Operational Leadership
• Active floor presence in all business units is maintained on a consistent basis, VIP guests and events are personally coordinated.
• All teams of the respective F&B business units have clear understanding of their duties, responsibilities, and key performance indicator expectations.
• Best practices are followed and safeguarded by personal presence and involvement by providing regular on site and occasional remote support to business unit leaders.
• Pre- opening timelines & critical paths are established, approved, and followed accurately and to the desired quality.
• Standard Operating Procedures (SOPs) and Local Standard Operating Procedures (LSOPs) are developed, reviewed, and audited regularly.
• Quality Assurance programs are implemented in all operational areas to ensure compliance with company & industry standards as well as local regulations
• Expectations and guidelines on food hygiene and handling standards are set, implemented, trained and controlled.
• A culture of excellence, teamwork and continuous improvement is always fostered and visible.
• Strategies to enhance operational efficiencies, guest experience and cost effectiveness are developed and implemented in all business units.
• Existing processes are challenged and reviewed, innovation is encouraged, and open communication lines are maintained to ensure additional value can be created.
Financial Management
• Financial success is ensured by actively monitoring and guiding the teams on actions to be taken on KPIs related to operational efficiencies, revenue generation and cost control.
• New business models or locations are evaluated for their financial feasibility and business plans are developed together with the Executive Committee.
• Cost control measurements and systems of accountability are developed and implemented without compromising on quality.
• Purchasing and Procurement processes are closely monitored and evaluated, purchasing agreements are negotiated in the owning company&039;s best interest.
• CAPEX budgets for new developments or renovations are developed and respected in their implementation
• Oversight of all portfolio businesses financial aspects is maintained and reported on a weekly, monthly, and yearly basis. Budgets are reviewed and followed in all business units.
Sales & Revenue Growth
• Menus are developed, reviewed, and proposed at regular review intervals. Menus are always market appropriate, innovative, and following brand guidelines.
• Periodic sales reports & reviews are produced and reviewed. Recommendations and action plans are formulated.
• Close relationships with the entire partner network are fostered, maintained, and developed actively with personal involvement.
• Marketing and PR activities and plans are developed, approved and implemented on property and head office level.
Team Development
• All business units consistently maintain an engaged and skilled workforce by means of training opportunities and clearly defined job descriptions, scope, and performance management reviews.
• Property personnel is recruited, trained, and guided following the established standard and processes. A culture of care and continuous growth is fostered through personal involvement
• Regular meetings, events and trainings are attended and observed in all operational units.
• All Key personnel of the business units receive the necessary attention, guidance and onboarding support to succeed in their roles.
Reporting & Administration
• Daily/Weekly/Monthly/Yearly reporting schedule and Management Information Systems (MIS) are implemented and followed in all business areas.
• Key leadership meetings are planned, executed and participated in on a monthly/weekly or daily basis.
• Reporting standards are clearly outlined, defined, and monitored. Reports are delivered consistently and timely at all times.
• Relationships with all stakeholders are maintained actively and frequently.
Other duties are performed as assigned by the Head of Management.
