David Ballandras

Experience

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  Hotel Mercure Paris Bercy

  Feb 2000 - Mar 2002

  Front Office Manager

  3-star hotel. 364 rooms.

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  Hotel Novotel Marseille Aéroport

  Mar 2002 - Sept 2004

  Room Division Manager

  3-star hotel. 117 rooms.

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  Hotel Novotel Geneve Centre ****

  Oct 2004 - Aug 2007

  Room Division Manager

  4-star hotel. 206 rooms & suites.My mission as Room Division manager there was mainly to increase turnover & profitability of the Rooms Division department. My results were: - The ARR increased by 8% each year.- The Rooms Division turnover increased by 8% each year

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  Black Marlin Luxury Resort ****

  Sept 2007 - Sept 2008

  General Manager (Pre-opening and opening)

  Luxury Boutique Hotel. 18 villas, suites and rooms, 1 restaurant.I was hired to proceed to the pre-opening and opening of the resort, which was originally a private property staffed with 50 local domestic employees.My main results were:- Set the frame to professional operations, organized purchasing, cost control, F&B, front and back office work…- Created and launched marketing & sales plan.- The occupancy rate increased from 5% in 2007 to 30% in May 2008 and reached a stable average 50% during 2008, second semester.- Refurbishment & construction works were launched and finished by the time I left.- The staff was trained to 5 stars resort standards, to the utmost satisfaction of our guests: 90% satisfaction. Show less

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  B&B D’Un Monde à L’Autre

  Feb 2009 - May 2010

  Manager

  While I was leaving Kenya, my in-laws decided to transform their family property into a B&B, and they asked me to help them. Since I am always up for a new challenge, I went for it. Here is what I mainly did:- Participated in the complete renovation and upgrading of the house, - Implemented an operational structure, from reservation to check-out, - Trained the owners to daily operations,- Helped during the first few months of opening.

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  Hotel Cerf Island Resort **** (Seychelles)

  Jun 2010 - Feb 2011

  General Manager

  Luxury Boutique Hotel. 12 villas, 1 restaurant.My mission as General Manager of this resort was then to make the resort’s operations profitable and handle the pre-opening phase of the 2nd part of the resort (double the existing capacity) while modernizing the F&B services.My results were :- From the end of July 2010, the GOP was balanced.- From September, the resort had a positive GOP.- Food cost decreased from 38% to 28% by the end of July.- Updated the F&B services, created a real lunch and bar offer, modernized the food offer in general.- Average rate on guests’ comments increased from 8.4/10 to 9.5/10. Show less

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  Hotel BORA BORA PEARL BEACH Resort & Spa*****, Bora Bora (French Polynesia)

  Mar 2011 - Mar 2014

  General Manager

  5-star hotel. 80 bungalows - 3 restaurants.Member of The Leading Hotels of The World.My mission as General Manager there was to reduce costs to a minimum & maximize GOP, while updating the F&B concept, maintaining overall resort quality, guests’ satisfaction & employees’ motivation. Here are my main results:- The GOP of 2013 increased by 12% compared to 2012, with an equivalent turnover.- The GOP of 2012 increased by 80% compared to 2011, with an equivalent turnover.- Very first distribution of dividends to the pool of owners in 2013.- Guest satisfaction: 79% in 2012, 89% in 2013.- Resort ranked 4th on the « Top Resorts Oceania » of the 2012 Readers’ Choice Awards of Conde Nast Traveler magazine. Show less

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  Fellah Hotel *****

  Jun 2014 - Oct 2014

  General Manager

  5-star hotel. 60 rooms and suites - 1 restaurant - 1 artists' residence.Member of Small Luxury Hotels of the world.My mission as General Manager of this hotel was to improve the level of service & guest satisfaction, create and update an accounting service, a in-house marketing service, a reservation service, an operational and administrative structure... Lacking of human and financial means, I decided to put an end to my trial period. However, here are some results I managed to obtain within my time there: - Increased monthly occupancy rate from July 14 to March 15 by an average 38% compared to forecast and estimated previous years.- Cleaned up and updated bookings, operational accounting, sales contracts. Reduced operational costs by 30%.- Re-organised F&B, Sales&Marketing and Housekeeping departments.- Paid salaries & suppliers every month. Drew a repayment schedule for operational debts and honored it.- Gain 67 ranks on Tripadvisor. Show less

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  Bukitvista

  Nov 2015 - Sept 2016

  Operations Manager

  Hospitality Rental & Management Company- Human Resources: Developed tools & trained the team to Hospitality best practice. Defined development plan and recruitment needs. Drew job descriptions for new positions needed, and redefined job descriptions of the existing team. Recruited additional employees based on these plans. Employee efficiency rate increase: +27%. Employee satisfaction rate increase: +38%. - Sales & Marketing: Developed partnerships with new customers providers, mainlydestination weddings companies. Occupancy rate increase: +24%. - Owners’ relationships: Implemented structured communication line with resorts & villasowners. Issued weekly and monthly reports. Owners satisfaction rate: +42%. - Revenue management: Implemented revenue management. Turnover increase: +22%. Show less

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  Amanta Resorts

  Sept 2016 - Jul 2021

  Hotels General Manager

  General Manager of Dimitile Hotel****, Reunion Island, resort that I reopened in October 2018.The Dimitile Hotel had not been properly operated for years and needed upgrades and renovations in all its departments : service, finance, reputation... I hired 15 people, trained and lead them, while working on relationships with all tourism partners, suppliers, local influencers and cleaning up finances.Main measurable results in 2020:- Occupancy rate: +9%- Turnover: +3,5% - Restaurant covers: +3.5%- Customer spending: +5%- Guests comments: 8.9/10 for guest service, 8,5/10 for food quality, 8/10 for cleanlinessFrom sept 2016 to june 2018, I managed Amanta's ecoresort, Antsanitia, in Madagascar. After a year spent straightening the operations and administration of the hotel, I managed to reach the very first balanced operating results after 8 years of operations, and the resort was voted “2017 Best value for money resort” of Madagascar by TripAdvisor. Show less

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  FORT ROYAL RESORT

  May 2023 - Aug 2023

  Hotel Manager

  Summer season contract. - Preparation for a possible upgrade from 3 to 4 stars. - Management of operations and administration. - Increase of quality of service and guest satisfaction.

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  EVI HOB

  Sept 2023 - now

  Hob : contraction de Hôtel et Auberge. Principalement implanté dans le milieu rural (moins de 20 000 habitants), le Hob est un véritable lieu de vie, d’échange et de rencontres ouvert aux voyageurs et aux habitants. Il mêle une offre hôtelière et de loisirs dans une atmosphère conviviale et à taille humaine. Concept inédit lifestyle pour prendre le temps de vivre, retrouver les goûts des choses simples, aller à la rencontre des locaux, faire l'expérience de l'immersion locale ! Chaque Hob vous offre une expérience unique de voyage.Le Hob Montespan-Talleyrand est au coeur de la petite cité thermale de Bourbon L'Archambault, dans une maison de maître datant du XVIème siècle, et la volonté du groupe Evi Hob, qui en a pris la gestion en 2023, est d'en faire le lieu de vie des Bourbonnais ainsi que l’endroit idéal pour les voyageurs en quête de bonheur et de moments inHOBliables ! Show less

  • Directeur des opérations

    Feb 2025 - now

  • Hobergeur (Directeur Général)

    Sept 2023 - Jan 2025