Experience

SODÅ | Hotel Management Platform

• Vietnam
• Hospitality
• 1 - 100 Employee

• Co-Founder

  • Jun 2023 - Present

  SODÅ is the hotel management platform that empowers a hotel’s fullest potential and redefines the ways hotels are managed. Most hotel owners and operators share something in common. They want world-class hospitality. A seamless customer experience and a lean operation that is pioneering and innovative. But the daily business challenges and rising customers’ demands keep them up at night. SODÅ was born with the purpose of helping your hotel reach its full potential. Let your hotel stand proud as the best version of itself. Imagine if you can actually focus on the right things. Digitally transform your business. Automate, streamline, and simplify your business operations. Maximize your resources, improve operational efficiency, and elevate the guest experience. SODÅ is here to help you achieve just that. Our hotel management platform is the all-inn place for services you need. With always-on services, including strategic advisory, integrated cloud-based data management, and an ecosystem of hospitality solutions, SODÅ provides you with the power to grow: to deliver the profits, team performance and customers’ satisfaction that your hotel deserves. Show less



Fusion Hotel Group

• Vietnam
• Hospitality
• 1 - 100 Employee

• Executive Assistant Manager

  • Feb 2020 - Apr 2023

  Through our unwavering dedication to excellence, we have elevated the resort to the pinnacle of 5-star lifestyle luxury in the destination.Successfully branding exclusive services like "The Hideaway" and convincing the board of directors to invest in a massive renovation during the pandemic were the bold actions taken to secure our position as one of the best.Our focus on enhancing the guest experience for two straight years has paid off, as we got to raise our overall score from 8.3 to 9.2 across all channels. This achievement has led us to become the top-rated resort in terms of online reputation, which puts us in a favourable position for upcoming market recovery.It was crucial to gather all agents, whether they were online or offline, and bring them back to the hotel after the renovation and service improvements were completed. This strategic move would not only enhance our relationships with them but also completely change their perceptions of us.In the first month of 2023, which marks the recovery year in Vietnam after COVID, our ADR has already surpassed the levels achieved in 2019, proving the success achieved during three years of continuous improvement. Show less

• General Manager | Interim

  • Mar 2022 - Apr 2022

  A clear and precise set of project management priorities during the phase after preopening was essential to lead the team and achieve targets.By analysing market demand and focusing on peak booking times, we adjusted our pricing strategy. We strategically increased our rates during the two busiest pick-up days of the week, resulting in a 10% increase in revenue for the month.

• Hotel Manager | Interim

  • Sep 2020 - Mar 2021

  In these unprecedented times (Covid). Upholding brand standards to safeguard a solid reputation was critical for the hotel to adjust strategies and concepts to the evolving landscape.We needed to focus on restoring our rates and building a skilled team to get through this tough time. These actions helped us overcome the obstacles and come out stronger.Our key challenge was sustaining the team's drive amidst a volatile market environment.

• Operations Manager

  • Jan 2019 - Feb 2020

  My role as operations manager paved the way for my promotion to executive assistant manager as it offered a wealth of new experiences such as a seven-month stint as acting hotel manager.During this time two areas of the hotel were undergoing renovation – the lobby and the basement. I project managed both renovations and ensured that they were completed in a timely fashion while minimising disruption for our guests.But perhaps my main achievement was the implementation of new software that increased upselling revenue by 50% year-on-year. Alongside this, I developed and lunched 2 new spa treatments that were so popular they were included in the room rate. Show less

• Room Division Manager

  • Jan 2018 - Dec 2018

  While service is an integral part of overall guest experience, room rates are important in the attraction of guests to the property in the first instance. By changing the sales strategy and launching new contract rates through travel agents, we were able to position the hotel as appealing to both the business travel and leisure markets.This role gave me an opportunity to conceptualize, create and implement an immensely popular VIP Club for guests. This included new room benefits as well as setting up an exclusive new food and beverage outlet.Hotels guests demand high levels of technology today and I was able to launch a guest messaging app which had a major impact on guest satisfaction levels. It also enabled us to fast-track the handling of guest’s queries and complaints.Top quality hotels all have concierges but Fusion Suites Da Nang was lacking in this area so I made it my mission to set up a concierge department. Not only did this elevate the hotel’s status with guests, but by monitoring and tracking their requests we were able to use the data to provide an even better service. Show less

• Assistant Operations & Revenue Manager

  • Feb 2017 - Jan 2018

  Moving from the Food and Beverage Division to operations allowed me to manage sales strategy. By pricing through the different market channels I was able to increase the hotel’s revenue 70% year on year.I also increased departmental efficiency by creating rate codes and connecting the channel manager to the property management system.Positive guest reviews are increasingly critical to the ongoing popularity of a hotel and this type of reputation marketing was a particular interest of mine. By implementing new software I was able to increase online satisfaction which succeeded in the placing the hotel in the top 3 of all the online channels in the city. Having previously worked on budgets for the Food and Beverage Division, in this role I was given the opportunity to develop full hotel budget, something I found very rewarding. Show less

• Operations Supervisor

  • Feb 2016 - Jan 2017

  In this, my first paid role following several internships, I was given multiple opportunities in the Food and Beverage Department to learn and develop new skills. These came principally in four areas:- Reporting and analysis to maximize revenue in every outlet.- Creating and introducing standard operating procedures to all departments.- Developing the hotel’s income budget.- Pioneering a new rate structure and instituting tools and reports to manage and improve revenue.The role gave me a sound basis for subsequent promotion to other divisions in the hotel. Show less

• Assistant Manager

  • Jul 2015 - Jan 2016

  Internship



H10 Hotels

• Spain
• Hospitality
• 700 & Above Employee

• Front Office Agent

  • Jul 2014 - Sep 2014

  This internship gave me the opportunity to implement GALILEUS (Hospitality Maintenance Management System) in the front office, housekeeping and engineering departments. This internship gave me the opportunity to implement GALILEUS (Hospitality Maintenance Management System) in the front office, housekeeping and engineering departments.