IvoIvoTzvetkov

International Hotelier

“Insanity is doing the same thing over and over again and expecting different results.” - Albert Einstein

Ivo

PROFILEInternational Hotelier with 20 yearsexperience in the field of Hospitality.

From Bulgaria to Cyprus, UnitedK i n g d o m t o C h i n a .

With exposure to Resort, Country Cluba n d C i t y C e n t e r h o t e l s .

Experienced across a broad range ofdiscipl ines including Food andBeverage, Rooms Division, Finance

IvoTzvetkov

International Hotelier

Beverage, Rooms Division, Financea n d S a l e s a n d M a r k e t i n g .

Taking on lead roles in projectmanagement, hotel refurbishment,pre opening planning, auditing,t r a i n i n g , c o n s u l t i n g a n dimplementation of new initiatives.

Adapting to different environmentsand cultures, results driven and with astrong focus on developing talent.

Ivo

SKILLS & SPECIALITIES

F o o d & B e v e r a g e

R o o m O p e r a t i o n s

Finance and Cost Control

P r o j e c t M a n a g e m e n t

I m p l e m e n t a t i o n

H o t e l R e f u r b i s h m e n t

P r e O p e n i n g

IvoTzvetkov

International Hotelier

P r e O p e n i n g

C o n s u l t i n g

A u d i t i n g

T r a i n i n g

M e n t o r i n g

Task Force Management

C o n c e p t & D e s i g n

Resident ManagerZhongmao Haiyue Hotel, CHINA

August 2011 – Present

450 bedrooms & suites, 4 restaurants, 2 bars and over 1,500 square meters of event space.

Responsible for all aspects and activities of Rooms Division, Food and Beverage Division, Sales and Marketing, Engineering, Security and Purchasing. Providing leadership, support and direction to 3 Directors.

- Responsible for driving improvements in operational standards and service delivery throughout hotel. Conducting internal audits and producing improvement action plans.

- Unrolled a 12 week English training programme for over 200 members of staff improving communications skills.200 members of staff improving communications skills.

- Taking a lead role in Pre Opening team activities for a new development project adjacent to hotel.

- Reviewed and revised as necessary Standard Operating Procedures across hotel operations.

- Rewrote menus across Food and Beverage outlets and focused on revitalising buffet offerings for all day dining restaurant.

- Reviewed and revised hotel Web Site content.

Director of OperationsRenaissance Tianjin Downtown Hotel, CHINAJanuary 2009 - August 2011

273 bedrooms & suites, 2 restaurants and over 1,100 square meters of event space.

GUEST SATISFACTION - 18 % increase in Overall Satisfaction in 2009, with 6% improvement in 2010 and a further 6% improvement in 2011 | Decreasing

Problem Experienced scores by 35% in 2009 and in 2010 achieving 21%, 3% below the Brand Average | Championing Brand Standards achieving an

audit score of 84% in 2009 and 78% in 2010.

DRIVING REVENUE - 16.6% growth in room’s revenue with upgrade revenue totalling US$ 150K | Exceeding Food & Beverage budget by US$ 250K and

achieving a Year on Year growth of US$ 14K | Achieving Moon Cake sales of US$ 200K | Building a productive working relationship with Jabil Company,

increasing corporate room production from 250 room nights in 2008 to 738

Responsible for all aspects of hotel operation, including Front Office, Housekeeping, Food & Beverage, Event Management,

Engineering, Security and Fitness Centre. Providing leadership, support and direction to 6 department heads.

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increasing corporate room production from 250 room nights in 2008 to 738 room nights in 2009.

COST CONTROL – 22% House Profit increase Year On Year | Achieving a Food & Beverage Profit Margin of 39%, 7% above budget | Implementing

check book system in order to control budget lines more effectively achieving US$ 190K savings in controllable expenses | 2 % Improvement

Year on Year in Rooms Profitability.

EMPLOYEE SATISFACTION & DEVELOPMENT – Driving associate morale and productivity, resulting in the improvement of Associate Opinion Survey

scores by 16% in 2009 and achieving 91% in 2010 and receiving the Asia Pacific award for “Most Improved Associate Satisfaction”.

OTHER – Leading the implementation of the new Renaissance Brand Voice Manifesto | Implementing a full reorganisation of Crisis Management

Documentation in line with Marriott Standards | Driving Marriott Reward enrolments achieving Year on Year growth targets and increasing guest

loyalty | Coordinated the activities of hotel during the WORLD ECONOMIC FORUM held in Tianjin in 2010 .

Director of Operations | Acting GMSwansea Marriott Hotel, UNITED KINGDOMOctober 2006 – January 2009

122 bedroom full service hotel.

Responsible for all aspects of hotel operation, including Front Office, Housekeeping, Food & Beverage, Event Management

and Fitness Centre, providing leadership, support and direction to 5 department heads.

GUEST SATISFACTION - Achieving an Overall Satisfaction score of 87%, a growth of 3% and receiving the award for “Most Improved Overall GSS for First Quarter of 2007” | Championing Brand Standards achieving an audit

score of 88% in 2007 an improvement of 6% to 2006, passing audit with 78% in 2008 | Achieving a BDRC venue verdict score of 92% for overall

performance in Conference and Events, 25% above national average, and ranked 1st in region and 2nd within Marriott UK

DRIVING REVENUE - Part of Sales Strategy Team, taking a lead role in the development and delivery of business plan and hotel business positioning

for 2008. Achieving a growth in sales to previous year of £10K in first half of

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for 2008. Achieving a growth in sales to previous year of £10K in first half of 2008.

COST CONTROL – Key contributor to driving Change Management, reviewing organisational structures and improving operational efficiencies, achieving payroll flex and a house profit of £8,000 in the first half of 2008,

while maintaining hotel positioning within an increasingly competitive market place | Achieving an overall beverage surplus of over £4,000 in 2007

on the back of a deficit in 2006.

EMPLOYEE SATISFACTION – Improvement of Associate Opinion Surveyscores by 14%.

PROJECT MANAGEMENT - Key player in £1.7 million refurbishment of hotel bedrooms and lobby and Leisure Club | Taking a lead role in producing the

Marriott C3 concept document for the restaurant and bar.

OTHER - Acting General Manager for 3 months.

Front Office Manager | Director of EventsSt Pierre A Marriott Hotel and Country Club, UNITED KINGDOMOctober 2003 – October 2006

148 bedrooms and suites full service hotel.

Front Office Manager / MAR 06 - OCT 06Responsible for providing direction and focus to a team of 20 members of

staff, including Front Desk, Concierge and Nights Team.

Recruited, coached and refocused front office team.

Played an active part in the inventory management planning process responsible for increasing occupancy by 2.7%.

Reinforced focus on Marriott Rewards enrolment and activation.

Facilitated necessary meetings and implemented appropriate procedures in order to control hotel transport costs, achieving a saving of £10,000.

Director of Events / OCT 03 - MAR 06Responsible for managing all aspects of conference & banqueting operations

with a team of 30 members of staff.

Restructured, trained and developed an under-performing department into a focused, motivated, high profile team. Achieving a Brand Standard Audit

Score of 100% in 2006.

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Score of 100% in 2006.

Organised and planned the activities of a logistically challenging operation consisting of 11 meeting rooms. Ensuring the highest levels of service and

achieving a year on year growth of over £120,000 by 2005.

Initiated promotional activities, revised banqueting wine offering and focused team on maximising sales opportunities generating an increase in

beverage sales of £61,000 and a gross profit of 81%.

Introduced control measures, resulting in a flexed payroll cost of 14.9% and a beverage surplus of £18,000.

Co-ordinated the ‘Conference Occasions’ concept rollout, improving Overall Event Organiser Satisfaction, by 30% and achieving 92%.

Manager of the Year for 2004/2005.

At the Marriott UK General Managers Conference in 2006, I was invited as part of the task force team to lead and coordinate the two main catering events including the Gala Dinner while working closely with the Marriott

International Food School Team.

Beverage Control & Purchasing Manager | Bar & Mini Bars ManagerCardiff Marriott Hotel, UNITED KINGDOMJanuary 1997 – October 2003

182 bedrooms and suites full service hotel.

Beverage Control & Purchasing Manager / AUG 01 - OCT 03Responsible for monitoring 4 beverage outlets, maximising gross profit

contributions and leasing with external auditors. In charge of purchasing for the hotel, controlling expenditures and building productive work

relationships with heads of department and suppliers. Analysing data and producing reports to tight deadlines.

Implemented the consolidation of all departmental purchasing activities, streamlining controls and flexing budget line expenditures, resulting in

savings of £20,000.

Monitored and audited 4 beverage outlets, achieving a surplus of £32,000 in two years. Advised Swindon and Sheffield Marriott hotels, identifying

shortfalls in beverage controls and producing improvement action plans.

Co-ordinated hotel’s Environmental Awareness activities, pulling together action team, delegating key responsibilities and presenting documentation

to external auditors. Resulting in Green Globe accreditation and a Gold Award from Cardiff City Council in 2003.

Created hotel’s Business Centre, achieving brand standards compliance and

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Created hotel’s Business Centre, achieving brand standards compliance and increased customer satisfaction.

Initiated outdoor catering, generating £5,000 with an investment of £200.Acted as mentor to graduate trainees as part of Marriott’s commitment to

development.

Bar & Mini Bars Manager / JAN 97- AUG 01Responsible for managing a 120 cover Café Bar and a 182 mini bars

operation with a team of 10 members of staff and within a highly demanding & competitive business environment.

Co-ordinated hotel’s involvement in major events such as the European Summit in 1998 and the Rugby World Cup in 1999.

Designed and implemented cocktail menu, increasing beverage sales by 5%.

In charge of maintaining & reprogramming Micros 2700/2800 till management system.

Waiter | BartenderQueen’s Bay Hotel, CyprusApril 1994 – October 1996

Gained Food & Beverage and Resort experience in a very busy and demanding hospitality environment.

Sales & Marketing Trainee Sheraton Sofia Hotel Balkan, BULGARIANovember 1991 – March 1993

First Steps in the Hospitality industry assisting S&M executives and producing Hotel Mailing List and Monthly Newsletter.

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Ivo

EDUCATION, PROFESSIONAL

QUALIFICATIONS & LANGUAGES

EDUCATION

1993 – 1996HND (Honours) Hotel Management - College of Tourism, Nicosia, Cyprus

1990 – 1991Embassy High School, Sofia, Bulgaria

1985 – 1990Embassy High School, London

PROFESSIONAL QUALIFICATIONS

Navigating through Change World Class Negotiation Skills

Developing You, Developing OthersManaging Business Priorities

Revenue Management Dynamic Teams

IvoTzvetkov

International Hotelier

Dynamic TeamsImpact Leadership

Foundations of Leadership BIIAB Level 2

Spirit to ServeEuropean Computer Driving Licence

Basic Food Hygiene CertificateFoundation Certificate in Health & Safety in the Workplace

Stars are born STEPS (Whitbread Supervisory & Management Training)

Behavioural Interviewing

LANGUAGES

Language skills include fluent Bulgarian, English and Russian.

Currently studying Mandarin.

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