Giovanni Olei

•Oversaw operations, budgeting, and strategic
planning across Six multiple luxury properties,
achieving projected ROI targets.
•Heightened guest satisfaction +15% through
targeted renovations and brand upgrades.
•Executed KPIs and cost-control measures,
decreasing departmental costs 12%.
•Designed long-term investment strategies aligned
with market trends and owner ROI

.

•Constructed operational frameworks and resort
concepts for a US$170M development project,
forecasting ROI +18%
•Advised on partnerships, operational setup, and
brand positioning to maximize market
competitiveness.
•Crafted F&B and guest experience plans,
achieving projected ADR and occupancy
benchmarks.

•Managed US$80M conversion of retail mall into
150-room hotel + 240 residences.
• Lessened supply chain delays 25% through
proactive procurement and logistics strategies.
•Created operational SOPs and conducted
market analysis to ensure competitive
positioning

Due to the impact of the war in Ukraine, the prices of construction materials have risen substantially, resulting in higher overall project expenditures.

•Opened South Sudan's leading 5 hotel with 210
employees, achieving 75% occupancy & 33%
profit margin.
•Amplified RevPAR +22% and ADR +18% versus
market baseline
•Implemented staff training programs, decreasing
turnover 18%

•Oversaw 260-room multi-property portfolio,
elevating GOP +40% and NOP +35% over two
consecutive years.
•Boosted F&B revenue +30% through menu
innovation and targeted promotions.
•Enhanced TripAdvisor & Agoda rankings +25%
through guest engagement programs.
•Directed multi-property budgets and forecasts to
achieve ROI objectives

•Spearheaded US$19.5M rebranding project,
achieving 12% operational cost reduction.
•Trained staff on brand standards and operational
SOPs.
•Augmented ADR +15% and occupancy +10%
within first 12 months

•Amplified revenue US$5.6M → US$9.2M (+64%)
and escalated NOP 25% → 38%.
•Lessened F&B losses US$600K via cost
restructuring.
•Designed 5-year strategic plan and chaired
board meetings.
•Optimized occupancy and RevPAR year-over
year.
•Monitored financial performance, set budgets
and controlled expenses to provide financial
stability and long-term organizational growth

•Rebranded 400+ room corporate hotel; revenue
US$1.5M → US$2.9M.

•Heightened guest satisfaction 45% → 89%

•Decreased departmental costs 15%.

•Applied ADR & RevPAR monitoring systems to
track performance.

•Oversaw 330-key Alia Airport Hotel rebranding
(US$12M budget).

•Negotiated airline contracts; crew & MICE
revenue +22%.

•Strengthened brand reputation and team
performance

•Supervised soft opening and operational setup;
increased market share +12% first year.

•Recruited initial teams and executed service
culture programs.

•Forecasted occupancy & ADR growth through
KPIs.