DIRECTOR OF OPERATIONS tại KOH CHANG GRAND LAGUNA RESORT 5*

6/2005 → 9/2007 (2 năm 3 tháng)

Koh Chang, Thailand

GENERAL MANAGER tại KOH CHANG GRAND LAGUNA RESORT 5*

9/2007 → 11/2011 (4 năm 2 tháng)

Koh Chang, Thailand

A uniquely designed boutique lagoon resort with all the 216 rooms built on teak boats, surrounded by the sea on one side, and sea-water lagoon, rain forests and a mountain range with waterfall - on the other side. Accommodations range from the 7-storey floating hotel "Galaxy" (built inside a real ocean cruise ship) to Boat Chalets and Floating Villas. The hotel reception is on a boat. The swimming pool is also on a boat. The only feature which is not on the boat is a helicopter landing pad. 216 rooms, 5 F&B outlets, gym, SPA, 2 open-air swimming pools. As General Manager of the resort I: ► Increased hotel profits by 35% by efficiently managing bookings and reducing operational costs. ► Increased annual revenue in the first year by 22% through effective room pricing strategy. ► Reduced annual operating costs by 18% through innovative procurement tactics, staff training, and efficient rostering. ► Led a diverse team of 200+ employees (full-time staff + seasonal), ensuring optimal customer service and a high-quality guest experience.

CO-FOUNDER, GENERAL DIRECTOR tại RUSSIAN VIETNAM CORPORATION

12/2011 → 5/2014 (2 năm 5 tháng)

Moscow, Russia – Hanoi, Vietnam

VIP customer service, media sales, investor and government relations focused on hospitality, resorts and tourism sector.

PRE-OPENING GENERAL MANAGER tại ASTRUM SPA & CONFERENCE HOTEL 5*

5/2014 → 12/2015 (1 năm 7 tháng)

Schelkovo, Moscow region, Russia

Highest hotel in the region at that time, 115m tower, rooftop helipad, 25m indoor swimming pool, multi-level SPA, 4 restaurants, 3 bars, attached shopping mall, panoramic VIP-lounge, 197 keys. The raw construction began in 2006. The hotel was planned to fully open in 2013. However, in the beginning of 2014 the project was only 57% completed due to persistent management and financing issues, violation of delivery and construction deadlines by suppliers. ► I was invited as an anti-crisis pre-opening GM to help the owner finish construction, interior design and launch hotel soft-opening asap. ► I negotiated vendor contracts, resulting in a 19% cost reduction in construction, amenities and catering. Replaced all untrustworthy suppliers and resources with effective ones. ►Played a key role in reputation management, managing issues and crisis communications – leading to hotel completion from 57% to 95% in 18 months and resulting in successful softopening in October 2015 with 124 rooms out of 197 put in operation, including all 12 deluxesuites. The actual target was only 60 rooms for soft-opening.