Franck Forget

Franck Forget

Pre-opening and Opening General Manager at The Raintree Hotel
Lives in Panama City, Panama

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About me

I am an International Hotel General Manager with 25 years of extensive relevant management experience in hospitality industry, specialized in pre & post openings of leading hotels of the world.
A further strength of mine is the knowledge of the entire Hotel operation (OPEX) ranging from front and back of house, food & beverage operations (point of sales, gourmet menu, banquet and catering services), rooms division management and control system (price setting methods).
Finance (annual budget, budget allocation, budget compliance, EBIDAT, financial report, CAPEX, working capital, asset and liability management, ratio analysis, key performance indicators, profit and loss, flow through, cost control, gross operating profit, audit).
Sales marketing (business plan, return of investment, marcom, social media, travel agency online), human resources (hiring, employees performance appraisal), security (UNDSS certificate) and maintenance (hotel and resort risk management checklist) as well as total strategic capability across the entire business function.
I take great pride in developing teams to excellence through coaching, mentoring and training and motivation. Guest satisfaction and high standard are my top priority.
I always do my work with passion, enthusiasm, dedication, positive attitude, qualified skill and integrity.
The goals of each company are profit, stability and growth; I constantly give my best potentials to reach those three goals in a professional way.


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Born into a businessman family in south of France, Franck finished a degree in Hotel Management in Bordeaux and then graduated Master of Business Administration from University of Hartford, United States. First experiences took him across the globe to some of the best hotel management companies in Europe, Asia, Central America and Caribbean islands. During this time in hotel industry, he successively held the positions of Development Director, F&B Manager, F&B Director, Executive Assistant Manager.

In 2004, Franck moved to Egypt where he joined as General Manager the Paradise Golden5 Hotel. Later on, Franck accepted to be transferred with Kimidar Investment as Business Strategy Director and came back to Panama, where he met his wife Susana.

During this particularly fortunate time, Franck and his wife established their life in Panama, their '​'home suite home'​'​. Four years later, his entrepreneurial ambitions took him to Indonesia where he accepted to join The Aryaduta Hotel & Resort Group as General Manager.
At this end of 2013, after his successful contract management in Indonesia, they decided to come back to Panama. In 2016, after a sucessfull pre-opening resort in Maldives, Franck is standing today on the edge of a '​'New Frontier''; a worldwide new challenge.

Experience

14 years and 10 months

  • Pre-opening and Opening General Manager

    The Raintree Hotel - Dhaka, Bangladesh

    Management
    September 2016 - November 2018 · 2 years and 3 months

    5 stars upscale business property 41 room suites, 4 outlets, banquet capacity: 150, staff number: 108 -Pre-opening and opening phase -Recruitment of Heads of departments and the entire staff -Coordination of training for personnel and promoting employee engagement -Reinforcing value proposition, achieving property objectives and guest satisfaction -Optimize the cost of human resources employed in structure -Optimize working procedures of all HOD -Definition of the operating standards, policies and procedures focus in high standard service delivery -Develop, analysis and implementation of the business plans -Managing and operating control responsibilities retail and space optimization -Working with the owner achieving brand positioning and success -Establishing a corporate identity and marketing campaign aligned with brand strategy -Defining the distribution and sales channels -Connecting the hotel on the GDS - Global Distribution System -Creation of the VIP lounge -Pre-opening international sales achieving positioning successfully -Preparation and implementation of the opening ceremony - "Grand Opening" -Overseeing, directing and managing the operations of accounting -Worked with revenue management team and demand forecasting to identifies ways to grow occupancy, RevPAR, and market -Budget preparation for the Pre-opening phase -Managing annual budget and forecasting results -Budgeting for the first 12 months of the property operations -Budget management according to international standards and strategic plans -Maximized both employees and financial performance -Risk management -Analysis of Financial Statements, increase of financial strength and delivering a return on investment -Established good guest services and tenant relations focus in customer service -Building relationships and alliances with local authorities and community leaders -Kept strong public relations and alliance with embassies, social media, costumers, local and foreign companies -Keeping business administration and operational performance through verification and analysis of guest satisfaction systems and financial reports -Motivated employees going beyond expectations -Providing guest service with the 5 stars segment affinity -Menu Engineering: Selecting Suppliers, Organization Stores, Food and Beverage Cost -Implementation system of economic calculation, cost optimization and evaluation of the various departments. Analysis of Quality of Service -Redefinition of F & B area with particular attention to revival the gourmet theme restaurants and executive team events related here -Preparation of the hotel for all types of inspections -Implementation of and preparation for certification of the HACCP system -Preparation of the hotel for the official categorization by the competent authority -UNDSS security clearance implementation -Met commitments through time management and prioritization.

  • PRE-OPENING AND OPENING GENERAL MANAGER

    Jresort - Maldives

    Management
    March 2015 - June 2015 · 5 months

    5 stars high-end luxury resort 51 private villas each one with swimming pool and butler service 5 outlets, banquet capacity 280, staff number 151 Human resources: -Hiring of Heads of department and the entire staff with strategic recruitment and talent management -Training the future local General Manager -Establishment of basic employment rights and obligations for all employees -Coordination of training for employees -Quality assurance controls to guarantee high standard guest service, customer experience, service levels -Organization of external and in-house training -Increased the employee engagement -Training through productive and practical work -Working as team member providing exceptional guest experience -keeping owner informed of the brand initiatives -Types of trainings: Service, Reservations, Reception, Sales, Housekeeping -Increased management's effectiveness and leadership development by staffing, selecting, orienting, training, coaching, counseling, and disciplining managers and team members -Identified problems and bring issues to resolution proactively. Marketing Strategy: -Setting strategic direction according to the company vision -Establishing a corporate identity and marketing campaign -Defining the distribution and sales channels -Enforcing customer relationship management -Connecting the hotel on the GDS - Global Distribution System -Creating pricing strategies and policies according to the market conditions (yield management) -International market selection - Pre-opening sales -Preparation and implementation of the opening ceremony - "Grand Opening". Food and Beverage: -Signature restaurant – fine dining. Finance: -Budget preparation for the Pre-opening phase -Budgeting for the first 12 months of hotel’s operations -Budget management according to international standards and strategic plans of the client -Building a brand that maximizes revenue management in the long term -Implementation of key performance indicators and risk management strategy. Preparing for inspection, certification and hotel categorization: -Preparation of the property for all types of inspections and controls -Control with risk management checklist, verifies property compliance with legal, safety, operations and labor -Implementation of and preparation for certification of the HACCP system -Preparation of the property for the official categorization by the competent authority -Preparation of the property for inspection by the corporate board of directors -Accountable for all aspects of daily operations at the hotel.

  • General Manager

    Hotel ARYADUTA – Bosowa Corporation - Makassar, Indonesia

    Management
    April 2012 - September 2013 · 1 year and 6 months

    5 stars property, 224 rooms, 3 food & beverage outlets, staff number 253 -Constant business information analysis and researching with executive team to stay current with industry trends -Worked on asset management and enhancement initiatives -Profit of business acumen leading to a good outcome -Developing strategic business plans that define the hotel’s operational and revenue goals -Leading all aspects of the business planning -Organization of international Conference. APEC March 2013 and CAPDI April 2013 -Achievement of best Revenue generation in 16 years in June 2012 -Achievement of best Average Room Rate in 16 years in December 2012 -Achievement of best daily revenue in 16 years in December 2012 -Achievement of best rev Par of the history in December 2012 -Maintain the number one hotel in Makassar during 2012 -Reduction of 20 % manpower in this hotel during 2012 -Innovative hotel management with experiments with new ideas and calculated risks -Implementation of 7 International Buffet for dinner in 2012 -Implementation of international pastry in Makassar of 2012 -Increasing the Average Room Rate and rev Par of 80 % in 9 months of 2012 -Increase the variation market share from 0,99 % to 2,00 % in 2012 -Implementation of 5 stars high standard service during 2012 -Re-negotiation of travel agent and corporate contract in 2012 & 2013 -Implementation of international hygiene procedure and policies in 2012 -Implementation of new high technology (PABX) in 2012 -First Implementation of FIDS (Flight Information Data Service) in Indonesia of 2012 -First Implementation of GOBS (Garuda Online Booking Service) in Indonesia of 2012 -Implementation of the first make-up service in house in Makassar during 2012 -Control of the food & beverage cost from 40% to 25% during 2012 -Re-organization of sales & marketing department during 2012 -Maintain our government and protocol relationship very well -Implementation of Sauna service at Fitness Center in 2012 -Implementation of new strategy of market promotion in 2012 -Implementation of marketing leadership skills and experience to develop strategies like: Modernization of all Marketing & Communication department (SMS, E-Commerce, Re- segmentation of standard Magazine) during 2012 -Maintained an appropriate level of community affairs involvement.

  • Business Strategy Director

    Kimidar Investment Kimidar Investment - Panama City, Panama

    Management
    January 2007 - December 2010 · 4 years

    PROJECT MANAGEMENT - BUSINESS STRATEGY DIRECTOR -Consulted and developed project proposals with the owners to determine goals, time frame, funding limitations, procedures for accomplishing project, staff requirements -Developed project and business plans specifying goals, strategy, employees, scheduling, identification of risks, contingency plans, and allocation of available resources (adaptability, impact, teamwork) -Formulated and defined technical scope and objectives of project, identified and scheduled project deliverables, milestones, and required tasks, coordinated recruitment of project employees including assignment of duties, responsibilities, and scope of authority -Directed and coordinated activities and performance of project employees to ensure project progresses on schedule and within budget, established standards and procedures for project reporting and documentation -Involved and integrated project management into the property operational concept, finance, marketing and departments -Designed a marketing strategy for promoting the future property services according to the market -Developed and complied with business processes ensuring developed application meets all project requirements -Accountable for controlling project supplies, reviewing construction work, and developing budgets and proposals for the property plan -Compared estimated costs to provisional budgets (financial performance evaluation) -Prepared and presented the statement of work and proposals for identified clients in conjunction with account management, optimized the development process and surface problems -Conferred with project personnel to provide technical advice and resolve problems, coordinated and responded to requests for changes from original specifications -Prepared project status reports and kept management and others informed.

  • General Manager

    HOTEL PARADISE GOLDEN5 - Hurghada, Egypt

    Management
    April 2004 - September 2006 · 2 years and 6 months

    5 stars property, 470 rooms, 7 food & beverage outlets, staff number 587 -Total rebranding and management of this five stars’ resort -Accurate business strategy execution -Report to Owner Representative and managing the executive team -Build owner trustiness through proactive communication, setting and managing expectations and delivering solid business results -Development of the loyalty program – Operational excellence -Identifies potential development opportunities within strategic markets -Develops and implementation of sales and marketing plan to maximize revenue -Ensure superior guest experience and compliance -Periodical inventory controls labor, capital expenses and financial acumen. Achievements: -Redesigned the structure and accountability of all departments resulting in a higher G.O.P. -Decreased food costs in three restaurants by 4% increase beverage sales in the bar by 40% -Improved Rooms Division Departmental Profit from 65% to 72% -Restructured the Front Office, establishing yield management, thus increasing the average room rate by 20% without compromising occupancy.

  • Executive Assistant Manager

    HOTEL RIU BAMBOO - Punta Cana, Dominican Republic

    Management
    April 2003 - March 2004 · 1 year

    5 stars property, 650 rooms, 5 food & beverage outlets, staff number 760 -Report to Hotels & Resorts Representative for Dominican Republic -Total operational management of this five stars’ resort -Provided effective leadership to hotel team members -Assist the General Manager in the strategic planning. Achievements: -Promoted management development programs to build bench strength for the company -Optimized Rooms Division Department with price setting methods and Yield Management -Improved Rooms Departmental profit by 4.5% -Implemented training and development programs -Restructured Engineering & Housekeeping by establishing a computerized maintenance Program -New family concept, design and creation of kid’s club.

  • Executive Assistant Manager / Food & Beverage Director

    HOTEL COSTA DEL SOL - Panama City, Panama

    Administration & General
    May 2001 - March 2003 · 1 year and 11 months

    5 stars property, 317 bedrooms, 4 food & beverage outlets, staff number 412 -Report to General manager -Collaborate with the training for the employees -In charge of all food & beverage in this up market Hotel -Control, budgeting, product sourcing and implementation -Ensured the constant evolution of the product to high standards -Analyze of the competitor market -Providing regular feedback, coach/counsel to team members and coordinate training programs. Achievements: -HACCP certification. Food safety knowledge and practice of catering -Create New Expansion of Food and Beverage Outlet with Market Research And Conceptual Work for New Opening of Outlets -Established standard operating procedures and policies -Identified operational problems and rectified them with creative solutions to increase productivity.

  • Executive Assistant Manager

    HOTEL LAGUNA BEACH - Phuket, Thailand

    Administration & General
    December 1999 - March 2001 · 1 year and 4 months

    5 stars property, 606 rooms, 8 Food & Beverage Outlets, staff number 730 -Report to the General Manager -Achieving tasks and keeping the team motivated through leadership skill -Setting Standards, Policies and Procedures to fulfil the brand, marketing and financial goals -Develop and implementation of marketing plans to maximize revenue generation -Stayed vested in and proactive about accounting and revenue management. Achievements: -Improved Rooms Departmental Profit -Established the Food & Beverage and Banquet from menus to sales kits, increased banquet sales -Managed the centralization of marketing, reservations and purchasing efforts to realize considerable savings -Negotiates development deals to produce bottom line profitability and value -Develop a “Train The Trainer” program (creativity, entrepreneurial management) to strengthen Standard Operations Procedures and to improve work efficiencies.

Education

  • MBA

    Hartford - Hartford, CT, United States

    September 1989 - May 1992

    Marketing - Business Development

Languages

4 languages

  • English

    Native or fluent

  • French

    Native or fluent

  • Spanish

    Native or fluent

  • German

    Native or fluent

Personal information

Nationalities

  • French

Date of birth

March 18th 1970

Skills

27 skills

  • Budget management
  • Capex
  • Customer focus
  • Engineering
  • Excellent guest relation
  • Financial Skills
  • Fluent English
  • Food & Beverage
  • German Fluency
  • Hiring
  • Hotel Asset Management
  • Investment
  • MS Excel - Proficient
  • Native french
  • OTA
  • Pre opening
  • Project coordination
  • Revenue Analisys
  • Revenue & Profit Growth
  • Room Divisions
  • Sales Management
  • Spanish language
  • Staff development
  • Strategy
  • Team leading
  • Team working
  • Upselling skills

Additional Information

3 informations shared

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