GLION Institute of Higher Education

CIM | The Chartered Institute of Marketing

Marketing Institute of Singapore, Singapore

St Joseph's Institution

Cornell University School of Hotel

General Manager at Four Points by Sheraton Singapore, Riverview

Concorde Hotel Shah Alam is a 381-room hotel that is facing the Sultan Salahuddin Abdul Aziz Mosque and is in a strategic location within Shah Alam.

Concorde Hotel Shah Alam is part of Hotel Properties Limited.

Managing two hotels - Concorde Hotel Shah Alam and The Boathouse Pulau Tioman.

Concorde Hotel Shah Alam

General Manager

The 31-bungalow resort on a private beach is part of the Boutique Collection of Hotel Properties Limited.

The resort is located on Pulau Tioman island and is in Nipah Kampung. The resort houses an All-Day Dining Restaurant that boast the fine Malaysian Cuisine cooked in traditional style, a Beach Bar that offers sunset view and a 50-meter swimming pool.

The Boathouse Pulau Tioman

Resort Manager

Participating as board member in Republic Polytechnic’s Institutional Review Board that performs ethical review of proposed research involving human subjects and monitors continuing research.

Republic Polytechnic

Institutional Review Board Member

Handling two properties Ames Hotel and Metrasquare Hotel in Melaka, Malaysia as Cluster General Manager.

AMES Hotel Melaka

Cluster General Manager

Role of Cluster General Manager managing two hotels in Melaka - Ames Hotel a 5-star hotel and MetroSquare Hotel a 3-star hotel.

Handled two nights of 1,500 pax outside catering for owning company.

MetraSquare Hotel

Key Achievements
Lecturing to Bachelor and Masters’ degree students from University of Stirling, Scotland
Conducting module: Managing the Consumer Experience

Singapore Institute of Management

Adjunct Lecturer

Key Achievements
Lecturing to Bachelor, Advanced Diploma and Diploma students from University of Greenwich, England
Conducting modules: Human Resources Management and Organizational Behavior in Hospitality Industry.

London School of Business and Finance LSBF

Key Achievements
Conducted training and assessment for Workforce Skill Qualifications (WSQ) module: Our Excellence Towards Service to adult students from Raffles Hotels. The WSQ module is a framework from the Singapore Skills Future.

Singapore Institute of Hospitality

Adjunct Trainer

Sits as board member to Kaplan’s Industry Advisory Board, with discussions focused on industry trends, curriculum reviews, and equipping students with up-to-date knowledge and skill, in order to produce career-ready graduates.

Kaplan Singapore

Advisory Board Member

Key Achievements
Have successfully accomplished an accumulated 280 hours of lecturing of Queen Margaret University modules.
Classroom management, marking of assignments, and assessment papers.
Lesson modules taught: Catering & Convention Sales, Marketing, Contemporary Management
Challenges, Culture & Cuisine, Value Creation, Operations & Supply Chain Management, Attractions Management, Revenue Management, Contemporary Issues in International Management.
Inject applied learning into module subject matter to demonstrate how to apply academic knowledge to the actual working environment.
Conducted pre-Industry Attachment hands-on training and assessments to students.

East Asia Institute of Management

Overall accountability, responsibility, and authority for the management of the hotel with 476 rooms, 2 F&B outlets, 2 leased F&B outlets and 220 employees.

Key Achievements
Pre-Covid19
•	Orchestrate the organization structure to support the new brand from previously Riverview Hotel.
•	Revive the learning culture and bring organization change to Marriott standards.
•	Realign and uplift the capabilities of the leadership team.
•	Improve Revenue Generation through market segmentation shift.
•	Reduce operating cost from previous year through various Cost Containment initiatives.
During Covid19 & Post Covid19
•	Lead the team to make quick decision in time of Covid19 crisis and seize opportunity to review the new way of work.
•	Develop Business Continuity Plan for the hotel and implement Safe Management System.
•	Champion job redesign to increase competencies of associates through cross training and deployment.
•	Review the workforce to optimize productivity.

Four Points by Sheraton Singapore, Riverview

•	Awarded by Ascendas Hospitality Trust (Owning Company of both Novotel and Ibis Beijing Sanyuan) the Special Incentive Award of achieving the threshold of 5% over budget GOP as an historical achievement given that the hotel did not achieve the yearly budgets.
•	Accor China given special acknowledgement and an award for 2016 Best Improvement for second half year on Membership Recruitment Hotel Team for Novotel Beijing Sanyuan. 
•	Integrated the Two Hotels’ Reservations Departments into One Reservations Team for revenue efficiency and cost savings.
•	Integrated the Two Hotels’ Housekeeping Departments into One Housekeeping Departments for operational efficiency and cost savings.
•	Outsourced the Room Attendant to achieve cost savings and efficiency after integrating the two hotel’s Housekeeping departments
•	Re-position pastry kitchen up to main kitchen level as it was in violation as per the Beijing Municipal Hygiene Bureau, it also allows for greater efficiency and workflow for the kitchen team.
•	Major improvement to the food quality within the Novotel Square Restaurant as confirmed by the owning company’s directors and other hotel guests and locals.
•	Restoration works done on the three buffet counters through polishing and propping up of the frameworks.
•	Re-establish staff morale through, improving the staff locker room, cafeteria food quality, regular ‘bonding’ session of GM luncheon and teambuilding.
•	Re-introduce KTS (Accor Keys To Success) SOPs and P&P through Training Manager and monitors on monthly basis.
•	Re-implemented PPM (Preventive Program for Maintenance) to the guest rooms as both hotels have not been renovated or soft refurbished since 2008.
•	Established teams/committees – Festive, Cost Containment, Revenue Generation, Guest Experience, Staff Acquisition/Retention, Product Innovation, Audit/Risk Management Committee to improve various operational efficiency and revenue generation within both hotels.

Novotel Beijing Sanyuan & Ibis Beijing Sanyuan

Complex General Manager

•	Responsible for financial budgets and driving topline revenue, cost containment, service and product quality through providing strategic direction with the Executive Committee and Heads of Departments.
•	Through networking and various contacts, made Pullman Kuching the leading and choice hotel for VVIP visits, especially from the governmental bodies ranging from Deputy Prime Minister of Malaysia, Chief of Police of Malaysia, Chief of Military of Malaysia, other key politicians and ministers.
•	TripAdvisor rating was number 2 in the city of Kuching during the tenure period.
•	Establish good relationship with the other public like taxi drivers that provided fantastic word of mouth advertisement to stay at Pullman Kuching.
•	Staff morale improved drastically through monthly birthdays and improvement to food at cafeteria.
•	Improved the food quality for Banquet and Catering, which accounted for major weddings and parties at Pullman Kuching. 
•	Re-model an area into additional 3 banquet rooms with separate entrance from the driveway and main lobby.

Pullman Kuching

•	Main responsibilities are pre-opening, finance, sales & marketing, operations.
•	Set Resort concept directions on overall service level.
•	Hire and recruitment of Talent at the Executive Committee level.
•	Develop the F&B Concept for the resort.
•	Work with the Kitchen & Spa consultants, Architect to refine the property during the construction stages.
•	Work on the Branding strategic directions with the Branding Consultant and Graphic Design Company for the development of the Loama Brand.
•	Set the tone and directions with the uniform manufacture for the resort.
•	Set up the entire resort’s Hotel Operations Equipment list.
•	Work on the budget for the pre-opening expenses, post-opening budgets and other financial equipment of the Public-Listed Company.
•	Setting up with the Corporate Website and its strategic directions.
•	Conducts sales visitation to Hong Kong, Tokyo, Shanghai, Frankfurt, and London. Attended Arabian Travel Mart with Director of Sales – Regional.
•	Work with Architects on the second island master-planning.

Loama Resort Maldives At Maamigili (in development)

General Manager/Vice President

Responsible for all areas from Financials to Operations to Sales & Marketing to POMEC of the Hotel.  Total staff strength of 140 Reports directly to the VP, Operations of Accor – Greater China.

This is a 142 mainstream 4 star business class hotel in Shenzhen, China. The hotel is located in the Futian district close to major businesses, shopping streets and attractions. The hotel is presently bleeding and suffering monthly GOL since it reopen its doors some 11 months ago, have been recruited to do a major turnaround based on my sales & marketing and operational background.

Novotel Shenzhen Watergate

•	High-end boutique 5-star resort in the Maldives.
•	Topline Revenue improved by 15% over 2009, 9% over 2010 and 11% over 2011 Budget. ADR improved by 11% over 2009, 6% over 2010 and 2% over 2011 Budget through aggressive Room Inventory Management. Occupancy increased by 6% point over 2009, 2% points over 2010 and 4% point over 2011 Budget.
•	GOP improved by 14% over 2009, 12% over 2010, while in 2011 decreased by 0.9% due to inflations and rising cost of operations in the Maldives, overall, absolute dollar value increased by 2% over 2010 GOP actual by US$300,000.
•	Reinstituted Resort Orientation Program for all existing and new staff members.
•	Raised staff morale through effecting HR staff centric programs like housing, meals, care, games, recognition programs.
•	Successfully carried out all major low season works like Villas Hull, Re-Roofing, COMO 1 (luxury 55-foot yacht) repairs, floating jetty and Kitchen minor renovation works.
•	Successfully cut-over of Front Office Fidelio system to Opera.
•	Successfully installation of the new replacement power generation plant.
•	Successfully reconstruction of Supply Jetty.
•	Successfully installation of Kitchen cooling project.
•	Successfully commission a new Diving and Excursion Boat for purpose of additional revenue stream in 2011.

Cocoa Island - part of COMO Hotels and Resorts

•	Bought into the company to reposition hotel from a 3-star to a 4-star internationally recognized hotel through rebranding, market segmentation, marketing & sales and customer-centric operational programs.
•	Concentrated on key corporate account management to raise the level of awareness for the hotel, thereby changing customer mix and refine the market segment from being a low yield group traffic to a 60% corporate mix.
•	Attended international trade shows: WTM (London), ITB (Berlin), EIBTM (Switzerland), ATF, PATA and ITB (Singapore) to create awareness of new hotel's repositioning.
•	Overseas sales visitation to India, Korea, and Japan to key wholesalers to be included in their tour programs.
•	Practiced Revenue Management philosophies to generate better yield (as stipulated in the financial results) throughout the year.
•	Raised customers’ expectations and service level which resulted in positive improvement in ranking from 99th to 27th out of 201 Singapore hotels www.tripadvisor.com.
•	Achieved 2007 budget by $200,000 to S$30.2 million. Outperformed 2007 financials by: Improved revenue by $7.1million or 36%, and GOP by $6.0million or 34%.
•	Raised staff morale through staff retention program and best practice of an Open-Door policy.
•	Implemented First Aid course for all staff members.
•	Received total funding of $18,060 from the Singapore Government for the WSQ curriculums due to ATO status.

Parkroyal on Kitchener Road

•	Successfully reposition the hotel into a destination hotel for out-of-town conferences and 'boot camp'
•	As part of being a destination hotel, marketing activities were successfully carried out by corporate marketing team i.e., teaser ads on national radio, mail-drop, and email blast etc. 
•	Attended ATF, PATA, ITB (Singapore) for the hotel.
•	Practice Revenue Management philosophies to drive better yield throughout the year.
•	Major turnaround in business revenue through a skillfully crafted shift in business strategies. Ended 2006 well ahead of budget by S$2mil, EBIT ahead by S$1.1mil.
•	YTD 2006 RevPAR performance against industry, improved by 37%.

Changi Village Hotel

Responsible for Rooms Division covering four operational areas - Front Office, Housekeeping, Security and Fitness Center.  Reported directly to General Manager and was de-facto Number 2 as there was no Resident Manager.  Total staff strength of 136 persons. 

Responsible for Service Standards, Cost Management and increasing Productivity and Efficiencies and Total Quality Management. Worked closely with other Operational Departments like Sales & Marketing, Food & Beverage, Engineering and Accounts to facilitate a smooth working relationship to foster better guest experience through improved service standards and operational efficiency.
	
Key Accomplishments:
Implemented Rooms Controller's position to facilitate smooth front desk operations.
Implemented Maintenance program with the objective of enhancing the smell experience.
Implemented Absolute Care Model as a quality management project.
Achieved an average of $40,000 monthly increment revenue through up-selling.
Achieved an average enrollment of 25 new members (InterContinental Ambassador Program).

Reasons for Leaving:	Headhunted to be a General Manager.

Intercontinental Singapore

Director of Rooms

Originally headhunted as the Corporate Director of CRM, and when SARS happened, was reassigned as the Group Director of Sales & Marketing for the Color of Angsana brand (a third brand of a Banyan Tree Hotels and Resorts).

Banyan Tree Hotels & Resorts

Corporate Director, Customer Relationship Management

Colors of Angsana
Reported directly to the Senior Vice President/Joint Managing Director of Banyan Tree Hotels &amp; Resorts and managed an office of 6 staff. 

Was originally head hunted to spearhead the conceptualization, development and implementation of a company-wide CRM strategy and initiatives such as Loyalty Program, Call Center Management, Database Warehousing, eMarketing, Sales Force Automation, Operations Workflow Process Management

Given a secondary portfolio of Group Sales Director to handle all sales related matters, representation at major Travel Trade events/shows and handle emerging markets as a form of new market developments. 

Was subsequently assigned as Group Sales Director, in-charge of Colors of Angsana which has 3 hotels in World Heritage Sites like; The role required the effective strategic sales &amp; marketing management of 3 overseas Sales Offices. In addition, was involved in the identification of potential hotels and sites (from a Sales &amp; Marketing perspective) to compliment the Color of Angsana brand - which was geared to Adventure Tourism in World Heritage sites.

Key Accomplishments:
Implemented Data Mining using the Fidelio Central Information Systems.
Implemented company 1st Email Blast.
Conceptualized and was to roll out global repeat guests' Loyalty Program.

Reasons for Leaving:	Headhunted to an operational position of Director of Rooms.

Felix Yeo