Robert O Leary

Since conception, I have principally consulted for Whitbread plc (UK's Largest Hospitality Company), The Crazy Bear Group (Sunday Times Top 10 British Hotels 2015, voted “Coolest Hotel Chain 2015” by Prestige Events Magazine) & Bespoke Hotels (An Eclectic Group of 95 Individual Hotels). At Whitbread plc, I was tasked to provide clear recommendations on the future approach for all Whitbread Restaurant brands on capturing and maximising bookings via on-line and telephone channels. Also to provide a strategy document outlining Whitbread Restaurants approach to growing like for like sales through increasing on line bookings and capturing bookings via incoming calls. After presenting my report to the Exec Board, I supported a project team specifically focused on capturing and maximising online bookings, as well as managed numerous project to capture and maximise bookings via telephone channels, including setting up an outsourced call centre. At The Crazy Bear Group, I was focused primarily on business development. My key tasks included the appraisal of the booking systems for all restaurants, rooms, event spaces, and outdoor pursuits; the development of new strategies to ensure maximum revenue and profitability; the implementation of new on line booking systems; the implementation of an outsourced call centre; the review & development of sales & marketing plans; which included the negotiation of partnerships with Lanson Champagne and Virgin Atlantic for the Groups Members’ Club. At Bespoke Hotels, I have been tasked with two assignments. The first was to review & develop existing F&B sales & marketing plans, and exploit further opportunities in a select few hotels. The second assignment was to develop & implement a concept within a recently acquired hotel. This covered all aspects, from designing critical paths, market research, brand identity, vision and values, SOP’s, recruitment, budgeting, working with designers, and developing sales & marketing plans.

This multi-outlet operation is in the heart of Soho and comprises of a 120-seater restaurant serving modern European cuisine for up to 700 covers a day, a separate ‘destination’ champagne bar and lounge, and two floors of private dining and events spaces. The total venue turnover was in excess of £6 million per annum. I managed a team of 120, and had a senior management team that included an Event Sales Manager, a Marketing Manager, a HR Manager, a Financial and Commercial Manager, an Operations Manager, an Events Operations Manager, and a Health & Safety Manager. I was directly answerable to the Gondola Group Board and, between July 2012 and July 2013 (Gondola Group Financial Year), we managed to achieve a year on year increase in profits of 18%, with an increase in sales of 5%, despite the negative impact of Olympics 2012.

The Thames Riviera Hotel & Blue River Café, Maidenhead, Berkshire The Park Hotel & Restaurant, Teddington, Middlesex The Bridge Hotel & Boathouse Restaurant, Chertsey, Surrey I was solely responsible for all business aspects, including finance, sales and marketing, revenue management, purchasing, human resources and health and safety, and I reported to the Regional Operations Director of Bespoke Hotels. I had a team of 24 managers, including a Cluster Revenue Manager, a Cluster Financial Manager and a Cluster S&M Manager, and 150 staff over the three business centres. Total turnover of the three business centres was £6.2 million per annum. The key growth areas during my tenure were, OCC 8.6%, ARR £3, Yield £5 & F&B 12%. I was directly involved in all capital projects and with the submission of project feasibility studies. The Bridge Hotel launched six new bedrooms in January 2011, costing £250K, and a new development of six further bedrooms and a refurbished restaurant, costing £1.1 million, commenced in April 2011.

Over this period, I acted as a Consultant General Manager of this large bar/restaurant, of which I had previously been the General Manager between February 2003 and February 2006. I was approached Brian Stein (Owner of Maxwell’s Group) and Craig Doyle (Managing Director) and asked to take on the task of improving the profitability, after a dramatic decline in the profits since I had previously been the General Manager.

I was appointed Operations Director for this Private Members Club, Bar and Dining Room (Three AA Rosette Restaurant). The Club includes an art gallery, TV and music recording studios, multiple bars/lounges and a restaurant, with a total site turnover of approximately £5.5 million per annum. I was responsible for the assessment, selection and implementation of various financial, stock, payroll and reservation systems, to enhance business management efficiency, and my day to day duties included the oversight and organization of high profile functions and events, both internal and external; advertising and promotional activities; negotiating all purchase agreements for food, beverages and tobacco; directing 10 managers and 87 staff over two business centres; resourcing and appraising all employees; holding daily and weekly management meeting; and attending executive meetings.

After being the General Manager of Sticky Fingers for twelve months, I was promoted to be General Manager of this ‘institution’, and was able to transform the annual profits from £225k to £650k, over a three year period. In 2004, I was named Maxwell’s Restaurants’ Manager of Year.