1. 1
Applicant’s Profile
Applicant’s
Name
S.JAYAKUMAR
Date of
Birth*
26/08/1951
Marital
Status*
MARRIED
No of children
(Ages)*
ONE DAUGHTER –MARRIED
Positions
Seeking
CFO/DIRECTOR OF FINANCE/FINANCIAL
CONTROLLER
Nationality/
Residency*
INDIAN
Locations
Desired
(Cities/Counti
es)
ANYWHERE
Salary
expectations
(USD$ Net/
AUD$ Gross)
BETWEEN 60000USD TO 48000USD –NEGOTIABLE
Availability YES –AVAILABLLE IMMEDIATELY
* Information needed for International
applications
What are the reasons for
you looking at new
opportunities at present?
I HAD COMPLETED MY CONTRACT AT COCONUT BAY BEACH RESORT ,ST LUCIA, CARIBBEAN
What are some of the
challenges you faced in
your previous job?
DISABLED ACCOUNTS ,AUDIT INCOMPLETE FROM 2008, BALANCE SHEET RECONCILIATIONS NOT
MADE –TOO MUCH OF VARIANCES ,OWNERS NOT AWARE , CASH FRAUDS –BUT SET UP THE PLACE –FROM CASH LOSS
OF 8MILLION USD –THE COMPANY HAD SURPLUS CASH FLOW OF 1 MILLION USD, MADE SOPS AND PUT IT IN PLACE
,ALL BALANCE SHEET RECONCILIATIONS’ WERE MADE –RECEIVABLE .GUEST LEDGER ,STORES INVENTORY, PAYABLES,
CASH AND BANK RECON DONE , IDENTIFIED RISK FACTORS AND FRAUD PRACTICES –PUT IN STRINGENT SOPS,
COMPLETED –POINT OF SALES, FRONT OFFICE AND BACK OFFICE PACKAGES –RDP, ADACO,DATAPRO, FIXED ASSETS
REGISTER, IN PLACE COORDINATED WITH AUDITORS AND COMPLETED THE PENDING ACCOUNTS AND MADE IT
UPDATE
Discuss a few of your
career highlights to
date?
Dynamic, creative and proactive with a strength and vision for priorities and KRA‘s. Impetus on sales
and Marketing Management Operational management With balance sheet and profit and loss
responsibility, hands on experience, self motivated and energetic, coordinated the operations and
finance functions, created business plans, cost reduction emphasis, achieved Significant Team Building
success ,hotel Branding and Renovations , project plan and HRD-STRATEGIES, Change Management
strategies, Computerization and ERP conversions whilst managing the owners and shareholders
interest. Knowledgeable and resourceful manager with great experience in consistently delivering
results that contribute to the mission and overall success of the Company, by accomplishing
performance objectives focused on business revenues, guest and associate satisfaction and
effectiveness and efficiencies.
OWNERSHIP AND PASSION DRIVEN
ACHIEVEMENTS:
o Broad Hands on leader on Managing the operations of a wide spectrum of global hotel
chains and Groups as General manager
 Achieved uncommon results in the areas Of front office food and beverage –with innovative

2. 2
sales and marketing strategies , by initiating food festivals ,food carnivals and exhibitions
,food cost control menu planning ,banquet cuisine ,cock tails and mock tails new year and
Christmas Diwali functions
 To manage all activities of the property including employees, maintenance, sales, and
profit/loss controls.
 Set goals, motivate/ discipline employees; perform labor expense control, control of general
expenses and resolve guest related issues in accordance with the company goals.
 Coordinate, direct and manage the hotel operation to achieve maximum profitability, ensure
guest satisfaction, protect the financial aspects of the business and maintain the building.
 Direct and manage property operations to assure optimum performance and continual
improvement in the five Key Result Areas (guest service, employees, sales/marketing,
property appearance, and profit/financial control).
 Overview HR matters including interviewing, hiring, training, assigning work,
coaching/counseling and performance appraisals.
 Ensure that product quality standards are met in all areas of the hotel as it relates to the
appearance, levels of maintenance and cleanliness; establish and maintain preventative
maintenance programs to protect the physical assets of the hotel.
 M I S reporting system ---created operational management, Top management
reporting system .
Projects –Have worked in two projects ---at villa group –IFC project of world bank and Silver Springs
hotel at Uganda , EAST AFRICAN DEVELOPMENT BANK and set up STARBUCKS, RICHOUX ,
LEBANESE RESTAURANT Projects at Kuwait
Who do you regard as
your mentor and why?
T .NATRAAJAN THOMAS MEYERS –Both have followed my Career path
My association with Thomas was on International jobs –very effective Leader
What are some of your
short term (2 yrs) and
long term (10 yrs) career
goals?
Short Term Goals
1 My overall view and concept of managing hotel s is the hospitality facilitations you offer to guests
, the rooms with an exquisite elegance providing an environment Slated for leisure , commercial
, honeymooning , group travel accommodations for long stay and an excellent cuisine with a
multiple restaurants with coffee shop , speciality restaurants , homely room service haughty fast
food concepts of food, brunches splendorous buffet spreads , food carnivals and festivals , with a
sober bar Facilities offering a wide range and variety of wine liquor ,Banqueting events Function
Rooms -multiple ,weddings ,conferences, with buffet and fine dine arrangements out door catering
Take Away , flight catering and kitchen ,Entertainment –SPA –Karaoke Discos , bowling alleys and
a score of Revenue Avenue Management
2 COST
the guru of management is not alive but his conceptual frame work exists in all facets of
,management where Peter s Drucker has emphasized the costs AND CONTROL OF COST as the
mechanism for modern sound management practice s-Set up cost Board –FB, Laundry, power and
Fuel ,Telephone ,Man power
the budgets and Variance Analysis, the KPI and KRAs
3 To enhance the company stature in terms of growth through the Process of 4 M of management
Market ,Money, Materials and Manpower through a coordination process of operational and utilities
Management for achieving a surplus and Gainful road Map of Harmonious hospitality
• 4 The replacement analysis the business venture should have a clear policy on equipment
replacements to ensure an increased output
• The company should have a progressive development plan to increase the revenue
• The corporate marketing plan, the business plan the concurrent financial plan are all

3. 3
prospective tools
• Computerization is the modern tool where the computation of data is customized for effective
decision making
• Conservative product selling should be replaced to innovative product line selling
• We must add value to product to retain the selling capacity
• We must conserve on costs both operational and fixed cost options
• Minimize fixed cost to achieve better break even sales
• Advertising strategies should include copy and message writing innovative
• Sourcing of funds , sourcing of raw material, sourcing of human resources
• MIS –selection of computer packages for point of sales, front office and backoffice an
Long Term Goals
• With an hotelier career spanning for more than over 28 years, I have specialized in challenging, high
risk and diverse assignments in difficult environments which have demanded complete focus,
due diligence and a large dose of common sense. Whilst the majority of my assignments have
been to set up new enterprises and to assess and move forward existing concerns, my focus
has always been to provide a quality customer experience, increased profits and a happy, hard
working and accountable team of professionals delivering a consistent brand. analytical skills,
day to day management experience and immense passion for delivering quality and increased
revenues to good use.
•Thus the LONG TERM VISION is a making the hotel to perform to a Business Plan ,priorities guest
needs set Through Room and Food and Beverage service standards ,kitchen planning , and cost Boards
, Optimise Guest Satisfaction through a highly skilled management and work force Team , to Train and
adopt CHANGE MANAGEMENT STRATEGIES , to consistent quality of supply chain Movement and
Inventory operations , to set GOPs and Generate Cash flows
• to Identify new Projects , Add value , Diversify business , ensure Corporate Governance and control
Multi Unit Operations , optimize Taxation, customs Duties and tariffs , monitor VAT , ensure Growth of
the Company , with an insight for the Growth of Employees , to plan and procure Raw material and
standardize them with
Ensure corporate and group Management Vigilance on Risk and an effective containment of
Fraud Management practices ,Through SOPS and Stringent Disciplinary process
Owning company –Operating company ---To coordinate between the owners and the operator in
matters such as opening of operating Accounts, Insurances, GOPs , management fee , Incentive fee
,Implementation of Agreements and property Management, To manage the company’s cash flows ,
Monitor Performances on Budgets, Companys growth plans diversifications project planning and a
corporate role
• LEGAL –corporate laws –company regulations and act , board meeting and resolutions ,
appointment of auditors , directors remuneration ,conduct of ordinary and spl business in
AGMS , company law board issues ,Income tax and VAT –revenue and vat purchases set off
• Labor statutes governing discipline , wages payments , gratuities etc, law of contracts , sale of
goods act , liquidated damages employment contracts , eng and IT contracts Purchase vendor
contracts hotel facilitations service contracts and agreements , GSA –SALES CONTRACTS
•

4. 4
What training and
development initiatives
have you fostered or
implemented for your
personal and team’s
growth?
FOCUS Human resources-Recruitment and Selection of staff, Planning and Development ,
is really an art of skill which you can impart training and identifying needs in making the hotel
operations a successful one ,further you should motivate the staff for better results as the staff form
the primary option for guest services , thus traing staff both management and online is the basic
agenda of complete service oriented organisations , worked as the Human Resources Manager at the taj
group of hotels.
• Human resources management—Hotel human resources are treasure to the company and
service being the main factors employees are the main contributors to the marketing concept
,Service facilitation ,Professionalization of employees for growth -vertically
• ,--- Motivation retention of employees—performance appraisal on SWOT BASIS , recruitment
and manpower development , ABILITY to PAY-NIKKEREAN TO PAY, MANPOWER UTILISATIONS
,leadership Grid Analysis –X and Y Theories
• Manning Guide ,-Executive Team/HOD-Team –Operational and UtilityEmployees Payroll
,computerized payroll system Set goals, motivate/ discipline employees; perform labor
expense control, control of general expenses and resolve guest related issues in accordance
with the company goals ,staff welfare , staff facilitations
• Overview HR matters including interviewing, hiring, training, assigning work,
coaching/counseling and performance appraisals Commercial laws , Labor laws Licensing
,Effective security System
MODELS Of TRAINING
EXECUTIVE DEVELOPMENT PROGRAMMES EXTERNAL OR INTERNAL –For Managerial Staff-
Dept Heads and HODs
TEAM LEADERS –SUPERVISORS
ON THE JOB TRAINING –MANAGEMENT TRAINING PROGRAMME
LINGUAL TRAINING, FIRST AID , FIREFIGHTING AND
HURRICANE
The Above Training Can be Done By Appointing a TRAINING MANAGER-who would primarily Focus
on improving the Service Standard in the Food and Beverage , Front office and Housekeeping and
Generally in all Aspects of Guest Interactions
Department Heads –HODs in conjunction apart from operational training should ensure Training on
FINANCIAL, HR, SUPPLY CHAIN , PREVENTIVE ENGINEERING ,SALES AND MARKETING SKILLS .
TRAINING OF LANGUAGE SKILLS –ENGLISH, FRENCH ,ITALIAN ,GERMAN
TRAINING IN TELEPHONE ETICACIES TO GUEST,
All Necessary efforts should be enabled to ensure Guest Service standards are met ,SOPs are
Implemented and all staff are trained to Adapt to Standard procedures set, Computerisation –ERP
programmes is an important Issue of Training to generate MIS reports and identify and Risk or Fraud
elements .Its Important Trainers are Trained
How do you manage
your time and prioritise
your day’s work?
A DOF, CFO,FC is burdened with a long list of Hotel Priorities ,One has to make an ACTION PLAN FOR
THE MONTH , NEXT THREE MONTHS AND SIX MONTHS THEREAFTER –The priorities would be
Computerisation , set up the Operating System and The Financial system, To do weekly Departmental
meetings , To analyse Revenue and cost Considerations, manpower Utilisations
To Read the Daily MIS –reports , for eg Daily Revenue Report, Food and Beverage and Other cost Board
Statement-Power , Telephone ,Diesel , To Analyse cash Flow statement ,Manpower Utilisations ,To
Study variances from USAH-And making notings in the daily Briefing , HODs Meeting and Department
Head Meetings ,To study the Supply chain flow of Material, Analyse the Receivables and Payables
schedules, Liaise with Banks On overdraft, to monitor Budget variances, cash flow, analysis of Fixed
assets, Depreciation ,equipment Replacements, CAPEX decisions ,corporate Governance

5. 5
What pre-
opening/
opening and
refurbishment
experience have
had in the past?
I worked for a hotel project financed by the IFC –World Bank institution for privatised loans
the Sun island project was set up at Maldives , the Nalgarudu Island At Ari atoll was rehabilitated it was the largest Island
after Male , the investment criteria set up for funding this project was for environment protection and Backward Area,
this project was completed within a period of three years in record time , this was on of my good achievements
there was slight override the budget , but 800 rooms , restaurant facilitations , guest entertainments were completed
as per budget stipulations most of the variances was due to inflation out of the 800 rooms 500for guest 74 water bungalows
and the rest for staff facilitations the entire island was managed with generator power and desalination water there
were a lot of fun games and water sports, the project was indemnified by the government of Maldives
A DETAILED WORK SCHEDULE OF PREOPENING TENETS DEPARTMENT WISE
• Insurance, Purchasing & Receiving Payroll, Sop's, Accounting Manual
• Establish hotel credit policy and procedures , Banking , Obtain licenses and permits , Third Party Agreements Leases
• Retail,RFP –Request for Proposal
• F&B Financial Reporting, Planning , Operating Budget, Pre-opening Budget Develop forecasting program IT
• Manual Back Up - SOP‘ s Systems PMS Hotel Pre-Opening Template RFP Develop Business Process Determine
• Workstations: RFP Key lock System Back-Office System, Entertainment System, Television, Music, Timekeeping System
• , Telephone System ,connectivity ,Catering Sales Management System , Business Cards, Payroll Checks AP checks ,
• Purchase Requisitions/Orders , Human resources,DevelopIncentive,Recruitment Management ,Hire Senior Management
• Team , General Manager, Director of Operations Director of Rooms Director of F&B Spa Director
• Hotel Controller Chief Engineer Revenue Manager Director of Human Resources, Director of Sales & Marketing
• Hire Department Heads, Hire Junior Managers, SOP's Discipline/House Rules Vacation Evaluation and
• Merit IncreasesAttendance , Leave of Absence , Report in Pay/On-Call , Dress Code
• Uniform/Badge/Material/Equipment Issue Flowers MOD
• Pay PolicyEmployee Requisition Goal Setting/Performance Standards
• Conducting Effective Meetings Hotel Policy & Procedures Operational skills training Life safety
• , fire and evacuation training , New Hire Orientation, Departmental Orientation
• Telephone Etiquette/Standards Sanitation Certification Responsible Alcohol Service
• MOD Program Develop MOD Manual/SOP's Develop Procedures to Respond to Internal Applications
• Develop Recruitment/Advertising Plan Develop Setup Fitness Center
• Select and procure exercise equipment SOP'sSelect and procure
• Operating Supplies & Equipment Treatments Develop Treatment Programs Develop SOP's
• Select and procure Operating Supplies & Equipment
• 'Develop Spa SOP' Develop Rooms Division SOP's Printed Materials Privacy Please Signs
• Privacy Courtesy Note UmbrellasTelephone Pads Dialing Instructions Driving Directions
• VIP Note Cards/envelopes Fax Delivery Envelopes Guestroom Note Pad Valet Laundry Bag Valet
• Laundry Price SheetShoe Shine Bag Shoe Shine Instructions Activity Calendar Newsletter Guest Services
• Develop VIP program Transportation Vehicle Acquisition Finalize schedules & routes
• Review samples/pricing Order final selection Receive final selection Apply logo Develop
• preventive maintenance program,Vehicles in service
• Roadwork Determine route Evaluate road condition Make adjustment Housekeeping
• S&P Shakers Sugar Menus Breakfast Lunch Dinner Wine/Beverage
• lounge Afternoon Tea Menu Room Service Menu Door Knob Breakfast Menu Mini Bar Menu
• F&B Inventories Develop Kitchen par stock Develop master beverage/bar stock and wine list
• Procure opening F&B inventories Bar Entertainment Banquet MenusRooms Linen China, Glass & Silver
• Glassware-F&B Linen Kitchen Smallwares Banquet Equipment Guest Ice MachinesF&B Consumables
• Guest Bath Amenities Guestroom Amenities Guestroom Hair Dryers Guestroom Cosmetic Mirrors
• Maintenance inventory Maintenance Tools Maintenance Equipment
• Housekeeping Equipment Housekeeping Guest consumables Housekeeping Cleaning Supplies Spa Equipment
• Spa Guest Consumables Spa Cleaning Supplies Rooms Print & Stationary (Registration, key packet, etc.)
• Guest Services Directory Key Packet Develop registration/check-out system and collateral Administration/
• Sales Print & Stationary (paper system) Uniforms
• Front Office Supplies Front Office Equipment Administration Shelving Office Furniture-
• Back Of House Office Equipment Copy MachinesPostage Machine Fax Machines Computers/
• Printers Pool Equipment Guestroom Safes Security Two-way radios Monitoring System ,
• Keys Stanchions ,Sales & Marketing Marketing Plan Revenue Management,Reservations,sales and marketingName
• Leisure individual Spreading The Word Image/Brand Advertising Develop advertising/media plan by

6. 6
• market segement Create advertising 0 Media buys Establish Tracking Mechanism for advertising campaign
• Launch advertising campaign Establish listings in directories (HTI, OHG, OAG, Official meeting facilities guide)
• Develop in-room TV Promotion Video Establish local yellow pages line listing Affiliations Coordinate Inspections
• Establish Lodging Association Membership
• Establish Restaurant Association Membership Establish Chamber Membership 3 Sales Collateral Develop
• facilities guide/presentation folder Develop Pre-Opening Brochure Develop Permanent Brochure
• Develop Spa Brochure Develop ancillary sales collateral/stationery 45 days Thu 1/1/04 Wed 3/3/04 NA
• Develop Press Kit Develop Property Maps Develop Key Card Design Develop
• Tariff Cards Photography/Video Coordinate photo shoot for permanent brochure
• Video Shoot Public Relations Hire PR Firm Develop Media Kit Develop hotel fact sheet Develop Bio's Photography
• Solicit Editorials Develop Media Visit Schedule Develop community/regional partnerships (Arts, Film, etc.)
• Establish listing/contact with local organizations Soft-opening PR Activities Gifts
• CorporatePartys Grand Opening Hotel Opening Date list of target groups On-line Reservations
• Website Packages Leisure
• Launch package advertising Tour Group , Wedding
• Repairs & Maintenance
• Printed Materials Cleaning Chemicals Domestic Water Determine water treatment for central
• plant Preventive Maintenance Programs Develop rooms preventive maintenance Develop
• public areas preventive maintenance program Develop equipment preventive maintenance program
• Develop chiller, KWH, gas and watertemp./pressure logs and meter logs Safety
• Ensure fire extinguishers are in place Develop Safety Committee
• Model Rooms Coordinate move of model rooms Repair Response System Develop work order system Training
• Guest Key Card System Television/Movies training Mechanical/HVAC training Guestroom PM program training
• Public space PM programSignage Pre-opening offices Develop MOD manual Develop risk management manual
• /evacuation plan Obtain fire department approval of fire/evacuation plan MSD Sheets Compile MSD Sheets for
• all Chemicals 30 days Construction/Building Preparation Kitchen NA
• Submit punch list to Chef, Dir. F&B for comments Equipment commissioning complete Restaurant Lounge etc Spa,
• Building Exterior, Landscaping Back-Of-The-House Uniform Room Administrative/Front Office F,F&E Installation
• Guestrooms Spa Public Areas Back-of-the-house
• Administrative OfficesKitchen/Engineering/Housekeeping Testing/Documentation, Environmental/Recycling,
• Contract Maintenance and Service Agreements Rodent and Pest Control Indoor Plants Indoor Floral, Landscape
• Snow Removal
• Mechanical Life Safety Secure Background Music
•
•
What creative
solution have
you come up
with to tackle a
difficult
challenge?
• Team Management –To Develop a Positive Team
Of progressive group of Departmental heads , HODs, Team leaders –To Understand Guest Priorities,Making
Of Business Plan , as also Safe Guard the Companys Asset Risk and Fraud Management and Financials concepts
like GOPs, Cash Flows , Manpower Utilisation ,supply Chain ,And Engineering Maintenance
• A marketing plan, with a distinctive advertisement strategy, message driven to various segments of the market
• to exploit the market situations, confirms to marketing budget expenses would have to realize the room
• nights business with appropriate recoveries –Average Room Rates, and Revenue penetration so also with
• the food and beverage income and other income, with the recoveries and the yield per night on total income
• A Business Plan visioned with a budget a variance analysis USAH , with a continuous monitoring of
• Revenue and costs should help in achieving a stipulated GOP off course more than 35%
• should get a derivative cash flow meeting the PAY BACK norm , is a project viability
• Analyses of management performances - EPS –REVENUE AND COST ,BREAK EVENS -GOPS- EBITDA-
• REV PAR- REAL ESTATE MARKET VALUE ,VALUE ADDITIONS AND REVENUE MANAGEMENT
•
• OPERATING MARGINS , RATIO ANALYSIS , CAPITILASATION RATES,BALANCE SHEET ,PL -SURPLUS –SHARE VALUE
• APPRECIATIONS –LIQUIDITY --CASH FLOW KPI –Key performance Indicators , KRA-s Key result areas, average rates,
• REV PAR-Occupancy ratio , food and beverage cost , utility cost reports –telephone , laundry ,
• Daily revenue to purchases reports ,etc unit cost per room , variable cost per room , contribution per room
• Guest analysis –room recovery per guest , FB cost per guest , Business plan , budget and forecast s,
• HR motivations, training and development , Retained earnings –uniform system of accounting –profit center Basis
•
• Daily briefings and MIS, target revenues and cost analysis , guest complaints –redresses of complaints ,
• duty management reports , night managers reports , night audit reports
•
• AUDIT –External audit , Internal audit and manpower audit , maximizes values , crushes costs and
• justifies opportunity cost
•

7. 7
• PREOPENING S –project planning and preopening are important aspect of management
•
• BALANCE SHEET Ratios ---Accounts Receiveable /payable ageing analysis—ANALYSIS OF CURRENT RATIO,
• QUICK RATIO, Liquidity m Debt equity, other Ratios
•
• Entrepreneur resourcing planning, Project Identifications and planning –Implementations
• and hands on experience in Micros Fidelio, prologic, --integrations –-Dot pos , protel ---sun system (back office ),
• AGPAC , Microsoft projects, BOSS, PMS , IDS, QUICK BOOKS , TALLY Infront, Inact, Data Pro,Adaco,RDP
• .Fixed Assets Register
•
•
• In Order to achieve s a sustained level of material flow rational policy and procedures material
• are set up for an effective mechanism of supply chain operations, which would govern a large scale
• warehousing facility , Thus to enable the objectives of the company , for a sustained level of material inflow
• at optimum pricing out flow of material from stores on FIFO Method and ABC analysis of inventory with
• EOQs PAR STOCK,SAFETY STOCK,LEAD TIME ,NONMOVING , supplemented with material procedures such as Material
• indenting system from stores and department , purchase order system material receivable –Goods Received Notes
• –material issue notes from stores to user department, inventory valuations , consumption analysis Material computerized
• package ,are all Bench Mark factors which influence positive for an effective supply chain management simulated
• to optimise inventory levels and costs and liquidity
• In Order to achieve s a sustained level of material flow rational policy and procedures material are set up for
• an effective mechanism of supply chain operations, which would govern a large scale warehousing facility ,
• Thus to enable the objectives of the company , for a sustained level of material inflow at optimum pricing out flow
• of material from stores on FIFO Method and ABC analysis of inventory with EOQs PAR STOCK,SAFETY STOCK,LEAD TIME ,N
material procedures such as Material indenting system from stores and department , purchase order
• system material receivable –Goods Received Notes –material issue notes from stores to user department,
• inventory valuations , consumption analysis Material computerized package ,are all Bench Mark
• factors which influence positive for an effective supply chain management simulated to optimise inventory
• levels and costs and liquidity
COMMERCIAL -
Service standards, I would always reassure my self, in the decisions of the total product value of the hotel, whether it has the potential to scheme the pr
effective increase in prices , an effective increase
Means an impact on the the value of The Gross operating margins
•
• CONCLUSIONS - Creation and protection of the company Assets , the owners and share holders EPS –Earning s
• per share ,property values , Investment Portfolio In Real Estates , expansion Room nights and MICE –Entertainment
• /Health cub /RETAIL and SHOPPING MALLS /Travel agency /GSA and Other Allied Investments/ERP-Packages
• for project identification
• The key factor in modern management is the asset management , where after, investment decisions
• are made by the owners , normally on the ROI or Pay back basis, the next phase would be is to how safe
• the Assets are guarded , and continuous assessment of the assets performances , its imperative that
• the top management is circumvent to periodical asset revaluation and Management analysis
Business plan –KRA s And KPI
The hotel Ambience setting up the hotel ambience and façade gives the product value impetus setting up the business plan
always gave me the satisfaction that it is the goal setter for achieving the business targets without affecting
the business policy of the hotel every sales and marketing plan is drawn and phased out , while negotiating sales contracts,
its quite sensitive on the mode of payments terms should clearly spell out the deposits ,advances interest on
delayed payments cancellations etc are aspect one should look into , if there is a centralized marketing and reservations system
, this would advance sales strategies more emphatically and effectively segments like Travel agents ,Corporate , leisure , airlines
walkins ,others are market leaders tour operators , corporates and group contributions
SAVINGS

8. 8
As much as we concentrate to increase sales as a manifest of our budgeted analysis its equally imperative to cut down cost
and effect savings, the profit center outlets with an uniform system of accounting the international
standard system of accounting, would provide a realistic view of the targets set and achieved and expenses set and
expenses realized and saved , ie the budget with realistic figures are compared and the variances analyzed ,
Value Engineering and Value Analysis –To Buy or to Make are Important facets of SAVINGS
•
How do you
motivate you
team and fellow
workers?
Staff issues have surmounted on the companies I have worked, there was absolutely chaos in the HR functioning ,no grading
, there were no job descriptions , salary levels were haphazard and demotivating in all aspects of the personnel function;
there was complete malaise
, trainingdevelopment,welfare industrial relations, salary wages administration, performancappraisals,counselling,
and communication induction. Business process
reengineering,change Management, benchmarking, training and development to maintain
the personnel profile in line of the Marketing concept. Ensuring welfare policy and discipline of
staff are maintained to maximize guest services. labor statutes and industrial relations law
relating to Employee- Employee, Motivation were totally void in the line function some of the supervisory staff
were getting less than waiters , receptionists etc ,service charges were not correlated to any guideline at all in payments
Even in leave regulations indemnities there was inconsistency, and there was no disciplinary action
provisions and many violations by law
The whole HR function was restructured , grades and pay scales were implemented
Indemnities and leave regulations were formulated , there was total revamping on disciplinary matters
service regulations were formulated for the employees anomalies in the salary structured were removed ,
thus the HR function which was a demotivator had become a motivator, after salary Restructure , leave regulations
, Indemnities ,and after the introduction of performance appraisals on the basis of SWOT .job descriptions , counseling of staff
, staff welfare schemes , payment of service charges , development
of clear hierarchy structures, establishing communications, and reporting relationships , implementation of statutory legislations
the HR function looked very healthy and is now playing a bench marked role the attendance and payroll were computerized ,
the finger print impressions is showing a fool proof method of attendance marking , and the payroll was for more detailed
reporting
To be a good leader you should be good in the job technically as also you should have a strong deterministic job input to make
decisions and offer practical solutions to problems,in leadership styles , the mcgregors theory x and theory y, x theory is to push
the employees to work by tough methods of management,by pulling up the staff , memo management and punishments ,
theory y is making employees realise responsibilities and thier role in the organisation , this is done by training,counselling ,

9. 9
a good leader is one who sets up an example , in the place of work ,when i set myself to work i set up targets, standards
and goals ,and i expect the staff to work
accordingly , performance appraisals are good system of evaluations , so also setting up hygiene conditions of work environment
, food and long standing benefits to staff, so that ultimately the quality of the selling out put does not fall at any cost
The Managerial Grid Is the compromise between, the Management and employees, we need to strike balances and Checks in
vacillating between the management priorities and the Employees fulfillments
Maslow’s Hierarchy of Needs is a Trend setter in setting up motivational wages –like Bonus ,Service charges ,Performance
Based Incentives , and Annualised Increments
What do you
dislike about
your current
role?
I am a positive oriented person with a mindset for positive happenings , I dislike a negative role and Negative attitudes from
Top management Team in policies , Moving forward positively is the call to modern Management and is also the
Panacia to Growing hotels
Have you had
Strata/ Body
Corporate /
Time share/
Fractional
ownership
experience and
in which
properties?
I have worked under Multiple Directors of incorporated companies, and Multiple Partners ,Lease Hold, Holding Subsidiary where
entities are a collective ownership, Have worked in corporates and units , interacted with Chairman, Managing Directors ,
Director
s in the company secretarial role at Coconut Bay Beach Resort ,st Lucia , Royal Beach hotel Zanzibar, Interacted with corporates
Windsor Plaza –Vietnam ,Swiss In Plaza ,Intercontinental Kabul ,Le meridian
Chennai . Villa group –all Incorporated companies with Board of Directors ,From Chairman, Managing Director,To Directors
Joint stock companies . In Vietnam Peoples Representatives were in the Board Of Management ,Most Of the company I have
Worked are Incorporations , where Banks are more Flexible In Making fund arrangements , as they have a limited Liabilty
What got you
into this
profession in
the first place?
It was the First Job I got after My Post Graduation , I joined the Taj Group Of Hotels ,The glamour and professionalism in
the hotel industry had provoked a lot of interest into this Industry .
What has kept
you in this
profession to
date?
The hotel Industry is a perennial Industry and 24 hours a day vibrant process Industry with and subsequent know how of
the Nuances and practical experiences with a global outlook, has made me continue in this Industry , now worked in many
Global Assignments and still Persuading a career Move , A management specialist in Hotels , Have Multi Unit Experience
and have extensively contributed to all facets of Management with core areas in Hotel Financials , Projects, Human Resources
and Off course operations ,engineering and Utilities
With an hotelier career spanning for more than over 30 years, I have specialized in challenging, high risk and diverse
assignments in difficult environments which have demanded complete focus, due diligence and a large dose of common sense.
Whilst the majority of my assignments have been to set up new enterprises and to assess and
move forward existing concerns, my focus has always been to provide a quality customer experience,
increased profits and a happy, hard working and accountable team of professionals delivering a consistent brand.
analytical skills, day to day management experience and immense passion for delivering quality and increased revenues
to good use.
PASSION OWNERSHIP and COMMITMENT

10. 10
Could you list
four referees
whom we can
contact for a
reference once
we have
organised the
first interview
with our client.
(We will call you
prior to
contacting
them).
Referee’s Name Position/Property
Mr THOMAS MEYERS General manager at RELIANCE Facilities 6 Hotel Management Ltd. Bulgaria | Hospitality
md@reliance-bg.com ,meyertmtc@hotmail.com, Mobile: +359 877 922614
and +359 888 668200
Mr T .NATRAAJAN CEO, Grt Group of Hotels . Telephone numbers: 044-28593119, 28517780
nataraajan@grthotels.com,
Mr Len D'Costa EX VP Corp HR , Taj Group of Hotels
managed jayakumar indirectly at Taj Group of Hotels,
len@vsnl.com, saltlabs.mumbai@gmail.com (GTalk)
Rahul Bhan Director - Riskpro India
(Comprehensive Risk Management Solutions (P) Limited)
C 561 Defence colony
New Delhi 110024
India
Mobile +91 9968005042, Email rahul.bhan@riskpro.in
Finally how can we promote
your attributes and
strengths in the best
possible light to our clients?
Creative with food, food cost control, trainings, follow up with daily issues with concern deptt. , organising and planning,
successful strategy for any event.
Creative with food
Have Interacted extensively on Food cost Board and worked with executive Chef On the Following Food Menus ,stores
Inventories and Chefs laden
Advise a Multi cuisine for the Days Of The week , The chef could plan a multiple set of Buffet Menus , each Menus
should meet the Guest palate ,,the chef would advise, the sous chef and the chef De Partie to plan Out Menus,
with Priority guest palate and cost perspective ,advised both on Buffets and A la carte Menus
Continental food –Steak ,sizzlers ,Spagetti,Food cooked from Ricota cheese,Cheddar, Mozzerlla ,cottage cheese ,Mushrooms
Indian food –Curry, Tandoori and Grills ,Chettinad , Biriyanis, Kebabs,BBQ etc
Italian Food –Pastas and Pizza, Italian Recipes
African Food –Matoki , native African Dishes and Recipes
Far East –Maldivian Gardia, Cuts ,native Food,
Chinese ,Malaysian, Vietnamese-Seafood including Lobster, Tiger Prawns,Clams,
Soups ,Fried Rice , Noodles, Dim sum ,Tofu,Sushi Food ,szechuan food, canton,Chilli
Sauce ,Pho Soup, And Native food -Recipes
Arabic ,Lebanese Salads , Aash Soup , Dumba ,Chicken ,lamb ,beef Recipes ,Foul Medammes , Falafil, kebabs

11. 11
and a host of lovely Lebananese, Afghani and Iranian cuisine
Bakery-Bread white and Wheat , Rolls, Pastries and Cakes-Black Forest , Burgers ,Patties , Sandwiches .wraps,Pies ,
Desserts –wide Range of Desserts
Food Cost Control and Beverage cost–Gross Food –less Credits = Transfers- Complimentaries –Food tasting –Wastage,
Other adjustments, Opening and Closing Inventory –Net Food Cost , can be a % on Net Food Cost .
To food Revenue , Per Guest food cost,
Similarly Beverage Cost Cab also worked under the same methodology
There are many food and Beverage cost packages are Available
Like The EAM Check -,Adaco,Sun System ,Or Cost Board can be customised
The strength of the Cost Board is the Physical Verifications made By cost Controller and Daily discussed with Financial controller and
the executive Before Releasing the Cost, Inventory Counts in stores and the circulating Stock are very Important in Determining the
food and Beverage costs, Due Authorisations fort interkitchen transfer, complimentaries must be secured from the concerned Department
Head and The General Manager Or His Authorised Delegated Manager , as per The SOP Made for the Cost Board
Training
Training programme should aim at Manpower Development and organizational growth,the role of training is significant in
the change management ,the main postulates of training is to identify needs to augment resources and strengths and inputs,
improvise strengths ,and mitigate weakness, thus the HR concept should be poised at planned formal and informal education
at the macro level and development of managerial supervisory & technical skills at the micro –organisational level-identifying
training needs should be practical and culminate from Pragmatic solutions, it is the outcome of indepth analysis ,malaises
should be analysed, manpower utilizations are justified, job descriptions And profiles are written down,train the trainers
,employees interpersonnel skills are evaluated, retention of trained professionals-performance evaluations and assessing
employees contribution potential,strengthening skills,traininginputsinmanagementconceptsuchasplanning,organizing,
communication,coordination,direction
Control ,decision making process-within cost orientation and profit center maxims,work motivation,communication,
leadership skills,personality development ,team work,discipline are supervisory development- training programmes
MODELS Of TRAINING
EXECUTIVE DEVELOPMENT PROGRAMMES EXTERNAL oR INTERNAL –For Managerial Staff-Dept Heads and HODs
TEAM LEADERS –SUPERVISORS
ON THE JOB TRAINING –MANAGEMENT TRAINING PROGRAMME
LINGUAL TRAINING, FIRST AID , FIREFIGHTING AND
HURRICANE
The Above Training Can be Done By Appointing a TRAINING MANAGER-who would primarily Focus on improving the
Service Standard in the Food and Beverage , Front office and Housekeeping and Generally in all Aspects of Guest Interactions
Department Heads –HODs in conjunction apart from operational training should ensure Training on FINANCIAL, HR,
SUPPLY CHAIN , PREVENTIVE ENGINEERING ,SALES AND MARKETING SKILLS .
TRAINING OF LANGUAGE SKILLS –ENGLISH, FRENCH ,ITALIAN ,GERMAN
TRAINING IN TELEPHONE ETICACIES TO GUEST,
All Necessary efforts should be enabled to ensure Guest Service standards are met ,SOPs are Implemented and
all staff are trained to Adapt to Standard procedures set, Computerisation –ERP programmes is an important
Issue of Training to generate MIS reports and identify and Risk or Fraud elements .Its Important Trainers are Trained ,
MANUAL and SOPs are Made and Implemented
Follow Up with Daily Issues with Concerned Department
The Interaction with Department Heads is a day to day affair of the Finance Department ,
REVENUE – Finance Department In daily Briefing would Take Up Issues With The Front Office On the Daily ADR, Occupancy %,
Discounts , Complimentaries , VAT and Other Related Taxes , Reservation Anamolies if any , like Cancellation , Voids ,
Retentions , Rate differences ,changed Rooms ,High Balances Reports , Credit Card Approval Anomalies If any ,
Foreign Exchange anomalies in conversions , Room Rates Differential charged as Against Sales contracts ,Budget Variances ,
Daily Operating Statement the Finance Dept would do Fixed Assets Verifications, Breakages , Guest Ledger balances
and Reconciliations , whether the City Ledger Allocation Debits and Credits are in Order , Night Audit is done emphatically,
Income audit is complete and Audit Discrepancies are High Lighted, Mode Of Payments are in Order , Collection Control a/c

12. 12
and Drop Safe procedures are Adhered to as per SOP Or Manuals
Shortage Or Excess Cash Is Reported , Issues of Bounced Cheques and Currencies Returned From bankers , Soiled Notes
are sorted Out, Daily House keeping Reports on Guest Amenities , Front Office House Keeping House Counts are Reconciled ,
FFE –Counts are Taken ,Linen –Room and Restaurant Linen etc, Capital Inventory and Departmental Inventory are taken Monthly
Food and Beverage ,Cost Board analysis –cost % ,Cost per Guest , Staff Cafetaria cost ,FFE –Counts
Capital Inventory, spillage , spoilage and Breakages-Specially Crockery , cutlery , Glass ware are taken up ,Daily Cover statement,
Process - stores Inventory , stock Out and Non Availability Of Material ,slow Moving , Pending Purchases , Purchase Order
Anomalies, Kitchen Requisitions and market List are Regulated , Prices of Material are based On Purchase Committee Policies
Where quantity and prices are Verified, Moreover cost Board Decisions is authenticated by Physical to book stock Values ,
In General , GOPs are ascertained by Balance sheet Reconciliations , such stock values of sub ledger
are tied with General ledger, similary Receivable .payable and cash are Reconciled
Laundry –are Ascertained with Revenue for Guest Laundry and Cost Credit To Internal Department ,
Cost Includes Project cost , operational and Fixed costs---While Revenue is Flexible and Volatile to Market Conditions ,
costs can be a deterministic aspect of Departmental planning and Guidance of the Financial Controller
In the Uniform system of accounting we define the departmentals Profit center with Revenue Heads and correspondingly
cost are defined as cost of sales ,
Other expenses , and payroll costs , However Fixed Expenses ,such as sales and Marketing ,Eng ,Finance and Admn and so on
,have no Revenue and Therefore are Cost Centers .Thus to determine we have the cost Boards- FB, ELECTRICTY, POWER, FUEL
, TELEPHONE ,LAUNDRY , Normally cost Overides are Highlighted and Taken up with the HODs, and at the Departmental Meetings , a
,thus Cost Determineds are Feed Forward Control , Rather Than feed back control, so that the monthly GOP s
are Monitored during the period of the Month , and Not at the end of the Month
Project pay back are ascertained for Capex Decision ,Of Branding , Renovation , Machinery Replacements .
Inventory physical verifications , store keeping are Major Cost Determination Factors
Utlities Departments Revenue and cost for Telephone , Business center, SPA, Boutique , are ascertained and
departmental profits or Recoveries are made by working out Break Even costing ,
BREAK EVEN ANALYSIS –is the tool the Volume of Sales , contribution
PROJECT COST –Is the Proposal made for ascertaining OUTLAY TO NET CASH FLOW
Organising and Planning
• Vision and Mission should Be Identified and well Defined To be a Respectable Leader in Global Hospitality
• by providing World Class Hospitality, Facilitations and Ever Green ,Prolific Charismatic experience to our Guests.
• To show an occupancy of 90%
• Be a Hospitality leader by providing Value and Efficient experience to our guest and Create the
• credibility of the Hotel Services The best in its region
• A marketing plan, with a distinctive advertisement strategy, message driven to various segments
• of the market to exploit the market situations, confirms to marketing budget expenses would have
• to realize the room nights business with appropriate recoveries –Average Room Rates, and Revenue penetration
• so also with the food and beverage income and other income, with the recoveries and the yield per night on total income
• A Business Plan Visioned with a budget a variance analysis USAH , with a continuous monitoring
• of Revenue and costs should help in achieving a stipulated GOP off course more than 35% should get a
• derivative cash flow meeting the PAY BACK norm , is a project viability,
• Market Positioning and Analysis Of Segments ,star Rating ,KPIs and KRAs, Manning Guide
• ,Material Planning and Procurements, Government Policies On Tourism and Taxation Structure,features
• to Stifle Competition, Project Planning and Growth Activities
Direction Control and Coordination –
To Adopt and Adapt Company Policies ,SOPS and Manuals ,Market Leadership ,supply chain flow of MATERIAL
Trip Advisor and Market Matrix, Security management and system Management, Hotel Computer packages ,
board meetings and Resolutions , Legal Systems ,Corporate Governance

13. 13
Control
Asset Management and Financial ,Audit and Risk Management, Financial and operational performance
monitoring and control—these aspects are correlated to , in modern concepts ,
the assets management, are just not merely figures input to the balance sheet to assess profitability
indexes and funds flow , but to effectively project the derivative cash flows , how the funds flows
are deterministic in the growth of the company ,creation of sinking funds for replacement of machinery
The company performances financially , the Asset distributions –fixed assets and inventory management
–current assets , operational control is correlative to business plan ,budget and variances , CAPEX capital budgeting
decisions –like replacement analysis , funding –loans and bank consortium , ratio analysis, break even costing analysis—
contribution , food and beverage cost controls , utilities cost control –like laundry telephones ,transportation ,
housekeeping amenities , engineering costs –like power and fuel , repairs to maintenance , depreciation
Safe guarding of Fixed assets –like land , building ,plant and machinery , equipment ,laundry equipment ,
entertainment equipments , furniture and fittings –SOEs ,crockery , cutlery , kitchen equipment, room and restaurant linen
–analysis of breakages , wastages , discard and disposal of assets , stock inventories –WAC—FIFO –NON MOVING
–MIIMUMAN-SAFETY STOCKS Non Moving EOQ—IMPORTS etc like FB ,HK, ENG, PRINTING AND STATIONERY
etc valuations on WAC , Profit and loss on uniform system of accounting ,PL on costing –
break even analysis and balance sheet
,shares marketing, evaluation of shares, cost of capital and cost of Interest KEO AND KEI ,
risk management analysis All these above factors contribute to effective Asset management
Coordination Of all Departments , Through Meetings , Communication Flow
Successful Strategy For Any EVENT
Events are an additional source of Revenue in the hotel Revenue Management Analysis apart from Room
,FB and other operating Revenue
Banquets Revenue in the Form of MICE –MEETINGS, INCENTIVE, CONVENTION AND EXHIBITION
are a major Source of Revenue , apart from Marriages , Festivals like okt Fest, Diwali ,Xmas ,New Year , Food Festivals
,which contribute to the Total Hotel Extensively , Sales and marketing while emphasising, In Room Segments ,
should also plan and Budget for MICE segments
Normally MICE Revenue have high departmental Profits as due to standard Menu ,and large Volume of sales
The cost is well under control , mainly due to bulk Cooking
EVENTS COSTING AND PROFIT PLAN

14. 14
When ever an Event is booked By Reservations , The FB department makes the Hall and Beverage Arrangements and
the Executive chef makes the food menu
After the EVENT is confirmed , the menu is costed with operational and fixed cost for the Event , The profit Plan is to Ensure
that the rate Recoveries are sizable and carrying out the EVENT is a profitable Venture , Beverages Inventory are Issued
From stores well In advance , so that the Beverages loss is to the Minimum
Events are organised by guest , sometimes hotel management and Guest , Coupons , Ticket sales are effected ,Security
should be tightened To Control Guest who are Drunken and Misbehaved , Guest Counts Should be Carried out By the FB Dept
with the Guest Representatives , Complaints Should attended to .