Khalid J. Barrieh, LSSBB,CBM, SKEA,EFQM

Functions as the property’s strategic financial business leader for a multi-property unit. As a member of the Executive Committee, the position champions, develops and implements property-wide strategies that deliver products and services to meet or exceed the needs and expectations of the brand’s target customer and property employees. The position provides the financial expertise to enable the successful implementation of the brand service strategy and brand initiatives while maximizing the return on investment. In addition, creates and executes a business plan that is aligned with the property and brand’s business strategy and focuses on the execution of financial and accounting activities and the delivery of desirable financial results.

Overall, leading, managing, and driving all aspects of asset management. This role will particularly act as an advisor to the Executive Management in diversifying and expanding the Company’s business horizons locally and internationally operation and development.

My role as Cluster General Manager is responsible for directing and evaluating the day-to-day operational activities of hotels under the Cluster umbrella, to achieve the highest standards in accordance with the Hotels operational goals and profitability objectives which includes guest and employee satisfaction and overall profitability. Focus on the contribution to the formulation and implementation of the strategy for the hotels, ensuring that strategy is translated into annual operational business plans and that performance is monitored, evaluated and managed to ensure continuous improvement. Promote and drive continuous improvement across the hotels, including product development and innovation for F&B, Rooms and Engineering, in order to achieve the Group’s mission, vision and strategy, identify and take lead in change initiatives, programs and projects that reflect international best practice and changes in the competitive environment and coach and develop to continuously improve and establish a clear succession plan for the business at all levels. In terms of operations, oversee and direct internal hotel teams to ensure the successful and efficient operations of the hotels, covering management of all departments (food & beverage, rooms, and engineering), Oversee rooms division operations, guest services and housekeeping operations to ensure high-quality guest experience is delivered, hotel revenues and occupancy rates are maximized, and brand standards are maintained, Oversee food and beverage (F&B) operations across the hotel to ensure the overall smooth and economical running of F&B operations, Oversee all maintenance and planning across the hotels to ensure full availability and serviceability of hotel facilities, including all repair work, preventative maintenance and reconstruction work, whilst minimising disruption for guests, Review opportunities to create operational efficiencies and Prepare daily financial and business report review for the hotels.

• Administered all housekeeping and guest relation activities of the hotel. • Administrated the hotel Rooms Division and guest relation activities of hotel. • Supervised meal services and ensured compliance to all sanitation regulations. • Inspected guest rooms, common areas and ground and ensured efficient cleanliness. • Scheduled preventative maintenance for the facility as per the quality standards. • Evaluated phone charges to ensure compliance to billing and maintained check on the accounting system. • Reviewed all OTA’s guests reviews and respond to both positive and negative comments. • Lead the budget and forecasting monthly process and ensure all budget/forecast assumptions in place. • Daily sales calls • Ensure the hotel training plan implemented and prepare 2nd line team members are ready to support the company growth and development

Major Accomplishments: • Played key role in converting/ rebranding RF Hotel to Hilton Grand Abu Dhabi in 2013 followed by conversion/ rebranding/ migration of systems to SUN System • Enhanced GOP Flow to 68%, surpassed ROI limits against budgeted targets by 2.5% YTD Accountabilities: • Led a team of 17 members in implementing internal controls in compliance to GAAP & SOX Acts • In charge of Finance, Stores, Purchasing department, I.T. and F&B Cost controlling • Monitored receivables, approve payments to maintain consistent and adequate cash flow, prepare cash flow forecasts • Spearheaded team efforts pertaining to financial transactions, resolving accountancy issues, implementing audit systems and statutory regulations • Evaluated accounts and implemented recovery plans based on identified variances • Budgeting, Forecasting • Internal Control monthly assessment , CSA assessment • Assessed/ prepared submissions related to capital expenditure including supporting information related to annual audit • Reconciled bank accounts to ascertain organizational financial health for restructuring organizational financial strategies

Successfully opened The Westin Abu Dhabi on Nov 7th 2011! Major Accomplishments: • Played key role in opening The Westin Abu Dhabi Golf Resort & Spa, Abu Dhabi in Nov 2011 • Implemented Hyperion budgeting & planning in 2011 & 2012 and migration of system to SAP system • Managed a level of liquidity ratio at 2:1. Led implementation of best practices across 7 hotels in the region • Acknowledged for accomplishing targeted profit levels through a efficient 4 member team Accountabilities: • Led a team of 11 members in managing day to day financial transactions encompassing business support, cash management, financial reporting & analysis, financial planning and budgeting & forecasting • In charge of Finance, Stores, Purchasing department, I.T. and F&B Cost controlling • Implemented effective internal controls in compliance to SOX Act & GAAP procedures • Developed budget based on detailed analysis of historic data, current strategies, future forecasts including major business drivers • Evaluated credit requirements/ working capital management for monitoring & managing fund flow with related interest costs • Set up/ managed effective monthly reporting system with profit and loss analysis for maintaining integrity/ accuracy of processes and reconciliations based on organizational policies • Assisted business development in preparing and implementing business strategies for accomplishing business targets • Resolved major business variances with relevant business functions • Internal Control monthly assessment , CSA assessment • Rendered consultancy to the management in defining organizational vision aligned to business growth, setting up internal controls/ procedures, evaluating organizational performance and implementing effective remedial measures • Interacted with bankers, auditors, insurance companies, customers and suppliers based on business as well as operational requirements

Major Accomplishments: • Instrumental in expansion of project for Sheraton Khalidiya Hotel from 194 to 284 in 2008 • Rated high for delivering best financial results during ME 2008 & 2009, maintaining GOP flow throw at 72% • Exceeded ROI levels against budget by 7.6% YTD through efficient leadership of a 5 member team • Recipient of Starwood President's Award for accomplishing business targets through qualitative service delivery in 2008 Accountabilities: • Collaborated with the senior leadership team and other stakeholders in defining and implementing strategies for accomplishing organizational business and financial objectives • In charge of Finance, Stores, Purchasing department, I.T. and F&B Cost controlling • Internal Control monthly assessment , CSA assessment • Prepared/ maintained annual budgets, implemented effective cost control measures and optimized resource utilization for enhancing organizational cost savings • Assisted the Regional Director of Finance and the hotel GM with financial reporting at board meeting and annual general meetings • Rendered consultancy on business support, cash management, financial reporting & analysis, financial planning, budgeting & forecasting chores • Ensured adequate internal control in compliance with the SOX Act & GAAP procedures

Played key role in launching Royal Jet. • Implemented Hyperion budgeting & planning and migration of system to SAP system Accountabilities: • Led a team of 19 members in managing day to day financial transactions encompassing business support, cash management, financial reporting & analysis, financial planning and budgeting & forecasting • Human Resources Management • Procurement Department • Implemented effective internal controls in compliance to SOX Act & GAAP procedures • Developed budget based on detailed analysis of historic data, current strategies, future forecasts including major business drivers • Evaluated credit requirements/ working capital management for monitoring & managing fund flow with related interest costs • Set up/ managed effective monthly reporting system with profit and loss analysis for maintaining integrity/ accuracy of processes and reconciliations based on organizational policies • Assisted business development in preparing and implementing business strategies for accomplishing business targets • Resolved major business variances with relevant business functions • Rendered consultancy to the management in defining organizational vision aligned to business growth, setting up internal controls/ procedures, evaluating organizational performance and implementing effective remedial measures • Financial Analysis • Internal Audit • Interacted with bankers, auditors, insurance companies, customers and suppliers based on business as well as operational requirements

A notable hotel expansion initiative in the Abu Dhabi Emirate occurred in 2000 at Beach Rotana Hotel & Resorts, transforming the former Beach Rotana Hotel & Resort, which featured 198 rooms and four venues, into Beach Rotana Hotel & Towers, boasting 558 rooms and nine venues that provide the finest culinary experiences in Abu Dhabi City. In 2007, I had the experience of overseeing the expansion at Sheraton Khalidiya Abu Dhabi, which included an increase of 38 rooms and the addition of one bar.

Successfully opened Petra Movenpick Resort the first Movenpick Resort in Jordan on June'1996! Major Accomplishments: • Played key role in opening Petra Movenpick hotel in June'1996 • •Managed a level of liquidity ratio at 2:1. Led implementation of best practices across 7 hotels in the region • Acknowledged for accomplishing targeted profit levels through a efficient 4 member team

General Manager's program, projects and researches on 21 century challenges facing the hotel general managers