General Manager Resume Example

Visionary Operations Executive with solid experience in the hotel and resort industry, managing all levels of full service luxury tier hotels including budgeting, administration, long range planning and renovations.

Highly skilled in opening new hotels in several parts of the world and working with diverse multi national labor pool and being able to adapt to both comfortable and challenging environments. An Executive who is hands on, hard working, innovative, passionate and inspiring and above all a proven mentor who delivers results regardless of the most severe challenges.

Project Management: 

• Took over the role of acting General manager (Interim) and continuing duties of Director of Operations of The Guam Marriott Resort and Spa while the management agreement was being finalized with ownership. Performed this role in a very difficult setting as the product in the hotel was probably the worst in the system and as a result having the worst GSS scores. In the two years since I took over, the hotel had the best sales and profit margins in 2012 with the first time hotel had a positive profit margin and was a 100% turnaround from the previous year and the previous GM. We improved the public area facilities as much as we could with the meagre funds available and actually have taken the Hotel Overall service scores to the 70's. Even though we failed the Brand standard audit due to product we achieved a 96% Overall service score in the unannounced audit. Even though hotel is being de-flagged at the end of March 2014 due to ownership not fulfilling renovations by deadline, the hotel commands high occupancies due to achieving the reputation for the best service in overall hotel and having the best food on the island.

Human Resources: 

• Hotel has maintained morale and kept associate satisfaction in the 80's on par with the rest of the Asia pacific region and above most US properties of which we are a part. Our hotel probably has the lowest employee per Guest room ratio in the Asia Pacific region of Marriott.

Project Management: 

• Initiated complete renovation and re-design of The Cebu City Marriott Hotel in the Philippines and completed the entire project in seven months with no cash flow injection during the project for hotel operations in spite of working with a hotel inventory of 28% of total capacity. The hotel never went into a negative profit situation during the entire project and finished the year still in number one position in the market. Labor morale was kept high in spite of reduced working hours and reduced income. At the time of leaving Revpar index was roughly 1.8.


• Operations Management:
• At the Bethesda Marriott as the F&B director, I was able to significantly increase revenues and have one of the highest F&B profit margins in the Washington DC area. During my tenure, we had the highest F&B sales in the hotel and one of the highest F&B margins for the hotel.


• Human Resources
• At the Bethesda Marriott, we were the only hotel in the Washington DC area hotels that did not have to implement mandatory reduction or layoff immediately after 911. We did this by keeping our manpower low, taking severe reduction in working hours across the board and thus retaining all our associates and be well prepared when business bounced back. Morale was the highest when all others were low.


• Project management
• As F&B director at the LaGuardia Marriott in New York city, I had to re-design the F&B outlets, add more meeting space and make lobby more practical. All this was achieved with scant resources and a lot of ingenuity and out of the box thinking.


• Operations management
• Opened what was probably the toughest opening of the 500th hotel of Marriott, in Warsaw, Poland at the fall of Communism as the first joint venture project in eastern Europe. We had to create everything and get merchants to grow, develop and create products that was needed for a normal hotel operations that we take for granted everywhere but did not exist in any form in Poland. We had to select, recruit and train a labor force by changing the mindset of hopelessness under a totalitarian regime and move them to a free market economy with tremendous opportunities for growth and earning potential. Hotel had fourteen F&B outlets when we opened and did at least 5,000 covers a day in all the outlets.

Fluent in English

Fluent in Malayalam (South Indian)

Fair in Arabic (conversational)