Christian Wildhaber

6-12months special project assignment.

The Langham, Shenzhen (5 Star, luxury hotel group) – Shenzhen, China Joining the hotel in the pre-opening phase, I was responsible for the procurement of all the operating equipment of a total value exceeding 8 million US$. The pre-opening includes all aspects of development and establishment of standard operating procedures and creating job descriptions, mass recruitment and takeover from constructors. Being the only management personnel having a Langham background, I am also responsible in ensuring that The Langham Brand Standard, The Langham Corporate Identity, all The Langham programs, as well as the Quality League and Leading Quality Assurance standards are applied by the team. The Langham Shenzhen opened in October 2012 with 349 luxurious rooms and suites, four restaurants, two ballrooms and a Chuan Spa facility.

This 5 star luxury hotel which offers 495 luxurious rooms and suites is part of the Langham luxury hotel heritage dating back to 1865 when the Langham Hotel in London opened. Besides performing the usual role and responsibilities of this position, I was appointed as “Hotel Brand Champion” being responsible for implementing the fundamentals of The Langham brand and involved in the thought process behind all new Brand initiatives. In this role, my direct feedback to the Corporate Office related to any elements of the Brand that will impact guests experience, is regarded as imperative. Consequently, in all other properties of The Langham, this significant role and responsibility would normally be assigned to one who holds a Hotel Manager position.

Harbour Grand Kowloon (5 Star) – Kowloon, Hong Kong (former Harbour Plaza Hong Kong) The flagship property of the Harbour Plaza group with 56 apartments, 498 bedrooms and suites, and two luxurious Presidential suites. This property has seven (7) food outlets and banquet facilities, generating a revenue of over 20 millions US$ per annum in the F&B department alone. Reporting directly to General Manager and responsible for 190 staff under the Food and Beverage Division. Responsibilities include creating competitive schemes to strengthen position in the market, heightening the bar for food and beverage performance, and developing staff competence in delivering excellence.

A 390 bedroom property with six (6) food outlets and banquet facilities. Reporting to General Manager, responsible for the operation, promotion, training and development of the F&B division of 280 staff as well as Recreation department, overseeing and planning of all activities.

A 480 bedroom property with 7 (seven) food outlets. Responsible for the operation and organization of monthly promotions and food festivals in all outlets; supervising training and development of 460 staff. During this employment term, was also assigned to assist Kempinski Head Office with the following corporate projects: • March 2003 – Abu Dhabi, U.A.E. Review kitchen layout drawing and plan for the hotel opening at the end of 2004, advise on adjustments required, provide feedback on restaurant designs and concepts, recommend selection of materials used for wall cladding, floor and specifications for refrigeration system. • July 2003 – Shenyang, China Inspect the kitchen site and elaborate the basic restaurants concept, review food concept and manning guide for kitchen and service.

Take over of a 423 bedroom, 5 star hotel & congress center with 3 (three) food outlets. First hotel in Morocco within the Kempinski chain. The take over included all aspects of development and establishment of Kempinski standards, the creation of new menus and F&B concept, the restructuring and organization of the entire operation. During this employment term, was also assigned to assist Kempinski Head Office with the following corporate projects: • January 2002 – Gozo, Malta Take over of a 110 bedroom, 5 star hotel and spa, instilling the Kempinski standards into existing operation, generate a full kitchen take over report with equipment inventories, review restaurant performance (revenue generation) and advice on strategies to improve it, complete a supplier survey and analyze purchase price. • March 2002 – Agadir, Morocco Assess first draft of kitchen and restaurants layout and plan to provide basic requirements on square meters and capacities. • April 2002 - St Moritz, Switzerland Review and present recommendations for adjustments on kitchen design and plans. • May 2002 – Toronto, Canada Review and analyze kitchen design and plans of the Kempinski Royal Palace 6 Stars Hotel due to open end of 2004 in Abu Dhabi, and provide specifications of equipment for respective type of cuisine. • June 2002 - Sharm El Sheik, Egypt Inspect the F&B operation and present recommendations for improved performance as well as food hygiene and sanitation, assist to orient the Executive chef in his responsibilities. • June 2002 – Kuwait, Kuwait Oversee all pre-opening tasks which included the development of restaurant concepts, food and beverage job descriptions and employee profile, suggestions on selection of the kitchen personnel including Executive Chef, set standards and procedures.

Opening of a 189 bedroom, 5 star hotel & resort with 5 (five) food outlets. First hotel in UAE for the Kempinski chain. The opening included all aspects of development and establishment of 5 outlet concepts, recruitment and training of the various operating procedures.