The Tanoa Hotel Group – South Pacific

www.tanoahotels.com

Position: Chief Executive 

Responsible for the consolidation of 11 hotel operations within the South Pacific (Fiji, New Zealand, Vanuatu and Samoa) under one brand and operating structure.

• Overseeing the day to day management of the various businesses – including the development of sales and marketing strategies, product development and enhancement, financial performance.

   

• Play a key role in the company’s desire to strengthen its presence in the South Pacific via lease, partnership, out-right purchase and or management contracts of hospitality businesses.
• Development and management of all HR and Training Functions.
• Opened new 4.5 star Hotel In Samoa.
• Developed the web marketing and yield management strategy.

Ashburton Trust

Position: Chief Executive 

• Responsible for the re- organisation of the operational management and financial structure of 4 South Island Trusts.
   
• Involved overseeing the day to day management of their various businesses together with the acquisition and rationalisation of assets which ‘future proofed’ the various Trusts’ businesses and generated sustained profitability. 
  
  
• Created a residential subdivision on an Hotel’s surplus land generating a significant cash surplus.
  
  
• Developed a Commercial building on an obsolete pub site to diversify the income streams for the Trust. This was fully tenanted within 12 months of opening.

Millennium, Copthorne & Kingsgate  Hotels New Zealand

A subsidiary of Millennium and Copthorne Hotels PLC

Position: Chief Executive Officer

• Responsible for the Operational, Marketing, Sales, and Financial performance of 32 hotels in New Zealand of which 20 were owned and managed and 12 were franchised. This was the largest hotel company in New Zealand and included three distinct brands which covered 17 locations –

• Total Number of Rooms 3,578 per night or 1.306 million per annum

• Budgeted Revenue of the owned and managed hotels was in excess of  NZ$ 160 million and the company employed 2,200 personnel. 

• Compiled a strategic document on the ‘way forward’ for the company which was adopted at Board level and is now nearing completion.

• Re-organised the company transforming it from being a ‘regionally’ based operating company into a ‘brand’ operating format.

• The financial performance of the company also enjoyed a positive transformation and it was performing at a level not seen in prior years.  This led to increased credibility in the market place and with the major financial institutions which in turn resulted in many regarding it to be the industry leader. 

• Introduced a franchise model which saw the company increase its portfolio by 28% which in turn gave it a greater dominance in the market. This dominance resulted in benefits for all operations whether owned, managed or franchised.

Daiwa Living Waldorf – Japan

Position: Group General Manager – New Zealand

• Acted in a liaison role between the original owners and the potential owners during the acquisition process by a Japanese multi-national.
  
  
• Took part in the restructuring programme undertaken on the successful acquisition by the Japanese company.
  
  
• Continued to be responsible for the consolidation of 8 hotel / hotel apartment operations within New Zealand under one brand and operating structure.
  
  
• Continued to oversee the day to day management of the various businesses.
  
  
• Played a key role in the company’s desire to strengthen its presence in the New Zealand market.

The Waldorf Group – New Zealand                    

Position:Consultant Director of Operations – New Zealand

• Responsible for the consolidation of 8 hotel / hotel apartment operations within New Zealand under one brand and operating structure.
  
  
• Overseeing the day to day management of the various businesses – including the development of sales and marketing strategies, product development and enhancement, real estate activity and Body Corporate and Property management.
  
  
• Actively involved in the personal development of all senior management.
  
  
• Developed the web marketing and yield management strategy.
  
  
• Responsible for the Financial Performance of the Group including Long-term planning, Budgeting and Management Reporting
  
  
• Responsible for the development of positive relationships between the various Building’s Owners Committees and Bodies Corporate.