Nu söker vi en business controller för ett mammavikariat på 1 år!

The role is responsible for driving business performance at the hotel, by following key performance indicators and always strive to find ways to do things smarter.Difference vs Target, difference vs LY & Benchmarking with other hotels on department level shall further foster efficiency improvement.

The role is responsible for supporting hotel management team with fact based analysis to find room for improvement and to push for actions when needed.

The role is responsible to support the hotel organisation when it comes to business cases of local initiatives and financial projects initiated centrally. By being the single point of contact for financial related systems, support shall be given to the hotel organisation within this area.

• Financial partner: Responsible for breaking down the hotel strategic plan to a financial plan per department. Monitor and follow up deviations in forecasts versus target.
• Strategic partner: Be a natural trusted partner to hotel management team. Be qualified to contribute to discussions within everything from strategic development to operational and organisational challenges. Together with General Manager drive the hotel target, strategy and forecasting processes according to NH&R requirements.
• Process leader: Be the local project manager and process lead financial improvement activities and be responsible for involving relevant stakeholders for centrally (NH&R) financial driven initiatives. Ensure delivery on time and quality.

BUSINESS PERFORMANCE SUPPORT

• Key Performance Indicator (KPI) development: Help find hotel focus areas and follow up on hotel KPI:s: WeCare, Guest, Growth and Efficiency, but with a main focus on efficiency KPI:s. Identify and follow up on deviations with responsible department manager. Support department managers with analysis and guidance to ensure reach of efficiency potential. At all times strive to find ways to do things smarter.
• Continuous process improvement: Push to improve efficiency in work processes across the hotel. Through analysis and a holistic view of the hotel operations, support department managers to increase productivity.
• Continuous analysis: Serve the hotel management team and department managers with fact based analysis. Analyse results and forecasts at department level to find room for improvement and push for actions when needed.

CONTROLLING

• Productivity meetings: Weekly meetings with department managers. Scheduling in Timeplan for the coming 6-8 weeks must be done by the departments before the meeting.
• Forecasts: Ensure that NH&R processes and routines are followed when forecasts are set. The role is responsible for final quality assurance and timely delivery of forecasts, to make sure that the forecast productivity for each department steers towards our yearly P-cost% goal. That is to secure that we do not deviate from target productivity at the departments and if we do, then we need to adjust another department so that total hours does not exceed total target hours. Secure that average hourly cost for each department is correct. But also make sure to lift deviations vs monthly/full year target with GM and dept managers and call for actions.

• • Forecast accuracy: Support Trevenue managers with forecast accuracy analysis. Forecast accuracy is the foundation for being able to forecast the numbers of hours needed in the future.
• PMI: Follow management perspective and PMI cockpit during the month to see if action is needed on specific departments.
• Schedule adjustments: Make sure that schedule adjustments agreed upon at the productivity meetings are carried out.

• Reporting: Responsible for quality in and timely delivery of relevant reports internally at the hotel, centrally to NH&R and externally. Such as a monthly report with an extensive analysis of focus areas.
• Business case: Support hotel management team and department managers with developing or quality assuring business cases, or other decision support material, on request or at own initiative. Support with profitability analysis to ensure return of investment (ROI) on initiatives and projects at the hotel.

ACCOUNTING SUPPORT

• Period end close: Be the single point of contact to centralised salary and accounting organisation. Ensure that department managers follow NH&R processes and routines for time reporting and salaries. Quality assure that accruals/settlements are set up correctly.
• Credit meeting: Hold meeting and be overall responsible that Payment up front (Cash%) and days to get paid by customer (DSO) targets are met.

SUPPORT TASKS

• Systems superuser/SPOC: Be superuser and single point of contact in financial related systems (e.g. Accounting, Optimisation & Planning and Timekeeping systems) in order to support hotel management team and department managers hands on or by providing contact to correct person. Responsible to follow up department managers on quality and accuracy of usage.
• Processes and routines: Ensure processes and routines exist for department managers, when they are to hand over administrative assignments to successor.