M. MURAT YETİSGEN

Date & Place of Birth

*th of Oct. 1967, Adana, Turkey

Nationality

Turkish

Marital Status

Married

Address

M.Akif Mah. Umraniye,,Istanbul, Turkey

Mobile Phone

+90.533-***-**** ( Whatsapp, Telegram available)

Email

adxuh5@r.postjobfree.com

Target: HOTEL & RESORT GENERAL MANAGER

S

easoned and versatile Hospitality Manager with over 20 years of verifiable leadership successes across operations, budgeting & cost control, human resources, and guest services. Offers a wealth of expertise in helping global chains penetrate international markets and launch new, luxurious properties. Arsenal of strengths includes pre-opening processes and critical relationship building. Brings a hands-on leadership style leveraged to build a high-performance, close-knit team of guest-oriented employees who are empowered with the knowledge, skills and techniques to deliver exceptional service. Brings a vigilant attention to detail and proactive approach to problem solving, as well as deftness at anticipating, averting, and resolving issues in all aspects of hotel operations.

Fluent in Turkish & English, with conversational Russian & Arabic

STRENGTHS & EXPERTISE

Strategic & Operational Planning New Property Launches Guest Service Excellence Staff Recruitment & Retention

Budgeting & Cost Control Training Program Design & Delivery Revenue Optimization Quality Assurance

Renovation Project Management Marketing & Business Development Conflict & Issue Resolution

QUALIFICATIONS IN ACTION

COMPLEX GENERAL MANAGER December 2022– Present

KATRE ISLAND HOTEL AND DEMOCRACY ISLAND ISTANBUL

As a Complex General Manager I am responsible of Democracy and freedom Island where is a 5 star Katre Island Hotel, Convention Center, 3 Restaurant, 3 Museum, 1 theatre and SPA are located.

www.katreislandhotel.com.tr

www.demokrasiveozgurlukleradasi.com.tr

KEY CONTRIBUTIONS

GENERAL MANAGER November 2021 – November 2022

RADISSON INDIVIDUALS TASHKENT PANARAMS HOTEL

I am responsible day to day operation in all section of property during pre and post opening.

Budgeting, Staffing, SOP’s, Trainings, Brand works, Site’s inspection, System Setup, Official documents follow up, Menu Engineering, HOE preparation and purchasing, Concept design, S&M Plan .

Pricing, Sales Activities, Online Channels connection, Marketing and Daily Operation follow up.

GENERAL MANAGER January 2019– January 2021

Divan Diyarbakır and Kayseri Hotel in Turkey ( I have to left the job due to Pandemia )

KEY CONTRIBUTIONS

§Responsible for the day to day running of the hotel

§Follow hotel marketing plan working closely with the Director of Sales, ensuring clear action plans to penetrate key market segments

§Design Strategy and set goals for growth

§Control Recruitment and trainings

§Prepare budgets and controll expenses

§Analyse financial performance

§Follow up reports for senior managements.

GENERAL MANAGER June 2018 – January 2019

Golden Tulip Qasr Al Nasiriah (Al Hokair Group )

Riyadh, Saudi Arabia

Al Hokair Group is managing 37 hotels in KSA, UAE and Turkey .Golden Tulip Qasr Al Nasiriah Hotel is one of their properties which has 189 rooms with 1 Restaurant, 1 ballroom+4 meeting room, Health club and Coffee Shop in lobby. Hotel is just near Ministry area..

KEY CONTRIBUTIONS

§Responsible for the day to day running of the hotel

§Follow hotel marketing plan working closely with the Director of Sales, ensuring clear action plans to penetrate key market segments

§Worked closely with the Director of Finance to check and follow annual hotel operating plans, identifying and responding to margin and cost improvement opportunities

§Lead the operational team of the hotel.

§Together with the department heads, took a leading role in positively representing the company.

§Organize training and development plans for all employees to ensure positive guest experience, high employee morale and strategic continuity planning within the hotel.

§Improve standard policies, systems and procedures relating to hotel operations, including maintenance, environmental health and safety systems and quality standards

§Monitored employee morale and turnover, proactively supporting the Employee Satisfaction Index process and follow up the Saudization program.

§Ensured that building and plant were maintained.

§Ensured a cost effective, innovative and quality rooms/food and beverage operation in the hotel through effective product planning, marketing and product presentation.

§Monitored purchasing activities and promote actions to achieve best value for money while maintaining corporate and divisional standards

§Strong communicator, hands on leader, Service oriented

§Creative thinker – able to solve problems and inspire the team.

§Results oriented, so able to drive profit, high standards and guest satisfaction in equal measure

GENERAL MANAGER September 2015 – November 2017

Holiday Inn Istanbul Tuzla – Bay Hotel ( IHG -- Intercontinental Hotels Group )

Pendik, Istanbul

Holiday Inn Istanbul Tuzla Hotel has 142 rooms with 1 Restaurant, 1 A’lacarte Restaurant, 1 ballroom+8 meeting room, Health club and open lobby. Hotel is just near Tuzla Shipping Yards.

KEY CONTRIBUTIONS

§NOT LIMITED TO :

§All Pre-opening process as per IHG brand standards.

§Preparing all S&M setup and configurations.

§Brandished relationship building prowess to connect with local authorities, including the city’s mayor, to better facilitate the attainment of the necessary permits and legal documentation.

§Developed a pre-opening budget, factoring in all critical components, including staffing, travel expenses, uniforms, opening ceremonies, and operations.

§Wielded shrewd business acumen to dive into competitor and market analysis on room rates, effectively translating research into a competitive pricing strategy.

§Recruited an HR Manager to steer the recruitment and selection process, working collaboratively to prepare organizational charts, job analyses, job descriptions, and pay structures to ensure the hotel was optimally staffed.

§Established positive relations with local suppliers for everything from food through to linens and laundry service, tapping into strong negotiation skills to broker, maintain and negotiate favourable contracts.

§Orchestrated partnerships with local airports to better promote the new hotel

GENERAL MANAGER January 2014 – August 2015

ANA Hotel Urmiye, IRAN

Assumed a leadership role over the pre- and post-opening operations of this 5-star, 200-room hotel with 3 restaurant, health club and conference centre in city of Urmiye, coming on board during the construction phase and leading the opening team.

KEY CONTRIBUTIONS

§Brandished relationship building prowess to connect with local authorities, including the city’s mayor, to better facilitate the attainment of the necessary permits and legal documentation.

§Developed a pre-opening budget, factoring in all critical components, including staffing, travel expenses, uniforms, opening ceremonies, and operations.

§Wielded shrewd business acumen to dive into competitor and market analysis on room rates, effectively translating research into a competitive pricing strategy.

§Recruited an HR Manager to steer the recruitment and selection process, working collaboratively to prepare organizational charts, job analyses, job descriptions, and pay structures to ensure the hotel was optimally staffed.

§Established positive relations with local suppliers for everything from food through to linens and laundry service, tapping into strong negotiation skills to broker, maintain and negotiate favourable contracts.

§Orchestrated partnerships with local airports to better promote the new hotel.

§Upon opening, oversaw general operations and proved singular ability to build strong relations, as well as manage multiple and shifting priorities with efficiency.

§Drew upon “lead by example” management style to lead and develop team members into high-impact contributors, providing ongoing training, coaching, and mentorship as required.

§Resolved all escalated issues with responsiveness, empathy, and efficacy to ensure positive outcomes.

§Continuously guided staff on new sales opportunities and marketing tactics in order to identify and capitalize on opportunities for improved revenues and brand development.

GENERAL MANAGER June 2013 – January 2014

Crowne Plaza Istanbul Asia Hotel SPA and Convention Centre, Turkey

Crowne Plaza Istanbul Asia Hotel SPA and Convention Centre is a franchised hotel in Asian side of Istanbul with 336 rooms with 27 meeting rooms ( up to 2500 pax ) + Via Port shopping mall with 188 shops which is in same complex and very close to Sabiha Gokcen International airport . I am reporting to Vice President of owner company.

KEY CONTRIBUTIONS

§Responsible for the day to day running of the hotel

§Established hotel marketing plan working closely with the Director of Sales, ensuring clear action plans to penetrate key market segments

§Maintained close liaison with Market Analyst to monitor market trends, competitive data and business forecasts

§Worked closely with the Director of Finance to establish annual hotel operating plans, identifying and responding to margin and cost improvement opportunities

§Lead the operational team of the hotel with the objective to maximise efficiency and to achieve the highest volume of revenues and EBITDA

§Together with the department heads, took a leading role in positively representing the company with guests, reinforcing a customer focused approach to hotel operations at all times – and harnessing Guest Satisfaction Index data is a tool to measure success

§Attract, develop and retain an effective team of department heads and employees, whilst adhering to all company and legal standards

§Monitored and overviewed consistent training and development plans for all employees to ensure positive guest experience, high employee morale and strategic continuity planning within the hotel and the company

§Implement and adhere to Crowne Plaza (IHG) standard policies, systems and procedures relating to hotel operations, including maintenance, environmental health and safety systems and quality standards

§Provided clear leadership for quality and PROGRESS initiatives aligned with business goals and objectives, maintaining close liaison and support for team.

§Monitored employee morale and turnover, proactively supporting the Employee Satisfaction Index process and ensuring action plans are established and followed up to address issues

§Ensured that building and plant were maintained to company and legal standards – prepared Capital Plan including all necessary investments to guarantee short and long term standards with a special emphasis on guest experience and the hotels positioning in the market environment.

§Ensured a cost effective, innovative and quality rooms/food and beverage operation in the hotel through effective product planning, marketing and product presentation

§Monitored IT implementation standards and track software enhancements to ensure best use and application

§Monitored purchasing activities and promote actions to achieve best value for money while maintaining corporate and divisional standards

§Established positive contacts within Crowne Plaza’s internal organisation to ensure best use of company’s skills, services and professional knowledge

§Identify opportunities for resources and facilities to be shared between the properties and implement best practice

§Strong communicator, hands on leader, Service oriented

§Creative thinker – able to solve problems and inspire the team.

§Results oriented, so able to drive profit, high standards and guest satisfaction in equal measure

GENERAL MANAGER

Hilton Hotels and Resorts

Hilton Garden Inn – Mardin, Turkey February 2011 – September 2012

Doubletree by Hilton Istanbul February 2013 – June 2013

Assumed a leadership role over the pre- and post-opening operations of this 4-star, 162-room hotel near the historical city of Mardin, coming on board during the construction phase and leading the opening team.

KEY CONTRIBUTIONS

§Played an instrumental role in gaining approval from Hilton World Wide by championing and enforcing Hilton brand standards across all aspects of the hotel.

§Refined leadership talents through the completion of a specialized General Manager Training program in Memphis, TN.

§Brandished relationship building prowess to connect with local authorities, including the city’s mayor, to better facilitate the attainment of the necessary permits and legal documentation.

§Developed a pre-opening budget, factoring in all critical components, including staffing, travel expenses, uniforms, opening ceremonies, and operations.

§Wielded shrewd business acumen to dive into competitor and market analysis on room rates, effectively translating research into a competitive pricing strategy.

§Recruited an HR Manager to steer the recruitment and selection process, working collaboratively to prepare organizational charts, job analyses, job descriptions, and pay structures to ensure the hotel was optimally staffed.

§Established positive relations with local suppliers for everything from food through to linens and laundry service, tapping into strong negotiation skills to broker, maintain and negotiate favourable contracts.

§Orchestrated partnerships with local airports to better promote the new hotel, complementing partnerships with the addition of a Regional Marketing Director.

§Organized and executed the hotel’s opening ceremony, bringing in 150 guests including key political officials.

§Upon opening, oversaw general operations and proved singular ability to build strong relations, as well as manage multiple and shifting priorities with efficiency.

§Drew upon “lead by example” management style to lead and develop team members into high-impact contributors, providing ongoing training, coaching, and mentorship as required.

§Resolved all escalated issues with responsiveness, empathy, and efficacy to ensure positive outcomes.

§Continuously guided staff on new sales opportunities and marketing tactics in order to identify and capitalize on opportunities for improved revenues and brand development.

§Supported the financial aspect of operations, measuring and guiding P&L, optimizing resources, collaborating with senior management, and serving as a front-line liaison to slash costs and drive value.

GENERAL MANAGER December 2008 – December 2010

Dedeman Palmyra Hotel, Palmyra, Syria

Retained to oversee all hotel operations for this 5-star, 243-room resort near the ancient city of Palmyra, recently taken over by Dedeman Hotels & Resorts International from Le-Meridien.

KEY CONTRIBUTIONS

§Charted a renovation plan encompassing $4.5M budget, 3-year timeline, and scope, issuing a tender package, selecting a vendor, and collaborating with the Owner on final approval of proposed designs.

Inspected work for compliance with specifications, quality standards, and timelines to keep project on schedule, capitalizing on off-seasons to ensure minimal obstruction to the guest experience.

Liaised with government officials & customs agents to expedite clearance for internationally procured supplies.

§Implemented a stringent new quality standards manual, accompanied by high-impact training programs and scrupulous review & reinforcement to align the quality of guest relations with international benchmarks.

§Drew upon sales background to build complementary partnerships with travel agencies in urban centres including Madrid, Istanbul, and Moscow, opening up value-added revenue streams.

§Recruited corporate trainers from sister hotels and coaches from Jordan to deliver engaging leadership training, as well as cross-training programs to equip all staff with multifaceted skill-sets in hospitality.

§Positioned Dedeman as Palmyra’s premiere hotel and augmented annual revenue from $1.5M in 2009 to a forecasted $2.1M for 2010, reviewing P&L monthly to adjust budgets, plan staffing, and allocate resources.

GENERAL MANAGER 2006 – 2007

Mavi Surmeli Hotel, Adana, Turkey

Handpicked due to industry expertise to assume leadership for this 4-star business hotel in an urban centre, with 117 rooms (annual occupancy 85%), one ballroom, and 3 meeting rooms, as well as its sister property Aqualand, boasting a high-end restaurant, night club & bar, water park, and 7 tennis courts.

KEY CONTRIBUTIONS

§Oversaw a high-performance team of 70 direct reports, providing the strategic leadership to enhance service quality and guest satisfaction, boosting occupancy by 20% within a single year.

ROOMS DIVISION MANAGER 2005-2005

Rixos Hotel Premium Belek & Rixos Hotel Konya, Belek & Serik, Antalya / Turkey

Initially engaged to drive the launch of Rixos Hotel Premium Balek, an opulent property on the Turkish Riviera. Delivered top-calibre results, leading to an invitation to open the Konya hotel following its acquisition from the Hilton Group.

KEY CONTRIBUTIONS – PREMIUM BELEK

§Assumed leadership for reception, reservation, concierge, laundry, and housekeeping services for this newly developed property with 770 rooms, 160+ suites, apartments & villas, as well as amenities including 9 restaurants, 11 bars, 9 fast food courts, meeting rooms, and Europe’s largest aquapark.

§Updated a spectrum of new systems & processes to prepare the front office of this 7-star resort for launch, from drafting job descriptions and procedural checklists to authoring standards manuals for the new hotel.

§Recruited, hired, trained, verified health status, and arranged room & board for 950 staff from across Turkey inside a high-pressure 3-month deadline, as well as an Animation team of 120.

§Defined pre-launch budget parameters, coordinating installation of all IT and telecommunication systems, and finalized cleaning, earning accolades as the first team to complete training and service preparation.

KEY CONTRIBUTIONS – KONYA

§Steered handover of Konya’s only 5-star hotel and implemented re-branding and change management initiatives, from inventory & accounting systems to HR & marketing assessment and realignment with Rixos standards.

§Partnered with the Hilton’s sales team to introduce new ownership to key clientele, and served as the Rixos brand’s ambassador to local businesses, tourism boards, travel agencies, and military & government professionals.

§Successfully retained and fostered good will with key staff members of this 277-room property with 9 suites, 2 restaurants, and 9 meeting rooms, ultimately trumping the Hilton’s occupancy rates by 30%.

REVENUE MANAGER 2003 – 2004

Hotel Dedeman Silk Road Tashkent, Tashkent, Uzbekistan

Selected to coordinate revenue & front office facets of this 206-room hotel’s launch in 2003, overseeing 50 employees and functions ranging from reservations and guest relations to security and sales and marketing.

KEY CONTRIBUTIONS

§Generated annual budgets and forecasts, identifying for head office key areas requiring resource allocation in order to build and sustain revenues.

§Cultivated a lucrative client base for Dedeman, an unknown company in Tashkent, by acquiring and mining a large portfolio of promising leads from the Sheraton, securing 65% occupancy in launch year and 72% in the second year.

FRONT OFFICE MANAGER 2001 – 2003

Sheraton Tashkent Hotel & Towers, Tashkent, Uzbekistan

Brought onboard by this 5-star 251-room hotel as Uzbekistan’s first Turkish hotelier, leveraging solid language and cultural relations skills to attract Turkish clientele and significantly expand the hotel’s market.

Additional management experience as a Front Office Supervisor for Swissotel Port Gocek,Mugla, Turkey, 2000-2001; Night Manager for Sheraton Voyager Antalya Hotel, Antalya, Turkey, 1997-1999; and Assistant Front Office Manager for Zaimoglu Hotel, Adana, Turkey, 1992-1997.

PROFESSIONAL DEVELOPMENT

COURSES

GM Course in Hilton Worldwide in USA 2011

GM Course in Hilton Doubletree in Denmark 2013

Sales and Marketing and Revenue Training in IHG Amsterdam 2013

E-learning courses of Hilton university 2011

My Learning courses of IHG 2015

Teamwork Course, Dedeman Syria, 2009 & 2010

TECHNICAL SKILLS

Microsoft Office programs Opera PMS & Micros OnQ PMS ( Hilton Only )

Sincerely,

Muhammed Murat Yetisgen

ACCOMPLISHMENT

Earned a 97.5% rating on the Hilton Standards Quality Assurance scale.

Contact this candidate