of key Starwood Corporate initiatives improving StarVoice (Associate Survey) scores 12-15% for associates understanding their role in the Company’s philosophy and success • Leadership Development courses and EI initiatives improved StarVoice results for Supervisor Effectiveness (increase of 12%) and Associate Engagement (increase of 15%) • Associate Retention improvement from 68% in 2009 to 79% in 2014 with local industry average of 35-40% • Vacancies filled by 40-50% of in-house associates Guest Experience and Brand Leadership • Improved Brand Audit Scores o Le Méridien – 2009 – 3 of 6 Green Bars to 2014- 5 of 5 Green Bars o The Westin – 2009 – 4 of 6 Green Bars to 2014 – 4 of 5 Green Bars • Improved and Exceeded Guest Experience, Loyalty and Guest Expectation Goals from 2010 to 2014 scores below: o Le Méridien – Loyalty 2010 – 7.8; 2014- 8.72 o The Westin – Loyalty 2010 –7.9; 2014 - 9.11 • Developed and implemented LM and Westin Brand Cards incorporating key Starwood Journey initiatives, essential Brand Differentiators and helpful hints for associates to ensure ease of living the brand (85%) • Implemented F&B Restaurant On-line surveys incorporating ResPak to improve guest participation by 70% and resolving issues within 24 hours • Lead Operational Teams to improve seamless delivery of guest experience through interdepartmental cross- functional cohesion, Brand Activation and Talent Development Process • Re-engineered and implemented New Associate On-Boarding programs maximising Starwood and Brand Specific knowledge and key Complex information • 90 day Associate On-Boarding and 180 day Associate Confirmation process ensuring relevant Brand specific Service Culture Training implemented through reinforced sessions at Day 45, Day 75, Day 120 and Day 160 to measure and continue building associate Brand awareness and improving Associate Retention – 79% • Championed implementation of cross-functional Complex wide initiatives reducing breakdowns and inefficiencies ensuring guest and associate expectations exceeded Financial • Implemented Complex wide Operating Measures improving KPIs and liaising regularly with Leaders taking corrective action through on-going process re-engineering to enhance results • Improve F&B contribution margins through hands-on training of associates and Leaders on F&B Up-Selling as well as Corporate F&B forecasting tools and resources • Initiatives with Leaders to ensure effective manning and scheduling strategies improving productivity and associate experience