1. Curriculum Vitae - Adrian Brown
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Personal Details
Name: Adrian Owen James Brown
Address: Apt 701, The Watson
33 Warwick Street
Walkerville, SA 5081
Contact no: 0410 377 571
Email: adrianojbrown@gmail.com
Date of birth: February 7, 1960
Executive Summary
The success I have enjoyed in the variety of hotels I have opened or revived their financial and or
product and service performances are based around a collection of key practices I have learnt
and applied throughout my journey.
At the core to each success is the understanding of the needs wants and desires of the specific
market segments appropriate for the properties, and through a collaborative and creative
development process, develop products and services appropriate to those needs.
My style of management is best described as being contemporary. I find it easy to build
relationships and apply a collaborative, mutually sharing style when managing groups of people.
I believe by sharing knowledge, skills and experiences, agreed decisions enable management to
make real change.
I believe that in investing time and energy educating and developing a learning culture is critical
as it creates a positive flow on effect to the consistency in the products and services a property
provides, producing additional benefits of improved staff retention and development while
equipping staff with the appropriate skills and knowledge to handle the continual changes and
challenges that are always present within the hospitality industry.
I am also unique in that I have a building background having successfully qualified for a restricted
building license prior to joining the hospitality industry. This has enabled me to successfully open,
refurbish and or finish a property as was in the case of the Chatrium Hotel and deliver on time.
Education and Development
Regency Park Hotel School, Adelaide, South Australia
Diploma in Hospitality Management
Blue Mountains International Hotel Management School
Cornell Hotel Administration simulation program
Cornell Restaurant Administration simulation program
Hyatt International
Various middle management courses including ; Trainer the Trainer 1 & 2, Food and Beverage
Marketing module, Developing and implementing pre-opening Operation and Training
manuals, Interviewing Selection Counselling and Performance Appraisal skills, Finance
Cost control and Material Management skills training,
Marriott International

2. Various senior management courses including; Foundations of Leadership, World Class
Negotiations Skills, Creating a Marriott Leadership Culture, 7 Habits of Highly Effective
People and Navigation Through Change.
Career Summary
Placement Chatrium Hotel Riverside and Chatrium Residence Riverside
Bangkok, Thailand
Job Description General Manager
Date November 2010
Placement Centara Grand Mirage Beach Resort
Pattaya, Thailand.
Job Description Pre- opening / opening General Manager
Date October 2008 to November 2010.
Placement Eastern & Oriental Hotel, Penang, together with
Lone Pine Hotel, Batu Ferringhi, Penang, Malaysia
Job Description General Manager
Date February 2002 to January 2006
Placement J.W. Marriott Hotel, Kuala Lumpur
Kuala Lumpur, Malaysia
Job Description General Manager
Date June 1999 to January 2002.
Placement Renaissance / New World Renaissance Hotels, Kuala Lumpur
Kuala Lumpur, Malaysia
Job Description Director of Food and Beverage
Date April 1997
Placement El Caballo Resort (Renaissance International – secondment role)
Avon Valley, Western Australia, Australia
Job Description General Manager
Date June 1996
Placement Sydney Renaissance Hotel
Sydney, New South Wales, Australia
Job Description Director of Food and Beverage
Date June 1995
Placements Hyatt Regency Adelaide
Adelaide Festival Centre Catering
Hyatt Carlton Tower, London
Job Descriptions Director of Food and Beverage
Assistant Director of Food and Beverage
Outlet Manager
(including pre-opening of Hyatt Regency Adelaide)
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3. Employment History
Company Chatrium Hotels and Residences
Style 396 all suites 5 star hotel with five food and beverage outlets and meeting
facilities from 100 to 700 people.
260 upscale serviced apartments specifically designed for medium to long term
stays.
Date November 2010
Title General Manager
Scope Reporting to the owners, implement appropriate strategies
to reverse significant financial losses incurred since the hotels opening in 2008.
Create sufficient business demand to justify and open the balance of 360 rooms
and suites.
To assist in the rebranding and repositioning of the Hotel and in a broader scope,
the company and their portfolio of hotels and residences in Thailand.
To develop and implement products and services formulating them into brand
standards for the Hotel and Company.
Oversee all operational aspects of both the Chatrium Hotel and Residence
Riverside Bangkok.
Responsibilities
Responsible for the realignment and repositioning of the Chatrium Hotel
Riverside Bangkok, previously known as the Chatrium Suites Bangkok, a Dusit
partner hotel.
Responsible for building sufficient cash flow/ business levels to justify and open
360 un-opened/ non turn-key rooms and suites.
Responsible for the rebranding of the Chatrium Hotel and Residence Riverside
Bangkok while also assisting owners in the rebranding of their other
properties including the Emporium Suites, Chatrium Hotel and Residence
Sathorn and Chatrium Hotel Yangon.
To develop appropriate brand standards for all hotels and residences
owned and operated by the Chatrium group.
Review the structure of the company including its organizational chart,
reporting lines, systems of operation, key management positions and assist them
in the implementation of agreed changes.
Redevelopment and evolve the Hotels range of products and services
appropriate to its target market needs.
Review each department/ division and realign their practices and systems of
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4. operation appropriate to international hotel standards.
Realign and restructure the Sales and Marketing department at both hotel and
corporate levels and implement appropriate sales and marketing strategies to
drive sales in both rooms and food and beverage.
Develop and implement comprehensive strategic business plans, ensuring
ongoing financial success of the hotel and the residence.
Provide high quality leadership to ensure management and staff achieve
agreed outcomes, provide a high standard of services to both internal and
external customers, within budgetary constraints and negotiated timelines
while continually developing the skills, knowledge and capabilities of all
employees.
To provide a variety of reports and plans and or updates as required on current
and forecast financial status of the hotel and residence and of any variances to
agreed strategies to ensure its financial success.
To ensure the resort operates at maximum efficiency and remains profitable at all
times.
Key Achievements
Within two years, growth in business justified the finishing and
opening of all 396 rooms and suites.
Within three years, the Chatrium Hotel Riverside became a
leader amongst its competition in Bangkok in all key indicators.
The successful development and introduction of products and services according
to the hotel and residence targeted market needs and desires, which in turn has
become part of the broader company’s brand standards
Advising, assisting and executing tasks in relation to the restructuring of the
company and hotel’s organizational structure, including the implementation of a
corporate office, identifying and appointing key management while setting out
scope of work and reporting lines.
Make necessary changes to various properties accounting, materials
management and PMS systems to ensure all properties are aligned to one
reporting system.
Through conducting numerous workshops, develop appropriate operational and
service brand standards for all Chatrium properties.
Introduction of a company wide ETHOS which includes core values and
behaviours in which all employees conform to.
Restructure the hotel and residence sales and marketing departments while
introducing appropriate key account training programs to improve each sales
persons personal performances.
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5. Employment History continued
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Company Centara Hotels and Resorts, Thailand
Style 555 room 'Lost World' themed resort, the first 5 star themed resort in
Thailand. Extensive themed water park, eight concept restaurants and bars,
meeting village with capacities ranging from 50 to 1,200 people.
Date November 2008
Title General Manager
Scope Responsible for the setup and management of the pre opening office,
recruitment of all key executive management, development of policies &
procedures and management & control of a pre-opening budget. Attend site
project meetings and oversee the preparation of handover procedures from
contractors to operations. Upon completion of building works to ensure the
smooth operation of the resort with emphasis on customer satisfaction and
profitability.
Responsibilities
Responsible for the set up and operation of the pre- opening office including
recruitment of all key management and control of the pre- opening budget.
Actively participate in site project meetings, assessing quality of work, time
lines of completion of project and make recommendations where necessary to
design, building practices and or procedures.
Oversee the preparation of handover procedures from contractors and project
management team and develop appropriate strategies including critical paths to
ensure a smooth transition from project management to operations.
Develop and evolve the hotels range of products and services incorporating
the unique design/ theme concept of the resort.
Develop and implement a comprehensive strategic business plan ensuring the
financial success of the resort.
Provide high quality leadership to ensure management and staff achieve
agreed outcomes, provide a high standard of services to both internal and
external customers within budgetary constraints and negotiated timelines
and continually develop the skills, knowledge and capabilities of the staff.
To provide monthly reports and or updates as required on the current and
forecast financial status of the resort and of any variances to
agreed strategies to ensure its financial success.
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6. To ensure the resort operates at maximum efficiency and remains profitable at all
times.
Key Achievements
Recognition from owning company board of directors for the most successful
opening of any of their hotels and resorts.
Commencement of a soft opening period (end July) one month prior to its
budgeted opening in September 2009.
Exceeded owning company expectations with a very successful grand opening of
the resort, November 2009.
Within three months of operations, guest satisfaction surveys have positioned the
resort as one of the top two resorts/ hotels within the group.
Ensured pre-opening expenses did not exceed budgeted pre- opening
expenses.
Within the resorts second month of official operation, exceeded budgeted
revenue and profitability expectations by 5%.
Achieved the highest daily revenue within the company’s history.
YTD revenue above budget by 21% while GOP above budget by 57%.
YTD, a GOP margin of 59.2% has been achieved.
Resort already ranked number 2 within its competitor set for market share and
REVPAR
The successful implementation of company brand standards and policies and
procedures.
Successfully incorporate the "Lost World" concept/ theme within the products
and services provided to the guest.
Ensured the resort buildings, its operations and all recreational features of
the themed park met international occupational health and safety regulations.
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7. Employment History continued
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Company Eastern and Oriental Hotels Sdn. Bhd.
Style The Eastern and Oriental Hotel - sister property to Raffles in Singapore- being a
101 all suites luxury boutique hotel with full butler service, large café and fine
dining restaurants and large conference facilities. Located in the heart of historic
Georgetown, Penang.
The Lone Pine, a 50 room resort style boutique hotel with a café style restaurant
and large function facilities. Located along Batu Ferringi beach, Penang.
Date February 2002
Title General Manager
Scope Responsible to the board of directors, to implement appropriate strategies
to reverse significant financial losses incurred within the hospitality arm of their
business and to reposition their two hotel properties, the historic Eastern and
Oriental and resort style Lone Pine Hotel as leading luxury boutique hotels
internationally.
Responsibilities
Responsible to the board of directors for the strategic oversight of their hotels
operation and the administration of their resources.
To develop and evolve the hotels range of products and services to ensure their
repositioning as leading luxury boutique hotels, internationally.
To ensure the continued success of both hotels through the presentation and
implementation of comprehensive strategic business operation and sales and
marketing plans.
To provide high quality leadership to ensure management and staff achieve
agreed outcomes, provide a high standard of services to both internal and
external customers and within budgetary constraints and negotiated timelines
and continually develop the skills, knowledge and capabilities of the staff.
To provide monthly reports and or updates as required by the board of directors
on current and forecast financial status of the hotels and of any variances to
agreed strategies to ensure their financial success.
To ensure both hotels operate at maximum efficiency and profitability at all
times.
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8. Key Achievements
Repositioned Eastern and Oriental Hotel as a leading 5 star
luxury boutique hotel internationally.
Developed the Eastern and Oriental Hotel’s product and service standards to
meet International expectations of a hotel of this standing.
Transformed a 2.1 million ringgit debt into a positive cash flow within 6 months of
being appointed as General Manager.
Achieved a GOP profit growth of over 200 % in each year.
Against declining occupancies post September 11th
for all competitor hotels,
increased the occupancy rate of the Eastern and Oriental Hotel by an average of
17 % in each year from 2002 to 2005.
Repositioned Eastern and Oriental Hotel as the preferred choice for MICE, social
and wedding business in Penang.
Increased banquet revenue each year by an average of 30%
Increased restaurant and bar revenue each year by an average of 25%.
Increased overall hotel revenue each year by an average of 35%.
Achieved the highest average room rate and REVPAR (revenue per occupied
room) amongst all competitor hotels over the past 3 years.
Introduced specific human resource initiatives which resulted in high staff
productivity and less than 2% staff turnover since 2003.
Built strong sense of loyalty amongst hotels guests through personal interaction
with and attention to individual guests.
Introduced specific sales and marketing programs that have improved efficiency
and effectiveness in the operation of this department.
Introduced specific maintenance care programs to continually maintain hotel
public areas, buildings and suites to a high standard.
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9. Employment History continued
Company Marriott International / Y.T.L. Hotels Sdn. Bhd.
Style Luxury JW Marriott, 620 room 5 star business hotel with large café, two
speciality restaurants, cigar bar, gourmet shop and significant conference
facilities. Located in the heart of Kuala Lumpur’s golden triangle.
Date June 1999
Title Hotel Manager
Scope Representing Marriott International as the General Manager, to rebuild a
positive working relationship between the owning company and Marriott
International during a hostile change of ownership. To work with the owning
Company’s hospitality management team to ensure Marriott International
brand standards were adhered to.
Responsibilities
Responsible to Marriott International and the owning company’s board of
directors for the strategic realignment of a positive working relationship.
To assist the owning company in the redevelopment of the hotel’s product and
services to ensure a successful repositioning of the hotel as a leading hotel
for meeting, incentive, conference and exhibition business in Kuala Lumpur.
Work with the owning company and Marriott International in the development
of the hotel’s short, medium and long term goals.
To oversee all major projects and events associated with the hotel.
To provide high quality leadership to ensure management and staff achieve
agreed outcomes and provide a high standard of service.
To provide monthly reports and or updates as required by the owning company
and Marriott International, on current and forecast financial status of the hotel
and any variances to agreed strategies.
To ensure the hotel operated at maximum efficiency and profitability at all times.
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10. Key achievements
Repositioned hotel as one of the leading hotels for meeting, incentive,
conference and exhibition business in Kuala Lumpur.
Transformed a 7.2 million ringgit GOP loss into a 7.8 million ringgit profit within
the first two years of being appointed General Manager.
Realigned owner’s and Marriott International relationships during change
of property ownership in 1999.
Reintroduced Marriott International core training programs and brand standards.
Introduced specific sales and marketing programs that improved efficiency and
effectiveness in the operation of that department.
Introduced specific maintenance care programs to continually maintain hotel
public areas, building and rooms.
Introduced a specific performance review process for all hotel associates.
Built strong sense of loyalty amongst hotel guests through personal interaction
with and attention to individual guests.
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11. Employment History continued
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Company Renaissance International / Marriott International
Style City centre conference style property including two hotels, the 500 room
5 star Renaissance hotel, the 420 room 4 star New World hotel, both adjoining a
large conference centre complemented by 14 various food and beverage outlets.
Located in the heart of Kuala Lumpur’s golden triangle.
Date April 1997
Title Director of Food and Beverage
Scope Responsible to the General Manager, to assist in the restructure of the
individually managed entities under one management structure and to integrate
Marriott International management systems into a previously managed
Renaissance International complex.
Responsibilities
To merge the segregated food and beverage management teams under one
management structure.
Redevelop and evolve the hotel’s range of products and services to ensure
diversity and growth within the department.
As an executive committee member, assist in the integration of Marriott
International management systems.
Oversight of all operation and development aspects of the food and beverage
department and of all major and special events associated with the hotel.
Ensure the continued success of the food and beverage department through
the preparation and implementation of comprehensive strategic business
operation and sales and marketing plans.
Provide monthly reports and or plans and actions as required by the General
Manager, Owners or Management Company on current and forecast financial
status of the department and of any variances to agreed strategies to ensure
financial success of the department.
Provide high quality leadership to ensure management and staff achieve
agreed outcomes, provide a high standard of service to both internal and
external customers; to negotiate timelines and continually develop the
skills, knowledge and capabilities of the staff.
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12. Key Achievements
Successfully restructured both hotel’s organizational structures under one
management team without disruption to the operation, product and services to the
guests.
Integrated Marriott International’s management systems without disruption.
Redeveloped and implemented new food and beverage and service concepts for;
Tempts Café, Mezzo Bar and Lounge, Marche Restaurant and banquets.
Against declining business levels during the Asian financial crisis in 1997/8,
maintained budgeted profit margins through unique sales and marketing initiatives
and cost saving strategies.
Co ordinated the planning and implementation of leveraging and procurement
opportunities within the hotel group.
Received recognition for being the most successful Renaissance hotel to apply
and embrace Marriott International management systems, standards and
philosophies.
Developed and implemented comprehensive training and operation manuals within
each section of the food and beverage department.
Received recognition for the training and development of staff at all levels.
Referees – Upon request
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