New Cairo, Cairo, Egypt
Hospitality professional with extensive experience across Hilton, InterContinental, Fairmont, Dusit Thani, and Jaz Hotels, specializing in Reservations Leadership, Revenue Management, Distribution Strategy, and pre-opening operations within luxury hospitality environments. Currently serving as Assistant Reservations Manager at Hilton Cairo Nile Maadi, leading Reservations & Groups operations while supporting revenue optimization, inventory control, distribution performance, and commercial strategy execution. Throughout my career, I have contributed to multiple hotel openings, operational transformations, and commercial initiatives — combining strong operational leadership with a growing focus on profitability, forecasting accuracy, and revenue performance. At Hilton Cairo Nile Maadi, I played a key role in establishing the reservations department from pre-opening stage, implementing ONQ, ONQ R&I, and GRO integration while developing Hilton-standard SOPs and operational procedures. In collaboration with commercial leadership, the hotel achieved an RGI above 100% for consecutive months, alongside delivering strong forecast accuracy during the opening phase. At Jaz Pyramids Resort, I supported the rebranding transformation and Opera PMS migration project with successful system implementation and operational continuity, while contributing to upselling and revenue enhancement initiatives. My background combines hospitality operations with technology and systems expertise through a Computer Science education from both BUE and Loughborough University. Beyond operational knowledge, I have hands-on experience with hotel systems, integrations, distribution platforms, and revenue tools including Opera PMS, ONQ, SynXis CRS, STR, and Lighthouse. With more than 50 professional certifications, including Revenue Management and leadership programs from Hilton and Harvard Business School Online, I am passionate about driving commercial performance, optimizing guest experience, and building high-performing hospitality teams. Trilingual in Arabic, English, and French. Dual Egyptian-Algerian nationality with early GCC hospitality exposure through cross-functional training at InterContinental Makkah. Open to opportunities within Reservations Management, Revenue Management, Commercial Operations, and luxury hospitality pre-opening projects across the GCC.
I do not process bookings. I architect the commercial infrastructure that drives RevPAR from day one. At pre-opening, I stood up the Reservations and Groups Departments from greenfield, assuming full HOD responsibility for all market segments: Corporate Negotiated, FIT, MICE, Wholesale, Leisure, and Extended Stay. I configured ONQ PM, ONQ R&I, and GRO integration end-to-end — building rate plans, room-type mappings, restriction templates, and direct connectivity protocols across all distribution channels. Revenue coverage: During 03 months, I directly covered Revenue Manager responsibilities, managing BAR levels, dynamic pricing triggers, length-of-stay restrictions, and closed-to-arrival patterns based on pickup pace and compression forecasting. I conducted displacement analysis for group inquiries, evaluated cost of acquisition by channel, and optimized the channel mix to reduce OTA dependency and strengthen direct booking contribution. Group management: I oversee group block strategy from initial inquiry to post-event reconciliation — managing cut-off dates, attrition clauses, billing instructions, master accounts, and rooming lists in collaboration with Sales, Events, and Finance. I monitor group wash factors, release patterns, and pickup velocity to protect transient inventory during high-demand periods. Performance: Achieved RGI above 100% for two consecutive months and 2.5% rooms revenue forecast accuracy within six months of opening. I lead a multicultural team, enforce Hilton brand standards, and ensure rate parity across SynXis CRS, Booking.com, Expedia, and direct connectivity channels. Systems: ONQ PM, ONQ R&I, GRO, SynXis CRS, Channel Managers, OTA Extranets, STR
I do not run a training center. I built a commercial ecosystem that turns culinary education into market-ready talent. As Co-Founder and CEO, I architected the Culinary Innovation Center for Training and Development from concept to operation — defining the business model, revenue streams, and strategic partnerships that sustain it. I oversee P&L accountability, curriculum architecture, vendor negotiations, and B2B corporate training contracts across hospitality, F&B, and sustainability sectors. Operations & commercial strategy: I lead market segmentation, pricing strategy, and demand forecasting for training programs — applying the same yield management principles I use in hotel revenue management. I negotiate group training blocks, corporate retainers, and VIP executive coaching packages, ensuring every course offering contributes to EBITDA. Sustainability leadership: Championed sustainable culinary practices as a core brand pillar — developing programs in zero-waste kitchen operations, local sourcing strategies, and carbon-conscious menu engineering that align with global ESG standards and GCC hospitality trends. Educational infrastructure: Built SOPs, assessment frameworks, and trainer certification pathways that ensure consistent delivery quality. I manage a multidisciplinary team of chefs, educators, and operations staff across hybrid delivery models (in-person, virtual, and blended). Client portfolio: Delivered VIP corporate training and executive development programs for hospitality groups, restaurant chains, and institutional F&B operations. I do not teach recipes. I build revenue-generating culinary departments.
I was the operational backbone of a startup before it had a name. Supported the CEO and founding team in standing up the Culinary Innovation Center for Training and Development — managing board communications, investor documentation, licensing applications, and operational launch timelines. I coordinated cross-functional workflows between culinary, finance, marketing, and external stakeholders to ensure seamless execution. Strategic coordination: Prepared executive briefings, feasibility studies, and competitor analyses that informed the center's market positioning and curriculum design. Managed C-suite calendars, VIP client itineraries, and high-level partnership meetings with hospitality groups and government training authorities. Sustainability consulting: Led early research and documentation for the center's sustainability framework — mapping supply chain best practices, waste-reduction protocols, and energy-efficient kitchen design standards that became core differentiators in our training offerings. Operations management: Oversaw vendor onboarding, procurement workflows, facility setup coordination, and HR onboarding processes during the pre-operational phase. I ensured that when the doors opened, every system, contract, and process was already running. This role taught me that launching a business is identical to launching a hotel: you build the infrastructure before the first guest arrives, or you fail before you start.
Rebranding is not renovation. It is a full system transplant. Directed the operational and technical transformation of The Oasis Hotel into Pyramids Resort by Jaz Hotels. Led the Opera PMS v5 migration from Suite 8, including full data mapping, reservation history transfer, rate code reconstruction, and profile migration with zero data loss. Configured Oracle Hospitality Materials Control for inventory and cost-center tracking, and implemented RFID room key encoding integrated with Opera door-lock interfaces. Revenue & distribution: Rebuilt the rate structure from scratch — loading BAR, advance purchase, package, and group rates; configuring rate access codes, market codes, and source codes to ensure clean segmentation reporting. Established OTA extranet connections and rate parity monitoring protocols. SPA operations: As HOD of SPA, implemented inventory controls, treatment scheduling protocols, and revenue-tracking mechanisms for ancillary services. Team & standards: Led Situational Leadership Training for department heads. Authored SOPs aligned with Jaz brand standards. Oversaw physical renovation coordination, digital content alignment, and pre-opening LQA readiness.
I inspect systems with the same rigor I use to build them. Conducted property-wide mystery shopping audits evaluating LQA standards, Forbes service protocols, brand standard adherence, and guest journey touchpoints — from reservation confirmation accuracy to check-in scripting, in-room amenities, and F&B service recovery. HACCP & food safety: Performed food safety audits identifying Critical Control Points (CCPs), temperature variance logs, cross-contamination risks, and documentation gaps. Issued corrective action reports with timelines and follow-up verification protocols. Reporting: Delivered executive-level audit summaries to GMs and Operations Directors, benchmarking performance against brand standards and competitor sets. This auditor discipline now informs how I build SOPs, train teams, and inspect revenue system integrity.
Night audit is where revenue integrity either holds or collapses — and I held it. Promoted to lead the night operations of a luxury property in Cairo’s diplomatic district, overseeing full PMS end-of-day closure, revenue reconciliation, and cashier balancing for 200+ keys. I owned the night audit workflow: verifying rate code accuracy, allowance/disallowance compliance, no-show billing, and early-departure charge integrity to protect ADR and room revenue. Revenue protection: Audited folio accuracy, posting integrity, and payment gateway reconciliation. Resolved late charges, disputed transactions, and credit limit breaches before they became revenue leakage. Generated daily revenue reports, occupancy summaries, and variance analyses for the Morning Operations Meeting — flagging pickup anomalies and process gaps for same-day correction. Operations & crisis management: Managed VIP arrivals, block releases, and room move coordination with Housekeeping and Engineering during overnight hours. Led emergency response protocols and security coordination with zero incident escalation. Team leadership: Led night shift briefings, coached agents on upselling techniques and loyalty program enrollment, and enforced emergency procedures and brand standards without daytime managerial support. Night operations reveal true leadership: no supervisors, no safety nets, just results.
I ran the front desk as a training ground for my next promotion. Supervised front desk, concierge, and bell operations across all shifts, ensuring Steigenberger service standards and SOP compliance. Managed real-time room inventory, room-type availability, and overbooking strategy in coordination with the Front Office Manager and Revenue team. Guest & financial operations: Oversaw high-volume check-ins/check-outs, foreign currency exchange, POS transactions, and folio management. Enforced PCI compliance, cash-handling protocols, and credit authorization procedures to minimize financial risk. Team development: Conducted pre-shift briefings, SOP refresher sessions, and service recovery training. Mentored front office agents on upselling pathways, guest recognition protocols, and complaint de-escalation techniques. Managed scheduling, productivity targets, and performance evaluations for a team of 12+. Systems: Opera PMS, POS terminals, key-encoding systems, guest messaging platforms. This role was my proving ground — where I learned that a supervisor who understands PMS configuration, revenue leakage points, and night audit handovers does not stay a supervisor for long.