ExecutiveLeader

InHospitality

With

25 Years of Experience

Industry

•Oversee 132 properties

•Member of RRI Operational Committee

RVPORVPORVPORVPO2008 - Present

Franchise Operations

• Led District 12 to #1 position

• VPO of the Year

VPO VPO VPO VPO

•Managed up to 15 flagship properties

•Managed Sales Division

•RevPAR Index 333% higher than Company average

RVPORVPORVPORVPO

2001 - 2004

2004 - 2007

General ManagerMassive Hotel

Renovations

Improved ADR

NOVOTEL BANGKOK

ON SIAM SQUARE

ACCOR ASIA PACIFICImproved ADR

by 200%

Achieved and maintained

Occupancy index of 118%

Quanta'sQuanta'sQuanta'sQuanta'sPreferred

Supplier Award

Lok Wah Hin Restaurant “Best in Bangkok”

Best financial results in Hotel’s 10 Year History

ACCOR ASIA PACIFIC

1998 - 2001

Oversaw the operation of 21 properties

Area Manager

Improved operation and performance

Managed an $18 million budget

Motel 6, Accor, NA1993 - 1996

Food and Beverage Director

Front Office Manager

Corporate Account Executive

Executive Assistant to General Manager

NOVOTEL HOTEL, New York, NY Accor, NA

1984 - 1992

EdwardEdwardEdwardEdward

Generated 8% of the total

company's 2007 revenue

while just representing 4%

of the company’s Inns.

Led the Novotel Bangkok on Siam Square

hotel to its most profitable year in its

10-year history .

of the company’s Inns.

Completely Re-engineered

a Four Star

Novotel Bangkok on Siam Square

Took over a Red Roof Inn District 12

and brought it from worst (#18)

to best (#1)

in two years

Led organizational restructuring.

Revamped the entire training program.

Novotel Bangkok on Siam Square

Incorporated cross-functional staff training.

Introduced Executive Training Directors to

Effective Personal Productivity

on Siam SquareAccor Asia Pacific

Spearheaded and led

high-velocity cultural change

through extensive training programs

to differentiate RED ROOF INNS

from the competition.

Developed new marketing strategies and advertising programs to drive new service offerings and occupancy.

Novotel Bangkok on Siam Square

Accor Asia Pacific

Achieved and maintained an 80% occupancy rate

versus Bangkok’s average 68%.

Economy Lodging Tract Economy Lodging Tract

Scale confirmed that

the region profited

12.9% higher than the

2007 company average

through occupancy and

ADR.

First Hotel in Industry to have

implemented ISO 2000 & 14000

Novotel Bangkok – Siam Square

Negotiated complex contracts with

At&t, Coca Cola, Qantas Airlines at

Novotel Bangkok – Siam Square

and Novotel, NY, NY

2008 - Present

Oversee Franchise Department operations and owner relationships for 132properties throughout the US – a new, added responsibility.

Manage revenues, quality and brand standards while promoting strong ownerrelationships.relationships.

Serve on Red Roof Inn’s Operational Committee, decision makers on policiesand procedures, brand strategies, operational issues, sales and marketing,and management team development and training.

Oversee Financial Performance, Personnel, Sales & Marketing, Quality,Policies & Procedures, and Guest Relations operations.

2004 - 2007

Managed regional pricing strategy, operations, and recruitment,new project roll-outs, hiring, training and coaching/mentoring ofmanagement team for 13-15 flagship properties from ’04-12/’07.management team for 13-15 flagship properties from ’04-12/’07.

RVPO Continued

Managed the Sales Division while under restructuringuntil a new VP Sales and Marketing could be hired,bridged the gap between Operations and Sales,held key accounts during transition, and buoyed Division morale.

2004 - 2007

Repositioned the 13-15 flagship properties througho ut the US at the request of the COO, a venture of $35- 45MM

Spearheaded and led high-velocity cultural change t hrough extensive training programs to differentiate Red Roof Inns fr om the competition training programs to differentiate Red Roof Inns fr om the competition and partnered with VP of HR to drive change through out the company.

RVPO Continued

This program has set the cornerstone of a major evo lution in business conduct. Performed the presentations over six months as a te am, after extensive training, and saved the company ove r $500,000 in outside consultants while achieving successful r esults.

2004 - 2007

RevPAR index gained 5.2% vs. the comp set and 333% higher

than the company average, and actual RevPAR was 68% higher

than the company average in 2007.

Economy Lodging Tract Scale confirmed that the region Economy Lodging Tract Scale confirmed that the region

profited 12.9% higher than the 2007 company average

through occupancy and ADR.

Generated 8% of the total company's 2007 revenue

while just representing 4% of the company’s Inns.

2001 - 2004

Brought in to turn around a district 12 Red Roof properties

that ranked #18 out of 18 districts in the company

for five consecutive years.

Voted VPO of the Year (2004) for excellent performance,

and earned promotion to Regional VPO.

Led the district to #1 position within two years.

Delivered outstanding financial results.

Drove improvements in personnel and training.

Improved condition of properties, sales, and guest relations.

Novotel Bangkok on Siam Square

Accor Asia Pacific

ACCOR ASIA 4-Star Hotel with 429 rooms, 3 restaurants,

banquet room (450 square meters),

1998 - 2001

banquet room (450 square meters),

CM2 Entertainment Concept (1000 square meters), 600 employees

Asked by Accor Asia Pacific’s Chief Operating Officer to reengineer

this 4-star hotel in Asia while concurrently establishing strategies

to ensure the property’s financial position despite the eroding economic

conditions impacting South East Asia.

GM Continued

Asked by Accor Asia Pacific’s Chief Operating Officer to reengineer

this 4-star hotel in Asia while concurrently establishing strategies

to ensure the property’s financial position despite the eroding economic

conditions impacting South East Asia.

Novotel Bangkok on Siam Square

Accor Asia Pacific

Led massive hotel renovations and total operations restructuring

and delivered the best financial results in Hotel’s 10-year history

in the face of dire economic conditions

1998 - 2001

Developed new marketing strategies and advertising programs

to drive new service offerings and occupancy; achieved and maintained

an 80% occupancy rate versus Bangkok’s average 68%.

Spearheaded a market segment shift that increased the corporate

segment from 11% to 35% and improved average rates by 200%.

in the face of dire economic conditions

GM Continued

Transformed Lok Wah Hin Chinese Restaurant and achieved

ranking as the “Best in Bangkok” for dim sum, price value, service,

and hygiene; led opening of new Italian restaurant, Focassia, and

Novotel Bangkok on Siam Square

Accor Asia Pacific

1998 - 2001

and hygiene; led opening of new Italian restaurant, Focassia, and

an entertainment outlet, Boom Room.

GM Continued

Expanded into new markets and launched Bangkok’s first laundry

and dry cleaning service at five sky train stations to offer commuters

greater convenience.

Led organizational restructuring, revamped the entire training program,

and incorporated cross-functional staff training; introduced

Executive Training Directors to Effective Personal Productivity.

Novotel Bangkok on Siam Square

Accor Asia Pacific

Pioneered the introduction of ISO 9002 and ISO 14000 into the hotel industry:

–Won QANTAS’ Preferred Supplier Award 1999 and maintained 97% score for three

consecutive years.

1998 - 2001

Led the introduction of a cultural program; invited national classic artists

to perform. Guests included Ambassadors of foreign nations and local dignitaries.

consecutive years.

–Scored 96.2% on Accor Internal Audit and 95% on Brand Audit by Accor’s

Surprise Guest program.

Accor Asia Pacific

Selected to lead the construction of six 3-star hotels.

Project was put on hold due to Asian economic crisis.

1997 - 1998

Project was put on hold due to Asian economic crisis.

An Accor Division

Improved the operations and performance of this group of 21 properties.

1993 - 1996

Improved the operations and performance of this group of 21 properties.

Oversaw an $18 million budget.

An Accor NA Division

1984 - 1992

Sited in the heart of Midtown, Manhattan’s theater district479 rooms, 4 outlets, 224 employees