Ricardo Manriquez

• I am responsible for the overall management of casino and hotel operations, with a focus on operational performance, guest experience, financial results, and regulatory compliance. My role includes leading multidisciplinary teams, improving efficiency across core operations, and driving initiatives aimed at strengthening service standards, profitability, and long-term sustainability.
• Monitored financial performance, set budgets and controlled expenses to provide financial stability and long-term organizational growth.
• Cultivated strong relationships with clients, vendors, and partners to ensure long-term success and loyalty.

• Founded start-up incorporating partners Consultancy and business development activities that led to successfully signing on 5 companies in first 24 months delivering 480K USD in sales 2022
• Break even in year 2
• Day to day running of project teams, data scientists, developers, and Marketing team
• Developed Cloud based engagement generation platform (SaaS)in a period of 12 months
• Implemented Cloud solutions by creating partnerships with partners (AWS, Oracle) focusing on start-ups through VCs and business incubators Led company growth strategy, achieving 134% increase in EBITDA Raised Half Million USD from VC for company focused on business scaling activities (Business Development, Technology and Marketing)
• Maximized operational excellence mentoring personnel on management principles, industry practices, and company procedures.

Loadstone (formerly Retail Rocket Group)
At Loadstone, I focused on developing commercial partnerships across Latin America, working with retailers, brands, and agencies on loyalty, personalization, and data-driven customer engagement solutions. My role involved supporting go-to-market initiatives, complex sales processes, and the adoption of AI-driven tools aimed at retention, churn reduction, and revenue growth, with a strong emphasis on execution and measurable business impact.

• Achieved 30% increase in EBITDA margin performance through top line focus while maintaining strict controls over costs and overhead Increased employee engagement from 36% to 72% achieving company’s highest growth world-wide by implementing KPIs per team and team building meetings and training
• Successful platform deployment across Europe, Middle East and Africa for Marriott, Hilton and by leveraging partnership with Microsoft Alliance
• (Dynamics/Azure) Increased company client portfolio by 40% in 2-year period by penetrating Africa and acquiring new partner brands (Millennium and Sun International) Led company turn around achieving growth after 6 years of continued decrease in number of programs Led company through Management Buy Out (MBO) process in period of 8 months

• Achieved 25% increase in rooms revenue in Crowne Plaza Dubai, while managing to open 4 properties across the region in a period of 14 months.
• Exceeded targets by building, directing, and motivating high-performing sales team.
• Monitored customer buying trends, market conditions, and competitor actions to adjust strategies and achieve sales goals.

• Coordinated cut over from “Leading Hotels of the World” to private label (GDS) by contracting & managing consortia preferred partnerships Spearheading the transition sales teams at opening of new hotel: Essex House, New York in a period of 6 months Managed an effective increase in production through GDS for all Jumeirah properties during GDS cutover

• Re-engineered sales department to optimize market mix within main feeder markets: UK,
• GCC, Germany, Switzerland, Asia & USA Managed to bring hotel over 15% above Revpar of competitive set

• Managed to bring hotel to Revpar penetration above competitive set by focusing on the Japanese and Chinese feeder markets
• Managed and motivated sales team to increase revenue 18% in 12 months.
• Established ambitious sales targets, managed deployment strategies, and developed go-to-market plans to capitalize on every revenue opportunity.

• Opened Hotel and Casino in brand-new market through strong economic crisis managing to hit budgeted revenues in 1-year period.
• Devised marketing plans using digital strategies, print advertising, and word of mouth tactics.
• Organized and executed robust, creative experiential marketing events.

• Consolidated a team of 12 employees in the areas of: Sales (leisure, corporate & MICE),
• Banquet Sales, Public Relations, Reservations, Group Reservations & Revenue
• Management, creating first Pipeline sales program in hotel that led to its initial key account management system
• Increased Revpar penetration by 12% for US and European feeder markets