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Achievements

Arora Hotels

Overhauled departmental set up in order to improve Category Management, support for new Hotel Openings and Refurbishments, and efficient management and use of The Purchasing System.
Implemented Group Purchasing Policy, Data base Management (Purchasing System) and updated T & C’s.
Managed Operation Expenses, including £5 Million Agency Spend, £4.5 Million Laundry Costs and other Direct Expenses nominal to a value of £2 million.
Reviewed £5 Million Agency Spend and implemented T & C’s on behalf of Arora.
Reviewed and renegotiated Beverage Spend of £4.5 Million; improved support from Brand Owners and supported Operating Outlets with margin management.
Reviewed Food Supplier base (50 suppliers), and renegotiated contractual terms in this category where annual spend is in excess of £11 Million.
Developed a Food Purchasing Strategy which included close interaction with Chefs and Suppliers, reduction in specifications and exchange of best practice.
Instigated Central Fund for retro’s and listing fees, which generated £1 Million within 24 months.
Managed the Procurement of all F & B OSE for the Fairmont Windsor.

Reviewed revenue management and managed changeover of Epos Systems.
Instigated improvements in room stock and employment of a dedicated Room Revenue Manager; strategic review of room rate management led to an increase of £5 in ADR and 75% occupancy across the Estate.
Reviewed all back office operations, procedures and controls which resulted in a 5% increase in food and beverage margins.
Streamlined the purchasing and fit out process for the 10 new pubs which came on stream
Intensified system training in order to improve service, efficiency and profitability.
Interacted with internal and external marketing and PR resources in order to instigate pro-active sales activities.
Played a key role in the implementation of a labour forecasting system to improve payroll control and enhance HR administration.
Implemented preventative maintenance programs and introduced an external Health and Safety company to raise standards, reduce costs and enhance due diligence which resulted in a 5 star rating across the Estate.

Developed a strategy for the budgeting, sourcing, selecting and purchasing of all OSE for the hotel and spa (£3.5 Million).
Assumed responsibility for the procurement of all FFE accessories and achieved savings in the region of 20%.
Identified key areas in FFE & OSE where product improvements could be achieved, leading to a review of brand standards.
Interacted with owner representatives, operators, designers and contractors to ensure that the proposed OSE was in line with the overall design intent, fit for purpose and that risk and opportunities were identified at an early stage.
Recruited a purchasing team to manage all post-opening procurement activities. This included setting up the F&B supplier base.
Provided support and guidance during the selection of a purchasing system.

Developed and implemented a strategic approach to the procurement of all OSE (£1.6 million) in line with the service vision for the refurbished Connaught Hotel.
Played a key role in coaching the operations team through the pre-opening phase and instigated the critical path, ensuring that targets and deadlines were met during the handover period.
Developed a procedure for the procurement of FFE by a third party and facilitated the processes between the FFE procurement agents, the interior designers, the owner representatives and operators.
Established and trained a purchasing team to handle the procurement activities post-opening.
Identified opportunities across the three hotels’ food, beverage and operating costs where considerable cost reductions could be achieved.
Introduced a strategic approach to the procurement of utilities and achieved a 10% (£250K) reduction in costs.
Facilitated workshops to set the requirements for a new purchasing system, subsequently managed the process of conducting a market survey to aid the selection process and played a key role in the implementation of the system.

Established the purchasing department from scratch. Once in place, this involved managing £10 million of expenditure across food, beverage and operational expenses.
Implemented and managed consistent policies, procedures and “best practice” within purchasing, maintenance and health & safety.
Set up a blue print for pre-opening purchasing activities in preparation for the rollout of 20 new Restaurants.
Achieved a 40 % reduction in food supplier base whilst safeguarding traceability and fulfilling the requirements of the individual kitchens.
Established a centralised wine buying function which managed the wine list of 24 restaurants and controlled the shipping of all high volume lines through a bonded warehouse facility.
Played a key role in improving Conran’s food and beverage margins (6% & 7 % respectively).
Organised annual development trips for all chefs, and arranged features in the National Press.