Customer-facing businesses · Turnarounds · Stronger operations · Practical AI
For more than 15 years, I have led turnarounds and growth across hospitality, tourism, and growing companies. I work across the customer experience, commercial model, operations, and leadership. I now use AI to move faster, test more, and build better tools.
Case studies
These span hotels, tourism, market entry, and paid consulting for a growing company. Each case explains what was happening, the decisions I made, who I worked with, and what changed.
TukTukRental.com
Paid scale-up and strategy consulting engagement | Asia | 2025
Reviewed the sales and marketing funnel, tested the data through five analytical models and approaches, and presented the finding that paid spend was not reliably contributing to bookings. The Board approved a 90% reduction, with no observed loss of booking volume.
Stamford Plaza
Bar Manager and F&B Service Recovery | Australia | 2013
Increased revenue 50% in one month, reduced complaints 95%, and doubled staff tips by rebuilding team confidence and table service in a five-star hotel bar.
Goodtime Koh Phangan
General Manager | Thailand | 2017-2019
At a 120-key beachfront resort, increased ADR 40%, raised F&B gross margin from 15% to 50%, and sustained occupancy at 2-4x local competitors while the market competed on price.
The Pink Palace Beach Resort
Acquisition case | Greece | 2014-2015
Built the core acquisition case in 2014 and 2015, modelled a three-year path, then walked away when structural risks outweighed the operating upside.
TukTukRental.com
Paid market-entry and strategy consulting engagement | Philippines | 2025
Spent 30 days in the Philippines securing legal clarification directly from an Undersecretary, researching customers and operating conditions, changing the proposed launch location, and identifying a local partner path.
The Pink Palace Beach Resort
Operations, Experience and Change Manager | Greece | 2010-2015
Replaced a fragmented activities menu with one daily experience that linked tours, nightlife, and the next day's sales, producing record participation and spend.
Approach
The outcomes above came from the same operating discipline: understand what customers already value, get close to the work, find the real constraint, support the people carrying it, and keep the result honest.
My university thesis, Novel Business Transformation Techniques in Hospitality, used the Goodtime turnaround to examine how Project Management, Lean Six Sigma, Agile, and Scrum translate into hospitality operations. The practical lesson I carried forward was simpler: a method only holds when the team owns the change with you.
Executives, managers, frontline staff, and customers each see a different part of the operation. I get close enough to compare those views against customer flow, service handoffs, and the numbers, then define the problem with the people carrying it.
Most improvement starts by separating symptoms from causes. I map how the customer, commercial, people, and operating levers connect so a change in one area does not quietly break another.
A strong plan dies if the people carrying it feel it was done to them. I spend the time before the move making sure managers and teams understand the why, can improve the how, and see their own judgment in the change.
I stay close enough to clear friction, unblock decisions, and hold the cross-functional work together while giving the right leaders the authority to deliver. Change holds when the people who carry it own it.
Even a good plan can drift once it meets the operation. I track the realized benefit, not the projected one, so teams can see what is working, correct what is not, and keep ownership after the first push.
Operating Machinery
Good work should leave the business easier to run. That means clearer decisions, usable operating tools, stronger leaders, and a way to see whether the change is holding.
The exact outputs depend on the problem. They are built with the people who will use them, tied to a live decision, and owned inside the business.
Review rhythms, decision rights, escalation paths, and named owners so cross-functional work keeps moving.
KPIs, dashboards, board reporting, and exception views built around the decisions leaders actually need to make.
Process maps, role guides, training, service standards, and controls that make the new way of working usable day to day.
Coaching in the work, clearer role fit, and decision frameworks that turn individual judgment into capability the team can carry.
Pricing, market-entry, spend, acquisition, and downside cases that turn operating evidence into a defensible executive decision.
AI workflows, internal tools, and product prototypes with explicit human authority, privacy boundaries, testing, and release gates.
AI fluency
Since 2025, I have built and operated with agents as a serious daily practice. Alongside that work, I am completing an MBA in AI Product Management with a 4.0 GPA.
Working fluency
I build systems I use every day with OpenAI, Claude Desktop, and Google Antigravity, then keep improving them after the first version works. That means coordinating agents, connecting tools, carrying context across long jobs, testing outputs, and iterating.
Background
My early career was an unusual apprenticeship in scaled customer-facing businesses. I was not rotating through functions or touching them from the side. I was carrying ownership wherever the business had a critical gap: commercial operations, service, product experience, marketing, digitisation, staffing rhythm, pricing, reporting, and finance.
As authority scaled, that breadth became cross-functional control: seeing the business through multiple operating lenses, moving linked levers together, then turning the fix into cadence, dashboards, leadership rhythm, and systems others could keep using.
Hospitality is where I learned to see the whole system at once: customer, people, product, pace, margin, and the moments when the promise breaks on the floor. Paid consulting taught me to carry that judgment into someone else's business and leave a stronger operating layer behind. Building Cimmich has changed the speed and shape of what I can now direct.
Led operations, turnarounds, market-entry work, and frontline execution across 20+ countries, with direct operating leadership in Australia, Bolivia, Greece, Indonesia, Peru, Scotland, and Thailand.
Contact
Open to permanent senior operating leadership, interim transformation, contract mandates, and selected advisory work where a difficult cross-functional problem needs real ownership.