COO Hospitality and assets

Rocco Santopietro

ERA TOWER, APT. 2206, BDG. 3381
$10000 / month

About Candidate

I am a results-driven management executive with a wealth of international experience and a distinguished career marked by leadership, strategic vision, and a solid multicultural track record and understanding of diverse cultures. I have extensive experience in luxury hotels, branded residential, mixed-use real estate development, and property operations management, with an outstanding commitment to excellence.
Throughout my international career, I have delivered services to a discrete, selective and upscale clientele. I have held leadership positions at several prestigious establishments including Mandarin Oriental, Kempinski, Wyndham, Starwood Luxury Collection, Dorchester, and Ritz. In addition, I have also served in companies involved in large hotel and resort operations, such as Sandals Resorts International. Serving as a Cluster General Manager since 2010, I have been consistently commended for improving bottom-line margins while enhancing quality and service in organisations ranging from 80 to over 1000 employees, managing budgets and revenues ranging from $5M to $80M.

Education

B
BSc International Hospitality and Tourism Management 1994
University of Surrey, School of Hospitality Management Guildford, United Kingdom

BSc 1st cl. Honours International Hospitality and Tourism Management

H
HND Hospitality Management 1983
IPAS, Potenza, Italy

HOTEL NATIONAL DIPLOMA

C
Certificate Hotel Real Estate Investments and Assets Management 2021
Cornell University School of Hotel Administration
C
CHA® 2009
American Hotel & Lodging Educational Institute

Certified Hotel Administrator

Experiences

C
COO Hospitality and Assets June 2020
Private Family Office (Confidential)

I am responsible for expanding the company's commercial activities within the Bahrain hotel and restaurant industry and orchestrating a strategic expansion initiative to introduce high-end hotels and branded residential developments. I manage all aspects of company-owned serviced residences and serve as the ownership representative during the construction, pre-opening, and opening of hotels. Additionally, I develop plans to build and maintain long-term relationships with clients, partners, lenders, investors, the government, and the local community. • Opened 2 new Properties managed by 2 International operators, adding 414 new keys to the existing inventory (900 keys). • In charge of pre-opening, opening orders, and budget reconciliation for the hotel in conjunction with the Property General Manager Cross-examine pre-opening budgets and Capex provided by the operators. • Monitor and evaluate the performance of the hotels, including financial reports, operational metrics, and guest satisfaction scores. • Completed and Opened 3 new Branded fully serviced Residential Towers, totalling 1200 apartments (1-2 bedrooms) • Achieved 86% occupancy of the new Residences, 55% occupied by owners and 31% leased

G
General Manager November 2018 - June 2020
Reef Island Resort & Spa, Club House & Beach club

I oversaw all operations on the island, providing strategic leadership and direction for a lifestyle boutique resort, clubhouse, and beach club. My responsibilities include managing key property issues such as customer service, capital projects, and refurbishment. I am also in charge of all assets, including leasable spaces and residential properties, The property portfolio comprises a 102-key resort, 12 signature villas, 12 clusters of beach villas, and 15 marina-view villas, which are either owned or occupied by high-net-worth individuals, dignitaries, and diplomats. • Consolidated positioning of this property post-opening, Increased revenue streams, and reduced expenses by 28%, significantly reducing the commissions paid to OTAs. Enhanced operational success through effective staffing, intense training, and well-timed customer service ● Achieved Operational and Financial Break-even after 5 months, Achieving $11.3M in revenue in the first 12 months of 2019. ● Incremented occupancy to AVG. 69.6% and revenues by 24% by converting website visitors into actual bookings, significantly increasing profits but also establishing a direct relationship with guests, making upselling and future marketing more effective. raising the property’s long-stay occupancy in a declining market through quality management, process improvement, and the use of HNWI networking ● Generated $ 1M additional revenue from membership sales, Successfully Launching Reef Club House and Beach Club, ● Created new revenue streams adding over $ 1M achieving 78% GOP on all villa management contracts, by Developing and Implementing a range of Ancillary services for the private villas, from housekeeping, Security, engineering, maintenance, and landscaping to Private events catering establishing excellent long-lasting relationships with villa owners.

G
General Manager March 2017 - October 2018
Ramee Group Hotels Resorts & Residences

Ramee Grand Hotel and SPA, As the strategic business leader of this upscale 5-star hotel with 166 rooms, I took charge of overseeing the overall property operation with unyielding determination. My responsibilities included developing and presenting budgets, marketing and sales plans, and proposals for new services, while also managing capital expenditure for ownership. Additionally, I implemented stringent processes to ensure unwavering daily quality control at the property, underscoring my commitment to driving long-term business success and elevating profit levels. • Boosted GOP by 40% in the first six months compared year to date, accomplished and exceeded profit goal of 100% Maximizing room yield and hotel revenue through rate management. • Delivered over $1M in revenue in less than 12 months with a structured approach that maximises revenue during peak demand periods. ● Successfully launched the Bleisure program for Corporate, groups, and conferences resulting in 32% room nights generation. ● Added $ 1.8M in Banqueting and Events by Tapping into the “Indian weddings” niche market. ● Raised quality performance results of Guest Experience and satisfaction from 81.7% to 87% for 2017 vs 2016.

C
Cluster General Manager February 2015 - February 2017
Kempinski Hotels

Villa Rosa Kempinski Nairobi & Olare Mara Kempinski Masai Mara Responsible for overseeing all operational aspects of Villa Rosa Kempinski Nairobi, including 200 rooms, 12 suites, and one Presidential suite, as well as Olare Mara Kempinski Masai Mara Lodge operations. This includes management of Rooms, Food & Beverage, Finance, Human Resources, Engineering, and Marketing. Key responsibilities include improving employee development, ensuring guest satisfaction, strategic planning, and enhancing brand recognition. Conduct daily physical inspections of properties to ensure quality and compliance with standards, Under my leadership, we achieved: ● An excess revenue of $6 M both in Rooms and Food and Beverage improving market penetration by 25%, This success has positioned the property as the top choice for business, conferences, and events in Nairobi. ● Successfully lowered distribution cost by 3% renegotiating Contracts with OTA partners and actively promoting direct bookings through our website, increasing ADR and bottom-line results. ● Increased and maintained a 76% average occupancy rate, during my tenure the Highest since the property opening. ● Built a stable and productive management team by coaching and mentoring with personal involvement in problem-solving, Crisis Management, and service recovery. ● Started a new Career path and succession planning to train and groom the hotel’s future leaders, lowering staff turnover by 20% and achieving the optimum customer service delivery by valued and engaged staff.

G
General Manager July 2012 - january 2015
Sandals Resorts International

Sandals Grande Riviera Beach & Villas Golf Resort | Ochos Rios, Jamaica Transferred from Antigua and oversaw a $25 M renovation project over 12 months, I was the point of contact for the project Team with the Full operational and P&L responsibility for The Resort • Pioneered new SANDALS CLUB concierge services, Delivered business strategy and built operational procedures and KPI metrics • Exceeded room’s revenue forecast by 9.7% YTD over-delivering $650k through upselling. • Initiated and Opened 2 new F&B concepts and outlets Pioneering the Caribbean’s first speakeasy bar & Lounge. • Improved Internal Audited scoring from 4.4 to 4.9 (5.0 max) • Awarded Group’s Best Resort for guest satisfaction/financial performance. Sandals Grande Antigua Resort | Saint Johns, Antigua I was hired as Hotel manager with the mission to significantly improve the customer experience and inspire, engage, and motivate the team and Promoted to General Manager after 5 months of Proactive and successful performance underscoring my pivotal role in leading the 740-strong team and my unwavering passion for success. ● Strengthened budget savings of 9.8 % on a yearly basis improving bottom-line results, by Actively managing budgets and controlling expenditure by Applying occupancy and performance data to evaluate and improve operations, target current business conditions, and forecast needs. ● Successfully grew the “Soon Come Back” in resort booking ratio from 88% the previous year to 95%. ● Attained best-audited resort performance from a previous 4.2 average to a 4.8

C
Cluster General Manager July 2010 - July 2012
Red Sea Hotels & Cruises

Sharm Plaza & Sharm Resort & Spa Rebranding from Crowne Plaza, two resorts totalling 680 rooms 10 F&B “a la carte” Themed outlets), 24 H room service, 658 Staff, Full P&L responsibility ● Successful Handover and Rebranding from Crowne Plaza, with zero downtime. ● Spearheaded and executed a complex Contingency Plan throughout the “Arab Spring Revolution.” ● Reached 68% Average occupancy the highest In Sharm el Sheikh During Arab Spring with GOPPAR 79% YTD ● Ranked #12 on TripAdvisor out of 231 hotels.

G
General Manager July 2008 - June 2010
Reef Oasis Hotels & Cruises

Reef Oasis Beach & Reef Oasis Senses Resort | Extension & refurbishment As appointed by the CEO, I was tasked with overseeing the transition of this resort during a $40 million expansion and refurbishment, as well as the overhaul of services, with the Full operational and P&L responsibility for 2 resorts, totalling 912 rooms, 2 Palaces with Royal & Presidential suites 17 F&B “a la carte” outlets, 23 pools, large beach, and Water Park, 942 staff. ● Completed the expansion plan of the resort on budget and with minor delay (12 days) with the new construction of Senses Resorts 240 rooms, 10 additional swimming pools, and 12.000 sqm. Waterpark 6 additional F&B outlets bring the combined capacity to 3.100 weekly guests. ● Generated extra sales revenue of $ 1.5 M (+116%) with 73% profitability in converting the All-Inclusive concept to all “A La Carte” on 16 outlets ● Attained a 35% revenue increase YTD by overhauling the SPA product concept and service delivery. ● Obtained the best financial year of the resort in 12 years with an overall revenue increase of 23%.

Skills

Leadership
100%
Operations Management
100%
Financial Management
90%
Customer Service
100%
Strategic Planning
90%
Problem Solving
100%
Quality Control
97%
Relationship Management
100%
Staff Training and Development
98%
Technology Proficiency
80%