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Hilton Moorea Lagoon Resort & Spa
- General Manager
2013 - 2016
5***** Resort / 106 rooms / 150 employees / 3 restaurants / 3 bars / 1 Spa
Accountable for the Rooms Division Department, F&B Manager & Chef, Spa Manager, Finance and
HR Department, Maintenance Department
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Hilton Bora Bora Nui Resort & Spa
- General Manager
2012 - 2013
5***** Resort / 122 rooms / 180 employees / 3 restaurants/ 2 bars / 1 Spa
Accountable for the Front Office Manager, F&B Manager & Chef, Spa Manager, Finance and HR
Department, Maintenance Department, Housekeeping Manager
* Deliver the highest standards of service throughout the property ensuring complete guest satisfaction.
Maintain and enhance the hotel five star image within the marketplace.
* To maintain and improve the company brand service standards and scores.
* Development and control of all financial budgets and forecasting through constant monitoring and
evaluation, manage costs to optimize profit conversion and deliver beyond budget, ensure planned
capital expenditure.
* Support the revenue departments to help maximize the yield and profit.
* Communicate Sales & Marketing strategy and the Marketing Plan for the property, liaising with the
team.
* Supervise, guide and motivate line managers on their management, development of their departments
and financial targets.
* Ensures that the Best Practices are fully implemented, maintained and exceeded throughout
operational departments to reach guest satisfaction.
* To encourage the use of customer feedback to activate long term improvements in products and
services.
* Plan and manage with the departmental managers, the successful implementation of Departmental
training and the Resorts Training Plan.
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Hilton Bora Bora Nui Resort & Spa
- Executif Assistant Manager
2009 - 2012
5***** Resort / 122 rooms / 180 employees / 3 restaurants/ 2 bars / 1 Spa
Accountable for the Front Office Manager, F&B Manager & Chef, Spa Manager, Finance and HR
Department, Maintenance Department, Housekeeping Manager
* Leading the daily operations by coordinating the daily schedule with the different services, monitoring
activities and taking corrective action to ensure guest satisfaction
* Liaising with managers within the Hotel Operations in establishing and achieving predetermined profit
objectives without jeopardizing standards of quality
* Keeping self and team aware of targets, costs and monitoring procedures
* Implementing and developing operating standards and policies for Hilton Standards, set up of transition
in 2009 from Starwood to Hilton Worldwide
* Improving service standards by ensuring that the Hotel Operations team in fully and constantly trained
