 Den internationalen Charakter seiner Karriere im Hotelmanagement rund um die Welt wahrend veröffentlichen wir die VITA des Generalmanagers Frank M. Pfaller in englischer Sprache. GM Pfaller ist im Oktober 2002 von der VIP-Loge in Marbella mit dem "Golden Globe" ausgezeichnet worden. fmp@las-dunas.com NAME Frank M. Pfaller - D.O.B. 17.04.1950 - NATIONALITY German SPECIAL ABILITIES New openings, take-overs of deluxe hotels, refurbishments, upgradings LANGUAGES German, english, spanish,italian, french MOST RECENT PROFESSIONAL ACCOLADES:
Honorary Professional Engagements
POSITIONS HELD since March, 2001 Managing Director, Hotel Weisses Rössl, Kitzbühel, Austria - Historic hotel, independently owned, completely refurbished with total investment of Euro 35 mio., 68 rooms & suites, plus 12 luxury condominiums. Large (1.100m2) exclusive Spa. Achievements so far: upgrade from a 4 to a 5-star hotel; implementation of all the respective services; implementation of new PMS systems, incl. ´Fidelio´; strict quality control; membership with ´The Leading Small Hotels of the World´; international PR; positioning as the leading competitor. March 00 until Mar. 01 Vice President & Associate, ´Prestige Resorts International´, a renowned German hotel respresentation company providing marketing, PR and sales management for deluxe resorts in exclusive representation for the German speaking markets, including Sir Richard Branson`s ´Limited Edition by Virgin´ (´La Residencia´, Mallorca, ´Palazzo Sasso´, Ravello, ´Necker Island´, BVI, Le Manoir aux Quat´ Saisons´, Oxfordshire, ´Ulusaba Private Game Reserve´, South Africa, ´The Roof Gardens`, London, Kashbah Tamadot, Marrakech) GLA Hotels (Cotton House, Mustique, Royal Riviera, Côte d´Azur, Bel-Ami, Paris) and Ritz-Carlton managed properties in the Middle East. July ´99 until Feb. 00 Vice President & Managing Director - Project Management for the development of a new 5-star property in Estepona, Costa de Marbella, Spain (See attached description - project was first postponed and later cancelled by the private investor) July ´96 - June, 1999 Vice President & Managing Director Las Dunas Beach Hotel & Spa, Estepona, Costa de Marbella, Spain Prior to my appointment of VP/MD, I acted as Owner's Representative for this property from February 1996. I was responsible for the opening, planning and contracting, marketing, positioning and general management. The objectives:
June 1995 - June 1996 Managing Director GRUPO LA QUINTA, Marbella, Spain The group is recognized as the most active and largest organisation on the Costa de Marbella, with assets well above US 320 mio. The objective was to implement resort management structures for existing facilities, i.e. 27-hole golf course, an exclusive Golf & Country Club, real estate developments, etc., to design a new corporate identity, to internationalise the group's activities, to source new investment and joint ventures and to introduce an international marketing strategy.The objectives were reached under my management after one year. Two new hotels and one exclusive golf village have been developed as a result. Keeping an "Owner's Representative" status with La Quinta, I accepted the offer of a private German investor as Vice President & Managing Director of Las Dunas Beach Hotel & Spa.' January 1995 - May 1995 General Manager Hotel Puente Romano, Marbella, Spain incl. marketing responsibilities for Marbella Club Hotel Subsequent to my negotiations with the owners of Hotel Puente Romano and Marbella Club Hotel regarding a possible purchase of La Bobadilla, ownership signalled interest under the precondition of my personal management of their properties, which I accepted. After a short while, however, it became obvious that the owners would neither consider an investment nor a merger. I therefore accepted the offer of Marbella's most renowned international developer, AR&P - GRUPO LA QUINTA, as Managing Director, on a one year project basis. Sep. 1993 - Jan. 1995 Vice President & Managing Director Hotel La Bobadilla, Granada, Spain This independently owned hotel, at that time member of both, Relais & Chateaux and The Leading Hotels of the World, is considered to be one of the world's most charming properties, set amidst its own 900 hectare of virgin Mediterranean countryside. Due to financial and managerial problems in the past, the estate had accumulated considerable debts and other liabilities. Managerial structures, operating budgets and control systems, marketing and sales plans were lacking, average room rate below acceptable level as a result of heavy discounting, food and beverage costs - after first inventories - well above 40% and 30% respectively. Responsibilities and Accomplishments:
Feb. 1992 - Aug. 1993 Vice President & Managing Director "Ca Isabelle S.A.", Lugano, Switzerland. The brief from private owner: Conception, opening and general management of a deluxe private club hotel in Lugano, with 50 suites and complete spa facilities. Project was postponed and actually never completed due to general Ticino crises at this time and the owners lack of funds. Oct. 1992 - Mar. 1993 Project Assignment, Managing Director, K-Club, Barbuda Successful opening (re-launch) of KRIZIA´S fashionable Caribbean resort, today a LHW for Mariuccia Mandelli. Achieved Average Room Rate of U$ 1.100 and highest standards of operation in the Caribbean. (Private Butler service etc.) Club closed and I returned to Lugano after this assignment in order to pursue Ca´Isabelle project. Jan. 1991 - Jan. 1992 General Manager, ´Metechi Palace Hotel´, Tbilisi, Georgia, USSR Special assignment with Austrian developer to open a new western style luxury hotel subsequent to the dismissal of an international management company due to non-performance. Pre-opening lead time of only two months. Property consisting of 350 deluxe rooms and suites, four restaurants, three bars, conference center and health spa. Employed 15 expatriate managers and 300 staff. Successfully opened and positioned the property. Reason for leaving: End of project. Ownership offered other new hotel openings in Moscow and St. Petersburg. Not accepted because of civil unrest and generally unstable political situation. Apr. 1990 - Dec. 1990 Executive Management Consultancy with Japanese Investors for new Resorts in Malaysia and Hotel Resorts in former East Germany These projects, despite of substantial input, never materialised: The Japanese investors divested from Malaysia due to the Gulf War and, in Germany, due to the unsettled and insecure ownership situation shortly after the re-unification of East- and West-Germany. Sep. 1987 - Mar. 1990 General Manager - Hotel Operations/Executive Adviser to the Board of ´Planal´, Portugal Sept. ´87 - Jan. ´89 General Manger Hotel Operations, ´McInerney Properties´, Portugal and Spain The responsibilities:
Executive Adviser to The Board of ´Planal´, the owning company of Quinta do Lago Resort ´Planal´ was the general developer of Quinta do Lago, at that time Europe´s largest golf resort of approx. 1000 hectare. The position of Exec. Adviser developed into a de facto Chief Executive Officer role for the entire resort. The responsibilities:
Managing Director, Hotel Guanahani, St. Barth, Caribbean Opening assignment. Responsible for the pre-opening, marketing and general management of deluxe resort of 60 rooms and 11 villas, one gourmet and one café style restaurant. Hotel is member of Leading Hotels of the World.. Reason for leaving: Completion of project. Nov. 1985 - Sep. 1986 General Manager, Kuwait Regency Palace, Kuwait ´Turn-around-assignment´ of newly opened ´Hyatt Regency´ to independently managed property and preparation for affiliation with Leading Hotels of the World. 300 rooms and suites, 3 restaurants, 2 grand ballrooms, unique spa and medical center. Creation of totally new corporate identity, recruit new management and staff, upgrade all operational standards, prepare, implement and oversee new marketing plan. Reason for leaving: War activities in Iran/Iraq. Apr. 1985 - Oct. 1985 ´El Rancho Country Club & Casino´, Haiti Project assignment to upgrade this five-star property as to standards of operation and profitability. Jan. 1984 - Jan. 1985 Managing Director, St. James´s Club, Antigua Responsible for the complete refurbishing program of U$ 15 mio., budgeting, staffing, marketing, planning & contracting and implementation of all operating & control systems. The resort consisted at that time of 80 suite, 30 studios, 3 restaurants, 5 bars, yacht club, casino. Reason for leaving: Political intricacies between ownership, management and local government.' Dec. 1980 - Jan. 1984 General Manager with Sun Intl. Hotels, South Africa ´80 - ´81 G.M. Beverly Hills Hotel, Durban Responsible for entire refurbishing and upgrading of South Africa´s first 5-star hotel of 100 rooms and suites, 2 restaurants, one supper club, 3 bars, 120 staff. ´82 - ´83 G.M. , The Maharani, Durban Promoted due to successful completion of the first project. At that time, the Maharani was S.A.´s ultimate deluxe hotel and the company´s flagship property. 300 rooms, 3 bars, 3 restaurants, large banquet facilities and outside caterings for up to 3000 meals, 320 permanent staff. ´83 -´84 G.M., Le Touessrok, Mauritius Assignment included the take-over of the resort - at that time a Relais & Chateau, today a LHW, from private ownership for ´Sun Intl.´, implementation of companies operating standards and reporting system. 100 rooms, 5 restaurants, 5 bars, 2 private islands, 220 staff. Reason for leaving: Better offer 1975 - 1980 ´E.W.E. Hotel Invest, Munich, Germany until 1976 G.M., Hotel Tres Islas, Fuerteventura, Canary Islands. 5-star property, 360 rooms and suites, 280 staff, 4 restaurants, 5 bars, all beach recreation facilities. 1977 promoted to Managing Director of ´Selected Hotels Promotion Gmbh., Munich, a subsidiary of E.W.E. Responsible for the marketing, promotion, planning & contracting for the owning company´s properties in the Canary Islands and other affiliated hotels in Kenya, East Africa. Total of approx. 1.500 hotel rooms. Crisis management assignments at the various hotels. Reason for leaving: Holding company divested from all Canary Island properties. 1972 - 1975 General Manager, ´Safari & Sea Hotel Blue Marlin, Kenya, East Africa Historic 4-star seaside resort with own safari and deep sea fishing company. 120 rooms, 2 restaurants, 3 bars, 150 staff. GRAND HÔTEL SEA PALACE ROYAL PALM BEACH COSTA DE MARBELLA Responsibilities and Project Data: I. To source and acquire a first rate beachfront building site of 100.000 m2 on the Costa de Marbella . II. To negotiate all the respective urban and building permits with the Town Hall. III. To source and contract internationally renowned architects. IV. To source and contract a construction company. V. To oversee/control building activities. VI. To provide pre- and post opening general management services for the hotel. Description of Project:
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