Руководство Управляющей компанией, в составе которой 5 отелей и 1 отель в управлении с общим количеством персонала 550 сотрулников и номерным фондом 874 номера, в том числе 62 глемпинга, СПА, банкетные залы, рестораны. Стратегическое планирование, развитие отелей, улучшение и поддержание уровня и качества услуг в отелях, разработка, планирование и выполнение бюджета. Реализация инвестиционных программ развития отелей. Оптимизация затрат, внедрение дополнительных услуг, работа по повышению стандартов в отелях. Контроль за материально-технической базой, осуществление ремонтов на объектах. Организация и проведение сезонных мероприятий и работ, направленных на улучшение состоянии и инфраструктуры объектов. 1. Организация работы и эффективное взаимодействие всех структурных подразделений в УК и в отелях сети. 2. Решение вопросов финансово-экономической и производственно-хозяйственной деятельности. 3. Осуществление руководства всеми видами деятельности общества. 4. Обеспечение правильного сочетания экономических и административных методов руководства обществом. 5. Разработка и внедрение новых предложений, направленных на улучшение качества обслуживания гостей, увеличения выручки и прибыли компании. 6. Выполнение бюджета по выручке и затратам.

1. Functions as the primary strategic business leader of the property with responsibility for all aspects of the operation, including guest and employee satisfaction, human resources, financial performance, sales and revenue generation and delivering a return on investment to both Marriott International and property ownership 2. Verify implementation of service strategy and initiatives with the objective of meeting or exceeding guest expectations, increased profit and market share. 3. Holds property leadership team accountable for strategy execution, and guides their individual professional development. 4. Verify that sales engines are leveraged and initiates independent and proactive sales activities, when appropriate, to generate demand. 5. Verify that the objectives and goals of Marriott and property owners work together to achieve brand positioning and success. 6. Build owner loyalty through proactive communication, setting and managing expectations and delivering solid business results. 7. Received reward of TRAVELLERS’ CHOICE of 10% Best Hotels of the World on Tripadvisor 8. RUSSIAN HOSPITALITY AWARD nominee: 1. Best 5* Business Hotel 2. Best Wedding Hotel 2020 9. Obtained the Thank you letters for the organization and run of the following major city events: 1. GorkyFest annual event with over 330 members and participants in 2020 among them the celebrities of Russian movies; 2. Innovation Award-2020 an annual art festival in the city; 3) Russian Women Assembly meeting 2020 in August 10. Exceeded the annual factual results of August 2020 vs factual and planed budgeted figures of 2019 by 17 and 22% accordingly 11. Created and implemented the new payment procedure for effective evaluation of associates achievements and results. 12. During my management and leadership of the hotel the average monthly occupancy increased from 41% to 54% vs the same period in 2019 13. Reduced some fixed expenses and saved about 700000 rubles on the monthly basis for the company 14. Increased the average occupancy on the low demand dates and weekends from 19% to 45% 15. Optimized SOPs and KPIs to increase the total hotel revenue 16. Adjusted effectively the bonus and KPI systems for the following operational departments: F&B, Housekeeping, Reservations, Sale and Marketing, Front Office 17. Suggested more efficient schedules for some operational departments: housekeeping, F&B 18. Enhanced the control of the cleaning procedures and check-lists to complete the SOPs 19. Optimized the number of employees from 169 to 98 associates without reducing the quality of services and revenue 20. Reduced the monthly staff payrolls from 5,691,133 rubles to 3,936,763 rubles that will equal over 21 million of rubles in savings of the company’s expenses 21. Achieving the P&L budget 22. Revenue control and Sales activities implementation to increase the revenue 23. Oversee the activities of the Hotel Operational Departments - FO, HK, F&B, Kitchen, Engineering, SPA 24. Provide positive leadership and motivation to operation managers to achieve desired results of guest satisfaction & profitability 25. Develop and implement operational and financial strategies that support the property goals of guest satisfaction and profitability. 26. Assist the revenue management team through monitoring the hotel competitive set in order to increase occupancy and revenue, while maximizing the daily rate of the hotel. 27. Develop the annual budget, reports, and track the variances against the budget, labor costs, and related expenses. 28. Manage all hotel's operations to maximize profitability and ensure hotel guest promise and product service. 29. Implement sales, distribution, and pricing strategies in order to achieve set economic targets. 30. Apply established standards and provide highest quality of products and services. 31. Establish, build up, and support long-term business relationships. 32. Organize the efficient work of employees and manage the team. 33. Prepare budgets and supervise its implementation and successful operation. 34. Optimize the cost of the hotel operation. 35. Evaluate changes in guest’s' needs, the guest mix, and competitive set, to recommend appropriate product / service and operational changes as necessary. 36. Act as an inspiration and example to all hotel staff to achieve superior levels of performance 37. Empower the team and improve guests’ satisfaction. 38. Provide strong understanding of the hotel operations and administration to include budgeting, forecasting, human resources, sales and marketing. 39. Implement sales distribution, pricing, and revenue management competencies and skills. 40. Train and develop team members. 41. Work effectively in a team environment and take initiative. 42. Stay current with industry trends and monitor strengths and weakness of competition 43. Explore new business opportunities; 44. Develop business plans designed to maximize property customer satisfaction, profitability, and market share 45. Ensure property business plans are aligned with the hotel’s business strategies 46. Translate Marriott global strategic plan into one that can be executed on property 47. Execute business plans designed to maximize property customer satisfaction, profitability, and market share 48. Ensure that property business plans and employees are aligned with business strategies 49. Hold property leadership team accountable for successful delivery of business plans 50. Experiment with new ideas and takes calculated risks to improve guest satisfaction and profitability 51. Evaluate the success of property business strategies to inform future business plan enhancements 52. Continually ensure business plans and actions have a positive impact on property performance 53. Work closely with Sales and Marketing team to develop revenue generating strategies for property 54. Identify new business leads, develops tailored sales approach, and actively pursues leads with Sales and Marketing team 55. Validate that sales and marketing strategy is aligned with brand strategy and is effectively executed against established goals 56. Verify that property leaders understand and leverage Marriott demand engines to full potential 57. Augment guest preference for property through booking ease and quality interactions with sales force 58. Create a cohesive and high-performance Executive Committee that continuously strives for positive results and improvement 59. Coach Executive Committee by providing specific feedback and holds them accountable for performance 60. Create learning and development opportunities for employees 61. Create and effectively execute development plans for both direct reports based on their individual strengths, development needs, and career aspirations 62. Ensure all managers are doing the same for their direct reports 63. Identify resource needs to strengthen property team 64. Create succession plans for future job openings 65. Actively support the staffing process 66. Ensure effective work processes, systems and teamwork are in place to maximize individual and overall property performance. 67. Review business related data such as market share, financial performance, inventory, employee engagement, and customer satisfaction 68. Analyze business information to proactively address changing market conditions, ensure property operates within budgetary guidelines, and achieves profit margin goals 69. Use business information to identify indicators of product and service successes and opportunities for improvement 70. Integrate business information into business plans 71. Verify that all employees are treated fairly, and with respect 72. Build rapport with employees by fostering an environment of open communication and spending time with employees on the frontline 73. Make self-available to employees (“open door policy”) 74. Verify that pay and benefits are appropriate for labor market; celebrates the success of employees in a public way 75. Work with Human Resources to maximize employee engagement and monitor local labor environment to address issues as needed 76. Work with Revenue Management team to develop effective pricing strategies, balancing seasonality, economy, customer segments, property objectives and customer satisfaction 77. Established revenue strategy that supports the hotel’s positioning in local market 78. Ensured demand forecasting and sound revenue practices are in place to maximize yield 79. Identified ways to grow occupancy, RevPAR, and market share by researching and staying aware of competitor strategies 80. Controlled labor and capital expenses 81. Built strong rapport with property owners through proactive and on-going communication 82. Kept owner informed of brand initiatives and guest experiences 83. Provided owners with in-depth analysis of property performance, incorporating guest, financial and employee business data 84. Managed an effective balance between owner interests and Marriott brand interests and develops solutions that create value for both 85. Developed and effectively promoted ideas for improving property service and profitability to ownership 86. Interacted with guests and other customers on a frequent basis to obtain feedback about their experiences on property 87. Utilized guest/customer feedback to recognize outstanding employee service performance and improve service delivery 88. Emphasized and held leadership team accountable for addressing service failures or potential service failures, and for developing innovative ways to exceed guest expectations 89. Established presence in the market by actively promoting an exemplary property/brand image, involving oneself in the local community, and by developing strategic alliances with local officials, businesses, and customers 90. Anticipated needs of large groups or high profile guests in order to deliver flawless service 91. Verified that products, services, and events attain the appropriate publicity 92. Verified property compliance with legal, safety, operations, labor, and Marriott brand product and service standards 93. Conducted both routine and short-notice quality assurance audits with specific departments 94. Held employees accountable for performing audits on a regular basis 95. Conducted detailed walk-throughs to ensure building, public areas, kitchen, and grounds are well-maintained, safe, and meet or exceed guest expectations 96. Validated that employees are appropriately trained and performing to standard.

1. Sales Team management 2. Budgeting 3. Rates structuring and market segmentation 4. Market segment focus: CMTG, ITB, GT 5. Increased rating on STR vs CompSet from 5 and 6th place to 2-3rd in Occ, ADR, RevPar in MTD and YTD 6. Increased hotel’s rating on TripAdvisor from 13-14place to 11th place out of 458 hotels in Moscow 7. Reduced the gap in Loss between the actual Room Revenue be Budgeted from 63mln to 51mln 8. Increased the hotel’s occupancy from 76,8% to 84,9% 9. Increased market shares of the following segment: GT from 20,2% to 26,6% and ADR from 3573RUR to 3923RUR 10. Increased the total Room Revenue from 117mln in 2018 for period of Aug-Nov to 127mln in 2019 the same period 11. Proposed and implemented the breakfast allocation structure to optimize Room Revenue by over 13mln and ADR growth by 7% for budget 2020

• Search and preparation the apartments to lease (6 apartments in Moscow) • Meeting the clients • Preparation and signing the contracts • Control of the financial rocedures and technical conditions

ACHIEVEMENTS: 1. Increased hotel ocupancy from 49 to 68% in 2016 vs 2015. 2. Increased the buget plan revenue figure by 23% in 2016 3. Reduced the costs and operational expenses over 21% in 2016. 4. Increased REVPAR in 2016 by 36% to 2015. 5. Increased Room Revenue by 36% in 2016 vs 2015. 6. Oversee the activities of the Hotel Operational Departments - FO, HK, F&B, Kitchen, Engineering, SPA, etc. 7. Provide positive leadership and motivation to operation managers to achieve desired results of guest satisfaction & profitability. 8. Develop and implement operational and financial strategies that support the property goals of guest satisfaction and profitability. 9. Assist the revenue management team through monitoring the hotel competitive set in order to increase occupancy and revenue, while maximizing the daily rate of the hotel. 10. Develop the annual budget, reports, and track the variances against the budget, labor costs, and related expenses. 11. Manage the VIP process, from planning & set-set-up to arrivals and departure. 12. Resolve guest and associate issues in a fair and positive manner. 13. Ensure that all decisions and resulting actions are aligned with hotel policy. 14. Develop and promote brand and integrate it into every aspect of the guest and team members’ experience. 15. Oversee the quality process in all areas of guest satisfaction with deep attention to details. 16. Ensure that all team members embrace and uphold all service and communication standards as outlined by hotel standards. 17. Manage group of interpersonal conflict situations effectively. 18. Provide career development for managers and conduct performance reviews, provide feedback, and build a clear succession plan. 19. Manage all hotel's operations to maximize profitability and ensure hotel guest promise and product service. 20. Implement sales, distribution, and pricing strategies in order to achieve set economic targets. 21. Apply established standards and provide highest quality of products and services. 22. Establish, build up, and support long-term business relationships. 23. Organize the efficient work of employees and manage the team. 24. Prepare budgets and supervise its implementation and successful operation. 25. Optimize the cost of the hotel operation. 26. Evaluate changes in guest’s' needs, the guest mix, and competitive set, to recommend appropriate product / service and operational changes as necessary. 27. Ensure guest and employee satisfaction, while maintaining market competitiveness and financial performance. 28. Work directly with human resources function, to ensure appropriate hiring, training, motivating, coaching, counseling, and developing of the team members. 29. Effectively communicate with the team members. 30. Act as an inspiration and example to all hotel staff to achieve superior levels of performance. 31. Empower the team and improve guests’ satisfaction. 32. Provide strong understanding of the hotel operations and administration to include budgeting, forecasting, human resources, sales and marketing. 33. To ensure strong leadership oriented toward inspiration, talent development, team empowerment, and cooperation. 34. Implement sales distribution, pricing, and revenue management competencies and skills. 35. Ensure strong decision making skills. 36. Have ability to communicate at all levels. 37. Manage complex relations. 38. Train and develop team members. 39. Work effectively in a team environment and take initiative. 40. Implement excellent organizational skills.

ACHIEVEMENTS: • increased the hotel ranking from 7.7 to 8.0 points on the main online booking channels • increased the share of the Russian Market from 0.9% to 2.5% within three months period time in 2014 • was responsible for accommodation of Russian Delagation with Minister of Telecommunication of Russia during International Telecommuniation Union in BEXCO in Busan city of Korea • was in cahrge of organizing and holding the main reception event of Russian delegation for 1700 head members of all cuntries for ITU in th hotel with Russian Ministry of Communications • participated in main events of the city and in the countre: Busan International Film Festival (BIFF), ASEAN-POK Comemorative Summit Busan, etc. • increased number of corporate clients of the hotel by the following large and main accounts for the htoel: ECCK-European Chamber of Commerce in Korea, Air France/KLM, MAN Diesel & Turbo, Aeroflot, Konsberg Automotive, Russian Maritime Register of Shipping in Korea, BFS-Busan Foreign School, BNCT-Busan New Container Terminal, Harbo Marine Co., Rexroth Bosch Group, Mincomsvjaz of Russia, etc. • was in charge of Russian Christmas Tree New Year party for Russian Community in Busan and surrounding cities for total of 350 people • increased the number of the guests positive feedbacks • increased the share of the foreign market from 21% to 35% • implemented new methods to increase the revenue • increased number of competitive advantage services offered to the guests: swimming pool access included into the room rate, rates included breakfast, etc. • increased number of OTAs • made promotions of international markets on social websites: Facebook, LinkedIn • suggested implementation of new sales channels: GDS, IDS, ADS, Online BOOKING Engines, CRS, CMS, YMS 12. responsible for sales optimization services • created and implemented the new tariff plans and package offers

1) Search for partners for lease 2) Meeting with clients and signing the contract for long-term conditions 3) Solving the technical and financial issues 4) Operation of the six apartments in Moscow city center

ACHIEVEMENTS: • Creation and implementation of new packages and offers to increase occupancy • Optimized expenses and increased income • Increased the client database • Increased awareness and the image of the hotel • Created and implemented the SOPs • Decreased costs from 41% to 31% • Created and implemented of GUEST LOYALTY PROGRAMME (SlyPoint PRIVILEGE) • Increased service standards • Conducted staff searching and team forming activities • Implemented new and effective sales and marketing activities • Implemented personal motivation programme • Increased main hotel indexes: occupancy from 35% to 65%, ADR from 2732 RUR to 3261 without breakfast, income increase of the hotel by 18% GOP increased from 35% to 41% while in January hotel had loss • Managed 2013 and 2014 budget • Developed MICE segment development and increased its share • Formed an effective management structure, restructuring, and identified new areas of prospective development • Developed and implemented a system of quality management in accordance with Western standards • Developed and maintained effective relationship with owners, partners, and key clients • Coordinated with all levels of staff, solved day-to-day issues, monitored quality of service • Balanced customer and business priorities, problem solving • Provided leadership to position the property to achieve goals • Developed and implementing business plan • Sold concepts and ideas to management, peers, and employees • Developed and increased number of services provided in the hotel Increased the competitive market share RESPONSIBILITIES AND FUNCTIONS: Guest Services: • Creating a guest centric atmosphere and supporting the staff to enable the delivery of responsive, friendly, and courteous customer service at all times • Guiding and training staff to provide thoughtful and positive responses to guest complaints and learning from all guest comments by actively seeking feedback • Maintaining the highest F&B quality and service Sales and Marketing: • Directing market research to identify changing market conditions, demand segments, and sources of business to devise marketing and sales strategies • Maximizing the sales and potential of the hotel offerings and expanding revenue • Identifying the primary competition and taking advantage of the hotel's relative strengths Finance and Reporting: • Developing the budget according to short- and long-term operational goals and ensuring that costs are controlled throughout the departments by regularly reviewing results and taking corrective action when necessary • Forecasting revenues, expenses and occupancy for the hotel and setting and achieving sales targets and profitability • Analyzing financial information in a timely fashion and presenting performance reviews and recommendations on adjustments to business plans, labor requirements and operating costs to the Board of Directors Human Resources and Management Coordination: • Managing recruitment, training, and personnel turnover to meet operational needs and implementing professional development initiatives to yield measurable managerial and professional growth of the resort staff • Establishing performance guidelines, responsibilities and goals for subordinates and conducting regular staff evaluations and appraisals • Fostering a learning culture in which all staff members feel valued and empowered to create a healthy and efficient working environment, which translates to superior guest experience • Leading the management team through effective internal communication and providing consistent guidance on disciplinary and grievance issues Daily Operations: • Assuming daily responsibility for all operational aspects of the business such as Front Office, Housekeeping, Human Resources, Food & Beverage, Sales & Marketing, and other functions to achieve guest satisfaction and quality service • Establishing effective systems and controls to ensure the smooth operation of all departments in accordance with corporate and resort policies • Interacting with individuals both inside and outside the hotel such as current and potential clients, industry representatives, suppliers, and members of the local community • Making periodic inspection of rooms, building exterior, etc. to identify and address potential safety hazards and sanitation needs • Running the entire operation of the hotel to maximize profitability • Overseeing the quality standards and technological procedures of customer service according to the hotel requirements • Supervising maintenance, supplies, renovations and furnishings Solving financial issues: budgeting and planning, payroll, analyzing sales figures and setting profit targets • Managing and controlling financials and costs • Dealing with contractors and suppliers • Supervising sales and accounting • Monitoring staff • Ensuring compliance with licensing laws, health and safety, and other statutory regulations • Coordinating all key matters with the management company • Analyzing the hotel financials, providing financial reports • Generating new and repeat business through planned sales and marketing activities • Help improve rates and occupancy by using our proven Yield Management strategies • Maintain the property by adhering to a well defined preventative maintenance program • Maximize profits by keeping costs under control • Providing labor cost controls which includes proper training and scheduling • Guiding the hotel team in a positive direction when market conditions change, the economy changes, and new programs are introduced • Consistently exceeding revenue and guest expectations • Demonstrating creativeness while being profit driven • Developing and implementing the price policy and marketing strategy •Developing and implementing the strategies for the work optimization in verious departments of the hotel • Business planning • Responsible for the achievement of the new budget figures • Implementing the new methods of sales increase • Market share increase strategies implementation • Work coordination between the departments • Sales analysis • Meetings with key customers, clients, companies, and suppliers

ACHIEVEMENTS • sales and marketing department foundation from ground zero • Hotel revenue increas in 2011 vs 2010 by 50% • Room Revenue increse in 2011 vs 2010 by 34% • Food Revenue increase in 2011 vs 2010 by 68% • Beverage Revenue increase in 2011 vs 2010 by 75% • Event Revenue increase in 2011 vs 2010 by 194% • Occupancy YTD increase in 2011 vs 2010 from 44.73% to 63.43% • RevPar YTD increase in 2011 vs 2010 from 1864.64RUR to 2524.07RUR • Loyalty Programme implementation • Wedding Package creation • revenue management • creation and implementation of various special offers and packages aimed to increase occupancy during the low period of demand: Wedding, Weekends, Events package • increase of occupancy without completed contracted campaign • contracts with the new companies: Swiss, Cathay Pacific, United, Egypt Airlines, Hafele, Siegwerk, Nuvia, NetJets, John Deer, Metako, Volkswagen, etc. • increase of numbers of events and MICE business segment share • business plan for occupancy and room revenue achievement • rates structure planning • increase of bookings via GDS, IDS, ADS • hotel services and facilities promotions creation and implementation of the new packages and offers to increase the occupancy • optimization of expenses and income increase • client database increase • awarenese and image of the hotel increase • увеличение доли на рынке • creation and implementation of SOPs • cost control and decrease from 41% to 31% • creation and implementation of GUEST LOYALTY PROGRAMME • service standards increase • staff searching and team forming activities • implementation of the new and effective sales and marketing activities • personal motivation programme implementation • increase of main hotel indexies: occupancy from 35% to 65%, ADR from 4132 RUR to 4761 without breakfast, income increase of the hotel by 18% • GOP increase from 35% to 41% while in January hotel had loss • budgeting 2014 • MICE segment development and its share increase • forming an effective management structure, restructuring and identifying new areas of prospective development • developing and implementing a system of quality management in accordance with Western standards • developing and maintaining effective relationship with owners, partners, key clients • running operation: coordinating all levels of staff, solving day-to-day issues, monitoring quality of service • balance customer and business priorities, problem solving • provided leadership to position the property to achieve the goals • developing and implementing business plan • sell concepts and ideas to management, peers, and employees • developed and increased number of services provided in the hotel • increased the competitive market share

ACHIEVEMENTS • increase in occupancy YTD'09 vs YTD'08 from 63% to 69% • increase in RevPAR and occupancy during few months of the year, especially in December 2009 vs 2008 from 4813RUR to 6312RUR and from 57% to 77.7% accordingly • keep the slowest decline in YTD ADR and RevPAR vs competitors in crisis year of 2009 vs 2008 by 28% and 17% accordingly and in YTD'09 room revenue by 19% • achievement of the forecasted figures and of the business plan • over 2 000 000 rubles in commission savings by direct cooperation with corporate segment • large and active database of the client contacts • achievement in increase of the existing database and market-share by bringing the new clients and contracts • increased the occupancy during the lowest periods of demand and on weekends for the hotel • achievement of the forecasted figures • contracts with leading worldwide known companies like: Shell, Peugeot, Akin Gump, Baker and McKenzie, Raytheon, Merloni Progetti, and many others

ACHIEVEMENTS • increase in occupancy YTD'08 vs YTD'07 from 64.3% to 66.7% • increase in YTD ADR during two years of 2007 and 2008 under mine management and leadership vs 2006 from 6800RUR to 11200RUR and in RevPAR accordingly • achievement of the business plan figures by 123% YTD in 2007 vs 2006 • changed the sales and marketing approach in market segmentation by focusing mainly on corporate segment and less on TO and TA segments as the budgeted ones • achievement of the forecasted figures • increased the occupancy during the lowest periods of demand and on weekends • increased in number of events and banquets sold from 1-2 to 11-15 per month • increased F&B Revenue within two years of my management and operation from the level below the return on investment breakpoint to the 30% share of the Total Hotel Revenue YTD'08 of 163,000,000.00RUR • achievement of business plan results in revenue from the room sales of 112%, in F&B – 156%, and in total – 121% per year • signed contract with: Salym Pertoleum, Sandvik, Raytheon, Merlonni Progetti, Shell, Sulzer, Spoerli, BAT, etc.

• analyses of the travel market in Moscow • price strategy for currently operated and the new hotel • development of the new corporate and travel markets • responsible for various kinds of sales activities in order to maximize the company’s revenue • working with current database of clients, developing unqualified markets by attracting new clients • preparing offers, conducting negotiations, and signing contracts • meeting with potential clients and conducting the hotel tours • assisting the director in daily operations • analyzing the activities of our potential and top companies • implementing new strategies and standards according to the hospitality standard • participating in the daily departmental activities • attending the departmental meetings • participation in advertising campaigns, creating company’s web site, brochure • preparation of the duel language agreements • creation and implementation of a credit card guarantee bookings system • weekend special offer implementation • attending and participating in WTM in London 2006, new agreements • contracts with leading worldwide known companies like: Goldman Sachs, Raytheon Technical Services, Boeing, Schering, AkzoNobel, Bayer, and many others • about 18% of total revenue and 17% of total room nights sold

• building and maintaining an optimal sales support structure by providing contracts, documents and samples, writing offers and proposals, and distributing sales and marketing materials; • supporting local sales forces • working with current database of clients, developing unqualified markets by attracting new clients • preparing offers, conducting negotiations, and concluding offers • participating in different sales related activities

• building and maintaining an optimal sales support structure by providing contracts, documents and samples, writing offers and proposals, and distributing sales and marketing materials; • supporting local sales forces • ensuring the communication between the local subsidiaries • responsible for various kinds of sales related analysis and reporting in order to maximize the company’s revenue • working with current database of clients, developing unqualified markets by attracting new clients • preparing corporate offers, conducting negotiations, and concluding offers • participating in different sales related activities

• ensuring the communication between the local subsidiary • coordination and tracking of different sorts of claims from customers • professional interaction with clients

• professional cooperation with clients • solving complaints • anticipate customer needs

• ensuring proper operation of the hotel during the night • providing professional services for customers during night time • responsible for claims and problems solving

• developing and maintaining excellent interactions with clients • providing professional customer services • responsible for clients claims and problems resolution

• conduct negotiations • coordinating claims and complaints • providing assistance to the local sales forces • anticipating various customers needs