General Manager

As a General Manager, you will lead all aspects of the hotel, ensuring operational excellence, profitability, guest and team member experience, and brand compliance.

What will you do?

• Act as the visible leader of the hotel, fostering a team and guest-centric culture of excellence and accountability throughout the hotel.
• Directly responsible for the full management and performance of the hotel, ensuring operational efficiency, quality, and alignment with corporate objectives.
• Oversee and support the full operation and profitability of the hotel.
• Achieve the expected results in terms of the KPIs included in the Hotel Balanced Scorecard.
• Anticipate business risks and opportunities, activating timely strategic and operational responses.
• Identify and proactively raise opportunities for growth.
• Manage and coordinate the implementation of the corporate policies and projects together with the correspondent central teams (CRM & Loyalty, Brand Strategy, PR & Communication, Quality, Sustainable Business, etc.).
• Act as the primary relationship owner and first point of contact for the hotel owner, building long-term trust, aligning expectations, proactively managing communication, and addressing issues to protect performance and partnership value. Coordinating the strategies and actions, when needed, with the different central services areas that could be involved.
• If required, representative when it comes to participation in local networking, associations, internal/ external meetings and industry forums.
• Ensure compliance with legal, health & safety and regulatory requirements and standards (e.g. licenses, fire safety, legionella).

Revenues

• Actively drives revenue growth for the hotel, working in close partnership with Sales and Revenue teams to generate demand, optimize commercial strategies and maximize market opportunities so that the Hotel achieves Budget Sales target & Market penetration KPI´s
• Demonstrate deep and continuous awareness of the competitive set, with strong understanding of competitors’ positioning, products, services and strategies.
• Review and challenge sales and pricing strategies to ensure alignment to ensure strong market positioning and alignment with Area/Market business priorities.
• Be accountable for the performance of the hotel’s commercial visibility, including the website, OTAs, digital presence and local marketing initiatives.
• Identify and secure local partners, alliances and initiatives that directly contribute to revenue generation and brand exposure.

Quality

• Own the end-to-end guest experience of the hotel, acting as the ultimate accountable leader for service excellence, brand delivery and guest satisfaction.
• Translate brand standards, guest feedback and quality KPIs into concrete actions that continuously enhance experiences, reputation, loyalty and repeat business.
• Reach on an annual basis the Hotel targets on Quality & GHA members

People

• Build, lead and develop a strong and diverse leadership team, ensuring leaders at all levels are equipped, accountable and role‑model the desired culture, behaviors and performance standards.
• Own the full team member lifecycle within the hotel, ensuring attraction, selection, onboarding, development and retention of talent, while actively contributing to internal succession and talent pipelines.
• Drive high levels of performance, engagement and accountability across the hotel, proactively addressing absenteeism and turnover through targeted action plans.

Finance

• Review the P&L of their hotel and support in establishing corrective measures to achieve the Hotel Ebitda Targets.
• Review forecasts and financial projections in line with corporate timelines.
• Responsible of the approved capex execution as well as to submit the future capex needs for the Hotel to be approved.

Decision Scope:

• Own their hotel end-to-end performance, for operational and financial results within the budgetary framework defined by the company.
• Decision Rights & Escalation Framework*:
• Revenues: adjust operational and commercial levers to reach the hotel targets; evolve if necessary.
• People: Labor Management of their own hotel within defined decision rights and elevate high-impact cases.
• Finance:
• Propose and implement improvements that lead to improve the hotel operation, ensuring efficient resource allocation and supporting the financial and quality objectives of the hotel.
• P&L / EBITDA deviation: Proposes to the Market Director/SVP Operations corrective measures, executes them, and oversees their financial impact.