A great team delivers great results
Tell me about yourself?
I am a hotel industry leader with more than ten years of experience as a senior Hotel General Manager, including extensive operation and pre-opening experience across Vietnam, Thailand, and Laos. Throughout my career, I have been committed to understanding employee expectations, developing people, building strong teams, and creating positive working environments where employees can perform at their best.
What kind of rules and responsibilities will make you successful?
My responsibility as a Hotel General Manager is simple: to make the hotel profitable. A profitable hotel is built on several essential elements: excellent service, high-quality facilities, strong revenue performance, efficient operations, and outstanding people. My role is to bring all these elements together, create the right strategy, and make it happen.
What do you think are the GM's roles in Hotel Sales and Human Resource Management?
As General Manager, I play a key role in driving the hotel's revenue performance. I lead the Sales and Marketing teams to achieve revenue targets by setting clear goals, developing effective strategies, monitoring performance, and identifying new business opportunities. I work closely with the team to maximize every revenue channel and ensure that sales efforts are aligned with the hotel's overall business objectives. Most importantly, I motivate the team, lead by example, and make sure everyone understands that achieving revenue is a shared responsibility across the entire hotel.
At the same time, I work closely with Human Resources to recruit the right people, develop their skills, and create a positive and productive working environment. I strongly believe that great service starts with great people. Therefore, I focus on employee engagement, performance, development, and retention. My responsibility is to ensure that employees understand the hotel's goals, feel valued, and receive the support they need to perform at their best. When people are motivated and committed, they naturally deliver better service, stronger productivity, and better results for the hotel.
What are your strengths?
It is difficult for me to identify only one strength because, throughout my career, the properties I have managed have consistently achieved or exceeded company expectations. However, one of my greatest strengths is my ability to understand the hotel operation as a whole. I started my career in Front Office and later gained extensive experience in Food & Beverage, Sales, Digital Marketing, and overall hotel operations. I have also developed digital marketing strategies, trained teams in digital marketing and AI, and actively deliver leadership training to management teams. This broad experience allows me to understand the challenges of different departments, connect them effectively, and lead the entire hotel toward strong operational and financial results.
Do you have experience as a Hotel GM in hotel pre-opening projects?
I also have extensive pre-opening leadership experience across Vietnam, Thailand, and Laos. I have served in senior leadership positions including General Manager, Director of Hospitality Development, and Vice General Director across seven pre-opening hospitality projects, including properties associated with Wyndham, Nobu, and Somerset. I have successfully contributed to the operational readiness of more than 2,000 hotel rooms and serviced residences, covering recruitment, team building, training, SOP development and implementation, operational planning, budgeting, sales preparation, and brand compliance
What are your salary expectations, and when can you start?
My salary expectation is negotiable, and I would be happy to discuss the details further, including my notice period and potential starting date.
I sincerely hope to have the opportunity to join your team and contribute my experience, leadership, and operational expertise to the continued success and growth of the company.
Thank you very much for your time and consideration.
WORK EXPERIENCE
My Professional Journey
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F&B Activities & Digital Art Manager, Garrya Tongsai Bay, Samui, Thailand
March 2002 – July 2003
As F&B Activities & Digital Art Manager at Garrya Tongsai Bay, I oversaw resort activities, F&B events, and creative digital marketing initiatives, with a strong focus on guest engagement and event-driven revenue. I organized more than 20 annual events, including resort-style beach and mountain-view weddings featuring traditional, Western, and themed concepts. I also planned F&B theme nights, collaborated with the Executive Chef to develop special menu concepts, and created marketing materials that enhanced event visibility, increased guest participation, and drove event revenue.
Executive Assistant Manager, Panviman, Koh Phangan, Thailand
September 2003 – August 2005
As Executive Assistant Manager, I acted as General Manager during the GM’s absence, overseeing all departments and ensuring operational excellence. I maintained exceptional resort standards and strengthened team morale by fostering a positive work culture focused on collaboration, accountability, and continuous improvement. Through regular quality audits and coaching sessions, I ensured consistent delivery of brand-level guest experiences. I also introduced in-house English language training programs that significantly improved staff communication skills, guest interaction quality, and overall service confidence, directly enhancing guest satisfaction and online review sentiment.
General Manager, Bauman Buri Hotel, Phuket, Thailand
October 2005 – June 2008
As General Manager of the 264-room Bauman Buri Hotel, I led all hotel operations, including Sales & Marketing, Finance, Human Resources, three F&B outlets, the spa, and meeting facilities. During my tenure, the hotel achieved 78% occupancy in its first year of operation, surpassing market averages and establishing a strong market presence through targeted sales strategies, competitive pricing, and effective online distribution management. I increased overall profitability through strategic revenue management initiatives, optimizing room rates, improving channel mix, and introducing dynamic pricing models to maximize RevPAR and GOP margins. I also enhanced staff engagement and guest satisfaction by launching comprehensive training and recognition programs, resulting in higher team morale, improved service consistency, and positive guest feedback across all departments.
Pre-Opening General Manager, Royal Lotus Halong & Royal Lotus Saigon, H&K Hospitality
November 2008 – June 2011
As Pre-Opening General Manager, I oversaw the complete pre-opening setup and transition to operations for both Royal Lotus Halong and Royal Lotus Saigon. I successfully completed the hotel pre-opening process on schedule and within budget, demonstrating strong project management, vendor coordination, and cost-control capabilities from construction handover through full operational launch. The hotels achieved an impressive 81% occupancy rate in the first year, supported by effective sales strategies, strong market positioning, and partnerships with key travel and corporate segments. I also established robust operational systems and procedures aligned with international brand standards, ensuring efficiency, service consistency, and long-term operational sustainability across all departments.
General Manager, Best Western Pearl River Hotel, Hai Phong, Vietnam, 5-Star
August 2011 – January 2013
As General Manager of the 269-room, five-star Best Western Pearl River Hotel, I managed all hotel departments, including the casino, spa, and five F&B outlets. I reduced payroll expenses by 15% and food costs by 3% through strategic workforce reorganization, productivity benchmarking, and improved purchasing controls. I introduced cross-training programs to maximize manpower efficiency during both peak and low-demand periods while maintaining service excellence. Through a data-driven cost management framework, optimized inventory levels, renegotiated vendor contracts, and strengthened departmental accountability through monthly performance reviews and profit-improvement meetings, I increased Gross Operating Profit (GOP) by 4% within one fiscal year.
Residence Manager (Acting GM), Somerset Vientiane, Laos, The Ascott Limited
April 2013 – April 2015
As Residence Manager and Acting General Manager, I led the rebranding and reopening of the property under the Somerset brand. I successfully managed the full refurbishment and brand transition, overseeing design, construction, procurement, and rebranding processes to align the property with international luxury standards. I also secured multiple long-term accommodation contracts with major embassies, NGOs, and multinational organizations, strengthening occupancy stability and generating consistent revenue growth through strategic partnerships and strong client relationship management. These initiatives helped position the property as one of Laos’ leading luxury residences, recognized for its service quality, refined design, and exclusive living experience.
Managing Director, Wyndham Grand Flamingo Dai Lai Resort, Vietnam, 5-Star
November 2015 – October 2016
As Managing Director of the 360-room Wyndham Grand Flamingo Dai Lai Resort, I oversaw full resort operations, including five F&B outlets and convention facilities. I increased Food & Beverage and event revenue by 32% year-over-year through innovative menu concepts, targeted marketing campaigns, and the successful introduction of themed events and corporate partnership packages, which increased both local and in-house patronage. I also reduced staff turnover from 21% to 14% by implementing employee recognition programs, structured career development pathways, and team-building initiatives that strengthened employee loyalty, motivation, and workplace culture.
Pre-Opening General Manager,Bella Maison Parosand Danang, Vietnam, H&K Hospitality
December 2016 – August 2018
As Pre-Opening General Manager, I led the pre-opening operations, team setup, and marketing strategy for Bella Maison Parosand Danang. The hotel achieved an impressive 86% occupancy within its first year of operation through strategic market positioning, dynamic pricing, and effective partnerships with key travel agencies and online platforms, resulting in strong revenue performance and brand visibility. The property also ranked #1 on TripAdvisor out of 556 hotels in Danang for five consecutive months, reflecting exceptional guest satisfaction, consistent service quality, and effective online reputation management.
Director of Hospitality Development, Nobu Danang, VietCapital
October 2021 – December 2023
As Director of Hospitality Development, I supervised hotel development projects for Nobu, Hilton, and Conrad across Vietnam. I successfully delivered multiple hotel development projects on schedule and within budget, overseeing the full development process from concept design through final handover. I ensured project milestones were achieved through proactive planning, cost control, and effective coordination with stakeholders and contractors. I also streamlined communication between developers, architects, consultants, and hotel operators by establishing clear reporting systems and decision-making protocols, helping minimize delays, reduce design conflicts, and accelerate project approvals. In addition, I ensured that design and construction elements complied with international brand, safety, and sustainability standards while maintaining alignment with operator guidelines and local regulatory requirements and enhancing guest experience, functionality, and long-term asset value.
Vice General Director of Hospitality, La Queenara Vietnam / Days Inn by Wyndham La Queenara Hoi An
February 2024 – June 2026
As Vice General Director of Hospitality, I oversaw the pre-opening operational readiness of the 280-room Days Inn by Wyndham La Queenara Hoi An. I successfully led the operational preparation, including recruitment, staffing, training, SOP implementation, and Wyndham brand compliance. Although all operational milestones were completed, the hotel opening was delayed due to construction, and my assignment concluded before the property officially commenced operations.
References
Luong Ngoc Khanh, Managing Director, H&K Hospitality Management, +84 904 014 041 khanh@hkh.vn
Trin Van Tuyen – HR Manager, Best Western Pearl River Hotel, Hai Phong +84 904 023 679, hrm@pearlriverhotel.vn
Eudo Chan, Senior Director, Wyndham Hotels & Resorts (Southeast Asia) eudo.chan@wyndham.com
EDUCATION & QUALIFICATION
Degree
Ulyanovsk State University, Ulyanovsk, Russia
Master of Business Administration (MBA) Hospitality & Tourism
AI Experience
Admin: Claude, Gamma, Copilot, workspace, Notebook LM
Marketing: Kling, Hula, Seedance, Heygen, Midjourney, Runway.
Training: I trained a new generation of hoteliers on AI prompting for hospitality on webinar.
Pre-Opening Leadership Experience
Served as General Manager Preopening, Director of Hospitality Development, and Vice General Director for 7 pre-opening hospitality projects across Vietnam, Thailand, and Laos, including Wyndham, Nobu and Somerset.
Successfully led the operational readiness of 2,092 hotel rooms and serviced residences, covering recruitment, training, SOP implementation, and brand compliance.
Hospitality Management Training Instructor/Teacher Experience
Served as an Online Hospitality Management Instructor/Teacher at Europe Hotel School London, 128 City Road, London, delivering professional training in the Hotel General Manager Program (GMP) and Hotel Marketing for Non-Marketers.