Hospitality General Manager, Operator, Developer

Ian Andrew Fleming FIH

Originally from Scotland, now Resident Caroline County

Permanent Resident 2014 to 2023 and USA Citizen from Oct 202*-***-*** 6257 ********@*******.*** DOB : 23rd January 1962 CERTIFICATIONS ACHIEVEMENTS

Forte Wine and Spirits Educational Trust Cert. basic & advanced 1980 Trainer Skills 1, 2 and Assesor 1981, 1993 and 1994 Ladbrokes Line Management Development Course, Sales & Marketing and H R 1984 Accounts, Economics and Business Studies, 1987. Perth Technical College Founding Member of The Academy of Wine Service 1990 Winner of "30 under 30", Caterer & Hotelkeeper Acorn award 1990 Advisory Committee service to College and Government sponsored T.E.C. Forums Director of The Scottish Tourism Forum

Awarded Membership of Hotel & Catering International Management Association (Institute of Hospitality) 1998 (equilivant 3 year Hotel Management Diploma) Chairman Glasgow Restaurantuers Association in Scotland (5 year term) Entrepreneur Commendation Award, Scottish Hotel Awards 2010 Director Talbot County Tourism Board 2014 to Feb 2024 Chairman Oxford Business Association Maryland 2014 (4 year term) Senate of Maryland Citation for Investment April 2014 Awarded Fellowship of the Institue of Hospitality 2023 (equilivant Bach Degree Hotel Management)

CERT Certification Talbot County 2023

TIPS Certified MD On-Premise expires 7/23/2027

Advisory Board to Caroline County Social Services Nov 2023 BUSINESS EXPERIENCE

INNSPIRATION LLC . . . . USA

(April 2010 to Feb 2024)

General Manager and President

1710 Robert Morris Inn Oxford MD USA

16 bed boutique historic Inn food and beverage led. 70% food and beverage sales, 30% rooms. ARR $134 OCC 34% Average F & B $63

Hands on owner operator with small management team. Some remote management with onsite coaching, training and communications.

Lease purchase 2010 rebuilt asset value and profitability such as to service debt. Close on building 2015 $1.8M. Sold Feb 2023 $3.25M. Had been closed for 3 years and suffered substantial deferred maintenance. First year sales $1.45M, settling at $1.3M annually. 1744 Washington Inn Princess Anne MD USA

10 bed boutique historic Inn and Tavern. 50% revenue split. Limited onsite attendance. Mostly remote management combined with small team offsite training and development. ARR $89 OCC 42% Average F & B $28

2012 Investor group formation, municipality partnership to receive grants though CDBG. Acquire building, consult and project manage $2M refurbishment. Develop brand and operate. Sold Sept 2023.

FLEMING HOMESTEAD LTD . . . . SCOTLAND UK and USA

(March 2002 to Dec 2021)

General Manager and Managing Director

Buttery Restaurant Glasgow April 2002 - June 2006

First acquisition with 50% partnership and year three buyout. 50 cover exclusive dining restaurant and fully hands on role, with on-job team training. Modernized the brand, product, service and marketing. From no business to profit in 10 months. Runner up AAA Restaurant of the Year after 6 months. AAA Restaurant of the Year for Scotland 6 months later. Sold to continue hotel expansion. Lake of Menteith Hotel May 2005 – Dec 2021

Formed investment group to acquire building and leased to self. Renovation and reinvention of services, strong social media marketing. Paid back original capex year three. Fully hands on roll with small motivated management team. Set up inductions, evaluations, SOP, KPIs which would then be pushed out to our other businesses. Sustainable profitable business. Property taxes doubles on top of lack of COVID support. Business sold December 2022 Terraces Hotel Stirling Jan 2008 – July 2010

Formed investor group of operators to acquire business and pivot it towards food and beverage growth. Remote managed with partner on the ground. Sold July 2010. Striped Bass Glasgow Jan 2008 – Sept 2008

Acquired high profile Mall leased 110c restaurant site on preferred terms as change of landlord. Remote managed with training, coaching and communications weekly. Created Sustainable Seafood Brand incorporating Small Plates, that had franchising potential. Opened to strong reviews but identified significant foot traffic issues throughout the Mall. Left site Sept 2008.

AUCHTERARDER HOUSE HOTEL & CRINGLETIE HOUSE HOTEL . . . . SCOTLAND.

(July 2000 to March 2002)

Scottish Regional General Manager.

Wrens Hotels & Resorts, Windsor.

Two high end three Red Star Boutique Country House Hotels. Responsible for hands on operation of one and Regional Manager support to the other. Mentoring, coaching, training, KPI’s and setting SOP and benchmarking. Assisted owner with other briefs in England and Croatia. Non-core properties sold on behalf of owner and I saw that final task as a signal to enter the market as an owner. BOWOOD ESTATES . . . . . .WILTSHIRE, ENGLAND.

(February to June 2000)

General Manager Golf Club, Leisure, Construction and Project Management. Responsible for the operations of the Gold Club, courses, rental properties and project planning for a new four star hotel and spa. Owner ultimately decided the time was wrong for building and pushed the project off two years. Managing and supporting Executive Team comprising Golf Superintendent, Clubhouse Manager, Food and Beverage Manager, Events Manager and Membership Secretary. Responsible with Accounts Manager for budget preparation and reporting. Liaising with Membership Committees, staff committees and Industry Peers. THE SPREAD EAGLE HOTEL & HEALTH SPA and THE ANGEL HOTEL . . .MIDHURST, ENGLAND.

(April 1997 to February 2000)

Regional General Manager.

Primarily briefed to improve profitability of this 1440 Inn through a more diverse sales mix with the addition of Health Spa. Operation of ancient three red star coaching Inn with 40 rooms, banqueting and events. Project managed addition of modern spa and leisure centre. Recruited Executive Team to drive Spa membership and sales with focus on retention and secondary spend. Reported to board on operating standards, employee relations and performance, accounts and deficiencies, gross profits and stock control. Introduced employee induction and evaluation procedures. Fine-tuned SOP and coached and mentored to achieve. Set KPIs RUSACKS HOTEL AND GOLF CLUB . . . . . .ST ANDREWS, SCOTLAND.

(January 1996 to April 1997)

General Manager and licensee.

Four red star 75 room hotel with extensive banqueting. Responsible for the effective operations of the Hotel which overlooks the 18th tee of The Old Course. Grew sales by repurposing two key areas of the Hotel over looking the 18th tee. Leased space to Keith Prowse as Executive Golf Reservations and created a Golf Club Bar Café in a closed unit. Ensured legislative compliance and represented the property in the community and at peer events. On hotel owner sale the new company wanted General Managers to cluster manage three different brands which I did not wish.

CRAIGELLACHIE HOTEL . . . . . .SPEYSIDE, SCOTLAND.

(September 1994 to December 1995)

General Manager and licensee.

Tasked with repositioning the 26 room property as a three red star Small Luxury Hotel Brand and successfully leveraging room yields and average food and beverage spends. Created a new Exectuvie Team to implement new SOPs in a timely fashion. Project Managed a veneer of FF & E improvements across the property reporting to the Danish Board on a weekly basis on property positioning, personnel and profitability. Focusing on budget variances and remedial activity. Ensured legislative compliance and represented the property in the community and at peer events. I identified a gap in the market for Distillery Hospitality development and Management. We assisted three distilleries with development and management. Glenrothes, Berry Brothers & Rudd and Drummuir Castle Diageo.

I left on good terms after share option dispute.

LITTLE DIX BAY AND RESORT . . . . . .VIRGIN GORDA, BRITISH VIRGIN ISLANDS.

(October 1993 to September 1994)

Resident Manager.

81 suite 500 acre Rockresort, bank owned and Rosewood Managed. Concessions, Yacht Harbour, Marina, Airport and five Restaurants. Assist resident Managing Director in the operations of this world famous Resort. Ensure implementation of budgets and corporate SOPs through the Executive Teams, ensure continued supply of Aircraft contracts for customer feed from Puerto Rico. Employee appraisals, coaching, mentoring and succession planning. 360 Executive Team meetings. Returned to UK due to the age of our children. THE INN AT PERRY CABIN . . . . . .MARYLAND, U. S. A.

(December 1990 to September 1993)

General Manager VP Perry Cabin Corp.

44 room AAA four star historic 1816 Inn with Spa, Conference facilities, Restaurant and Bar. Responsible for the day to day operations of the property maximising guest satisfaction, room yields, food & beverage spends, secondary spends and project management. Specific brief from then owner Sir Bernard Ashley to create a hybrid brand of service that served USA customer expectations whilst remaining true to the company’s British Country House philosophy and roots. Showcasing Laura Ashley brand and product range. Achieved business goals through the creation of an Executive Team spanning housekeeping, food & beverage service, events, front desk and concierge. Periodic meetings with owner and corporate to review finance, product and profitability achievements and remedial action. Ensured legislative compliance and represented the property in the community and at peer events. Project Managed the construction of 20 new rooms, conference space and Spa. Some participation in design and layout for Keswick Golf Club Charlottesville, with Arnold Palmer. Left to pursue new Resort opportunity following approach from Little Dix Bay. THE CASTLE AT TAUNTON . . . . . .TAUNTON, SOMERSET.

(March 1988 to December 1990)

Director and General Manager.

Four Red Star and two Michelin Star 12th Century Castle building 44 rooms, Michelin star restaurant, brasserie, banqueting and bar. General Manager reporting to large family board. Tasked with making this exceptional brand more profitable whilst protecting and enhancing the standards associated with red stars and Michelin stars. Created Executive Team and created SOP, induction procedures, employee evaluations and introduced departmental profit centre accounting. Installed computers in to front and back office. Daily, weekly and monthly Board meetings focusing on product, people and profit. Ensured legislative compliance and represented the property in the community and at peer events.

Left to pursue new opportunities in the USA following approach from Laura Ashley. CROMLIX HOUSE . . . . . . DUNBLANE, SCOTLAND

(March 1986 to March 1988)

Deputy General Manager.

15 suites and room luxury three red star 1887 country house hotel and 2,000 acre working estate

Food and beverage driven luxury property with emphasis on customer service and care. My brief was to work with the team to maintain and enhance the reputation, grow business and bring margin management into focus. Hands on training and coaching combined with team meetings and team assessment. Greater integration of estate activity drove food and beverage forward with a “field to table” focus. Left to take on my first General Management role in a similarly focus property.

THE ROYAL SCOTTISH AUTOMOBILE CLUB, GLASGOW

Food & Beverages \ Personnel Manager (March 1985 To March 1986) From a height of 8k this club’s membership had dropped to 1.5k. I was part of a new management team tasked with making the clubs services more efficient and rationalizing operating costs and services, whilst maintaning member support and ownership. Redundancys and outplacing followed and member services were rationalized. Financial and stock control proceedures were put in place. Ultimately upon completion, I too was made redundant. LADBROKE MERCURY HOTEL, INVERNESS

Food & Beverage and Events Manager (March 1984 To March 1985) 125 rooms, restaurant, bar and conference rooms. Ensure franchise brand SOP are fully implimented. Effective scheduling, stock control and department reporting. Attend management team meetings and report on department. Prepare department budgets for Corporate. Maximise sales and secondry spends.

BEACONS HOTEL, GLASGOW

Food & Beverages Manager (April 1983 To March 1984) 60 rooms, restaurant and two bars. Duty Management responsible for all guest services. Maintain brand standards and enhance sales. Liqour gross profit and stock control. Team Management meetings weekly with varience to budget reporting and remedial actions. NIVINGSTON HOUSE HOTEL, KINROSS

Assistant Manager (August 1982 To March 1983)

STAKIS HOTELS LTD POND HOTEL GLASGOW AND COYLUMBRIDGE HOTEL, AVIEMORE Restaurant Manager (October 1981 To August 1982)

ATHOLL PALACE, PITLOCHRY

Station Waiter To Supervisor (February 1980 To October 1981) SOUTH BEACH HOTEL, TROON

Waiter / Trainee Chef Du Rang (February 1979 To February 1980) CRAIGLEA HOTEL, TROON

Kitchen Porter / Waiter (July 1978 To February 1979) The Buttery Glasgow

https://www.heraldscotland.com/news/12533511.reborn-buttery-named-cream-of- restaurants-culinary-institution-wins-top-award/

The Lake of Menteith Hotel

https://wine-pages.com/food-and-travel/the-lake-of-menteith-hotel-near-stirling-scotland/ Striped Bass Restaurant

https://www.thecaterer.com/news/restaurant/striped-bass-glasgow The Terraces Hotel Stirling

https://www.dailyrecord.co.uk/news/local-news/new-boss-reveals-plans-city-2780023 The Robert Morris Inn

https://www.thecaterer.com/news/hotel/british-hotelier-and-chef-buy-americas-oldest-inn The Washington Inn

https://www.delmarvanow.com/story/news/local/maryland/2016/08/25/washington-hotel- lead-princess-anne-renaissance/89251796/

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