Omar Mohamed Abdel-Wahab

Executive Director Strategic Planning Aurora Hospitality Management & General ManagerFull Time

• Job Details:This entails restructuring of all KPI’s, training of F&B and Rooms Division and improve the SOPs within all units. Introduction of pre-planned maintenance on all units within budget in order to achieve higher ROI with existing stock. Yielding rooms better and a more stringent allocation and blocking policy within each hotel. Restructuring of Food and Beverage departments to allow for a better quality of service with the view of generating positive feedback from all inclusive business and B&B rates. Setting of the budget for F&B in order to set daily, monthly, and yearly targets based on business mix. Trouble shooting strategic issues with owner of hotels and also advising the CEO of issues that arise throughout all operations.

Senior Manager / DirectorFull Time

• Job Details:Management of site including all aspects of the service delivery, events management, training facility, and setting KPIs and targets for team members. Establishing a presence in a very niche market that required bespoke and tailor made services. Management of recruitment, training, and personal development of staff. This included training college for cadets, new recruits, training and recruitment packages. - 1. Creation of recruitment standards and set procedures for all HR departments throughout the division. - 2. Setting of (PDPs) personal development plans that are given to senior management with the view of cascading down the teams. This was created on cyclical review of 3 monthly and 6 monthly timings. - 3. Setting goals and targets for staff retention, turnover, and development. - 4. Creating a new department to recruit foreign employment opportunities from within the EU. - 5. Establishment foreign mission exchange programs to incentivise bi-lateral communication with France, Italy, Spain, Portugal , Poland and Switzerland. - 6. Creating (EDU) Educational and Training Unit that provides senior management training on strategic planning and staff retention. TOEFL for teachers training abroad to foreign countries to assist in the recruitment of EU nationals as part of national campaign in dealing with ethnic minorities. - 7. Creation of ethos of a “CAN DO” attitude in the division to promote vital communication. - 8. Creation of teaching department that could outsource to other companies and hence increasing revenue to help reduce costs of the division. - 9.Giving heads of departments the relevant training and tools to effectively manage their teams. This was done means of giving them leadership courses. Responsible for staff accommodation, food and beverage department, resource management, accounts, administration, and data analysis. Looking after staff accommodation, food and beverage outlets at various location of the division. Managing the costings and accounts given a very stringent budget. Due to the tight financial issues facing the country, it was imperative to introduce some sort of income to reduce the costs. Head Quarters was revamped with the view of holding outdoor and indoor events to try and make the Food and Beverage self-sustaining. Given the limited resources, an external catering team was recruited and contracts for weddings, seminars, and day delegate business was introduced. This in turn generated income which was re-invested into the refurbishment and improving services provided to the guests and staff. Responsible for planning and event management of large-scale events like Premier League Football derbies, Local protests and marches, local elections, and religious festivals. This included recruitment of staff from other divisions and creating a business portfolio for these events to justify all costs. The costs reflected were covered by yearly contracts with Premier League Football Teams, Cricket Associations, and various large establishments. This was to cover gap in funding that was making operational security strategies difficult to implement. The creation of the Food and Beverage Section allowed us to sell our packages to these parties hence also reducing costs and generating revenue that was plowed back into the business. .

General Manager- Operations (Dedicated Re-branding Manager)Full Time

• Job Details:Responsible for day to day running of a 167 bedrooms hotel with a turnover of £5 million per annum. This included management of rooms division, food and beverage, maintenance, accounts, recruitment and training. Rebranding from BHR to IHG