Business Case: Rebuilding and Repositioning Daydream Island Resort for Success
Challenge:
When Brenden van Blerk was brought on board as the General Manager of Daydream Island Resort and Living Reef, he faced significant challenges in three key areas: People and Culture, Guest Experience and Customer Sentiment, and Commercial Results. With his extensive skills and expertise, Brenden approached the resort's rebuild and repositioning as a conversion project, driving impressive outcomes to date.
Solution:
Brenden's strategic leadership and depth of skills were pivotal in successfully rebuilding and repositioning Daydream Island Resort. Through his focused approach and effective execution, he achieved remarkable results in various aspects of the business.
One of the initial steps Brenden took was the recruitment of an entirely new Executive Committee and senior leaders, including an EAM, Director of People & Culture, Chief Engineer, and Director of Finance. This comprehensive team was essential for driving results and fostering a culture of collaboration and communication.
Recognizing the concerns surrounding the Staff Village's safety and reputation, Brenden developed renovation project plans with budgets totaling approximately $1.4 million. By presenting this proposal to the owners and gaining their approval, he ensured that necessary improvements were made, addressing WHS and enhancing the resort's reputation.
Brenden's revenue-focused approach resulted in significant gains in occupancy percentages (+15.2%) without relying on advanced purchase or discount rates. This deliberate strategy aimed to increase RevPar, which saw a notable increase of $45.7 compared to the first half of the year. Total revenue grew by 21.1%, primarily driven by a 30.5% increase in Room Revenue and a $741k increase in Other Revenue.
In the Food & Beverage department, Brenden's outcomes-focused approach led to a decrease in cost of sales and operating expenses, enabling more efficient revenue capture and a substantial improvement in departmental profit from 5.5% in the first half to 12.6% in the second half of the year.
Through a revenue optimization focus, increased efficiency, and a results-driven mindset, Brenden is on track to deliver an Operating Department Profit of 44.2%, a significant increase from 35.7%. Moreover, he successfully reduced UOE and controlled the expense base from 34.4% to 31.4%, further contributing to improved profitability.
The resort's reputation and delivery of exceptional guest service have been crucial to its success. Despite a challenging start to the year, Brenden and his team achieved consistent and sustainable growth. Both Guest Reputation Index (GRI) and TripAdvisor ratings reflect this progress, with GRI scores increasing from 63.5% to 86.7% and TripAdvisor ratings improving from 2.7/5 in Q1 to 4.1/5 by mid-Q4.
Results Summary:
• Recruitment of a new Executive Committee and senior leaders to drive results and foster collaboration.
• Renovation of the Staff Village to address WHS concerns and enhance the resort's reputation.
• Significant gains in occupancy percentages (+15.2%) and RevPar increase.
• Growth in Room Revenue (30.5%) and Other Revenue ($741k).
• Decrease in Food & Beverage cost of sales and operating expenses, resulting in improved departmental profit.
• Delivery of an Operating Department Profit of 44.2% and reduction in UOE and expense base.
• Improved reputation and guest service ratings on GRI and TripAdvisor.
Conclusion:
Under the leadership of Brenden van Blerk, the General Manager of Daydream Island Resort and Living Reef, the resort has undergone a successful rebuild and repositioning. Through strategic recruitment, focused renovations, revenue optimization, and a commitment to exceptional guest service, Brenden has achieved significant improvements in operational performance, guest satisfaction, and financial results. His ability to navigate challenges, drive growth, and deliver sustainable outcomes makes him an invaluable asset for any hospitality business seeking to rebuild and reposition for success.
Business Case: Successful Hotel Openings and Owner Engagement in JAPAC Region
Challenge:
IHG Hotels & Resorts faced the challenge of ensuring smooth and successful openings of new hotels across the JAPAC region while establishing strong relationships with owners to drive engagement and retention. The Director of New Hotels, Brenden van Blerk, took on this critical role to provide leadership, consultation, and support to hotel owners and General Managers throughout the opening process.
Solution:
Brenden's strategic approach and expertise led to outstanding results in hotel openings and owner engagement. By deploying his skills and resources effectively, he successfully opened 16 hotels representing a total asset value of approximately $650 million across 6 IHG brands. He developed comprehensive project plans and pre-opening budgets, ensuring that each hotel had a clear roadmap for success.
To address complex problems that arose during the opening process, Brenden activated cross-functional teams from Design, Engineering, HR, Finance, Risk & Legal, and Commercial departments. His ability to coordinate and deploy critical resources to address specialized issues ensured that potential obstacles were overcome swiftly and effectively.
Building strong relationships with owners was a key focus for Brenden. His commitment to business development and owner engagement led to successful collaborations with owners across 31 hotels and 7 unique brands in 5 countries. Regular stakeholder review meetings were conducted, providing a platform for open communication and driving hotel/portfolio performance and efficiency.
Through meaningful relationships and support, Brenden fostered owner retention, resulting in 6 owners signing new Hotel Management Agreements (HMA) with IHG while still in the opening phase.
Brenden's dedication to Diversity, Equity, and Inclusion (DE&I) initiatives was also evident in his role as a key member of the JAPAC DE&I Council. He delivered 5 key initiatives focused on promoting DE&I awareness and practices within hotels and teams within 18 months. This commitment to creating inclusive environments further strengthened the relationships with owners and enhanced the overall brand reputation.
Results Summary:
• Successful opening of 16 hotels, representing a total asset value of approximately $650 million.
• Robust project plans and pre-opening budgets of approximately $1.5 million each, ensuring efficient execution.
• Resolution of complex problems through strategic deployment of critical resources.
• Strong relationships established with owners across 31 hotels and 7 unique brands.
• Regular stakeholder review meetings driving performance and efficiency.
• 6 owners signed new HMA’s during the opening process, demonstrating high owner retention.
• Delivery of 5 key DE&I initiatives, fostering inclusive environments within hotels and teams.
Conclusion:
Under the leadership of Brenden van Blerk, the Director of New Hotels in JAPAC, IHG Hotels & Resorts achieved exceptional results in hotel openings and owner engagement. Through meticulous planning, strategic resource deployment, and a commitment to DE&I initiatives, Brenden's expertise ensured smooth and successful hotel openings while fostering strong relationships with owners. His exceptional leadership and ability to navigate complex projects make him an invaluable asset in driving growth and success within the hospitality industry.
Business Case: Driving Operational Excellence and Owner Support in JAPAC
Challenge:
IHG Hotels & Resorts faced the challenge of ensuring operational excellence across Managed and Franchised hotels in the JAPAC region while providing effective support to owners. Brenden van Blerk, as the Director of Operations Support & Franchise in JAPAC, took on this critical role to drive performance, consistency, and owner engagement. In conjunction with this he led an Agile innovation process in response to COVID-19 to lead restructuring in hotels to adapt to the new business conditions.
Solution:
Brenden's strategic leadership and collaborative approach were instrumental in driving operational excellence and fostering strong relationships with owners. His expertise and commitment to delivering exceptional results yielded significant outcomes.
Brenden provided leadership to drive guest service and standards metrics across a portfolio of 92 hotels in 10 countries. By establishing himself as a critical business partner to 14 senior leaders, including Managing Directors, Vice Presidents of Operations, and Assistant General Managers, he ensured the consistent delivery of global corporate initiatives, loyalty programs, and branded service experiences.
To streamline operations and enhance efficiency, Brenden led a team of 8 professionals in designing new hotel organization structures. Within a compressed timeline of just 8 weeks, he optimized complex organizational structures with up to 9 layers, creating more nimble models tailored to the economic impacts faced by hotels and owners during the early stages of COVID-19. This process resulted in streamlined operations and significant cost savings.
Brenden's role extended to supporting owner engagement by developing and implementing strategies that maximized their interactions with IHG throughout the openings process. Through regular stakeholder review meetings, he drove performance, efficiency, and open communication with up to 15 different owner and ownership groups at any given time.
Results Summary:
• Leadership in driving guest service and standards metrics across 92 hotels in 10 countries.
• Streamlined operations through the design of new hotel organization structures, resulting in improved efficiency and cost savings.
• Strong relationships with owners across 31 hotels and 7 unique brands in 5 countries.
• Regular stakeholder review meetings driving performance, efficiency, and effective communication.
Conclusion:
Under the strategic guidance of Brenden van Blerk, the Director of Operations Support & Franchise in the JAPAC region, IHG Hotels & Resorts achieved exceptional results in driving operational excellence and owner support. His ability to foster strong relationships, optimize operations, and drive consistent performance ensured the delivery of exceptional guest experiences. Brenden's strategic leadership and commitment to excellence make him an invaluable asset for any hospitality business seeking to drive operational efficiency and establish strong partnerships with owners.
Business Case: Asset Conversion and Worlds First Brand Opening for voco IHG Hotels & Resorts.
Challenge:
Launching voco Gold Coast as the first General Manager for this new IHG brand presented unique challenges. Brenden van Blerk embraced the opportunity to craft the brand from the ground up and establish strong relationships with owners to drive engagement and success while converting and operating hotel and improving commercial results.
Solution:
Brenden's visionary leadership and strategic mindset played a pivotal role in shaping the success of voco Gold Coast and fostering owner engagement. He successfully navigated the challenges through a multifaceted approach.
To ensure a successful brand launch, Brenden meticulously project planned the conversion and implementation process, adhering to a tight 5-month timeline and a $7 million project budget. He also conducted a commercial positioning workshop to identify market opportunities, positioning voco Gold Coast as a leader in the market.
Brenden's focus on people transformation was remarkable. He implemented an intensive Learning and Development pathway to bring the new lifestyle brand to life. With a redesigned organizational structure, he retained and upskilled the existing team while reducing fixed headcount by 10%, resulting in annual savings of $825k. This approach created a strong foundation for delivering exceptional guest experiences and fostering a culture aligned with the voco brand.
Results Summary:
• Successful conversion and brand launch of voco Gold Coast within a 5-month timeline and a $7 million project budget.
• Identification of market opportunities through a commercial positioning workshop.
• People transformation with upskilling and retention of the existing team, resulting in reduced headcount and annual savings.
• Strong owner engagement through strategic initiatives and regular stakeholder review meetings.
Building strong relationships with owners was another key aspect of Brenden's role. He developed and implemented strategies to maximize owner engagement throughout the openings process, ensuring their active participation and alignment with IHG's goals and initiatives. Regular stakeholder review meetings were conducted, providing a platform for open communication and collaboration.
Conclusion:
Brenden van Blerk's strategic leadership and ability to drive successful brand launches and owner engagement were critical to the success of voco Gold Coast. His meticulous planning, focus on people transformation, and strong relationship-building skills delivered exceptional results. Brenden's dedication to excellence and the ability to navigate complex projects make him an invaluable asset for any hospitality business seeking to establish a new brand and foster strong owner partnerships.
Business Case: Transforming Guest Experiences and Driving Operational Excellence
Challenge:
Holiday Inn Potts Point faced challenges in guest satisfaction and operational efficiency, negatively impacting its performance. Brenden van Blerk, as the General Manager, took charge of the situation and implemented a suite of strategic initiatives to turn the property around.
Solution:
Brenden's exceptional leadership and strategic thinking were instrumental in transforming guest experiences and driving operational excellence. By deploying his extensive industry expertise and collaborating closely with stakeholders, he successfully delivered impressive results.
To address the issue of guest satisfaction, Brenden implemented critical activities such as a Guest Love Tracker, Problem Handling framework, empowerment training, and a new culture of +One Service Recovery. These initiatives led to a remarkable 182% year-over-year improvement in Guest Love scores. Additionally, he focused on enhancing Guest Love and Loyalty Recognition, resulting in increases of 5.2% and 7.1% respectively, exceeding performance expectations.
Brenden also revamped the Sirocco Restaurant and Bar, optimizing underutilized space and realizing its commercial value. With a capital spend of approximately $100k and a 12-week timeline, he oversaw the design of new vis ID and service flows, including a Brasserie Kitchen and a new Beer Garden. This transformation elevated the dining experience, driving increased revenue and customer satisfaction.
By actively participating in various meetings and reviews, including Yield, Rev Gen, Forecast, and P&L meetings, as well as area calls, performance calls, and owner asset reviews, Brenden demonstrated his commitment to commercial success. His exceptional leadership and collaboration skills enabled him to build strong, trust-based relationships with all stakeholders.
Results Summary:
• 182% year-over-year improvement in Guest Love scores.
• Increase of 5.2% in Guest Love Recognition and 7.1% in Loyalty Recognition.
• Revamped Sirocco Restaurant and Bar, optimizing underutilized space and driving increased revenue.
• Successful collaboration with stakeholders, fostering strong relationships and trust.
Conclusion:
Brenden van Blerk's transformative leadership at Holiday Inn Potts Point resulted in significant improvements in guest satisfaction, operational efficiency, and revenue generation. His strategic initiatives, collaborative approach, and exceptional project management skills positioned the property for long-term success. Brenden's commitment to excellence and the ability to drive positive change make him an invaluable asset for any hospitality business seeking to elevate guest experiences and drive commercial success.
