Responsible for: Watami Restaurants, Watami Brand & Franchisee image, Operational performance of all Watami Business units, Planning & Execution of new Watami projects
Overal Scope: The role is directly responsible for overseeing and optimizing the overall performance of the food and beverage units and outlets under the Watami Brand(s), ensuring exceptional guest experiences. Driving revenue growth through collaboration with various teams to implement operational initiatives, maintain high standards of service, and contribute to the overall success of the Business Units. The role is a hands on leadership role where direct floor & restaurant presence are a big part of the time allocated.
Operational Leadership
· Ensure all teams of the respective Watami business units employees have clear understanding of their duties, responsibilities, and key performance indicator expectations and supports the implementation
· Expectations and guidelines on food hygiene and handling standards are set, implemented, trained and controlled. Compliance with all legal requirements is maintained at all times.
· Active floor presence in all business units is maintained on a consistent basis, VIP guests and events are personally coordinated and attended.
· Ensure the culture of excellence, teamwork and continuous improvement is always fostered and visible
· Ensure new shop opening (NSO) procedure is implemented and followed for all NSO locations. Market research and financial feasibility is thoroughly investigated as part of the proposals.
· Ensure the Quality Assurance programs are implemented in all operational areas to ensure compliance with company & industry standards as well as local regulations
· Standard Operating Procedures (SOPs) and Local Standard Operating Procedures (LSOPs) are reviewed & audited.
· Ensure the best practices are followed and safeguarded by personal presence and involvement by providing regular on site and occasional remote support to business unit leaders.
· Propose and implement initatives to enhance operational efficiencies, guest experience and cost efficiency in all units.
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.
· Oversight of all of Watami Vietnams Business Units&039; financial aspects is maintained and reported on a weekly, monthly, and yearly basis. Budgets are reviewed and followed in all business units.
· Purchasing and Procurement processes are closely monitored and evaluated.
· CAPEX budgets for new developments or renovations are contributed to and followed up upon in their implementation.
· New business models or locations are evaluated for their financial feasibility and business plans are proposed to management.
· Cost control measurements and systems of accountability are developed and implemented without compromising on quality.
Sales & Revenue Growth
· Menus are developed, reviewed, and proposed at regular review intervals. Menus are always market appropriate, innovative, and following brand guidelines, seasonal menus are proposed and reviewed.
· 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, implemented, measured and reviewed in formally in conjunction with the Marketing Team
Team Development
· All Key personnel of the business units receive the necessary attention, guidance and onboarding support to succeed in their roles 5. Reporting & Administration
· Other duties are performed as assigned by the Head of Management
· Relationships with all stakeholders are maintained actively and frequently
· Daily/Weekly/Monthly/Yearly reporting schedule and Management Information Systems (MIS) are implemented and followed in all business areas
· Regular meetings, events and trainings are attended and observed in all operational units
· Key restaurant leadership meetings are planned, executed and participated in on a monthly/weekly or daily basi
· 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
· Reports are delivered consistently and timely at all times. Workforce planning is actively managed.
· 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
Reporting & Administration
· Reports are delivered consistently and timely at all times. Workforce planning is actively managed.
· Other duties are performed as assigned by the Head of Management
· Key restaurant leadership meetings are planned, executed and participated in on a monthly/weekly or daily basi
· Daily/Weekly/Monthly/Yearly reporting schedule and Management Information Systems (MIS) are implemented and followed in all business areas
· Relationships with all stakeholders are maintained actively and frequently
