Marco Bernasconi

Renovation project 1 semi-gourmet à la carte rest. with 80 seats, 2 school rest. with 370 seats, 2 snacks cafeterias +1000 tickets , the FRLC for events 500 pax, catering 800 pax, +25 empl. • completed the outlets renovation and the concept change • proposed new trendy concepts with the calculation of profitability • increased up to 100 covers per day (+ 20%) • introduced new promotions • increased service speed • reached over 95% in the health and safety audit

3*, 150 rooms, 1 Restaurant & Bar, fitness room & sauna, +20 employees. • reached budgets with profitability of 18% • entered into long-term production contracts • diversified sales channels • introduced Yield Management • boosted the hotel's website • implemented MAP, SAP and ZEBRA • received the Award of "The best improvement in the ratio of cost of staff" in the group • increased annual occupancy up to 10% • improved the food and service quality • improved satisfaction ratings

Pre-opening - Opening September 2010 5*, 117 rooms & suites, 6 outlets, 1 spa, banq. +800 pax, +220 employees • opening September 2010 • achieved 80% occupancy rate • defined the concepts and critical paths • implemented MP operational standards • hired team members and conducted an intensive training • achieved a great success in the local market of the F&B concepts • assured a good hotel occupancy during the crisis period • finalized the project in July 2011

5*, 554 rooms, 12 outlets, 1 Spa, 1 Health Club, 4 pools, banq. 1000 pax, + 220 employees • programmed and completed in 2009 the renovation without exceeding budgets and without an impact on the occupancy rate • introduced the “All Inclusive” concept • increased 10% the F&B turnover, decreased F&B costs by 3% and 0% increase in the operational structure • improved F&B quality satisfaction rating from 5.5% to 11.6% depending on the subject • redefined and successfully completed several F&B new concepts

Pre-opening - Opening in November 2002 gaming rooms, 1 restaurant, 3 snack bar, banqueting 500 pax, outside catering 800 pax, +150 employees • opening on time without exceeding budget • enforced the Casino’s activities offering customers a quality gastronomy and excellent service • successfully managed the outlets, with peak days of more than +2000 Casino’s visitors • obtained 13 points as recognition from the gourmet guide Gault Millau • increased turnover by 18.8% and maintained costs as budgeted

Semi-gastronomic & touristic restaurant with 150 seats, +15 employees

Post-opening of the Miramar Inter-Continental Panama 5*, 5 Star Diamond Award, 186 rooms, banqueting + 2'000 pax, point of sales and services, + 200 employees Pre-opening and opening of the Hotel Holiday Inn Panama 3*, City Hotel, 149 rooms, banqueting +300 pax, sales outlets and services, + 100 employees

Promoted after following the Corporate Trainee Program 1 year 5* Luxury Hotel, 295 rooms, banqueting 300 pax, sales outlets and services, + 300 employees

Task force for the pre-opening and opening 5* Luxury Hotel, 325 rooms, Golf course, banqueting 300 pax, sales outlets and services, + 300 employees