Profile
A positive, professional and presentable individual who has an extensive background in senior hospitality roles. Gregory possesses an ethical and exemplary manner and has the necessary talent needed to achieve performance goals and objectives. As a result oriented individual who gets things done, he is someone who consistently works to maximise profits whilst ensuring the highest levels of quality and service standards are maintained in all areas of the hotel. He finds it easy to drive sales and profitability through operational excellence and so does by effectively planning, developing and implementing organisational policies and goals. An outgoing, dynamic professional who has a relentless drive to deliver more than just results.
Work Experience
Elegancia Hospitality, Qatar part of UCC
Mar 2014 – Dec 2015
A company specialising in building and managing palaces for the Qatar Royal family. Was taken on to see the final stages of construction of the largest palace for the Father Emir. Single handedly opened the palace building a team of 478 staff including front of house and engineering. 40,000sqm of built up area equivalent to a 400 bedroom 6 star hotel with the largest spa in the MENA region.
Position : General Manager Hospitality Operations
Responsibilities
Managing a team of 478 multinationals in the entire operation, working very closely with the Father Emir and his family on a daily basis.
Responsible for all VVIP (heads of state) visits
Taking on the responsibility of managing 3 other palaces for the Father Emir and the Emir.
Managing the transportation requirements of VVIPs and the father Emir.
Preparing menus daily from a multi cuisine kitchen consisting of 55 chefs.
Ensuring service staff were trained to deliver service of the highest standard consistently.
Trained a Qatari to take over the operation as part of the process.
Consulted regularly with the royal family on various projects being added onto palace.
Regularly involved in protocol briefing for visiting dignitaries.
Coordinated purchasing and deliveries from all over the world on a daily basis.
Managing every expectation and delivering on time constantly.
Ruthin Castle Hotel Limited in CVA
Jun 2013 – Nov 2013
A privately owned company which has been with the current owners since 2006. In 2012 a substantial investment of £1.5m failed to bring about the necessary results and the Castle went into CVA in Dec 2012.
Position: General Manager
Responsibilities:
Managing a team of 84 staff due to the diverse operation
Restructured the entire management team
In conjunction with an external GB Marketing consulting consolidated the hotel operation to incorporate commercial strategies ensuring sustained hotel growth in sales through operational excellence.
Re positioning the castle as a destination resort.
Budget management – initial through to final reconciliation
Full operational, logistical and financial responsibility for events including Medieval Banquets
Presentations to the Board of Directors, KPMG and the bank(HSBC) due to the nature of the CVA of the business plan and objectives
Attending monthly Board meetings
Key Achievements: Implemented robust purchasing and financial control procedures. Was responsible in increasing Trip advisor rating from 79% to 81% through quality and consistent service standards by introducing SOPs. Proposed a Foundation Trust strategy to the Board due to the nature of the monument which was implemented by the Board to ensure the upkeep of the Medieval Castle without draining on the hotels resources.
Successful in bringing Bentley Motors and Ferrari to the hotel as conference clients
Reasons for leaving: Due to the CVA the castle was not able to meet the salary commitments.
Mollington Banastre Hotel and Spa (Brook Hotels)
2011 – 2013
Position: General Manager
Responsibilities:
Complete operational responsibility of all aspects
Implementing Sales Plan
Controlling rates on the net with the Revenue Manager ensuring maximum yield achieved
Meeting key clients i.e Land Rover and Countess Chester Hospital
Ensuring sustained growth in leisure and Spa with maximum retention of members
Overseeing a substantial planned maintenance programme
Achievements: The overall year on year growth to 14.5% on sales and 23% on EBITDA. Increased leisure turnover from £732k to £1.2m.
Reasons for Leaving: Was made redundant as the company down sized from 21 hotels to 5.
Chimney House Hotel (Brook Hotels – a 21 strong Hotel Group)
2010 – 2011
Position: General Manager
Responsibilities:
Complete operational control of all aspects of the hotel
Implementing a new Sales and Marketing plan
Forecasting weekly and monthly
Controlling rates on the net with the Revenue manager
Producing and implementing SOPs in all departments
Achievements: Increased EBITDA year on year by 8% within 7 months
Reasons for leaving: Promoted to manage the company flagship in Chester
BAHL Limited (Family company running overseas hotel operation)
1999 – 2010
Position: Managing Director
Responsibilities:
All operational and financial aspects
Liaising with financial institutions
Sales and marketing
Menu Engineering
Overseeing a major refurbishment of £1.25m
Achievements: Changed business mix from primarily leisure (ski) to corporate. Converted a derelict wine cellar to upmarket wine bar with jazz.
Reasons for Leaving: Family sold company
Bolton Moat House (Queens Moat Houses Plc were one of the largest hotel groups in the UK with overseas hotels in Netherlands and Germany)
1997 to 1999
Position: General Manager
Responsibilities:
Operational and sales control
Implementation of company policies and procedures
Controlling all aspects of standards
Budgeting for the financial year
Producing weekly and monthly forecasts
Achievements: Piloted successfully the QMH customer service programme. Built up the business by successfully increasing the hotels market share primarily in the conference and corporate sectors.
Reasons for Leaving: To join family business.
Norwich Sports Village Hotel (Chaseley Hotels a private hotel group working on a part private and part public funded project whose private owners were Swiss entrepeneurs)
1996 to 1997
Position: General Manager
Responsibilities:
Operation of the complex in its entirety
Implementation of new policies and procedures
Controlling all aspects of standards
Budgeting for the financial year
Producing weekly and monthly forecasts
Working closely with the local council who were part owners
Achievements: In Oct 1996 hosted the first ever Heavy weight boxing world title for 5500 in East Anglia televised to a worldwide audience. Also hosted prestigious events like the National Badminton Championships, Shell shareholders meeting for 1500, Norwich Union shareholders meeting for 1000 over 3 days and the Index communications ACA conference for 1200.
Reasons for Leaving: Better my prospects in a larger organisation.
Jarvis Hotels (A group put together by John Jarvis, CEO of Hilton Hotels)
1990 to 1996
Position: Operation Manager for 4 properties along the South Coast.
Responsibilities:
Operational and sales control of all properties
Implementation of company policies and procedures
Controlling all aspects of standards
Budgeting for the financial year
Producing weekly and monthly forecasts and monitoring cash flow
Identifying capital projects, carrying out feasibility studies to submit to the Board
Achievements: Successfully carried out a feasibility study for a aparthotel and Golf Complex in Dreihof, Germany which was accepted by the financial institutions. This was done whilst still running the hotels on the instructions of John Jarvis. During this tenure was awarded Hotel Manager of the year for Jarvis hotels.
Reasons for Leaving: Better my prospects.
Beaufort Palace Hotels Limited (A private hotel company formed by entrepreneurs)
1988 to 1990
Started in the company as Deputy GM in North Wales and was promoted to GM in their Oxford hotel within 6 months.
Responsibilities:
Operational and sales control of all properties
Implementation of company policies and procedures
Controlling all aspects of standards
Dealing with guest comments and complaints
Producing weekly and monthly forecasts and monitoring cash flow
Controlling salaries and wages
Identifying capital projects, carrying out feasibility studies to submit to the Board
Achievements: Increase the market share of the hotel and repositioned the hotel as a conference venue as it was primarily a coaching property.
Reasons for Leaving: Relocated to the south coast as the company went into administration
ITT Sheraton Hotels
1978 to 1987
Held various positions in Sheraton Hotels India from lobby Manager to Executive Assistant Manager Front Office
Reasons for Leaving: Relocated with my family to the UK..
IT Skillx
Microsoft Word, Excel, PowerPoint. Additionally have used PMS – Micros Fidelio and Rezlynx
Other Key Skills/Courses/Achievements
Sheraton Courses – Organising for results, C&B and Accommodation sales, Pro-active leadership, Sales Ledger skills and Credit control. QMH courses – Coverdale Management systematic approach, Barking college Customer service clinic, Creative Labour Management, Yield Management, Team Build and Leadership Development achieving profit through people management
Education And Qualifications
1963-1972 Attended private school obtained 5 A level equivalent
1973-1975 Degree in Bachelor of Arts with Economics as major
Interests
Reading military history. Playing tennis. Walking in the Lake District.
References
Available on request
