hennie nasveld

* Planning and implementing the establishment of a new Township development, consisting of 70 residential full title stands and 60 sectional title townhouse stands. * Liaising with the relevant professional practices and Government departments during the Township application and approval processes. * Co-ordinating with the Project Architects, Town planners, Engineers and Surveyors on the design, layout and infrastructure of the development. * Management and supervision of the Eco Estate, including the day to day running of the Game Farm, 4 star Mountain Lodge and Bush Camp on the Estate.

* Specialising in the sale and acquisition of Hotel & Leisure properties for and on behalf of corporate hotel groups and individual vendors. * Offering consultancy services relating to finance, real estate, hotel management contracts and branding. * Offering a comprehensive range of advisory and agency services dealing with assembly, planning, development, leasing and acquisition of commercially viable Hospitality and Leisure establishments.

* Rolin Hotels was a privately owned hotel company that owned and managed seven hotels and two resorts in various Free State and Transvaal (Gauteng and Limpopo) towns. * Started with in-house practical training, spending several months in various operational departments of the hotels. * Held various supervisory and departmental head positions and was promoted to General Manager at the age of 23.

* Responsible for the effective and overall management and control of: * 13 Cinemas (2,523 seats) * Ice Rink * 2 Fast food outlets * 5 Snack bars * Cocktail bar * 6 Concession stores * 550 Car parking garage * Was involved in the coordination and implementation of a R45 million refurbishment and extension project of the Sterland Theatre Complex in Pretoria, which made it the biggest cinema complex in the southern hemisphere. * Was responsible for overall building control including regular building inspections and implementation of preventative maintenance programs. * Liaison with tenants and tenant requirements.

* Operational Management of four South African units. * Achievement of an acceptable return on investment for shareholders. * Implementation of the Corporate Business Plan. * Setting of South African units priorities. * Executive performance of Cresta South Africa. * Revenue growth. * Implementation of brand standards and management quality. * Coordinate and implement refurbishment and upgrade programs. * Monthly operational, financial, sales and marketing reviews of each unit. * Annual budgeting and monthly financial reviews of Cresta South Africa units. * Implementation and management of all corporate standards, policies and procedures within South Africa. * Management of the Central Reservations Office in Pretoria. * The opening of a Best Western International Reservations office to service global and southern Africa members. * Identification of new growth opportunities.

* The upgrade and opening of Cresta’s first hotel in South Africa. * Establishing an effective management team to compete in a highly competitive market. * To create market awareness of the Cresta Group as a regional hotel group in southern Africa. * The implementation and effective management of a Central Reservation and Marketing office for the group’s 14 hotels in southern Africa. * Directly responsible for the profitability and financial control of the Best Western Pretoria Hotel. * Areas of responsibility include a hands-on approach to guest satisfaction, standards, budgeting, strategic marketing, staff development and cost control.

* Overall management of a five and four star Hotel comprising 100 luxury suites, 14 banqueting and function rooms, ranging in capacity from 20 to 1000 guests. Two restaurants and three bars. * Establishing an effective management team to compete in a highly competitive market. * Implementation of a strategic growth and operational plan. * Directly responsible for the profitability and financial control of Velmore Hotel Estate and Spa. * Areas of responsibility include a hands-on approach to turnover growth, guest satisfaction, standards, budgeting, strategic marketing, sales team production, staff development, facility improvement and cost control. * In addition, responsible to oversee the operational management of 2 cluster Hotels.