Fawad Saleem MIH

004***********

** ******** ***** *** ***

adgzxf@r.postjobfree.com

British Citizen

To excel in a challenging career utilizing motivation, decisiveness, and innovation to meet and exceed company as well as personal goals and to develop a long-term career with an organization that allows me to expand my horizons and motivate me to excel in delivering performance and results above expectations.

WORK EXPERIENCE

February 2019 – Present: Arora Group of Hotels:

March 2020 – Present:

New opening Hilton Garden Inn Terminal 2 and 3:

Task force Hotel Manager:

Tasked to support the team for 3 month at this 369 bedroom new opening with two bars one being sky bar a place where you can sit and relax and enjoy the views of planes landing and take off. 1 main restaurant and 5 meeting rooms. By the MD and RGM to deliver the expected EBITDA of 60% by ensuring costs are in line and departments are set according to occupancies and department GOPs are met especially by ensuring payroll number is hit accurately.

Over 140 pounds ADR for a hotel since opening has been a great achievement for the company in heathrow market driven mainly by the product as well as the consistency of customer service and great reviews on trip advisor however being the only hotel on the terminal makes it a huge advantage too.

February 2019 - Present:

Renaissance London Heathrow Hotel by Marriott:

Director of Operations:

Reporting into Regional GM and responsible for this 710-bedroom £30 Million Turnover hotel which welcomes you with spacious accommodation, modern amenities and an exceptional location. You'll find our hotel on the outskirts of Heathrow Airport, just a short distance from nearby attractions including Twickenham Stadium and within easy reach of Central London. Recently refurbished rooms and suites offer deluxe bedding, free Wi-Fi access, 24-hour room service and stunning views of the airport runway from soundproof windows. Additional perks throughout the hotel include a modern fitness center. We proudly offer several superb dining options - from global dining at Market Garden Restaurant to Starbucks® coffee at Cafe Cha. Those hosting an event near Heathrow will be thrilled with our well-appointed 16 venues, including the pillar-free Westminster Suite - as well as comprehensive planning and catering services, an on-site business center and abundant on-site parking. Whatever brings you to the area, we know you'll enjoy your stay at Renaissance London Heathrow Hotel.

Highlights:

1.Passed Brand Audit for Marriott within the first 3 months of joining by ensuring all brand standards are followed through a rigorous plan as the BSA for the year before was failed.

2.Manage a team of 7 direct reports including Front office/F&B/Kitchen/Health Club/Maintenance/ Housekeeping/ Security total in direct reports circa 400.

3.Health and safety Audit done by Marriott within the first 5 months of me joining has been green.

4.TripAdvisor moved from 7 to 5 in terms of the Ranking, through plotting right staff in the right areas and by making it a prime priority went from getting 5-8 reviews daily to 18-20.

5.Guest Satisfaction score has been maintained and consistently moving in the right direction for the month being 65.9 which places us no 10 in terms of ranking within 35 European Renaissance Hotels main highlight being ahead of Renaissance St Pancreas which stands at 21 being a challenging and airport property its a huge achievement.

6.Turnover is 30 million.

7.Sleeper breakfast ratio is maintained at about 75% and Sleeper dinner Ratio is 60% aswell quite high.

8.we manage British Airways delay and cancelled flight desk to at the hotel and pretty much manage around 1000 rooms filling out group hotels first and running an occupancy of about 97% all year around for the Renaissance London Heathrow.

9.The current for last 5 months is 5 million profit from delay flights and the contract is managed by myself and the relationship management is my responsibility.

10.Our Corporate base is about 30% however crew base is additional 15% and the show rounds and rate strategies are set by the executive committee and show rounds for corporates and crew sales are all accompanied by myself.

11.Payroll costs are maintained at 30% overall, whereas Food GP is maintained at 72% as per budget and Beverage GP at 75% below budget.

12.We manage a huge amount of park and fly clients aswell with 3000 car parking spaces on sight some are sold to external companies and the relationship and day to day business is managed the operations team.

13.Meeting and Events we have about 16 meeting rooms 2 Ball rooms and a York Theatre and currently occupancy on these has been above 80% with a turnover of about 14-16 million.

14.All in all i have 7 HOD’s reporting into me directly and i am fully responsible for the smooth running of this large hotel and conferencing venue.

15.Employee engagement score increased within the first 7 months from 80% last year to 90% overall.

1st October 2018 – January 2019:

Taking care of an Ailing Parent Abroad:

Travelled abroad to take care of an ailing parent.

August 2015 – September 2018: Staycity Aparthotels London Region:

May 2016 – September 2018:

Staycity Apart-hotels & Serviced Apartments London Region:

(Heathrow, Greenwich, Dept ford Bridge, Wilde by Staycity)

Cluster General Manager London Region & Pre-Opening’s:

(555 Apart-hotel Bedrooms, Restaurants, Coffee Docks, Bar & Meeting Rooms)

Reporting into the COO, was promoted after the successful launch of the new building at Staycity Heathrow and was made in total Responsible for financial and operational aspects of 555 Apart-hotel Bedrooms, restaurant, bar, coffee shops and meeting rooms which form Staycity Apart-hotel's in London Region directed sales directors and revenue managers to deliver turnover of £17million through rate strategies and additional revenue streams. I was also the senior most CGM in the company so mostly HR related matters use to land on my desk for other properties too as our HR services were outsourced who would only support in guidance so been involved in performance management and Grievance matters for other properties were dealt by me on many occasions. I was also part of the exec board worked on the project to define our target customer. Worked with estate management companies with reference to ensuring the service charges we paid for all below properties are well utilized and nothing over paid.

16.Responsible for a team of nearly 200 in total around the region plus managed the external relationships with housekeeping contractors managed and planned and executed Tupe process for external housekeeping for London

17.Directly supported and guided the hotel manager,s director of sales and head of F&B to deliver the guest and financial targets in all areas.

18.Finished year with overall 82% occupancy.

19.Turnover was around £ 17 Million for London Region which would of been 22 million if Wilde opened on time.

20.GOP was kept intact as per the company set budget 37% and EBITDA 26%.

21.Successfully launched company’s new brand audits through outsourced company have been very successful in launching and throughout the year having 4 audits average score achieved has above 85% for the year in all properties.

22.Payroll has been kept 6% well below the overall target through effective management and cross training.

23.Successful launch of breakfast and dinner was delivered with planning of all new menus at Heathrow site designed internally with head of F&B from scratch all delivered from scratch to a successful running business with 80 cover restaurants with average daily covers of about 60 always. Although this contradicted with the actual idea of aparthotels and kitchens in the apartments still with effective marketing and right delivery of service and food it has been a successful decision.

24.Have been part of the ExCom committee in Dublin head office in identifying our guests, who they are, what they want and what we are doing right and what we need to change.

25.H&S audits have been green throughout the year for all properties piloted the external audits in London.

26.Been working with the landlords in terms of ensure maximum utilisation of service charges paid plus yearly service charges are kept intact and no unnecessary charges added.

27.Re arranged our security services and delivered an overall saving of 20K through the 3 sites operating by moving some of the roles internal i.e. hiring instead of paying high costs to external companies hired additional night managers fully trained with SIA badged and only having external security over weekends.

28.Guest scores have been managed through review pro and our scores were maintained at 87% throughout the year and internal scores being 4.7/5 which keeps us on no 1 between our comp set for greenwich and dept ford internal of 4.9/5 and 4.9 external managed via review pro system Market share kept green for the year and ahead of comp set for all properties.

29.Played an integral role in terms of procurement in this role to support company save money when it came to capex projects.

15.Worked on Capex Projects and added value in all properties by getting carpets, mattresses, curtains, some floors, in house laundry addition at Greenwich and dept ford, sofa beds etc

16.Managed all external contracts within these properties in terms of HVAC, Boiler Rooms Etc.

17.Managed full move of stay put policy to all out process by getting new fire system installed.

18. Employee Engagement scores were kept above 90% and employee turnover below 25%.

19.Won an award as a company because of Staycity Heathrow at the ASAP awards.

August 2015 – May 2016:

General Manager Pre – Opening & Expansion Project

Staycity Apart-hotel & Serviced Apartments London Heathrow 269 beds (Flagship Property)

Reporting directly into the COO of the company. The main responsibilities for this role were to establish the company as a leading Apart-hotel operator in London Heathrow through a strong commercial, team and guest focus. By heading and managing all aspects of the business revenue, sales, operations, finance, guest journeys etc. Turnover of £8 million highest in the portfolio started working with 144 serviced apartments and opened the additional 125 studios with a restaurant, coffee dock bar and meetings space.

Also i was nominated by the Staycity group for the most prestigious award in hospitality known as Acorn award is presented to high achieving individuals in United Kingdom hospitality industry who are under the age of 30 this award so far only has won by 857 individuals out of 3 million in UK. www.acornawards.co.uk.

1.Turnover increased from £3 million to £8 million a year.

2.Successfully launched a restaurant with coffee shop and which served breakfast, dinner and 24/7 coffee dock with through the day snacks.

3.Additional jobs were created team went from 30 – 60.

4.Staff were recruited through job centers, hospitality colleges etc.

5.Guest Scores rocketed from 79% for 2015 to for 2016 86%. Best in the competitor set.

6.Employee engagement grew from 45% in 2015 to 80% in 2016.

7.5* on the doors for food safety.

8.Had a meeting and event space which can easily accommodate 100-150, this place is offered to local community for community work purposes free 52 days out of 365 days.

9.Raised funds of £1000 for homeless supporting CRISES charity.

10.London Heathrow was awarded Trip Advisor Excellence award 2015-2016.

11.EBITA was 28%.

12.Late rooms Top Rated hotel.

13.Booking.com scored rating of Very Good.

14.Delivered a brand-new restaurant with breakfast /lunch and dinner services worked with the head of F&B to design menus to match the facility and clients we were targeting.

15.Market share for the year 2016 was green for the 144 stock, however having less than a year data for studios couldn’t compare it however occupancy rocketed from the day the new studios opened as it allowed us to be more competitive in market.

16.Heathrow property also won the design of the year award at the designs award.

17.Health & Safety audits were all green throughout the year it was all maintained through weekly focus groups.

18.Brand audits started mid-august 2016 the Stay city as group audit was 77% for the first year and Heathrow maintained above 70% throughout the year with 4 audits classed as very good.

19.Managed the Capex budget for pre opening and also managed the team of contractors on site and took care of the snagging and handover of the building with my team.

March 2014 – August 2015:

Hotel General Manager ( Won being Better Award at our annual conference for being the most improved hotel in all areas out of 700 hotels)

Premier Inn London Kings Cross Flagship Property 280 bedrooms (Whitbread PLC)

Fully responsible for the operational and financial side of the business reporting directly into the CGM of Euston and Hampstead Cluster this hotel’s yearly turnover is above £13 million.

Hotel is in the heart of London consists of 280 bedrooms with thyme restaurant, PI bar, TWR pub and lounge, 4 meeting rooms and a Costa coffee outlet which makes this hotel being the flagship site of the company out of 680 hotels in the world.

1. Successfully directly managed and inspired a management team of 5 plus lead a total team headcount of near enough 85 staff member’s to deliver what the great looks like at this most high profiled and flagship hotel of the company.

2. Created Whitbread futures by developing the current team and having a great succession plan in place to get the team equipped with high skills, by designing cross training programs, In total 42 people promoted from the site in one year.

3. Your Say – Team Engagement – 97% Highest in the company and a huge improvement on last year.

4. Health & Safety & Food Safety (NSF Audits by external Company)- All green was achieved for the year.

5. Guest Promise Check – 87.7% Achieved for the year all green.

6. NPS 0-6 detractors – 8.3% YTD improvement of 4.4% year on year highest improvement shown by any hotel in Company.

7. Trip advisor ranking: 145 out of 1050 hotels in London joined when it was nearly at 220. Awarded certificate of excellence 2015 for the improvement achieved.

8. Net Recommend – 62.4 % YTD year on year Improvement of 10.2 percent great achievement for the whole team.

9. Actual vs. budget saved £7151 on labour spends by the end of the year through effective management of Rota’s.

10. Finance Audits all green.

11. SBR – YTD 60.01 - 0.78 up on budget, SDR – YTD 24.93 - 0.13 up on budget through effective up selling in all areas of the hotel.

12. Achieved 73.10% IBFC for the year, which was 0.18%, up on last year and near enough in line with budget.

13. Managed the initial 5 months of refurbishment project of the property as well.

March 2013 – March 2014:

Area General Manager at Maitrise Hotels LTD

Best Western Maitrise Hotel Maida Vale & Best Western Maitrise Suites:

I was accountable for balance sheet, P&L and economic profit targets and responsibility across all functional & operational areas of these two 4* star hotels in the heart of London.

Managed the additional expansion at the Best Western Maida Vale property of 40 bedrooms on top of the 58 bed stock with a Rafkins bar and restaurant currently operating making it a total of 108 bedroom hotel.

Also wasFully responsible for the Coaching & Mentoring of the Hotel Manager at Best Western Maitrise Suites Apartment Hotel with 17 stylish typically studios, 1 bed and 2 bedroom themed apartments I.E James Bond, exclusively designed property in ealing to achieve budgeted / forecasted targets and increase revenue in all areas and making sure that the Best Western standards are adhered at all times.

A total turnover of £6 million pound a year between both hotels.

1. Achieved an overall increase in revenue by 100k YOY by increase in occupancy, ARR and RevPar.

2. The increase of revenue was also 3% up on yearly budget, which was achieved by effective rate strategies keeping in mind the local competition and by effective yield management.

3. Guest scores on trip advisor moved good 30% on CSI and each hotel moved good 100 places.

4. Successfully launched afternoon tea menu, which brought about 400-600 covers within the first 3 months of the launch.

5. Passed 3 straight brand assessments, which was first time in the history of the company.

6. Re branded the quality hotel maitrise to best western maitrise hotel by planning and organising all the activities around brand change with rate setups and change of all systems were done under my management.

7. All health and safety and fire safety folders were organised by myself.

8. Increased the sales on corporate segment from nil to 3 massive clients added to the portfolio which would of by end of the year given £70 k additional revenue as there was no corporate clients before I joined and the hotels were massively relying on OTA businesses.

October 2006 – March 2013 Thistle and Guoman Hotels (Now GLH Hotels):

January 2012- March 2013:

Deputy General Manager at the Noke by Thistle Hotel St Albans (4* Deluxe Hotel)

Responsibility for day to day operation of a 110-bedroom hotel the hotel is very well known corporate hotel with extensive F&B and M&E, 7 meeting rooms, 8 syndicate rooms, 2 Restaurants and 2 Bars, wedding Marquee for 400 guests and a Leisure Club in Hertfordshire, in close proximity to M25. With a yearly turnover of £8 Million.

1. Head of operational side of the business by Managing 6 key HOD's in the business including security and health club.

2. Managing budgets and financial plans as well as controlling expenditure with the General Manager.

3. Assisted the GM in Exceeding the hotel’s EBITDA target of the financial year 2012/13 by 8% through perfecting the hotel’s sales strategy as well as improving the operational standards of the hotel and building a loyal corporate base.4. Built strong business relationships and effectively managed accounts which resulted in an increase of 3000 room nights from the corporate segment.

4. Analysing sales figures and devising marketing and revenue management strategies with revenue manager and GM.

15. Maintain a healthy work environment in the business with colleagues to be able to keep the engaged and motivated achieved score of over all 72% for employee engagement in the first year with The Noke which shows a growth of 10% from LY.

6. Attend Business review meetings along with the GM, Sales manager and FC.

7. Ensure Liquor G.P is maintained at 75% YTD its 80.1 % which is a lot better then the budget, Food G.P at 74% YTD 71 % less then the budget however to bring business in to the property promotions have been devised on afternoon teas, Sunday lunches etc and wages restricted to 36% which YTD was well in control by effective forecasting of Rota’s.

28. Trip advisor has moved from 65.6% to 82.1 % in last year which is a significant improvement on CSI scores.

9. Won venue verdict award for meeting and events through Optimising the service levels in Meetings and Events, resulting in improved scores on Venue Verdict, the 3rd party online client feedback tool. The ‘Net promoter score’, ‘Overall Performance Index’, ‘Flexibility and Responsiveness’ and ‘Staff Friendliness and Helpfulness’ currently achieve a score of 88% year to date in 2013, improvement on 2011 at 18%

10. Contracted new local accounts with a potential of 1200 room nights for the current year.

11. Instigated a successful Hospitality Assured re-assessment with an improvement in all 9 categories. Achieved a score of 71.2%, which is an increase of 2.2% compared to the previous year, 4.8% above hotel sector’s average and 2.3% above Hospitality Assured average score.

12. Management of health & safety in all areas of the hotel has been a vital part of my job and so far we have achieved green in all areas of health and safety.

December 2010– January 2012:

Cluster Operations Manager for Thistle Bloomsbury Park (95 bedrooms and 1 meeting room) & The Kingsley by Thistle (129 bedrooms and 6 meeting rooms) 4* deluxe hotel:

1.Doubled the profit in F&B in these two hotels by building a strong relationship with internal suppliers for M&E and Coach Tours etc and becoming the first-choice venue for companies like Hospitality line, Hotusa, JTB, Hotusa, Interopa, Ac tours etc. in past two years nearly Revenue of £200 k has been generated through this channel which was purely profit in F&B and has helped us achieving yearly budget half way in the last two financial years in F&B.

2.Assist the General Manager in the development and monitoring of departmental incentives.

3.Implementing company and statutory regulations as detailed in the Company H & S annual (YTD87%) and their documentation relating to hygiene safety (93%YTD) and licensing matters.

4.Conduct regular inspections of guests’ bedrooms to ensure that standards of preparation are maintained.

5.Hold regular operations meetings to develop effective communications both vertically and horizontally.

6.Deputising in the absence of the General Manager.

7.Customer service in all areas is lead by myself to ensure the Brand standards are maintained in all areas.

8.Established, monitored and reviewed customer care practices to achieve total client satisfaction. Managed consistently managed scores between 75 % - 87% % customer satisfaction in retail eyes with a minimum investment in the property.

9.Responsible for making sure all financial targets are adhered to in line with budget and forecast. EBITDA, GOP, GOI, Food and Beverage GP’s and most importantly the payroll percentage.

10.Improved Trip advisor ranking from 484th out of 1110 hotels in London to top 200 by 2012.

11.Exceeded the EBITDA target/budget in the financial year 2009/10 and again in 2010/2011 doubling total EBITDA Year on Year.

12.Obtained the Hospitality Assured accreditation in June 2011, with an increase of 10% from previous year.

March 2011– March 2012:

Hotel Management System - Opera PMS Trainer - Visiting Faculty – Part Time

Hospitality Training & Recruitment Ltd

September 2009 – December 2010:

Operations Manager at Thistle Bloomsbury Park 4-Star Hotel (95 bedrooms):

This Edwardian beauty is in the heart of the West End, close to the British Museum, Covent Garden and many Tube and rail stations. The hotel has 95 en-suite Standard bedrooms and Junior Suites, plus a bar, a lovely brasserie and private event space for up to 100 of your friends or colleagues.

September 2008 – August 2009

Front Desk Manager at Thistle Euston, 4-star Deluxe Hotel (362 rooms):

Situated only a short stroll from London Euston Railway Station, Thistle Euston offers guests a convenient base while in London. The numerous facilities this modern hotel offers include 24-hour room service, an express check-in and check-out feature and a coffee bar.

September 2007 – September 2008

Management Graduate for Thistle Euston Hotel, 4-Star Deluxe Hotel (362 rooms):

Situated only a short stroll from London Euston Railway Station, Thistle Euston offers guests a convenient base while in London. The numerous facilities this modern hotel offers include 24-hour room service, an express check-in and check-out feature and a coffee bar.

01st October 2006 – September 2007

Day and Night Guest Relations Manager at Thistle Euston, 4-Star Deluxe Hotel (362 rooms):

Situated only a short stroll from London Euston Railway Station, Thistle Euston offers guests a convenient base while in London. The numerous facilities this modern hotel offers include 24-hour room service, an express check-in and check-out feature and a coffee bar.

ACCOMPLISHMENTS & CERTIFICATIONS

•Designated premises supervisor at Thistle Noke St Albans & Premier inn London Kings Cross.

•Being Better Award for being the most improved hotel in the company overall Premier Inn.

• IT Champion for Thistle Hotels.

•Training Champion for Thistle Hotels.

•Basic Health & safety,level 2.

•Understanding of finance in hospitality industry.

•Disciplinary and grievance course for HR.

•Absence management for HR.

•Recruitment and Selection

•Personal Liquor License holder.

•Health and safety Foundation qualification holder, for manager’s level 3.

•F&B Focus Training.

•DM Skills Course.

•Angus Training.

•Time management skills course

•Qualified first aider at work

•Food and Hygiene Foundation qualification holder, for Managers and supervisors level 3.

•Food and Hygiene Basic level 2.

•Competent Persons course.

•F&B Management training at the Thistle Brands Hatch for two weeks (September 08).

•Done a Management Report on total quality management at The Ritz Carlton Hotels.

•Marketing Research Report on Sheraton hotels.

•IOSH Managing Safely through RRC International Qualified 2019

SCHOOL EDUCATION

February 2009 – March 2010

MBA Marketing, International University of America, London

September 2007 – September 2008

BA in Hospitality Management, Thames Valley University, London

September 2006 – February 2007

Diploma in Management studies, Abbey College, London

February 2006 – September 2006

Advanced diploma in Hotel Management, West London College, London

June 2005 – February 2006

Diploma in Hotel Management, West London College, London

References available upon request

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