Overview

Extensive work undertaken in turnaround activity (Forte Posthouse brand) re-branding and change management with Forte Heritage and other brands during 1990’s with Forte.

• Implementation of Service /Profit chain ( Heritage and Arora Hotels) with performance measured by a Balanced Scorecard. This targets consistency of service delivery leading to superior profit performance over time, linked to regular reviews of the business.
• Asked by Compass PLC to manage and sell off the rump of Forte hotels left over after sale of Post House, Heritage and Meridien brands.
• Grew Arora hotels from just over 1000 rooms to 2500, including opening of 5 star 605 room Sofitel at London Heathrow, now one of the best performing hotels in London area.
• Repositioning and restructuring of Arora was essential, as it was 90% reliant on aircrew and airport related business, to be more commercial, conference and leisure focussed. It required a completely new approach to sales, marketing, operational and revenue management to be implemented via new processes and procedures. This work assisted company to exceed sales and profit targets for 5 years, with the exception of 2008, which was impacted by a severe downturn in air traffic.
• Have worked mainly in the 3/4/5 star market and managed groups of small provincial hotels to some of the UK’s largest and most complex hotels, both in multi unit and General Manager roles.

Career Synopsis

What they say...

“Over the 30 years I have known Peter, he has been a focussed, diligent and professional operator, with a successful track record.”
Bob Cotton- Chief Executive BHA

“He managed a group of large hotels in London extremely successfully, with award winning performance in both employee and customer satisfaction together with exceptional sales and profit results.”
Patrick Dempsey-CEO Premier Inn