Regional Operations Manager (Central Highland)

Tổng quan về công việc và trách nhiệm

1. Regional operating ownership •Own day-to-day performance across all properties in the region — service delivery, guest experience, operational stability and compliance. •Lead the GMs and GSMs as their direct manager: set direction, agree priorities, remove obstacles, and hold them accountable for property results. •Work with department heads (Front Office, Housekeeping, F&B, Kitchen, Security) when an issue needs depth, without undermining the GM's authority. •Set a consistent operating rhythm — property visits, business reviews, audits and a clear escalation path for incidents. •Be the decision-maker on regional operational matters, and the first escalation point for anything that puts guests, colleagues, assets or reputation at risk. 2. Cost performance •Own the operational lines of the P&L at every property, and read each P&L in detail — not only at summary level. •Set, monitor and challenge the core cost drivers: labour cost and productivity, utilities, F&B cost (with Kitchen Ops) and OS&E. •Build and defend budgets and forecasts with Finance and the GMs; explain variances with cause and corrective action, not description. •Deliver margin improvement through labour scheduling against occupancy, consumption control and process simplification. •Keep decisions balanced: cost actions must not quietly erode guest experience, safety or team stability. 3. Standards and SOPs •Standardise SOPs across the region, with priority on the resort model as a newer format alongside established city hotels. •Keep them simple and practical — usable by frontline teams in Vietnamese and English, and workable at any property size. •Make them stick: checklists, audits and training, updated from audit findings and frontline feedback. 4. New property handover and stabilisation •Take operational handover from the pre-opening team, with a full understanding of the model, systems, manning and processes established. •Support the GM through the post-opening period: stabilize daily operations, correct what does not work in practice, and tune manning to real demand. •Track early performance closely, drive corrective action, and bring the property to the group's operating standard within the agreed window. •Feed lessons back into the pre-opening playbook so each opening is faster and cleaner. 5. People leadership and capability building •Develop GMs, GSMs and key department heads through coaching, structured feedback, exposure and succession planning. •Set performance standards and KPIs for GMs and GSMs; recognise strong delivery and address underperformance early. •Own talent risk: succession cover for every key position, retention of high performers, and a credible internal pipeline. •Work closely with HR on manpower planning, labour compliance, training, engagement and employee relations. •Set the tone on culture: hands-on, respectful, high-standard, and safe for people to raise problems early. 6. Guest experience and quality assurance •Own guest satisfaction and service consistency across the region, across brands and property types. •Run scheduled and unannounced audits — service standards, product condition, cleanliness, hygiene, safety and brand compliance — and close findings to a deadline. •Handle serious guest incidents, service failures and reputational risks personally, and ensure root causes are removed. 7. Reporting and cross-functional partnership •Report regional performance, risks and priorities to the Operations Director on a consistent, data-supported cadence: results against budget and KPIs, root causes, actions taken, support required. •Propose improvements to systems, operating models and tools, including new operating concepts where the market or the asset justifies it. •Work as a peer with Finance, HR, Commercial, Tech, Projects and Maintenance — this role succeeds through influence across functions as much as authority within the region.