Hotel General Manager, top commercial leader, revenue, EBITDA

Michael Procher, ****

CURRICULUM VITAE

Profile

A hands-on executive manager and motivator, a natural and dynamic leader with a proven top- level strength in strategic regional development, marketing strategies, decision taking, negotiations, business relationship, outstanding commercial experience gained with international hotel companies and tour operators in Europe, North America, Russia and the CIS countries, Asia, Middle East, Thailand, Bali and Egypt.

Accomplished strategic planner with a successful track record of cluster business growth, based on identifying market trends, securing new revenue opportunities, implementing solutions to improve efficiency and profitability, establishing and managing global distribution channels and a very talent to lead and motivate those around me to deliver outstanding results. Working with and leading inspirational teams focused on delivering exceptional results through innovative market solutions and smart working processes. Personal Data:

Name: Michael Procher

Date of Birth: March 27th, 1966

Place of Birth/Citizenship: Munich/German

Work Permit: European Union, Switzerland, Ukraine. Marital Status: Married.

Permanent Address: Hauptstr. 21, 91468 Gutenstetten / Germany Cell Phone: German +49-151-******** (Ukraine +380-**-*******) Email: ********@*****.***

Skype ID mprocher

Education:

July 21st, 1992 Examination as Magister Artium (= Master of Science). 1985 - 1992 Studies in Geography, Politics, Economics, Arabic at Friedrich-Alexander University in Erlangen, Germany. 1988 Studies of Arabic language at the Ain Shams University, Cairo, Egypt. Theses on "The oriental Bath in Fès. A social-geographical study." 2017 Cornell University: Strategic Hospitality Leadership, Certificate ID SHAC21 2018 Cornell University: Master Degree in Hospitality Management Foreign languages: German: native speaker

English: fluent

French, Arabic: very good

Italian, Russian: fair

Core competencies: • Strategic Business Planning & Analysis

• Budget & Cost Control

• Strategic Sourcing, Buying, & Negotiating

• Familiar in International & Intercultural

Business

• Property Development

• Feasibility Studies

• Create “Best Practices”

• Asset Management

• Strategic Positioning

• L&D for Team Members

• Key Account Management

• High End FoodConcepts

• Multilingual

• Identify and Use Synergies

• Optimize Processes

• Communication & Leadership Skills

• Market Share Growth

• Operational Analysis

• Achieving Outstanding Results

• Operational Excellence

• Opening / Pre-Opening

• Customer Satisfaction

• Prepare SOPs

• Modern People Management (KPIs)

• Public Relation Activities

• Marketing Strategy

• Ultimate Customer Satisfaction

• Technical Evaluation

• Hands-on and Proactive Management

Style

• Improve Revpar and GOP

Computing: Outstanding computer knowledge:

MS Windows, MS Office, Network, Opera, Adobe products, internet, new IT systems/software, hardware computers, printers, faxes, laser technology.

References: please allow me to inform reference people in advance: Thorsten Ries, ex-boss in Thailand: contact on request. Harun Isikmen, owner of leading Turkish travel agency in Thailand, contact on request. Sascha Kunze, previous Hotel Manager, now Hotel Manager at Accor, contact on request. Ratikorn Ruang-urairerk, previous Cluster HR Manager, contact on request. Ahmad Firmansyah, contact on request.

Michael Procher, 2021

Professional practice:

From 10/2017

Owner of apartment

business

Create apartment rental business: Establish pool of selected apartments in Germany and Ukraine, renovate them and set up company for short- and long-term rental through local and international channels. High rental margins of >20% (ROI 4 years) + capital gain of real estate objects. From 01/2020 – 10/2020

General Manager of Grand

Excelsior Hotel Munich

Airport

General Manager of Grand Excelsior Hotel Munich Airport, 171 rooms/suites, located 4km from Munich airport: Evaluate and reposition property on market after major renovation. Setup financial and operating structures as per international standards. Improve team situation by hiring and training new team members. From 02/2018 – 06/2018

Pre-opening General

Manager Millennium

Resort Salalah

Prepare Pre-Opening of Millennium Resort Salalah, Oman Resort with 285 rooms, suites and villas, 4 outlets, spa and large banqueting facilities. Organize and prepare Soft-Opening (pre-opening budget, hiring, FF&E orders, snag list, operating budgets) during summer (Khareef season) and establish the resort as leading property of the 4-5 star segment. From 09/2015 until 10/2017

General Manager

Hilton Luxor Resort & Spa

Resigned for private reason.

General Manager of Hilton Luxor Resort & Spa, 236 rooms and suites, 8 outlets, 225 team members. Key result areas:

Strategic new positioning of property: evaluate positioning of hotel vs. competitors and market availabilities. Redefine positioning to improve/optimize business opportunities. Develop new USPs targeting high rate clientele. Intensive project to upgrade all restaurants (training with baker from Germany, Indian chef for Asian restaurant, new concept for Mediterranean kitchen …) to level of Egyptian fine dining. Today, Hilton Luxor is a leader in food quality and taste in Egypt, and food has become a unique selling point (USP). The hotel’s 5-star spa is its most important USP. After 2 years, the spa has reached a strong awareness across the country and with travel agents, is very popular amongst the local expats, and is our best revenue generating outlet. Based on the new positioning, a new sales team, a new rate structure, professional marketing and PR, I was able to achieve outstanding figures for Jan-Aug 2017 vs 2016: revpar increase of >400%, GOP improved by factor 4. In 2016 Hilton Luxor was the 2nd best rated hotel (SALT: overall excellence) for all 288 Hilton hotels in EMEA. From 01/2014 until 05/2015

Corporate General

Manager

Damai Resort

Jamahal Private Resort &

Spa

Corporate General Manager for 2 small, private, high-end luxury 5+ star resorts in Bali. Total of 27 pool villas with Michelin star quality restaurant, 2 locations, 170 team members. Key result areas:

Optimize quality levels and customer satisfaction

Tripadvisor rankings: both properties amongst 20 best hotels on Bali! Increase GOP by 7%.

Increase F&B revenue by 15% per year: restaurant known as best restaurant in North Bali (cooperation with Michelin star chef from Europe).

Setup professional operational and financial structures. Establish system of synergies between 2 properties. Introduced motivating salary system based on KPI with 6 month evaluation period. New marketing strategy reducing travel agency percentage. ARR increase by 25% per year. Asset management: Prepare and handle major renovation projects. Since 2012 until 2013

Hotel Consulting and

Project Management

Consulting of owners, investors and hotel operators for planning and construction, asset evaluation / management, pre-opening, revenue optimization, active cost management, achievement of GOPs 50+%. projects:

Thailand: Hotel complex in Pattaya, ownership, total invest USD 25M. Maldives: 6 islands for rent, 80000sqm for 1,5M USD/yr. Oman: mountain resort, with traditional Omani architecture and latest energy technics, solar-supported A/C system, etc. With active support by the Omani Ministry of Tourism. Ethiopia: 100 room property in remote business town, burned clay technology / other traditional, local elements of architecture. in cooperation with ETH Zurich and local university. From 2009 until 2012

Cluster General Manager

for Nova Group Hotels //

Amari Hotels & Resorts,

Thailand

Nova Suites Pattaya

Nova Platinum Hotel

Nova Gold Hotel

424 rooms

3 locations

General Manager for Cluster with 3 hotels: Nova Suites Pattaya (5-star service residence), Nova Platinum Hotel

(4-star leisure hotel) and Nova Gold Hotel (4-star boutique hotel) with 484 rooms and 7 outlets at 3 locations with 375 team members:

Key result areas:

Re-arranging team structures in properties, using synergies of some departments and HODs being responsible for all properties, with increased flexibility, reduced head count, optimized operations at reduced cost. Ensure professional pre-openings: training of team members, PR activities in local media, correct positioning with best feeder markets property by property

Establish one marketing strategy for all 3 properties to achieve maximum revenue by using the strength of different properties to cover a larger market share.

New positioning of all hotels targeting best revenue generating markets according to property specifics: Bangkok weekend travellers, replace long-staying with higher paying short-term, increase corporate through company deals, concentrate group leisure in one property with focus on higher rates and additional revenue opportunities. Restructure operational standards to the type of property (different SOPs for 5star serviced residence than for 4- star leisure hotel).

Change F&B concept, profitable based special offers, events, new pricing strategy. Find new business sources from Asian markets (Vietnam, Singapore, China). Establish Nova Platinum as well-known location for perfect and affordable garden parties of any kind (weddings, birthdays, networking meetings, corporate functions, and others). Introduce professional revenue management with lots of training and the right people. Achieve new levels of customer satisfaction according to internal customer ratings. Create different staff structure, reduce staff fluctuation under 2,5%. 3 Nova properties most successful in chain: 2011 GOP 53%, 57%, 61%, ranked no 1, 3, and 5 out of 34 properties. Reason for resignation: new challenge with own company in hospitality business. Michael Procher, 2021

From 2008 until 2009

Director of Sales &

Marketing, Revenue,

Reservation, PR

Djibouti Palace Kempinski

Director of Sales, Marketing, Reservation, PR, Revenue at the Djibouti Palace Kempinski (5+ star hotel), overall 253 rooms:

Key results areas:

Create / establish new business model: new long-term strategy, based on new business segments: leisure, airlines, corporate, casino, plus existing corporate, military, political. Very good revenue generation through casino catering. Pioneer as DMC and hotel marketing for Djibouti as leisure destination. Sales/rent of serviced apartments as part of property. Pre-opening of 2nd hotel wing.

Hotel was top in revenue production in Kempinski chain upon leaving. Reason for leaving: job offer as GM in Thailand.

From 2005 until 2008

Vantage Travel, Europe

Vice President Product

Marketing & Development

Reporting to EVP in the US.

Vice President PMD, Europe, Russia, CIS, North Africa: authorized, legal representative (Prokurist) for a major US tour operator. Additional key result areas:

Strategic product design and development.

Development of tailor-made marketing strategies, product specific. Accountability for daily operations on hotel ships and for ground operation. Improve customer satisfaction, focusing on new F&B concepts. Develop long-term strategies for process optimization in assigned area: improve yielding in Russia, optimize ship schedule to double inventory by using more nights in hotels. Improve product ratings through strategic sourcing, buying and negotiating. 100% quality accountability, improve cost-quality-balance with better contracts. Full financial and P&L (45 Million EUR) responsibility for assigned areas. Manage the European office in Germany, lead multi-national teams across Europe. Increased profitability for Russian product by 50% due to strategic change. From 2005 until 2008

Vantage Travel, Europe

Regional Director

Reporting to EVP in Boston.

45 staff reporting to me.

Regional Director, Europe: legal representative (Prokurist) for a major US tour operator. Key result areas:

Lead European Operations, shipboard and ground operations. Handle daily corporate hospitality and ground operations issues. Product development, negotiating and contracting of hotels and key accounts. Full financial and P&L (10 Million EUR) responsibility for assigned areas. Monitor quality issues concerning hotel and ground services. Start-up of new European office and closing of small offices. Office management of European Office, build up and lead an efficient multinational team covering duties for Europe, CIS countries, North Africa.

Maintenance of local IT structure and IT training for employees. From 2004 until 2005

Director of Sales &

Marketing, Le Meridien

Tashkent Palace Hotel

Hotel deflagged.

Director of Sales & Marketing/EAM for the Le Meridien Tashkent Palace Hotel, one of two 5-star hotels in Tashkent, Uzbekistan.

Key result areas:

Responsibility for P&L, occupancy, average room rate, rooms yield, negotiating and contracting, Programs in client loyalty and client acquisition. Lead, coach and motivate team members, substitute for General Manager. Increased revpar by 50% YTD!

from 2002 until 2004

Hotel Buyer for

Grand Circle Travel,

Basel, Switzerland.

Hotel Buyer for a US tour operator. Responsible for inspection and selection of appropriate hotels. Key result areas:

Selecting hotels by quality and standards.

Negotiating, buying and contracting hotels and other vendors. Market monitoring, market analysis, forecasts and targets, Key account management. Quality achievement and improvement, cost management, cost-quality balance, P&L. Develop an eye for hotel quality, issues, and concerns. Improve hotel quality standards. from 1998 until 2001

Project Manager for

Olivetti Lexikon

Working in the international IT Business specialized on Customer Service Management in Germany and Italy. Hotline outsourcing & Helpdesk management.

1995 until 1998

ProTuri Reisen

Managing Director of a small, but very exclusive VIP and incentive tour operator in Germany, sector of tailor made leisure group travels.

from 1988 until 1993 1988 studying Arabic in Cairo, Egypt. From 1988-1993 living in Cairo and Germany while planning and organising study tours to and in Egypt for mainly German tourists. from 1989 until 1990 Tour Director for study tours (freelance) for several German and international travel operators, working in worldwide market.

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