Le Cordon Bleu
Work & Experience
Executive Development Chef
Dubai Holding - Jumeirah hotels & Meraas Hospitality
Dubai Holding is a global investment holding company that develops and manages an extensive portfolio of companies focused on investments, financial services, real estate, specialized business parks, telecommunications and hospitality. Reporting directly to Dubai Holding’s Chief Culinary R&D Officer, Izu Ani. Our department has been created by us with the mission off to look after the company assets’ food offer in every aspect, from quality to profitability. During the first year of employment, We were in charge of many concepts creation & development of which already two of them are up and running. AYA – Meraas city walk – Contemporary Asian restaurant Fika – Jumeriah Beach Hotel – Mediterranean, Seafood, Honest cooking. Also, our team has been put in charge of revitalizing the lobby lounges menus in Jumeriah Al Naseem, Al Qsar, Mina Salam and Emirates towers. During the second and current year of employment I’ve been appointed to manage two of Jumeirah flagship properties, Jumeriah Emirates Towers and Jumeirah Al Naseem. Being Jumeirah Emirates Towers one of the most prominent business hotels located at walking distance from Dubai’s business hub, DIFC, this property usually host a wide range of guests on its 400 rooms and suits, from CEOs to Nation Presidents having a extensive F&B offer with signature restaurants such as Alta Badia, The Rib Room and Mundo. Besides the rooms and F&B offer, Jumeirah Emirates Towers has one of the largest C&E facilities un Dubai with a banquet hall able to host up to a 1000 guests and 12 renovated meeting rooms. Since its opening, in 2016, Jumeirah Al Naseem has taken the lead in the resort division becoming one of the most popular hotels in the region and Jumeirah hotels & resorts flagship hotel. With 430 rooms and suits, incredible resort facilities, and extensive F&B offer, this property has been achieving occupancy rates above 80% through the years at any season in Dubai. Jumeriah Al Naseem counts with the following F&B portfolio: • Rockfish - signature Mediterranean restaurant • Kayto – signature Japanese fusion restaurant • Summer Salt – signature beach club • The palmery – all day dining • Al Mandar – tea lounge • Sugarmash – only adults pool restaurant and bar • Kalsa – beach food operations
Exeecutive chef - Preopening
The Arts Club
The Arts Club was founded in 1863 by men of vision in order to provide a haven for those people who had professional or amateur relationships with the Arts, Literature or Sciences. The Club has provided this hospitality and friendship ever since, having survived two world wars, as well as political and economic anomalies over the years. In London, The Club counts with two different restaurants, the iconic Brasserie and Kyubi, modern Japanese along with several member lounges and meeting rooms, exquisite hotel rooms, and a superclub. The Arts Club Dubai, located at the new (under construction) The Brookfield place in DIFC, will be 63,000 square feet divided on 4 floors and will feature the following restaurants: The Brasserie Kyubi TAC Steak house - Name to be defined TAC Wood fire oven restaurant – Name to be defined The Members Lounge The Terrace The reason why I left the company was a long term delay in construction which forced us to put the project on hold.
Gastronomica is a leading restaurant operator, dedicated to the development of original and upscale dining concepts on a global scale and is the leader of original dining concepts in the Middle East. The company currently has 9 unique popular dining concepts, created in-house from the ground up with operations currently in Kuwait, KSA, UAE, Oman, Qatar & Bahrain. I agreed to do 6 months of culinary consultancy for Gastronomica while waiting to The Arts Club Dubai project to kick off. During my time in the company we set up a 5 years growth plan, defined the company structure, analyzed and negotiated new openings in the US, open a new restaurant concept in Kuwait, did a review extended report of all the company restaurants with an action plan.
Zuma resturant - Dubai
Best Japanese restaurant of Dubai, Ranking 86 in the San Pellegrino’s 50 the best restaurants in the world Zuma Dubai, servers an average of 800 to 900 covers a day, maintaining the quality and consistence which made it famous and recognized as best restaurant of Dubai and Middle East. Where my performance has been based is the following tasks and achievements -Managing one team composed by 85 staff members with an average below 1% turn over, focused in training and development where the staff are accountable for their acts -Changing menus, creating weekly specials. -Increasing the food sales (4% growth) and the restaurant GP (3% up) without compromise quality -Participating in budget creation and presentation The Reason for leaving Zuma Dubai was my internal transfer to The Arts Club Dubai which belongs to the same principals.
Crowne Plaza Dubai - SZR
Five star hotel with 573 rooms, 13 outlets, 2 banquet halls and 12 meeting rooms Crowne Plaza Dubai is one of the first and most recognized hotels in Dubai located in a prime spot of Sheikh Zayed Road, only 5 minutes far from Dubai World Trade Centre. This property maintains very high occupancy levels over all year and a very strong F&B offer with intensive operations running 24/7. Crowne Plaza Dubai counts with the following outlets • Cappuccinos - lobby bar • Cafe Barbera • Al Dana - all day dining • Al Fresco - Italian restaurant • Al Tannour - Lebanese restaurant • Chamas - Brazilian churrascaria • Oscar’s Vine Society – French wine bar • Sakura - Japanese restaurant • Western Steak House • Wagamama - modern Japanese ramen bar • Harvesters - traditional pub • Trader Vic’s • Zinc - night club Where my performance have been based in this tasks and achievements: -Managing one team composed by 139 staff members and stopped the resignations, retaining the talent and leading a very strong team where all managers are engaged and capable to carry on with any hotel operation. -Creating a proper F&B marketing calendars where to base different promotions -Reducing the food cost 3% against budget improving quality, revenue and receiving only good feedback from hotel guests -Preparing the opening of two new outlets with new concepts. -Participated in the implementation of a new “Glitch” reporting system, in order to manage all guest request or complaints causing a “time of response” drastic reduction improving the guest satisfaction and engaging all hotel colleagues to report any issue. -Participating in budget creation and presentation to the IHG and own co. -Achieved records on employee engagement for kitchen staff.