Ranjan Banerjee

An experienced and well seasoned hospitality leader who is recognised to build high performing team and drive results by leading from the front underpinned by sustainable work practices

PROFESSIONAL EXPERIENCE Summary:
Asset Management, Compliances, Maintenance, Standards & Continuous Improvement Project Management
• Building High Performing Team
• 10 years of Luxury Experience across 3 InterContinental Hotels and JW Marriott
Kolkata as both operator and asset manager
• Embedding Guest Delight by building a Culture of Wowing Guests and increasing scores
• Leadership in crisis - engaging all key stakeholders from March 2020 onwards to manage
ambiguities during the pandemic with zero people grievances
• Positioning hotel No#1 in the competitive set-ARI & RGI
• Positioning the hotel locally through focus on food & beverage and MICE
• Robust Employee Engagement-Listed 2 year in a row in Top 100 Great People Manager
by Forbes & Great Manager Institute in 2019 & 2020. Groomed, Coached, Mentored General Manager, No#2, HoDs. Awarded by IHG for South West Asia People Leadership Award in 2015 & IHG South West Asia Winning Culture Award in 2018.
• The NCPEDP-Mindtree Helen Keller Award-2020 for Role Model Supporter of Increased Employment Opportunities for Persons with Disabilities.
• Developing and nurturing IHG Academies to develop local talent
• Cleanest Hotel Award by Municipal Corporation of Delhi in Q4-2019
• IHG Best Marketing Campaign Award in 2019
• 2 Years of experience as Cluster General Manager of Crowne Plaza New Delhi Rohini,
Holiday Inn Amritsar and Holiday Inn Panchkula Chandigarh
• Embedding Sustainability-installation of Bio-methanation plant by engaging hotel
ownership
➢ November 2022 Onwards – Jaisalmer Marriott Resort & Spa – Marriott managed Premium Resort with 137 room & suites, 2 restaurants, bar, celebration spaces of 55000 sq.ft, recreation, spa & swimming pool. Joined as a General Manager Responsible for:
• Building High Performing Team
• Positioning the hotel as a Residential Wedding Destination, HNI Tourist &
Incentive Destination
• Increasing Q1 2023 revenue by 40% over Q1 2019 and GOP by 51%
• Creating innovative guest experiences
• Increasing Guest Voice-‘Intent To Recommend’ scores by 12.5% over STLY
• Team engagement

• Asset Management
• Owner Advocacy
➢ January 2022 – October 2022 – Fabworth Promoters Pvt Ltd, an unit of Kolkata based Mani Group
Joined as Head of Asset Management
Responsible for:
• JW Marriott Kolkata-281 keys, Rs.1260 million (Rs.126 Cr)
• Courtyard Marriott Siliguri-129 keys, Rs.300 million (Rs.30 Cr)
• Mani Square Mall Kolkata -17 food court counters and 4 restaurants, Rs. 280
million (Rs.28 Cr)
• Pink Square Mall Jaipur- project of a ‘value for money’ hotel with 15000 sq ft
of social venue
• Mani Casadona- setting up of restaurant, food court, event spaces, art
gallery, auditorium, club – Sales & Marketing structure, Food Court
• IQ Medical City Durgapur -spread across 100 acres-Medical, Nursing & Para- Medical College, 600 beds hospital - Hostels and F&B of minimum 5500 pax
daily, Rs.144 million (14.4 Crores)
➢ July 2008 – April 2021- IHG Hotels in India, Nepal & Oman
• September 2016 – April 2021 – Crowne Plaza Today New Delhi Okhla – IHG managed Five Star Hotel with 208 rooms, 2 restaurants, bar, banqueting & Spa. Joined as General Manager
Responsible for:
• Owner relationship
• Leadership in Crisis-engaging all key stakeholders from March 2020 onwards to
manage ambiguities during the pandemic
• Leadership for post pandemic planning, pre and post reopening
• Asset Management, Compliances, Continuous Quality Evaluation
• Guest Delight-completing the loop ensuring guest journey from booking, arrival, stay
experience, check-out, post departure feedback and reverting to the feedback and staying in touch thereafter-increasing repeat percentage, lowering guest acquisition costs-103.8% Guest Satisfaction Index
• Position hotel No#1 in the competitive set-ARI in STR – 2017, 2018, 2019, 2020 & RGI in STR- 2018, 2019, 2021
• Positioning the hotel in the local community through focus on food & beverage – increasing F&B revenue by 23%
• Led the team to increase the Profitability by 38.4% and Total Revenue by 19.8% in 3 years-over 2016 nos. in 2019
• Robust Employee Engagement-Listed in Top 100 Great People Manager by Forbes in 2019 & 2020 and The NCPEDP-Mindtree Helen Keller Award-2020 for being the Role Model Supporter of Increased Employment Opportunities for Persons with Disabilities - embedding Diversity & Inclusion. Payroll increased by 2% in 3yrs
• Learning & Development, Coaching & Mentoring of high potential talent for GM role, No#2 Potential, HoDs, RISE Candidate- female General Manager Potential, Area and Portfolio role
• Supporting local community-capacity building-training & developing, employment- 3 IHG Academies
• ThinkGreen - Embed Sustainability – installation of Bio-Methanation Plant with 3.6 year ROI

• April 2012 – August 2016– Crowne Plaza New Delhi Rohini – IHG managed Five Star Hotel with 183 rooms, 2 restaurants, bar, 51000 sq ft banqueting space & 10,000 sq ft of Spa. Joined as Acting General Manager and confirmed as General Manager in October 2012 Responsible for:
• Cluster General Manager for Crowne Plaza Rohini, Holiday Inn Amritsar & Holiday Inn Panchkula Chandigarh from September 2014 - August 2016
• Engaging Owners successfully
• Achieving all metrics; asset management and continuous quality evaluation
• Focus on food & beverage and positioning in the local community for wedding and
socials, capitalizing on 51000 sq ft of banqueting
• Leading the team to position the hotel No#1 in ARI & RGI
• Right sizing the team and bringing down payroll cost year on year and reducing
employee attrition – payroll increased by 2% over 4 years
• Development, Coaching & Mentoring- 75% of ExCom and HoDs were internal
talent, Groomed General Manager
• Supporting local community by capacity building, adopted a local school for Hygiene
Training and constructing toilets for girls wing
• Ramping up hotel operations post hotel opening
• Positioning ‘Spice Art’-Best North Indian Restaurant of Delhi by Times Food Award
in 2013, 2015 & 2016
• Opening and re-branding of Crowne Plaza Pune as General Manager in 2016
• March 2010 Till April 2012 – Crowne Plaza Today Gurgaon, Delhi NCR – IHG managed Five Star Hotel with 234 rooms, 2 restaurant, bar, banquets and 11,000 sq ft of Spa. Joined as Executive Assistant Manager-Rooms and promoted as Resident Manager from April’2011
Responsible for:
• Officiate successfully in absence of General Manager (July-Dec 2012)
• Guest Delight increasing by 6%
• Budgeting, Forecasting and Revenue Management
• Spearheading Employee Engagement – increasing by 12%, right sizing by 39 heads
• Managing Owner Relationship
• Achieving above fair share in MPI, ARI & RGI of 101, 103, 109
• Highest ever Total Revenues of Rs.890 million and GOP of 55%
• Handled Metallica Event with a revenue of Rs.9.1 million in 2011
• WildFire Restaurant won the Times Food Award Best Brazilian Restaurant in 2011,
2012. Successfully utilized lobby space by starting Deli in 2011
• Building High Performing team
• April 2009 Till Jan 2010 – Soaltee Crowne Plaza Kathmandu, Nepal – IHG managed Five Star Hotel with 282 rooms spread over 11 acres, as Executive Assistant Manager-Rooms Responsible for:
• Officiate in absence of General Manager
• Hotel Operations and Asset Management
• Guest Delight, Employee management- increased by 9% and 14% respectively
• Assisting the General Manager in managing relations with 3 employee unions
and right sizing
• Budgeting, Forecasting and Revenue Management
• Embedding IHG Standards
• July 2008 Till March 2009 – Crowne Plaza Resort Salalah, Oman – IHG managed 5 Star hotel with 153 rooms & villas and 18 holes Golf Course, 3 swimming pools, 2 restaurants-

spread over 45 acres, as Rooms Division Manager Responsible for:
• Rooms, Health Club & Recreation and Security
• Officiate in absence of General Manager
• Transition to Opera in November 2008
• Embedding IHG Standards
• Budgeting, Forecasting & Revenue Management
• December 2007 till July 2008 – The Golkonda Hyderabad, Andhra Pradesh, India – 141 rooms Lifestyle Hotel with 02 restaurants, bar & room service, banquets as General Manager
Responsible for:
• Building High Performing Team
• Hotel Operations and Sales & Marketing
• Increase MPI & RGI to 101 and 105 respectively
• Improve F&B market share, increase of F&B revenue by 23%
• Initiating compliance of Life, Fire Safety Standards
• Setting up of Team, right sizing and multi-skilling of employees
• Relationship Management and introducing new accounts, OTAs
• Budgeting and Cost control; Reduced payroll cost by 7.5%
• Lead the team in achieving 20%, 77%, 133%, 112% , 89% growth in YOY Room
Revenue in March- July’08 respectively and GOP growth of over 110%
• January 2005 Till November 2007- Crowne Plaza Delhi (now Suryaa)
Joined the 5 Star Deluxe Hotel - 242 rooms-unit of InterContinental Hotels & Resorts as Front Office Manager and promoted as Rooms Division Manager from July’2006
Responsible for:
• Officiate in absence of Vice President & General Manager since June’2006
• Quality Champion of the hotel
• Guest Satisfaction – increased by 11%
• Responsible for - Front Office, Telephones, Housekeeping, Laundry, Health Club
• Revenue Management, MIS, Forecasting, Budgeting and managing key accounts
• Setting up of new Business Centre from project stage-added 2 Cr to total hotel
revenue, ROI in 7 months
• Recruitment, Training, Appraisals, Staff Development and Right-sizing
Front Office Manager- Jan’2005 till June’2006
Responsible for:
• Improving and maintaining Guest Satisfaction Tracking System scores and guest
retention
• Setting up of Guest Service Centre
• Implementation of Crowne Plaza Standards
• Rolling out IHG’s Loyalty Marketing Program-Priority Club- highest enrollments in
South West Asia
• September 2003 till December 2004 - InterContinental The Grand (now Lalit)
Joined the Delhi property-5 Star Deluxe Hotel - 444 rooms-unit of InterContinental Hotels as Assistant Front Manager in September’03 and promoted in April’04 to Front Office Manager in InterContinental The Grand, Mumbai – 369 rooms + 21 Service Apartments-5 Star Deluxe Hotel, an unit of InterContinental Hotels Group
Responsible for:
• Improving Guest Satisfaction Tracking System scores by 7%
• Part of Revenue Management Team - formulating revenue management practices
• Formulating SOPs, auditing Standards, implementation of InterContinental Brand
Standards

• Recruitment, Training, Appraisals, Staff Development
• September 1994 till August 2003 - InterContinental Parkroyal New Delhi (now Eros)-5 Star Deluxe Hotel with 218 rooms, an unit of InterContinental Hotels & Resorts
• • •
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➢ Assistant Front Office Manager (January’2003 till August 2003) Reporting to General Manager
Responsible for:
Front Office Operations independently, reporting to General Manager Loyalty Marketing Program roll out & administration
Setting up the concept of Guest Service Centre & Concierge
➢ Senior Assistant Manager - Front Office (Sept’2000 till December’2002) ➢ Assistant Manager - Front Office (February’98 to August’2000) Functioning as Room Reservations Manager
➢ Front Office Executive (December ’96 to January ’98)
➢ Front Office Supervisor (September ’94 to November ’96)

CHBA-Certification in Hospitality Business Acumen-HSMAI in 2014
• Three Years Diploma in Hotel Management from IHM Kolkata
• Bachelor of Life Sciences from Meerut University, Meerut, India