Addressing this, the upper-level management realised that the existing number of staff was not enough and are on “a massive recruitment drive” to attract high quality talent.
Arora has moved swiftly on this front and brought in a few of the key number twos from his other property, the Ramada Downtown Dubai. “For example, housekeeping, which is still not there and we still need to go places. But, we have sorted out many basics in operation. These things take time, the change we are trying to bring out,” he says.
Arora comes across as a perfectionist in his approach to hotel management, as is apparent in his style of running the hotel. He demands nothing but the best from his team and is quick to spot, and send back, an orange-carrot juice saying “it is not up to the mark”.
He explains: “If I had to put it bluntly, we were not at par with the market offerings, ever since this property was opened. There are certain aspects which are considered a given today, services that are expected of you as a property. Hence, the immediate requirement is to be in line with what is on offer around my vicinity. My restaurant, for example, is not only competing with the five-star hotels, it is also competing with the Pauls and Eggspectations in the area.”
Arora is candid about his expectations and philosophy. “It’s all about change, and for me, change is a good thing. I always say it is never easy to change the hand you wear your wrist watch on. You have to take some hard decisions. I allow people ample time to change, and to adapt. If there is still no reaction then ...” He continues: “I manage my business by KPIs and MBOs, which helps them perform. So when people are not able to perform… KPIs are transparent and I am asking you to show results, which are not personal. If you are not able to hit those KPIs, either you have to change drastically [in order to achieve them] or ship out. That’s the beauty about managing your business through KPIs because it tells you where you stand.
“A lot of processes and systems get very personal, and that is why I stick to dealing with my leaders purely on that piece of paper. Change is not always good, and sometimes you have to influence things, which calls for some very unpopular decisions which you have to take.”
Arora gives his straightforward opinion on the food and beverage offerings as well. “The F&B offerings so far have been basic; our immediate focus is to bring our all-day dining up to what the market has to offer. Not just in terms of the food and beverage offerings, but the entire look and feel of the operations. We are in the process of changing the little bits such as the cutlery, crockery and the props. Even the interiors in the restaurants, uniforms, chef’s offerings and presentations. We have space for a coffee shop and we are in the process to partner with the right coffee partner. The coffee shop will be branded like an independent coffee shop.”
The management has also appointed a new pastry chef and is going to produce its bakery items in-house. “Along with the pastry and bakery services, we are also in the process of getting a new pool bar. For this we are partnering with a company that specialises in mocktails, smoothies and breezer blends. We have also recruited a few bartenders, who might not be mixing alcohol but they will mix mocktails. We are enhancing all the furniture as well.”
For the long term Arora says a new F&B outlet could be in the offing, along with exploring MICE opportunities.
“There are very good locations within the property that face the Dubai Marina, which we want to transform into a food and beverage outlet. We haven’t even scratched the surface on MICE, we have some meeting spaces which are not being utilised at the moment. They have not been sold, and so there is a proper plan to enhance that side of the business.”
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