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Kinh nghiệm làm việc
DEPUTY GENERAL MANAGER | DIRECTOR OF ROOMS | MARCOM MANAGER tại Lady Hill Sapa Resort
6/2021 → 3/2024 (2 năm 8 tháng)
Việt Nam
Property scale: 179 rooms, 2 restaurants, a Spa & Jjimjilbang, and a 400-seat meeting center - Played a key role in both pre-opening preparation and day-to-day operations, helping build operational foundations while ensuring smooth service delivery after launch. - Worked closely with the General Manager and investors on OS&E planning, departmental budgets, recruitment and overall operational readiness. - Led the implementation of SOPs, service processes and cross-functional coordination across departments to support opening readiness and operational discipline. - Oversaw daily operations across Rooms, F&B, Spa and supporting functions, ensuring service consistency, guest experience quality and effective interdepartmental collaboration. - Monitored operational performance, followed up on service gaps and supported corrective actions to improve efficiency and overall guest satisfaction. - Partnered with Sales & Marketing and department heads to support revenue performance, market positioning and guest experience initiatives, contributing to the resort’s Top 3 OTA ranking in Sapa within three months of opening. - Supported resort positioning, campaign planning, and brand communication for a lifestyle hospitality product.
EXECUTIVE ASSISTANT MANAGER tại Wyndham Lynn Times Thanh Thuỷ
4/2024 → 7/2025 (1 năm 2 tháng)
Việt Nam
Property scale: 500 rooms, 3 restaurants, 1 bar, a 400-seat meeting center, and an Onsen & Spa center - Directed day-to-day resort operations across Rooms, F&B, Spa, and supporting functions, ensuring service consistency and alignment with established operating standards. - Strengthened SOP implementation and cross-department coordination to improve operating discipline and service consistency across the property. - Optimized Room Division workflows and introduced flexible staffing deployment, improving operational efficiency by 15% while maintaining labor cost discipline. - Monitored KPIs, OPEX, and manpower allocation, driving corrective actions to improve productivity and guest satisfaction. - Partnered with Sales & Marketing and HODs to align operations with business demand, revenue opportunities, and brand positioning. - Resolved escalated guest issues and coached HODs to strengthen accountability and service recovery performance.



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