Ronald Ngoshi

Responsibilities

• Responsible for developing groups expansion program
• Sourcing, negotiating and closing of Hotel Management Agreements and License Agreements for Urban Hotel Group
• Review, approve and make recommendations on architectural and engineering plans, interior designs, guest room sizes and layouts of new hotel developments.
• Review, approve and give advice on specifications for hotel equipment and systems (including furniture and furnishings, equipment and systems) for all urban hotels.
• Provide general advice on all aspects of planning, design, construction and completion of all new hotel developments
• Conduct on-site inspection during construction and installation to ensure quality and workmanship on all new developments

Achievements

• Currently leading development of $7m Urban Hotel Lusaka, 75Key Boutique Hotel in Lusaka, Zambia
• Successfully negotiated Management Agreement for 69Key Hotel in Northern Zambia
• Successfully negotiated Management Agreement for 50key Airport Hotel in Copperbelt, Zambia

• Responsible for establishing, implementing and evaluating operating strategies, policies, systems, and programs for the Group.
• Delivered business strategy and developed systems and procedures to improve operational quality and team efficiency
• Managed budget implementations, employee reviews, training, schedules and contract negotiations.
• Maximized efficiency by coaching and mentoring personnel on management principles, industry practices, company procedures and technology systems.
• Enhanced operational efficiency and productivity by managing budgets, accounts and costs.
• Managed to operate and retain all employees during the covid pandemic with resources from the business
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Responsibilities

• As a General Manager, I was responsible for managing the hotel team and overall hotel targets to deliver an excellent Guest experience. I was also required to manage profitability and guest satisfaction measures.
• Delivered achievable hotel budgets, and set other short- and long- term strategic goals for the property
• Ensured costs were controlled and revenue opportunities were effectively sourced and delivered.

Achievements

• Led hotel to #1 position on most of the Online Guest Review platforms against our competitive set.
• The hotel worn Certificate of Excellence from Trip Advisor as well as Booking.Com Guest Review Award in 2017 &2018.
• Grew MCP by 53% year on year through revenue growth and cost reduction 2017-2018.
• Grew occupancy from an average of 40% to 75% between March and November in the 1st year of operations.
• Trained the whole team (EXCO Included) of non-hoteling background to an efficient and proficient hotel team.
• Led implementation of SOPs and training for hotel.
• Conducted a successful due diligence exercise for constructing a conference centre for the hotel
• Led and oversaw the implementation of a new Property Management System and POS
• Grew REVPAR from $43 to $53 over 8 months.
• Steered the hotel through Covid pandemic

Responsibilities

• Was responsible for implementing efficient and attentive F&B operational standards, delivering a consistent Brand Experience for each function and area (e.g., Kitchens, Dining Rooms, Bar, Banquet and Special Events).
• Standardized inventories, par stock controls and multiple suppliers to control cost of goods and limit exposure to theft.
• Utilized the restaurant POS system’s recipe and related tools.
• Develop, sell and execute meetings and functions.
• Develop and execute special and scheduled events to create The Urban Vibe and steady F&B traffic.
• Responsible for generating F&B financial budget, achieving revenue and profit performance goals.
• Completed implementation of the Restaurant POS system.

Responsibilities

• As a General Manager, I was responsible for managing the hotel team and overall hotel targets to deliver an excellent Guest experience. I was also required to manage profitability and guest satisfaction measures.
• Delivered achievable hotel budgets, and set other short- and long- term strategic goals for the property
• Ensured costs were controlled and revenue opportunities were effectively sourced and delivered.

Achievements

• Managed to grow revenue by an average of 15% from June 2015 to October 2016
• Grew Moba Hotel’s market share from a fair share of 35% to trading actual of 42%
• Grew ADR from 462ZMW to 520ZMW over 12 months.
• Grew Guest satisfaction index from an average of 62% to 79% over 6 months.
• Grew occupancy by 5% between June 2015 and October 2016.
• Improved Cash to credit ratio from 70% to 80%

Responsibilities

• Was responsible for directing and managing the food & beverage activities to maximize food & beverage revenue, profitability and quality goals by developing and executing marketing strategies, up-selling strategies, controlling costs, and by providing quality service and products to guests.
• Responsible for 3 Restaurants (Fine Dining, Banquet Restaurant and Terrace), 2 Bars (Casino and Hotel), Golf Country Club Bar & Restaurant, 2 Conference Rooms.
• Ensure that there is prompt and efficient service of all meals, functions and beverages to the required standard.
• People management: day-to-day staff requirements, planning and assigning work, and establishing performance and development goals for team members. Providing mentoring, coaching and regular feedback to help manage conflict and improve team member performance.
• Ensure that profit margins are maintained; agreed costs are not exceeded through effective control system, including issuing against docket, sales analysis, menu costing and cash checks.
• Prepare and submit on the required format all information necessary for budgeting purposes, timeously and accurately.
• Monitoring of local competitors and industry trends. Reviewing and approving menu design and concepts with Executive Chef.

Achievements

• Grew departmental revenue by an average of 15% since 2011 to 2015
• Reduced departmental operating costs by $35 000(41%) between Aug 2011 and Aug 2013.Have stayed low since then
• Grew departmental profit by $176 000(85%) between August 2011 and August 2013.
• Formulated and implemented all the Departmental SOPs.
• Introduced outdoor weddings in September 2011 and successfully grew the business over time with an average of 6 weddings per year at an average revenue of $20 000 per wedding.
• Launched a Family Sunday Braai Lunch that proved to be very popular and grew over time.
• Introduced an internal guest feedback system that helped in addressing guests concerns in time and effectively.
• Introduced daily 15minute trainings in the department that helped maintain consistency in service delivery as well as improve guests’ feedback.
• Introduced outside catering business that was aimed at increasing revenue generating capacity of the department.
• Improved guest satisfaction index from an average of 82% in 2011 to 90%

Responsibilities

• Responsible to the Operations Manager for the full operations of 5 Steers Shops in Harare.
• Mandated with running the shops to the expected revenue targets and profitability margins as well as ensuring the maintenance of expected brand standards
• Checking and analysis of management reports compiled in connection with turnover, average cover price, ratios, business forecasts, and staff schedules
• Ensuring that the set of brand operational procedures and systems are being followed, resulting in correct standards and quality as per requirement.
• Adhere to the Franchise operational expectations.
• Inspects the store for cleanliness, tidiness and security.
• Physically inspects all staff on Steers standard dress, cleanliness and presentation.
• Checks master stock for any discrepancies arising from theft, stock movement/transfer without correct entry and takes corrective action.
• Prepares and discuss the daily variance report with the Operations manager.
• Checks/Updates self on a daily basis on competitor performance and devise an appropriate strategy to counter it.
• Ensured that the store operates within allocated budget ie Establish usage for gas, stationery, cleaning material etc and allocate funding accordingly.

Responsibilities

• Responsible for the day to day management of the lodge including all purchasing, stock keeping, staff management, local administration and finance, guest relations, and maintenance

Achievements

• Led the Lodge to receiving an Annual Tourism Award from Zimbabwe Tourism Authority as 2nd Runner-Up for the Best Resort Lodge Category 2008.
• Turned around the business from a loss making entity to a profit making business in 2months.
• Managed to change a negative bank balance to positive within one month on the job.
• Inherited a business that could not pay salaries for its staff, but successfully started retaining Management fees.
• Resuscitated a stagnant construction project and managed to complete in 3months.
• Improved occupancies by an average of 12% within 3months.
• Achieved an average of 85% retention on business through improved service delivery.
• Improved staff motivation and moral through: Purchase of Uniforms after 2years without any, improved salary payment times on the background of late payments as they were received from HQ.
• Initiating social activities for staff
• Improved stock holding days from an average of 3days to 21days.
• Managed to increase guest satisfaction index from an average of 45% to an average of 80%

• Updated Standard operating Manuals for the Restaurant & bar.
• Developed job descriptions for all Food and Beverage Personnel.
• Developed a guest feed back mechanisms that resulted in improved guest services.
• Efficient organization of the work of all Food & beverage outlets ensuring information is correctly transmitted to all managers.
• To ensure that brand standards and procedures are applied.
• Preparation of departmental budgets
• Checking and analysis of management reports compiled in connection with turnover, average cover price, ratios, business forecasts, and staff schedules.

Responsibilities

• Daily compilation, analysis and forecasts of food and beverage revenues, covers and operating expenses.
• Ensuring that the set of accounting procedures and systems in the department are being followed, resulting in correct figures being presented from and for the department.
• Pricing of meals competitively to meet the change in costs of products (inputs).
• Programming of restaurants’ and bar cash registers with correct prices and adjust any changes in prices accordingly.
• Analysing all purchases done by the Store man periodically and ensure receipt of copies of current price lists from suppliers and investigate any discrepancies.
• Ensuring that all revenue and cover figures are recorded correctly as per system.
• Random inspections/ spot checks of all storerooms to ensure that all bin cards are being updated timeously, accurately and that there is no overstocking, non moving items and stock rotation on FIFO basis is being followed.
• Conducting weekly bars stock-takes and compute the results so as to manage shortages/surpluses in the bars.
• Conducting float checks in all the outlets in the unit at random and submits report to management.
• Computing all operating expenses requisitions on weekly basis and compare with budgets making recommendations and advising all relevant personnel.
• Compiling all stock figures and make sure the inventory module is tallying with the general ledger.