Eduardo da Silva Santana Costa

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Country General Director of the two Hotels of the Enotel Hotels & Resortsbrand in Brazil, located in Pernambuco.Responsible for conducting the expansion from 715 to 1,100 apartments inBrazil, changing from two to three properties (Hotels) in South America.Country Director responsible for the areas of innovation, operations, F&B, frontdesk, concierge, sales, marketing and finance, legal (LGPD) with a projectedteam of more than 1,200 direct and indirect employees at the Units.The average planning and preparation of 1.7 meals per day.The Resort Enotel Porto de Galinhas was the first all-inclusive hotel in the Northeast and one of the largest in Brazil (first placed on Trip Advisor inPernambuco in its category)

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Responsible for managing Operations, covering the areas of Marketing, Sales, Finance, Administration, HR, F&B, Hospitality, New Business and Strategy. ? Responsible for Luxury Hotel Operations in São Paulo ? Creation of a continuous improvement program focused on products and services. ? 32% reduction in costs with outsourced labor and hiring of third parties with the implementation of Sizing by department and subdepartment. ? Insertion of quality processes to achieve the qualitative and quantitative objectives of the operation. ? Implementation of the training and people development schedule.

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I started working as Operations and Sales Manager, later assuming GeneralManagement, General Director, Sales and Marketing Director, directingfinance, administration, marketing, sales, operations, human resources, newbusiness and company strategy.Mainly responsible for the company's results and customer satisfaction.Through the area managers, develop teams and keep processes andprocedures aligned with the company's strategies. Some results obtained: - Partnership with Hospital EINSTEIN to fight COVID-19 in the resumption ofthe company's operations.- Switching from the energy system to the free market ? clean and cheaperenergy.- Gradual EBIDA growth over the years (increasingly increasing from just 3%to 28% in 2022).- Constant sales increase of 28% (2017 x 2016) and 12% (2018 x 2017) and14% (2019 x 2018). And still 12% from 2021 to 2019.- Reduction of payroll costs by 17% with operational, administrative andinfrastructure review.- 38% decrease in costs with outsourced labor and third-party contracts withimplementation of Sizing aligned by department and sub-department.- Implementation of the Operations Directive Manual, Administration andCommercialization of the Company.- Implementation of the training and people development schedule- Creation of the continuous improvement program focused on products andservices- 27% increase in guest and customer satisfaction in general, including on TripAdvisor.- First place on Trip Advisor in the last 6 months among the main competitors(Trip Advisor, Average Daily Rate and Occupancy Rate).

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Responsible for the general direction and implementation of the enterpriseand for the general management of all departments of the Hotel, suchas Reception, F&B, Administration and Finance, Sales and Marketing,Governance, Kitchen, Out Door Activities, Human Resources.Focus on increasing the quality of services and the competitiveness of theHotel.Some results obtained in the first 6 months of driving:- Occupancy rate: 120% increase- Increase in the daily average at the level of 35%- Reduction of expenses by about 12%

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Corporate manager of Sales, Marketing, Operations, New Business, Financeand Humam Ressources.General Manager with Corporate performance in the 17 Group Units (NicoPasta & Basta, Nico Hamburgueria, Nico Bar, Vip Moema Room, SaoBernardo, Ipiranga, Mercadão and Guarujá, and 8 Vip Delivery Room Stores).Responsible for creation and development of Group processes andprocedures and Implementation of them through the Regional Manager´s,Heads of Units, Sectors and Administration of the company.Expertise in strengthening the brand in the market and responsible forqualitative and quantitative results.Expertise in strengthening the brand in the market and responsible forqualitative and quantitative results.

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Operational management of the hotel, finance e sales, also 2 (two) bars, 4(four) restaurants, room service and banquets in the various points of serviceof the hotel.Personnel and financial management, as well as income statement.Staff training and new product development.

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Start a career in banqueting at the Grand Hyatt Sao Paulo.While working at the hotel, he also studies one of the best Hotel Universities inBrazil.