Frederic Nguyen, Page *

FREDERIC NGUYEN

***** *.*. **** ****, Medley, Florida 33178 214-***-**** aduowl@r.postjobfree.com linkedin.com/in/Nguyen-frederic SUMMARY

A transformative and results-driven financial executive, specializing in driving corporate efficiency and profitability in global and domestic luxury hotel settings. Leverages a proven track record of leading successful change management initiatives, financial performance projects, strategic planning committees, and multifaceted reporting functions. Draws from an extensive financial background that encompasses business development, strategic planning, and organizational reengineering. A dynamic communicator and seasoned business partner, who builds and leads highly-motivated cross-cultural teams. EXPERIENCE

SYDELL GROUP, Miami Florida

Chief Financial Officer 2022- present

• Responsible for the accounting & finance functions for US and UK

• Reporting to Shareholders

• Reduce Benefits cost by 50% for 2022-2023

• Open Penny hotel Williamsburg August 2022

SBE, Miami, Florida

Responsible for the 7 Hotels (1209 rooms) Miami & Caribbean Regional Director of Finance 2019- 2022

• Owner relationship, reporting

• Month end closing, balance sheet review, reporting

• Annual budget and forecast process for the portfolio

• Design and implementation of the Shared service model

• Implementation of the audit program for the Region

• Part of the integration team with Accor

Hard Rock International, Davie, Florida

Responsible for the Receivable for 169 Café, 19 Hotels (14351 rooms) and 10 Casinos worldwide. Supporting Hotel operation and development & Online Gaming team.

Director of Finance Franchise Café, Hotels & Casinos and Online gaming 2018 - 2019

• Reduce receivable by 10M in 6 months

• Establish letter of credit SOP representing 16M in commitment

• Month end closing for Corporate Hotel, Casino and Online Gaming division

• Asset management for the JV in Orlando with Universal and Loews

• Set up operational SOP for Managed hotels

• Recruit and support DOF for Managed hotels

ALHI & World Hotels, Orlando, Florida

Vice President of Finance, 2017- 2018

Overseeing two corporate offices (US and Germany) with 600 independents hotels globally as members, and member of the Executive team.

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• Due diligence for the acquisition of WorldHotels in January 2017

• Renegotiation of Bank amendment related to Mezzanine debt conversion

• Setting up Consolidated reporting and Financial Statement

• Restructure the Finance and Accounting Team

• Negotiating Credit card agreement for American Express globally

• Assist in modeling new Loyalty program and new entity ACCOR HOTELS, Doral, Florida (14 Years)

Vice President of Finance, IT, and Procurement, North America, 2014-2016 Oversaw 17 hotels, two corporate offices (U.S. and Canada), $500 million in revenue, and 4,161 rooms, while serving as member of executive team and leading three teams in finance, information technology, and procurement. FINANCE

Provided corporate and hotels with effective leadership, strategic direction, and formulation and execution of finance strategies, policies, and procedures. Managed financial performance, risks, and business continuity of two corporate offices, 17 hotels, and one global sales office. Oversaw annual corporate budget of $37 million.

• Decentralized seven hotels within six months.

• Merged two head offices (New York and Dallas) and renegotiated leases with minimal penalties.

• Recruited and trained a team of 20 people in eight hotels and corporate office.

• Implemented Uniform System of Accounts (11th edition).

• Restructured Canadian Accounting and Finance Office with 50% cost reduction.

• Successfully completed Sales and Management for four hotels in one year.

• Increased corporate departmental EBIT by $250,000 in first year.

• Received highest company award for outstanding performance in 2014. IT

Oversaw and provided guidance to IT management team. Ensured technology policies and procedures were carried out. Promoted and maintained core technology standards and best practices to ensure compliance with Payment Card Industry (PCI) data security standard.

• Restructured IT service agreements, balancing external and in-house services.

• Increased departmental profit by 45%.

• Implemented Dynamic Currency Conversion (DCC), resulting in potential commission of up to $200,000. PROCUREMENT

Responsible for reengineering the enterprise-wide procurement process.

• Negotiated, with key nominated partners, extension of audiovisual contract, with signing bonus of $1 million and increased overall compliance.

• Increased departmental profitability by 50%.

• Implemented quarterly reporting for rebating incentive, resulting in faster cash-flow recovery. Director of Reporting and Budgeting, Americas, 2009-2014 Oversaw financial management of 17 hotels in the U.S., Canada, and South America, five corporates offices, $434 million in revenue, and 5,264 rooms. Served as member of executive team that provided meaningful and timely advice, maximizing hotels’ and BU performance. Oversaw all operational internal and external reporting to ensure compliance with GAAP, company guidelines, and owners’ requirements. Collaborated with Senior Vice President of Operations and Vice President of Development regarding new hotel development and acquisitions. Liaised between Americas’ corporate office and headquarters in France. Collaborated with multiple owning companies and asset managers, such as Goldman Sachs, LaSalle, Pebblebrook, Laurus, GEM Realty, Blackstone, and Chartres.

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• Led original Sofitel brand, repositioning and setting up world-wide operational reporting.

• Successfully integrated seven Sofitel South American hotels and standardized all reporting for the region. Senior Reporting Manager for Accor Americas, 2007-2009 Selected by Vice President of Finance to lead project to change the enterprise-wide culture from an “owner” mentality to one of

“manager” orientation. Led initiative to build the structure and process necessary to work effectively with “owner-managers.”

• Oversaw financial management of 30 hotels in the U.S., Canada, and Mexico from economy to luxury.

• Implemented new sets of operational reporting following the decision to become asset-lite. Regional General Ledger Manager (Accounting Center, 12 Hotels), 2005-2007 Led financial activities of three Sofitel hotels, including 1,000 rooms and $150 million in revenue. Directed and trained accounting manager, income auditor, A/P, A/R, and payroll staff. Managed month-end accounting close and carried out detailed review of P&L statement. Maintained balance sheet, bank reconciliation, management of AR, AP, CAPEX budget, and tax filing. Prepared monthly forecast and annual budget, including budget presentation to Accor management team and owners and asset managers. Coordinated with internal and external auditors on annual audits and pre-sale or change-of-owner audits. Collaborated with hotel GMs and internal auditors to design, implement, and maintain internal controls.

• Centralized accounting process of 12 hotels in nine states, achieving overall saving of $1 million in payroll costs and decreasing monthly closing time (two days).

ADDITIONAL EXPERIENCE

INTERSTATE HOTELS & RESORTS

The Churchill (Independent Historic Hotel of America), Washington, D.C. (144 rooms), Director of Finance, 2004-2005. Steered all aspects of accounting department and advised General Manager on improving flow through cost savings (GOP over 50%). Prepared monthly financial statement, cash-flow forecast, balance sheet reconcilation, Capex, and taxes. Managed review with owners. Sheraton Pentagon City (Franchise), Arlington, Virginia (415 rooms), Assistant Director of Finance, 2003-2004. Led four-person team in reducing $4 million in receivables to $1.8 million in four months. Prepared monthly financial statement, cash-flow forecast, and balance sheet reconciliation.

ACCOR

Sofitel Lafayette Square, Washington, D.C. (237 rooms), Assistant Director of Finance, 2002-2003. Led four-person team, with special focus on setting up all internal controls. Prepared monthly financial statement, cash flow, forecast, and balance-sheet reconciliation. Achieved company's highest internal audit score for opening hotel of 83.6%. Sofitel Miami Airport, Miami, Florida (281 rooms), Revenue Manager, 2000-2002. Defined pricing strategy, positioning, and planning by segment, room type, and channel. Managed third parties and hotel positioning on website (increased production by 2,634 room nights). Defined and executed strategy during two years of full renovation. Sofitel Minneapolis, Minneapolis, Minnesota (282 rooms), Controller, 1998-2000. Prepared monthly financial statement, cash-flow forecast, and balance sheet reconciliation. Managed budget and advised executive team on improving cost and internal controls. EDUCATION

UNIVERSITY PARIS V FRANCE, B.S., Accounting and Finance, 1998 CORNELL UNIVERSITY, Certificate in Revenue Management and Real Estate Assets (expected completion, 2022) SYSTEM

Opera, Micros, SUN, DEPM, On Track, Craftable, Oracle Back Office, Aptech, BI Dashboarding, Microsoft Office Suite LANGUAGE

English and French

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