F&B Operations Manager

Scope of work:

Responsible for: Sonkim F&B Restaurant Operations (Restaurant Managers), Highgate Hospitality F&B Operation (F&B Managers), F&B Concept Projects, F&B Projects, Events.

Overal Scope: The F&B Operations Manager plays a pivotal role in executing the operational strategy for the entire F&B portfolio.

Responsible for overseeing and optimizing the overall performance of the food and beverage units and outlets, 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 organization.

1. Operational Leadership

- Ensure all teams of the respective F&B business units have clear understanding of their duties, responsibilities, and key performance indicator expectations and supports the implementation.

- Ensure the culture of excellence, teamwork and continuous improvement is always fostered and visible

- Propose and implement initatives to enhance operational efficiencies, guest experience and cost efficiency in all units.

- 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.

- Ensure the Quality Assurance programs are implemented in all operational areas to ensure compliance with company & industry standards as well as local regulations.

- Ensure the 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 reviewed & audited.

- Active floor presence in all business units is maintained on a consistent basis, VIP guests and events are personally coordinated.

- Expectations and guidelines on food hygiene and handling standards are set, implemented, trained and controlled.

2. 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 under the guidance of the COO and management board.

- CAPEX budgets for new developments or renovations are contributed to and followed up upon 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.

- Purchasing and Procurement processes are closely monitored and evaluated.

-Cost control measurements and systems of accountability are developed and implemented without compromising on quality.

3. Sales & Revenue Growth

- Marketing and PR activities and plans are developed in conjunction with the functional leaders and COO and supported in the business units.

- Menus are developed, reviewed, and proposed at regular review intervals. Menus are always market appropriate, innovative, and following brand guidelines.

- Close relationships with the entire partner network are fostered, maintained, and developed actively with personal involvement.

- Periodic sales reports & reviews are produced and reviewed. Recommendations and action plans are formulated.

4. 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.

- 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.

- 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.

5. Reporting

- Reports are delivered consistently and timely at all times.

- Key restaurant leadership meetings are planned, executed and participated in on a monthly/weekly or daily basis.

- 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.

- Other duties are performed as assigned by the Head of Management