Ian Wilson

Techsembly created best in class gift card, voucher and marketplace technology. I was a mentor to the company and then was honoured to accept the role of Non-Executive Director. • Worked with Amy Read and her amazing team to create strategy for the company in terms of business and product development • Member of the Board of Directors • Advised founder and the board in relation to two different purchase offers. The company ultimately chose to make an exit and sell to Sabre.

Led hotel operations for one of the world's most ambitious hospitality and mixed used developments. • Shaped future operating models across service design, guest journey, staffing concepts, and technology integration. • Worked with my team to translate our vision for the future of hospitality into executable frameworks for design, technology, operations, and development. • Drove approaches to AI, automation, and innovation that support service quality, efficiency, and scalability. • Created strong, viable and differentiated hotel concepts for THE LINE.

Wilson Innovation Lab provides expertise in the design and operations of complex tourism, hotel and service enterprises with an expertise in integrated resorts. We also help companies leverage data, analytics, artificial intelligence and automation to improve profit, service, productivity, and adherence to standard. The company also works with and invests in some of the leading startups in the world using AI and innovative technologies to help the service industry. • Advising governments on tourism strategy and future proofing the industry. • Advising hospitality and service businesses on strategy, analytics, operating model design, innovation, and transformation • Working at the intersection of hospitality, technology, AI, automation, and customer experience • Supporting organizations in identifying where data and intelligent systems can improve profitability, service performance, and labor productivity • Providing executive advisory input on future hospitality models, digital enablement, and growth opportunities

Worked with the Singapore Tourism Board (STB) to build an analytics network and to instill a culture of data into the Singapore Tourism industry. Collaborated with the Singapore Tourism Accelerator program. Advisor and Mentor JAN 2020 - Present • Mentored 27 different companies for up to one year as part of STB’s DASH program. Collectively, we achieved a 100% satisfaction rating for the program from the companies that went through it. • Worked with the Singapore Tourism Board to build a culture of data and analytics in Singapore Hotels and Tourism. Named a member of their Data Advisory Panel. • Aided the Singapore Tourism Board as a judge, advisor, and speaker for their Tourism Accelerator program.

Perhaps the most famous integrated resort in the world. Marina Bay Sands was constructed at a cost of $5.7B USD. The building is more than 6.4 million square feet and is comprised of a 2561 room hotel, a SkyPark bridging three towers with a 150 metre infinity pool, a 1.3 million square foot Expo and Convention Centre, 800,000 square feet of retail with 270 stores, 80 restaurants, the Mastercard Theatre, and the Art Science Museum. MBS has achieved annual EBITDAs in the $1.5B range • Covered duties from January 2017 and was promoted in January 2018 • Lead non-gaming operations for the complex. • Lead 5,000+ employees in departments including hotel, 25 food and beverage operations including 9 celebrity chef restaurants, SkyPark, a world famous Infinity Pool, Expo and Convention Centre, Hotel Retail, Call Centre Operations, 2,988 space Parking and Valet operation, Transportation, Security, Facilities, Sales, Sustainability, and Banyan Tree Spa. • Consistently achieved 95%+ occupancy including 97% in 2018 at an average rate of $590

• Led Hotel operations in China and Southeast Asia including the Fairmont Peace Hotel, Fairmont Beijing, and Fairmont Yangcheng Lake • Managed new hotel openings including Nanjing, Chengdu, Taiyuan, Changsha, Jakarta • Managed owner relationships for all properties • Managed residential openings in partnership with Fairmont Residential Team. Current openings include Chengdu and Shanghai • Coordinated with corporate disciplines including design and construction, spa, food and beverage, and rooms to add value to new projects by focusing on how to drive revenues while maximizing efficiency. The goal is to create the most competitive hotel possible to maximize the owner’s ROI • Aided Development team to evaluate, improve, and close potential projects. Currently we have 4 additional deals that are imminent Key Achievements  Strongly grew revenue, profitability and RevPAR index of all hotels  Fairmont Beijing was named #1 hotel in China by Trip Advisor 2012  Fairmont Beijing and Fairmont Yangcheng Lake named in the top 3 hotels worldwide for Colleague Engagement  Fairmont Beijing and Fairmont Yangcheng Lake in top 5 hotels in company for LQA (brand consistency) scores

• Led the overall operations and profitability of the Hotel encompassing 769 rooms, 7 food and beverage outlets, 70,000 square feet of meeting space, and the largest urban spa in Asia. Hotel revenue in excess of SGD $100 million per year • Led Hotel operations in Asia overseeing Fairmont Singapore, Fairmont Peace Hotel, Fairmont Beijing, and Fairmont Yangcheng Lake • Oversaw 2,350 employees in the region • Official Hotel Partner for the Youth Olympic Games thus promoting awareness of the Fairmont brand and profitability for Fairmont Singapore and Swissôtel the Stamford • Worked with the Development Team in the evaluation of prospective Hotels in Asia Key Achievements  Successfully rebranded Raffles the Plaza Singapore to Fairmont Singapore  Opened Fairmont Peace Hotel, Fairmont Beijing, and Fairmont Yangcheng Lake  Successfully negotiated to be the Official Hotel Partner for the Youth Olympic Games 2010  In last full year of operations (2010), exceeded budgeted revenue by SGD $21 million (25%) and GOP by SGD $10 million (60%)  Grew competitive RevPAR Index from 89 in 2008 to 91 in 2010 despite having 10% of room inventory out due to pipe work  Sponsored the creation of Fairmont Singapore’s quality improvement program including Lean, 6 sigma, and audits  Grew Fairmont Singapore’s Trip Advisor ranking from #18 in 2008 to 1st in Singapore in 2010  Fairmont Beijing named top hotel out of more than 3000 hotels in Beijing on Trip Advisor 2011  Significantly grew Colleague Engagement score of Fairmont Singapore from 3.94 to 4.37. Fairmont Yangcheng Lake named top hotel in Fairmont 2010 and 2011  Achieved ISO 14001 environmental certification for the hotel  Fairmont Singapore twice awarded Environmental Hotel of the Year (new hotel category)  Conducted extensive analysis on how to maximize ROI on the extensive renovation planned for the asset

• Led one of Canada’s most prominent hotels with 1,365 rooms, 7 food and beverage outlets, and 70,000 square feet of meeting space and a heavily unionized work force of more than 1,200 • Hosted many significant events such as the Toronto International Film Festival and President Bill Clinton’s 60th birthday celebration, which raised more than CAD $20 million for the Clinton foundation. Given its prominence, the hotel hosts 70% of Toronto’s most important galas and many significant national and international events such as the G8 • Known for where Queen Elizabeth stays while visiting Canada, the hotel regularly hosts royalty, politicians, spiritual leaders, and celebrities • More than 50 features and movies per year filmed on property. The hotel boasts 2 full time film concierges Key Achievements  Achieved record revenues for the hotel which was known as the highest revenue producing hotel in the country  Improved hotel-wide performance via the creation and implementation of the “Wildly Important Goal” program  Successfully negotiated a 3-year contract with the UNITEHERE Union despite having been singled out to be the “example” for the union’s year of action  Conducted in-depth analysis for the Legacy REIT, the hotel’s owner, about how to unlock real estate value from the asset. This work was ultimately factored into the sales price as the REIT was sold

• Reported to the Regional Vice President and General Manager • Managed day-to-day operations of the Hotel for all areas including rooms, health club, laundry, food and beverage, engineering, security, and retail leasing Key Achievements  Led operations though the difficult SARS epidemic. Worked with Union and government to minimize layoffs and negative impact while also working with partners to drive business into the destination  Grew JD Power guest satisfaction levels from 3.78 to 4.04 on a 5 point scale  Acted as General Manager for the Fairmont Winnipeg for three months  Grew Colleague satisfaction to 79 up from 69

• Oversaw reservations call centre, Distribution Services, Marketing Services, Tour Services, and Technology Services for the company • Led consolidation of multiple reservations teams and reservation systems into one unified operation. • Supervised team of 275 Key Achievements  Grew the operations from CAD $250 million to more than CAD $1 billion in sales  Supervised the planning and construction of 30,000 foot state-of-the-art reservation operation  Aided the consolidation of multiple reservation systems into one  Led the training and rollout portions of Fairmont’s e-commerce project to its sister hotels  Planned and implemented reservations and call centre training and infrastructure to enhance productivity and performance  Operation was subsequently named “best in class” by JD Power and Associates