Stefano Silvestri 573 connections

Stefano Silvestri, begun his Career in the Hospitality Industry, in London, England. Where, from 1981, through 1988, he held his first position, at two of the most prestigious hotels, part of the Savoy Company. The Savoy Hotel, where he started as a Chasseur. Later he was given the opportunity to enter the Food and Beverage department, where he immediately started climbing through the various entry level positions; Commis de rang, Chef de rang, Chef D´etage. Then moved, to the Berkeley Hotel as Barman and Chef Détage, went back to the Savoy where he was offered a position as a Cost Control Clerk. Having left the Savoy Company he worked in different private restaurants, banquet halls and hotels to train in different position to learn more of the Food and Beverage Department..

In March 1988, Stefano Silvestri, was offered a Food & Beverage Management training opportunity, in the Dominican Republic, Casa De Campo. The Most Complete resort of the Caribbean. He worked his way up, through the various managerial stages; Assistant Food & Beverage Manager, Assistant Catering Director, Catering Director, Food & Beverage Manager, later promoted to F & B Director in 2001. In 2001 he culminated with the position of Director of Operations running the F&B, Sports and Excursion Departments, part of a new structure implemented at Casa De Campo when the positions of General Manager and Managing Director were eliminated.
Being responsible for the overall running of the operation, administration, and budgeting. New concepts for the Food & Beverage, Sports and the Excursions Department. He then worked on the departments Manual of Operations, together with a newly structured, centralized Human Resources Department. Reviewing each area organization charts, manual of procedures, policies, job descriptions and job tasks, to re-evaluate, to reinforce already implemented standards, policies and procedures throughout the various departments, under his responsibility.
With nearly 800 employees under his supervision, Stefano Silvestri, achieved and maintained the company quality standards and financial objectives. He participated with the planning and implementation of several projects and development, for Food & Beverage and Sports outlets and other resort outlets. Through the various years at the 5 star resort which ultimately developed 4000 of the 7000 acres with 11 restaurants, 8 bars, 1 disco, banquet departments, 300 hotel rooms, 150 villas, 4 golf courses, tennis, polo, beach facilities equestrian center, shooting center, 1500 private villas. Private marina complex, with villas, apartments, restaurants and shops. The Hotel growth and other venues associated with the expansion of the resort, for services that have attracted numerous villa owners during the past years to invest. Offering services through its own nearby international airport and cruise ships port.
Since Aug 2005, Stefano Silvestri, based on his academic and operational experience, he has managed to step away from the daily operation requirements, and got more involved with the long term administrative planning of the Hospitality aspect. He managed to apply, based on general Business Administration concepts, elaborating SOP and training manuals, to increase operational profitability and employee performance. Implementing higher quality standards, through the elaboration of policies and procedures, to supplement both the Administrative and Operational aspects, to ultimately meet, expected financial and quality goals. He put together and motivated, operational task force teams, in order to perform planned tasks, implementing established policies and procedures.
In June 2005, Stefano Silvestri was hired by the Group Hotelier Grand Chateau as a VP of Food and Beverage. A company of 4 properties based in Quebec. Overlooking the long term planning to increase profitability, of the Food and Beverage departments. He invested time to re-organize their cost and control procedures, policies to increase Food and Beverage profitability for all the properties. He re- engineered menus with a streamlined approach and more frequent rotation, obtaining lower food. Teamed- up with chefs, training them to elaborate recipe costing, and storeroom control procedures. He trained banquet sales staff to cost menus to increase profit margin. Implemented, more frequent purchasing relying on supplier’s daily deliveries. Standardized menu layout and pricing based on local traditional culinary and pricing trends. Evaluated, new POS systems requirements, to use more technologically advanced POS, for budget and daily flashes elaboration, in order to take more accurate cost oriented decisions and implement proper strategies. He introduced new decorations and layout setups for; breakfast, brunch and Saturday night buffet standards. Reinforced hygiene and sanitation standards, based on HACCP requirements
In May 2006, while waiting for the process of the US residency, he joined an Orlando based Recruiting firm. Recruiting candidates for clients located in different countries, including; Middle East, Asia, Latin and Central America, Europe and US. Implementing various techniques to recruit candidates from different background and countries, using our existing constantly updated database, leads, personal and company network as well as other techniques. Matching candidate’s backgrounds and talents based on clients and positions requirements.
In September 2006 Stefano Silvestri, was offered the position of Regional F&B Director for a Mexican company, to overlook the centralization of standards, policies and procedures for three hotels, together with the other sister properties located in Los Cabos, with the ultimate goal to create a corporate structure. With a mission to turn them into profitable F&B and activities profitable operations, promote the growth of the gastronomic destination. Worked together with a team of department heads, focusing on the elaboration and implementation of strict control policies and procedures to elaborate SOP and training manuals, to achieve higher financial results, and optimize service standards and consistency. He created a task force to re-engineer menus, pricing structure, group and convention kits, activities services, to increase guest satisfaction offering more diversified options and to increase the existing conference center business.
In September 2007 he was offered a General Manager position in the Dominican Republic, for the 4 star all inclusive resort located in Cofresi Beach, Sun Village Resorts and Maxim’s Bungalows. Upgraded services across all hotel departments, upgraded clients areas decorations and rooms furniture. Responsible for the overall hotel operational and financial growth. Keeping a tight supervision and control to the application of Quality Control, (QFI) Quality Failure Index to monitor guest satisfaction.
Focused on employees operation manual training for best performance and continuous quality service culture sessions. Eliminating low paying agencies and selecting travel agencies willing to pay higher rates, direct bookings using internet engines, mainly focusing on US market and Canadian markets, filling in off season business with local market.
The strategy implemented to identify the market segments required and increase our rates, based on our budget strategy, was to have more presence in the US and several search engines. We then eliminated the in house Marketing Department and reduced the sales department, to only National sales to promote to local incentive groups and Public Relations to increase our TV, Radio and press presence, to prepare for local high season periods . We hired a freelance Sales and Marketing rep based in the New York to have more immediate contact with US travel companies and tour operators, such as Gogo and Travel Impressions Hired a Freelance to position the hotel in the internet search engines
In February 2009 he was offered the opportunity as Sales and Marketing Manager/Project Consultant, Italian Chamber of Commerce at the Italian Vice- Consulate, La Romana, Dominican Republic. Reporting to the Vice-Consul. Promoting different projects representing large Italian manufacturing companies, offering their products to Latin American Countries (communication, integrated video surveillance systems for ports, airports, cities and other government entities. Consulted for a Holistic Community project of over 600,000m2 of land, composed of; Holistic Center, Hotel/Resort, Time Share and Real Estate, sharing the same Holistic Philosophy across the whole project, opening in 2010/2011 in different phases. Worked on several planning aspects of the project.

Stefano Silvestri, was granted, academic credentials including several PDP Courses at Cornell University and a Cornell University General Management Program in 2002. Correspondence Hospitality Management Courses through the Educational Institute. A Bachelor and Master's degree in Business Administration. During his years in Casa De Campo, he participated in developing and worked with a well structured operation, technologically oriented and open minded, where during meetings or brainstorming sessions were discussed projects, strategies, budgets elaborations and revisions, plan of actions, with all management and operational level, executive committee and tasks team members. He is used to the type of organizations, where policies, manual of operations and standard operating procedures implementations are essential for the proper flow of information and operational requirements, to deliver service based on established standards.
He is interested in joining your organization. He has gained a lot of experience, in Food & Beverage operation, administration, strategies for cost and expenses control, as well as other operational departments, over the various years in the hotel industry. He has strong understanding of the Latin Culture, HR and operational needs on Island and resort Environment. As an Executive within your organization through the elaboration of SOP and training manuals, he would bring a focus on quality based on latest trends, cost and expenses control, and consistency to your standards. Furthermore, he works well with others, at all levels and he likes to get involved with projects, helping other departments making sure everyone is part of the same team, going towards the same direction. He supports individual creativity stimulation and lets everyone participate in decision-making, assuming responsibility, according to their titles and position. He has a strong Human Resources foundation and training, being important as a part of employees’ integrity growth, supporting the overall organization success, as well as having well established policies and standard operating procedures manuals.