Upload
john-giattino-cha-lion
View
26
Download
1
Tags:
Embed Size (px)
Citation preview
Three-Prong Mission Statement
TO BE:
A World Class Professional Hospitality Organization and
Owner/Operator of Market Dominating Superior Hotels with Highly
Regarded, Industry Leading Brand Affiliations and Unparalleled Operating
Results and Returns for our Owners and Investors.
A Preferred Employer in ALL of the Markets in Which We Operate with
High Staff Retention and Loyalty.
A Guest-Centric Hospitality Service Team Laser Focused on
Outrageously Positive Guest Experiences and Enjoying the Highest Guest
Satisfaction Scores and Brand Rankings in the Industry.
BN Means Business Nirvana, Bold Numbers, Begin Now, Balanced
Navigation, Brand Names, and Best Nights.
BN Group
BN Management Co
Hotel Management
Dedicated Investor Pool
Finance
New Orleans & Gulf Coast
Regional Center
EB5 Specialized Finance
Hi Tech Commercial Contractors
Construction
Operating Hotels
Bui Nguyen
Development
In 2007, BN Group created an affiliate company “Hi-Tech Commercial Contractors.”
This seamlessly allows us to take full control of the planning process from design to
construction through opening. Creating this affiliate to move through the development
process from zoning, planning, purchasing, building and selecting the correct product
for the appropriate market.
In 2013, the United States Department of Homeland Security's Citizenship and
Immigration Service (USCIS) granted the “New Orleans & Gulf Coast Regional
Center” (NOGC-RC) certification as an EB-5 immigrant visa program Regional Center.
The NOGC-RC’s mission is to deliver a secure immigration gateway for foreign
investors that is multi-dimensional, dependable, and financially beneficial. The NOGC-
RC team is committed to promoting economic growth and job creation while keeping
our client’s EB-5 investment and immigration objectives top-of-mind.
Organizational Chart
Bui Nguyen
Chairman and CEO
Joe Nguyen
Vice President EB5 Operations
Sonya Nguyen
CFO
Kelly Bakewell
Corporate Director of Accounting
Cheri Vidrine
Hotel Accountant
Liz Carle
Accounts Payable
Vi Pham
Payroll
Mike Sherman
Corporate Counsel
Jason Tran
Executive Administrator & Director of HR
John Giattino, CHA
President
Hotel Division
Kate Wendel
Regional Director of Sales
Regional Director of
Sales
Corporate Director of
Hotel Operations
General Managers
Hotel Teams
Assistant General
Managers
Julia Stroble
Corporate Director of Revenue
Management
Chris Chang
Corporate Engineer
Cuong Nguyen
President Construction
Johnny Nguyen
Procurement Manager
Steven Nguyen
Executive Administrator &
Procurement
Brett Simon
Vice President
Construction
Superintendents
Bui NguyenChairman & CEO
Bui Nguyen, Chairman and CEO, stands at the forefront of our organization. Mr. Bui is a results-driven executive with over 35
years of experience positively affecting bottom-line profitability and workforce optimization through strategic development and
business re-engineering. Mr. Bui has 20 years of experience in the hotel, hospitality and construction industries. He leads his team
with a hands-on management style and impressive business-risk acumen. Under his leadership, the organization has consistently
met and exceeded corporate goals and objectives within progressively accountable leadership roles.
The inception of his first hotel entity took place in 1998. Over the years, the company experienced exponential growth, eventually
evolving into the turn-key companies now known as BN Management Co, Hi-Tech Commercial Contractors and the New Orleans
and Gulf Coast Regional Center (NOGC-RC) EB5 VISA Program.
Mr. Nguyen is well versed in all facets of the hotel industry, including construction, renovation, ownership, and operations in
multiple states along the Gulf Coast. Mr. Nguyen’s franchise affiliations include Marriott, Hilton, Choice Hotels International, Best
Western International, La Quinta and Wyndham. Recognized for his business acumen & leadership qualities, he has been pursued
to take on leadership roles in more than 20 entities across the United States.
Mr. Nguyen’s expertise runs deep. He has a disciplined investment approach and believes in growing his companies in a
conservative and prudent manner. His operating strategy involves analyzing hundreds of projects before identifying just the right
one that fits within the company’s core competencies and the team’s capabilities. His underlying passion for business growth and
development, combined with a results-oriented work ethic, has opened doors for entrepreneurial ventures that have evolved into
highly successful, financially stable organizations.
John R. Giattino, CHAPresident
Mr. John Giattino, CHA, joined BN Management Company in June 2014. He is responsible for the successful operations and all
business opportunities at BN Management’s entire portfolio of hotel assets. John brings to BN Management over 35 years of
experience across all disciplines in the hospitality industry in senior executive leadership roles at the Walt Disney Company,
Outrigger Lodging Services, Choice Hotels International/Sunburst Hospitality Corporation, Alliance Hospitality Management,
GF Management Company, the United States Navy Lodge Program, and numerous others. He has held full P&L and direct
operating responsibility for over 110 hotels across 4 continents and over 30 U.S. cities, totaling over 15,000 guestrooms,
encompassing 27 full-service restaurants, 7 nightclubs, 19 cocktail lounges, and over 600,000 square feet of banquet, meeting,
and convention space, with a combined asset value in excess of $1.1 billion. He has served in the capacities of Hotel General
Manager, Area Director, Regional Director of Operations, Vice President of Operations, Chief Operating Officer (COO), and
President and Chief Executive Officer (CEO). John has operated and marketed hotels under franchise license agreements with
most major hotel brands including Hilton, Marriott, Starwood, Choice Hotels, Wyndham, Carlson, IHG, La Quinta, and Best
Western in addition to several independent hotels, conference centers, and resorts, including an Official Walt Disney World
Resort property in Central Florida. He is renowned for cultivating and inspiring the ultimate sales and service culture and for
driving superior operating results and returns for hotel owners and investors. John is a Certified Hotel Administrator (CHA) as
recognized by the American Hotel & Lodging Association (AH&LA), has been nationally heralded as Hospitality Industry
Professional of the Year (HIPY) by the Hospitality Sales and Marketing Association International (HSMAI), and is a Rotary
International Paul Harris Fellow and a United States Navy Veteran.
Sonya NguyenChief Financial Officer
Mrs. Sonya Nguyen is the Chief Financial Officer. She is responsible for the overall financial management of the
company. Her responsibilities include financial reporting and transparency, and for multiple corporate functions
including project finance, controller, treasury, investor relations, tax, audit and risk management. She has more
than 10 years of hospitality financial experience. She leads a team of professionals with proficiency in new
construction and property management processes including budget and planning, internal audits and cash
management. Mrs. Nguyen holds a Bachelor of Science degree in Accounting from University of New Orleans.
Michael G. ShermanLegal Counsel
Michael G. Sherman is the founder of Sherman Strategies, LLC, a project-based legal consulting firm.
Mr. Sherman previously served as Mayor Mitch Landrieu’s Executive Counsel and Director of Intergovernmental Affairs. As
Executive Counsel, Mr. Sherman was the principle legal advisor in the Mayor’s office. As Director of Intergovernmental Affairs,
Mr. Sherman was responsible for developing and implementing the city’s strategy to interact with governmental bodies. This
included producing and analyzing legislation, proposals, and initiatives to achieve the city’s policy goals as well as serving as the
focal point of coordination for the city with state and federal governments in addition to the legislative branch of New Orleans city
government and the 162 boards and commissions in the city.
Mr. Sherman is also an Adjunct Assistant Professor of Political Science at Tulane University, teaching courses on the political
system of New Orleans, the American government, and a course on contemporary American politics with James Carville.
Prior to his service in city government, Mr. Sherman was an attorney in private practice based in New Orleans, Louisiana and
licensed to practice in four jurisdictions – Louisiana, New York, New Jersey, and the District of Columbia. His practice focused on
representing clients before governmental bodies with an emphasis on land use. He previously served as Vice-President of a Florida-
based real estate development company. Mr. Sherman managed the company’s Gulf Coast operations. Prior to that, Mr. Sherman
served as an attorney with a multinational law firm based in Washington, DC. His practice focused on legislative and regulatory
affairs.
In 2015, Mr. Sherman was recognized in the New Orleans City Business publication as one of the 2015 Leadership in Law. In
2004, Mr. Sherman was elected as an Advisory Neighborhood Commissioner of the District of Columbia. In 2001, Mr. Sherman
was selected as a Mayoral Fellow in City Government, where he worked closely with city government leaders of New Orleans,
Louisiana. He received his law degree from Georgetown University Law Center and his undergraduate degree from Tulane
University.
Operational Hotels CityLa Quinta Inn & Suites Houma, LAComfort Inn & Suites Houma, LAMainstay Suites Houma, LASleep Inn & Suites Berwick, LAComfort Inn New Orleans/Marrero, LAComfort Suites New Orleans/Harvey, LABest Western Plus New Orleans/Chalmette, LAHampton Inn & Suites by Hilton New Orleans/Harvey, LA
Hotels Under Construction:Courtyard by Marriott New Orleans/Gretna, LA Fairfield Inn & Suites by Marriott Houma, LA Fairfield Inn & Suites by Marriott Panama City Beach, FL
Future Hotel Developments:Fairfield Inn & Suites Galveston, TXHomewood Suites by Hilton New Orleans/Gretna, LAHoliday Inn Express by IHG New Orleans/Chalmette, LA
Future Site Developments:Brands Under Consideration New Orleans/Gretna, LABrands Under Consideration Panama City Beach, FL
BN Management Portfolio
Hotels Under-ConstructionCourtyard by Marriott
Location: New Orleans/Gretna,
Louisiana
123 Rooms
Completion Date: September 2015
Fairfield Inn & Suites by Marriott
Locations: 1. Houma, Louisiana
92 Rooms
Completion Date: November 2015
2. Panama City Beach, Florida
109 Rooms
Completion Date: February 2016
Future DevelopmentsHoliday Inn Express by IHG
Location: Chalmette, Louisiana
77 Rooms
Construction Date: FALL 2015
Homewood Suites by Hilton
Location: New Orleans/Gretna,
Louisiana
105 Rooms
Construction Date: FALL 2015
Gretna Land DevelopmentLocation: New Orleans/Gretna, LA
Brands Under
Consideration
A $70 million master planned mixed use
development by BN Group.
Panama City Beach DevelopmentLocation: Panama City Beach, FL
Brands Under
Consideration
Hampton Inn & Suites Harvey, LANewly Opened: May 2014
Comfort Inn Marrero, LAPIP Renovation Completion: January 2015
After
La Quinta Inn & Suites Houma, LAPIP Renovation Completion: April 2015
After
After
Before Before
La Quinta Inn & Suites Houma, LAPIP Renovation Completion: April 2015
Before Before
AfterAfter
Most Recent Awards
Booking.com Excellence Award Hotels.com Guest Satisfaction Award
Most Recent AwardsTrip Advisor Certificate of Excellence 2015 Winner
Most Recent AwardsTrip Advisor Certificate of Excellence 2015 Winner
BN Management CompanyCore Competencies
Human Resources
1. Team member recruitment,
screening, behavioral
interviewing, and selection
2. New-Hire onboarding and
orientation
3. 90-day and Annual Performance
Appraisals and Professional
Development Plans (PDPs)
4. Monthly 1x1s
5. Monthly GM Performance Report
Cards
6. Quarterly Management Training
Conferences and Team Building
Events/Outings
7. Quarterly Legal Review for All
GMs, AGMs, and Above-Property
Personnel
8. Quarterly Standard Operating
Procedure (SOP) Updates and
Subsequent Training/Skill
Building for GMs and AGMs (i.e.
BN Guest Delight Program –
Great 28, BN Housekeeping
Secrets/Best Practices, BN
“Purposeful Placement” Program
Guidelines, BN “Breakfast
Experience” Program, etc.)
9. Ongoing Monthly Training
10. Intimate Knowledge and
Execution of Brand Standards
Manual
11. Monthly Team Contests
12. Weekly Medallia Scrape and
Above-Property Coaching of GMs
and AGMs
13. Daily Hotel Stand-Up/Huddle
Meetings
14. Monthly Team "Care Committee"
Meetings
15. Regular (Weekly) Above-Property
Operations Supervisor Trip
Reports and Documented QA
Inspections/Reviews to Follow-
Up Weekly Property Visits
16. Management Bonus/Incentive
Plans
17. Coaching and Counseling
18. Weekly GM Comprehensive
Update Reports and Consolidated
“Recap/Overview/Critique” from
Above-Property Operations
Supervisor to All Field/Hotel
Personnel to Ensure High Levels
of Communication, Transparency,
and Teamwork/Collaboration
19. Use of “Hotel Effectiveness”
Labor Scheduling and Payroll
Monitoring/Control
20. Balanced Scorecard Approach to
Metrics Measurement,
Performance Planning, Reward,
and Recognition
21. Hotel Specific Employee of the
Month Program and Manager of
the Quarter Program for Reward
and Recognition of Stellar
Performance
22. Brand Management Certification
23. AH&LA Educational Institute
Certifications Across All Hotel
Disciplines
24. Benefits Administration
25. Employee Hotline
Revenue Management
1. Daily Call-Arounds and Electronic Shops
2. Weekly STR Analysis
3. Weekly Revenue Management Strategic and Tactical Review Conference Calls
4. Competitive Pricing Reviews
5. Extended Stay Revenue Management Strategy, Pricing, Tactics, and Nuances (LOS Tiers, etc.)
6. Transient vs. Group Mix
7. Maintenance of Group Rooms Control Log (GRC) and Booking Pace “Back Log”
8. Managing Convention/Citywide Compression
9. Reservations Mystery Shopping – Front Desks and CROs
10. Reservations Call Conversion Monitoring
11. Reservations and Front Desk Arrival Upselling Training
12. Mastery of Brand-Specific Automated Rates and Inventory Management (i.e. GRO and NetRez)
13. Market Segmentation Tracking, Consolidation, and Analysis
14. OTA Management and Maximization
15. Stay Pattern, LOS, Arrival Restrictions, and Other Controls Coordination
16. Special Events Supply/Demand Balance Management
17. Booking Window and Pace Monitoring and Reporting
18. 30/60/90 and 10-Day Occupancy/ADR/Revenue Forecasting
Sales & Marketing
1. Sales Training and Culture for Hotel
Personnel (Marketing is a philosophy, not
just a department!)
2. “Boots on the Ground” Direct Sales
Efforts in Convenience Zone (AKA
“Backyard”)
3. Market Segment and Geographic Sales
Professional Deployment
4. Account Penetration Strategy/Process
(Capture of ALL Departments in a Client
Organization with Lodging Needs)
5. Extended Stay Sales Techniques and
Nuances
6. Group Sales Pricing and Practices
7. Use of Group Rooms Control Log (GRC)
and Booking Pace “Back Log”
8. CNR and LNR Production-Based Sliding
Scale Pricing and Negotiation with
Quarterly Account Room/Night and
Revenue Production Review for Potential
Subsequent Rate Adjustments
9. Bi-Annual SWOT Analysis for All Hotels
in Comp Set and Subject BN Properties
10. Travel Click Hotelligence/Agency 360 6.
Market Vision
11. Annual Business/Marketing Plan
Preparation
12. Monthly Sales and Marketing Action
Planning and Budgeting
13. Quarterly Above-Property Business Plan
Reviews with GMs, AGMs, and Sales
Professionals
14. Brand Reservations Center Sales
Presentations
15. Brand Global Sales Department
Presentations and Relationships
16. Careful Management of RFP and
“Business Case” Season
17. Local Market Sales Blitzes
18. Joint GM/Sales Professional Sales Calls
19. Daily Lobby and Breakfast Ambassador
Program
20. Weekly Parking Lot Drive-Arounds and
Lobby Detective Visits
21. Weekly Competitor Reader Board
Review and Reporting
22. Weekly Sales/Operations Sandbox
Conference Calls
23. Weekly/Daily Review of Local Business
Journal, Trade Publications, and Other
Periodicals for Leads
24. Weekly Evening Manager's Social
25. CRM/Account Maintenance
26. Client and Prospect Appreciation Outings
and Events
27. Martha Stewart Site Tours
28. Telephone Prospecting and Qualifying
29. Rooms Contract Management with
provisions for cancellation and attrition,
etc.
30. Small Meetings Specialist
31. BN Express Shuttle Bus Transportation
32. Primary Brand and Vanity/Standalone
Website Maintenance
33. Targeted Print Media and Digital
Marketing Campaigns
34. FIT Program and State Welcome Center
Rack Cards/”FAM” Tour Sponsorships
35. Tour Operators and Wholesalers
36. Timeshare Sales Tour Allotments
37. Packaging
38. Cruise Ship-Related Demand, Strategy,
and Packaging
39. “Make Us Your Spare Bedroom”
Holiday Promotion
40. House of Worship Offering Program
41. Hospital, Nursing Home, and Funeral
Parlor Programs
42. Real Estate Office and Relocation Service
Programs
43. SMERFE Strategy/Program for “Need
Dates” such as weekends
44. Active Participation with CVB, Chamber
of Commerce, Local Government,
Military Bases, and Local Service Clubs
and Organizations
45. Brand Sales Management Certification
46. Active Participation with Brand Co-Ops
and Regional Marketing Organizations
eCommerce
1. Frequent Brand and Vanity Website Updates
2. Social Media
3. Online Review Sites
4. Consistent/Timely/Tailored Management Responses to
Every Online Review (i.e. Trip Advisor, Yelp, Medallia,
SALT, GIS, GSS, etc.)
5. Use of Guest Satisfaction Metrics Competitive Analysis
Tools (i.e. Revinate, iResponze, etc.)
6. Participation in Constant Contact-like eMail Campaigns
7. Participation and Allotment Management with All
Channels of Distribution, OTAs and Opaque Sites
Included (as needed for RevPAR growth)
8. Electronic Special Promotions (i.e. Pay per Click Travel
Ads with Expedia, etc.)
9. Digital Marketing for Smartphones and Tablets
10. QR Codes as Marketing and Survey Links
11. Groupon and Other Promotional Push Notifications
12. Text Campaigns
13. Links to Booking Engines for Client/Guest Use
14. Website Linking Across all appropriate Demand
Generator Sites
15. Huge Focus on Promoting “Points of Interest” and
Attractions
16. Frequent Global Positioning System (GPS) Monitoring
and Updates
17. Partnership with Digital Marketing and SEO Specialists
for Maximum Exposure/Impressions/Search-ability,
placement, and sort order results
18. Electronic Reservations Confirmations and Guest
Satisfaction Surveys
19. Commitment to Staying Current with Evolving
Technology
Finance & Accounting
1. Hotel Accounting System
Administration, utilizing Webvue
for (Hotel level) Web Reporting,
Centralized and Controlled by
Profitvue (Corporate level)
2. Accounts Payable Administration
3. Invoice Coding and Categorization
Process
4. Accounts Receivable
Administration
5. Direct Billing Credit Approval
Process
6. Labor Scheduling and Payroll
Control Systems
7. Payroll and Benefits Processing
8. Operating Expense Monitoring,
Reporting, and Control
9. P&L Budget and Prior Year
Variance Explanations tied to
CPOR, CPAR, Actual Dollars, and
Percent of Revenue
10. Bulk Purchasing Agreement
Monitoring
11. Sundry Shop/Lobby Market
Purchasing and Inventory Controls
12. Inventory System Coordination,
Review, and Analysis to Include
Food and Beverage, Sundries,
Linen/Towels, Office Supplies,
Amenities, Housekeeping and
Maintenance Supplies, Equipment,
and Small Tools
13. Daily Report Review, Balance
Process, and Consolidation
14. General Ledger Administration
15. Ancillary Income Review
16. Cash Management and Cash Flow
Forecasting/Projection
17. Financial Statement Preparation,
Review, and Analysis – Monthly
and Mid-Month
18. Annual Budgeting Process
19. Quarterly Internal Financial
Compliance Audits Conducted by
Above-Property Auditor at All BN
Hotels
20. Flex/Flow Reporting and Analysis
21. Capital (Financial Side) Planning
22. New Construction Financing
23. Bank Relationship Management
24. Tax Administration and
Coordination/Collaboration
Directly with CPA Firm
25. Legal Compliance of Hotel
Accounting
Engineering/Facilities
Administration1. Deployment of Corporate Engineer
2. Deployment of Hi-Tech Commercial Contractors as needed
3. Documented Preventive Maintenance (PM) Program for ALL Areas of the Hotel and ALL Equipment
4. Use of Tools Such as “Service Pro” for Guest Services, Special Requests, Housekeeping, Preventive Maintenance, and
Maintenance Ticket Automation
5. Strong Relationships with Code Enforcement, Health Department, and Other Governmental Agencies
6. Safety and Emergency Procedures Manual at Every Hotel with Monthly Staff Training Around It
7. Monthly Safety Committee Meetings and Property Walks
8. CPR and First Aid Trained and Certified Staff Members
9. Comprehensive Internal Quality Assurance (QA) Inspection Program – GM/AGM, Department Supervisors, and Above-Property
QA Personnel
10. Annual Capital Improvement Planning and Timely Execution
11. Aggressive Housekeeping Reporting Process for Maintenance Deficiencies Noted
12. Expert Coordination and Execution of Brand Product Improvement Plan (PIP) Requirements
13. Ongoing, Monthly Property/Facility Upgrades and Repairs to Maintain Like-New Condition, Freshness, and Relevance to Guest
Needs
Development
1. Accumulation of Capital War Chest for New Development via Conventional/Traditional Means, Solid Group of Existing Investors
due to Stellar Operating and ROI Performance Track Record, as well as through our New Orleans and Gulf Coast Regional Center
(NOGC-RC), an International Capital Investment Program Endorsed/Sanctioned by the United States Government’s EB-5
Program
2. Expert Track Record of Successful Site Selection
3. Feasibility Study Coordination
4. Solid History of Identifying and Affiliating with the Best Possible Hotel Brand for Each Site
5. Portfolio Expansion Targeting Conversion/Upgrade from “Starter/Lower End Brands” to More Sophisticated and Higher-Rated
Industry-Leading Superior Brands Under the Umbrellas of Marriott, Hilton, IHG, etc.
6. Affiliate Ownership of Hi-Tech Commercial Contractors, a Full-Service Construction and Procurement/Design Company Provides
for a Seamless, On-Budget, and On-Time Execution and Flow from Each Phase of Development to the Next
7. Our Development Pipeline is Already Robust with No End in Sight for Future Projects