1. NOV 2009 – Dec. 2014 The Westin Dubai Mina Seyahi Beach Resort and Marina and Le Méridien Mina Seyahi
Complex Director of Dubai, UNITED ARAB EMIRATES
Performance Excellence
• Le Méridien – 220 Rooms; Occupancy – 89%;
• The Westin – 294 Rooms; Occupancy – 84%;
• Total Associates – 1200; Total Leaders – 140;
• Lead Guest Experience and Starwood Brand Excellence initiatives for Le Méridien and The Westin Mina Seyahi through
Guest and Associate Focussed Operational initiatives
• Talent retention strategies and all processes/tools and measurements necessary to drive associate engagement, strength
and talent assessment, succession planning, competency enhancement and overall performance excellence
• Direct process improvements based on Guest Experience Index, Brand Quality Assurance, Guest Comment Cards and
Associate Feedback ensuring measurable results and continuous improvement
• Ensure Executive Committee and Senior Leaders achieve annual Brand Audit compliance and continuous improvement of
Guest Experience and Loyalty scores
• Renovation of Le Méridien in 2012/2013 and pre-opening requirements – Countdown; FLAG (Feel Like a Guest) – mock
trials etc.
• Accomplishments:
Associate
• Pro-active implementation of technology focussed L&D initiatives aligning to develop required competencies
• Innovative rollout of key Starwood Corporate initiatives improving StarVoice (Associate Survey) scores 12-15% for
associates understanding their role in the Company’s philosophy and success
• Leadership Development courses and EI initiatives improved StarVoice results for Supervisor Effectiveness
(increase of 12%) and Associate Engagement (increase of 15%)
• Associate Retention improvement from 68% in 2009 to 79% in 2014 with local industry average of 35-40%
• Vacancies filled by 40-50% of in-house associates
Guest Experience and Brand Leadership
• Improved Brand Audit Scores
o Le Méridien – 2009 – 3 of 6 Green Bars to 2014- 5 of 5 Green Bars
o The Westin – 2009 – 4 of 6 Green Bars to 2014 – 4 of 5 Green Bars
• Improved and Exceeded Guest Experience, Loyalty and Guest Expectation Goals from 2010 to 2014 scores below:
o Le Méridien – Loyalty 2010 – 7.8; 2014- 8.72
o The Westin – Loyalty 2010 –7.9; 2014 - 9.11
• Developed and implemented LM and Westin Brand Cards incorporating key Starwood Journey initiatives, essential
Brand Differentiators and helpful hints for associates to ensure ease of living the brand (85%)
• Implemented F&B Restaurant On-line surveys incorporating ResPak to improve guest participation by 70% and
resolving issues within 24 hours
• Lead Operational Teams to improve seamless delivery of guest experience through interdepartmental cross-
functional cohesion, Brand Activation and Talent Development
Process
• Re-engineered and implemented New Associate On-Boarding programs maximising Starwood and Brand Specific
knowledge and key Complex information
• 90 day Associate On-Boarding and 180 day Associate Confirmation process ensuring relevant Brand specific Service
Culture Training implemented through reinforced sessions at Day 45, Day 75, Day 120 and Day 160 to measure and
continue building associate Brand awareness and improving Associate Retention – 79%
• Championed implementation of cross-functional Complex wide initiatives reducing breakdowns and inefficiencies
ensuring guest and associate expectations exceeded
Financial
• Implemented Complex wide Operating Measures improving KPIs and liaising regularly with Leaders taking
corrective action through on-going process re-engineering to enhance results
• Improve F&B contribution margins through hands-on training of associates and Leaders on F&B Up-Selling as well
as Corporate F&B forecasting tools and resources
• Initiatives with Leaders to ensure effective manning and scheduling strategies improving productivity and associate
experience