As a auditor I am responsible for recognizing the procedural needs of the daily activity, actualization or creation and implementation of SOP. During the season, (or as needed) I run the hotel department on certain ships from the position of hotel manager. Such duty will include motivating the staff, paying close attention to passengers demands, control of hotel costs and cooperate with the captain and nautical staff.
Responsabilities: At first, I was assigned in the main restaurant with over 900 seats, where I was responsible for the activity of over 100 employees: busboys, waiters, wine stewards, buffeters and utility personal. After a couple of month I overtook the responsibility of running one of the three exclusive restaurants on board of Mein Schiff 1. Richard's is a fine dining room restaurant, with 60 seats and a staff of 10. Part of our customers would be suite guests, VIP's on board, high ranking officers as well as anyone wanting to try nouveau cuisine at exceptional level. Reference: Osman Oezpolat - Executive Maitre D'
activity field: Wagner Group owns and operates two hotels in Brasov and Sighisoara. Both are beautiful medieval style hotel located in the old city centers. Responsibilities: As a general manager, I was responsible to manage property operations on a day to day basis to assure optimum performance and continual improvement in the key areas, such as guest service, employees, sales/marketing, property appearance, and profit/financial control. I was coordinating, directing and managing the staff and everyday hotel operations to achieve profitability and high guest satisfaction.
Responsabilities: My main activity is to coordinate all employees working in the outlets within the F&B department, such as kitchen, restaurant, room service, bar, banquet, pastry and stewarding. These outlets are spread trough three different hotels: Sportul, Poiana and Bradul. There is also a mountain Pub, much frequented by the skiers and mountain enthusiasts. I was also responsible on sending accurate financial reporting to our financial department, such as food cost, daily sales and consumption reports. Recommendation: Carmina Pal - hotel general manager
Responsibilities: Growth of profit; organizing and controlling the sales activity; cost control; motivation and evaluation of the sales team; management of sales agents and administrative clerk. Recommendations Viorel Nistor – Executive Manager Achievements: I was able to maintain same revenue levels compared to 2008 and 2009, despite that client’s orders went down 30 percent. I did so by renegotiating all maintenance contracts, relocating the business for lower renting costs and proper logistics for company cars usage. I have changed the sales strategy by applying the “Wolf pack” technique and maintaining a personal relationship with the key accounts.
Responsibilities: The main responsibility was of course to make profit, while maintaining a good working environment for all employees, and assure high customer satisfaction. Secondary responsibilities included activities such as staff related matters, from payroll to hiring and discharging documents or cash flow control for operational expenses. Filing monthly data with government agencies regarding employees, revenue, taxes. Recommendation: Michele Meoni – Chef Executive Officer Achievements: The expenses/revenue was kept within budget and up to 2009, constant raise the GOP level. For two and a half years this was by far the most rewarding job I have ever had! Despite the fact that the hotel was built in 1946 having several structural challenges, and the remote location made hard to find qualified staff, I was able to organize awesome private events, such as weddings, showers, and corporate parties. I reduced turnover rate from 46 to 12 percent during my stay. In 2008 I have organized 37 weddings compared to just 7 in 2007.
Responsibilities: Part of my job was to maintain and improve the service standards, implementation of new work procedures, improve quality of work environment and increase sales. I had to coordinate the activity of over 50 employees. Recommendation: Simona Onu – General Manager Achievements: I drastically reduced the turnover rate, started an intensive training program for all front of the house staff, and changed the waiter’s uniform. Every two months we were changing all food menus in the restaurant, room service and bar outlets.
Responsibilities: The main activity of the operation was divided in two: dining room and catering services. During my employment there, I split my managerial duties with the restaurant manager. Our responsibilities would include making the schedule, payroll, staff cashbooks, training, coordinating catering activities and motivating the staff. Recommendation: Pedro Dos Santos - Managing Director of the Carlton Club, my direct supervisor. Achievements: During the four years I worked there, the Hotel continued to achieve the Five Diamond Award, for twenty-three years in the row, was named "One of the Best Hotel in North America" - by Conde Nast Traveller. But most importantly, we were able to maintain a 10% employee turnover.
Responsibilities: As bar manager I was managing a group of 6 bartenders and 3 bar ports. My responsibilities were to maintain good service and discipline among my staff, controlling the liquor inventory and maintaining the bar stock. I was also in charge of time sheets and payroll for my department. As one of the managers I organized special events such as Oktoberfest, weddings and golf championships. Recommendation: Gayle Thomssen - Catering Manager Achievements: During my stay at the Valley Lo, I have introduced a new wine list, recognized by Wine Spectator, including wines from most of the important wine-producing countries. I have trained 3 new bartenders and a new bar port.
Responsibilities: During my stay at The Sheraton Hotel and Towers in Chicago, I had a major contribution on opening a new outlet called Esplanade. The new restaurant needed everything from new staff to new furniture. I worked close with human resources manager to find and train new staff; with accounting department for expense reports and budget; with the kitchen staff for menu design. Recommendation: Carlos Mendenga - Food and Beverage Manager Achievements: The hard work of six months was finally showing results when we opened Esplanade, a brad-new restaurant with a seating capacity of 80, 8 front of the house employees and 4 kitchen staff. The restaurant was opened on time and within budget.
Responsibilities: During my first employment at this club I worked as a waiter and after I learned about drinks, I also worked as a bartender, depending on the catering manager’s staff needs. My responsibilities were pretty minimal, normal for my staff level. My main goal was to finish college and advance in the hospitality business. Nevertheless, even if I didn’t realize it at the time, this was an important experience for the future. Recommendation: Gayle Swanson - Catering Manager Achievements: I have made a good impression on my supervisors and the general manager, so that later on, after I have accumulated more experience, they trusted me to fill in the Bar Manager position. From 1993, year of my high-school graduation, until 1997, I was one year in the army, two years I follow the Law University courses, and I worked different restaurant jobs in Romania, on the ship for Celebrity Cruise Lines, Miami, as well as for Radisson Hotel Company, in Plymouth, Minnesota.