St Vituscollege, Bussum

Hotelschool Den Haag (met vestiging in Amsterdam)

University of Liverpool

General Manager

Graubunden, Switzerland

Nira Alpina

MBA study with specialization International Business (IB).

MBA study

- 408 rooms and suites, 9 food & beverage outlets, dining boats and overnight cruises,                       meeting and banqueting facilities, spa, kids club, cooking school•	Luxury resort in the city of Bangkok•	Hotel formerly operated as a Marriott and was rebranded to Anantara beginning of 2012•	Positioning of the hotel as one of Anantara’s flagships•	Reported to the VP operations

Anantara Hotels, Resorts and Spas

- A cluster of 3 luxury resorts around 1 lagoon•	Anantara Dhigu, 110 villas, 5 food & beverage outlets, spa, kids club and water sports                  Anantara Veli, 50 villas, 5 food & beverage outlets, spa and water sports                  Naladhu (very high end), 19 houses, 2 food & beverage outlets, butler service                  Fleet of boats for guests and staff transfers                  Staff housing for 600 employees•	Awarded with the Minor Hotel Group Tiger Award in 2010 (best performer of the group)•	Reported to the VP operations

- 193 rooms, 5 food and beverage outlets, meeting and banqueting facilities, Elemis spa,                  kids club and water sports                  Transportation for all staff by minivans•	Successful opening despite limited pre-opening timeframe of 6 months•	Implementation of critical path for opening•	Hiring full management team•	Coordinating project progress and communication with the project manager, owners,                   designers, contractors and Starwood experts.•	Selected, sourced and prepared documentation for procurement of small operating                  equipment for all areas of the hotel.•	Pioneered the new Luxury Collection brand standards•	Reported to the Area General Manager Starwood Mauritius Complex•	Hotel currently operates as a Westin

Starwood Hotels & Resorts, The Grand Mauritian Resort & Spa, Luxury collection

- 92 rooms, 2 food and beverage outlets, meeting and banqueting facilities,                   wellness center•	Takeover of the (stand alone) hotel in January 2003 by Le Meridien.•	Major renovation of the hotel which took 1 ½ years and included an unforeseen                  closure. Renovation investment was EUR 35 M. Design by Jacques Garcia who also did                  the design of Hotel Costes in Paris.•	Coordinated project progress and communication with the project manager, owners, designers, contractors and Le Meridien/Starwood experts.•	Successful temporary relocation of around 50 staff members during the closure period to other hotels within and outside the group.•	Reopening of the hotel in September 2005 with complete new positioning.•	Extensive and high quality national and international press coverage, mainly around the reopening of the hotel.•	Takeover of the hotel in November 2005 by Starwood Hotels & Resorts.•	Reported to the Area General Manager

- 953 rooms, 4 food and beverage outlets including 1* Michelin restaurant, conference center for 2000 persons•	Responsible for all operational departments of the hotel•	Reported to the General Manager•	Responsible for daily running of the hotel in absence of the General Manager•	Highly involved in staff union meetings together with the Human Resources Manager•	Initiated and led a partly restructuring of the hotel as reaction to the decreased business levels resulting from the 9/11 terrorist attack e.g. freeze of supplier contracts, establishing staff flexibility to perform different tasks and jobs•	Promotion to first General Manager’s assignment

Deputy General Manager

- 299 rooms, 3 food and beverage outlets, meeting and banqueting facilities and fitness facilities•	Responsible for all operational departments of the hotel•	Reported to the General Manager•	Responsible for daily running of the hotel in absence of the General Manager•	General Manager of the hotel was also holding Area General Manager position and, hence, was often travelling•	Started as Executive Assistant Manager and was promoted to Hotel Manager in 2000

- 219 rooms, 3 food and beverage outlets, meeting and banqueting facilities•	Responsible for Front Office, Housekeeping and Engineering departments•	Reported to the operations manager

Rooms Division Manager

- 219 rooms, 3 food and beverage outlets, meeting and banqueting facilities•	Responsible for Front Office department including concierges and guest relations•	Reported to the operations manager•	Promoted to Rooms Division Manager in March 1996

Front Office Manager

- 219 rooms, 3 food and beverage outlets, meeting and banqueting facilities•	Responsible for the reception•	Reported to the operations manager•	Promoted to Front Office Manager in March 1995

Reception Manager

- 79 rooms, 3 food and beverage outlets including a 1* Michelin Restaurant, meeting and banqueting facilities and spa•	Hotel is one of the flagships of the IHG group•	Hotel re-opened in September 1992 after a 2-year renovation•	Responsible for rooms and banquet sales of the hotel to business as well as private guests•	Reported firstly to the Food & Beverage Manager and later to the Director of Sales & Marketing

InterContinental Amstel Amsterdam

Sales & Banquet Manager

- 182 rooms, 2 food and beverage outlets, meeting and banqueting facilities•	Was offered this opportunity at the end of my traineeship in the hotel•	Assisted the Director of Sales with administrative tasks and was responsible for the group and tour bookings of the hotel•	Reported to the Director of Sales

Starwood Hotels & Resorts, Grand Hotel Nuernberg

Sales Assistant

- 1 year management trainee program of Forte Hotels (later taken over by Le Meridien)•	½ of the training took place at the Cumberland Hotel in London•	½ of the training took place at the Grand Hotel Nuernberg

Claudia Pronk