Senior Production Manager
Al Shaya CPF
Total years of experience :32 years, 4 Months
I am currently working for Alshaya, the regions largest Food and Retail group across the MENA region as Senior Production Manager in the CPF (Central Production Facility). We supply to all Alshaya brands across the UAE including Starbucks, LPQ, PF Changs, IHop, The Cheesecake Factory, Potbelly and Texas Road House We are currently producing approximately 25, 000 units daily from a range of 350 SKU’s. We employ 156 staff over a full 24-hour operation with a full Bakery, Pastry and Hot and Cold Kitchen. The site is HACCP certified and is consistently going above and beyond local and international standards required by Dubai Municipality, external auditors and customers in GMP and Food Safety.
• Project managed the review of food costs, recipes and yields. By implementing daily yield checks, updating of recipe cards, specification sheets and daily production plans we reduced food cost and wastage by 5% and are within theoretical targets by 1% on a monthly basis set by Business Development Manager.
• Successful launch of new Salads and Sandwich range for Starbucks within the time frame set by Starbucks, which saw an increase of 30% in units sold. Working with Starbucks Regional Management and our in house NPD team we had to create and implement recipe cards, specification sheets, production and manpower plans. Alongside our Supply chain and QC department we sourced and approved new suppliers, ingredients and packaging.
• From a product brief given by LPQ senior management and by working with our in house NPD team we successfully launched new lunch and dessert menus for LPQ brands with a reduction in food cost to LPQ of over 5%. We created and implemented new recipe cards, specification sheets, production and manpower plans. This helped LPQ improve sales and customers and maintained its position in the local market.
• Oversaw the launch of all breads used by The Cheesecake factory in the UAE Working to briefs from The Cheesecake factory corporate and our NPD team we had to adapt recipes to suit the CPF in Dubai due to differences in temperature, humidity and equipment specifications with our sister facility in Kuwait. This provided The Cheesecake Factory with an annual saving of 1, 800, 000 aed compared with shipping from the United States.
• Oversaw the launch of all breads used by Potbelly in the UAE. Working to briefs from Potbelly corporate and our NPD team we had to adapt recipes to suit the CPF in Dubai due to differences in temperature, humidity and equipment specifications with our sister facility in Kuwait. This provided Potbelly with an annual saving of 600, 000 aed compared with shipping from the United States.
• Implemented daily briefings and production planning meetings with my section production managers to ensure all orders were filled correctly and on time for loading and dispatch and prepared reports for Operations manager.
• Implemented daily taste panels with team members of different levels and sections. Working with the specification sheets we evaluated 10 products daily to ensure everything was to brand and product standards.
• Alongside the Maintenance Manager we created PPM schedules, essential spare parts list and SOP’s for all equipment used in CPF. This led to a reduction in down time of machinery, which helped, is increase output.
• Working with our in house QA manger we created and implemented weekly and monthly audits. These ensured all required HACCP standards were met and verified.
During my time with Alshaya I have built up excellent working relationships with my Senior Mangers in Kuwait and UAE, our in house QA team, NPD, supply chain, HR, facilities and property departments Alshaya logistics division. It has also given me an invaluable insight into the different requirements and expectations in dealing with global brands such as Starbucks, LPQ, The Cheesecake Factory, P.F Changs and Potbelly.
Brand Chef for the Chi Zen and Wild Ginger brands with outlets in Dubai and Qatar.
• Successfully launched new menus for both concepts. I conducted menu engineering to determine which menu items we needed to remove improve or replace. Working with my Senior Chefs we designed new menu dishes for approval by our COO and GM. The launch of the new menu saw reduction in the food cost in both brands by an average of 4% and an increase in sales in the restaurants of 11%.
• Opened Chi Zen in Doha, Qatar. Working with our Project Management team and our Doha Office we successfully opened on time. This restaurant is now in our top three restaurants’ for daily sales and was awarded “Best New Asian Restaurant” by Time Out Doha in 2012. My time in Doha has given me an insight into the challenges of opening a new outlet in that particular country and how to overcome them.
• Created a menu for Landmark Group’s “Walk for Diabetes” event that is held annually and was launched in Chi Zen and Wild Ginger brands. Using USDA database for standard reference we created a menu suitable for Diabetics by reducing or removing where possible all sugars, salts and carbohydrates.
I was promoted to Group Executive Chef in June 2010. I have overall responsibility for the BOH operations across the estate and oversee my Brand Chefs to ensure brand and company compliance.
• Standardisation of all recipe manuals and specification sheets for Japengo, Café Havana, Bella Donna, Mini Chinese, China Times, Second Cup and Bella Donna. This saw an immediate improve in quality and consistency in all our restaurants.
• New menus launched in Japengo, Bella Donna, Second Cup and Café Havana. By using menu engineering we determined which menu items we needed to remove improve or replace. Working with my Senior Chefs we designed new menu dishes for approval by our COO and GM. The launch of the new menu saw reduction in the food cost across the brands by an average of 3% and an increase in sales in the restaurants of 9%
• Working with supply chain we highlighted the difficulties of maintaining quality and consistency with our raw materials. To help overcome this we created supplier lists graded A, B or C. This gave us a greater option and flexibility when raw materials were not available or there was a quality issue.
My role involved me working closely alongside different departments in our company including Business Development, Purchasing, Marketing, Maintenance, Design, Training and HR to ensure smooth operations across our 42 restaurants whilst maintaining the standards of Bin Hendi.
of Commissary,
I was employed by Bin Hendi as Brand Chef for all Cafe Havana restaurants throughout Dubai. I had total control and responsibility for all matters relating to the kitchen. I have implemented new cleaning schedules for the kitchens, training packs for all new starters and new recipe manuals. I was required to be flexible due to the different needs of each outlet and I take pride in the way the kitchens have improved consistency and quality since I started this role. My role also included working closely with our central kitchen to constantly improve our quality and profit margins.
I left the UK to take up an opportunity to be part of the opening management team for four new restaurants on The Palm Jumeirah, one of which is an Australian sports bar and the other a South East Asian. As Head Chef I was given the responsibility for sourcing all suppliers, the writing and costing of two very different menus for the first two venues to open. I also have the responsibility for staff training on the menus and all the food specifications in the kitchen for 15 chefs and kitchen porters. My duties include all aspects of kitchen management with total responsibility for all of the aspects needed for the smooth and professional running of a modern day kitchen.
I returned to catering with La Tasca, the market leader for tapas restaurants in the UK. The site takes between £20-25, 000 per week and I have total responsibility for the running of the kitchen with 24 staff while working to the company specifications to ensure quality and consistency for our customers in a traditional enviroment.
After leaving London I invested the money from the sale of my property into buying and selling properties which is now an investment for my future. However, I was missing the restaurant environment and decided to return to catering.
I ran a Steak and Oyster bar for Waitrose’s new ‘Food and Home’ store. This was an exciting opportunity to join a successful company in opening their new flagship store. Uniquely for Waitrose the store had various eateries in the supermarket, including the Steak and Oyster bar. We offered a small a la carte menu designed by myself in adherence to Waitrose policy and guidelines while still having total responsibility for all kitchen operations and staff.
Approached by my former manager from Wok Wok, I joined this new restaurant concept from its opening. The 80-cover restaurant was in a new store in central London and was, in fact, a showroom for fireplaces, furniture and clothing, which were displayed in the restaurant giving it its own unique style. I had complete control of the menu planning and design using modern British comfort food as my only guide, and I recruited and trained a small brigade of 6 chefs. Business and takings rose considerably from opening to a level of £8, 000 net each week. All food was prepared fresh daily and we changed approximately 75% of the menu on a monthly basis working to a minimum 70% GP across the menu.
Wok Wok, Soho
I was offered the position of Head Chef at the Wok Wok’s Soho branch, which at the time was the busiest Wok Wok restaurant with takings of approximately £20, 000 net each week. I was responsible for two kitchens and 30 members of staff. I ordered supplies and maintained adequate stock control records, hired staff and ensured their effective deployment, increased and maintained GP margins and worked with staff to improve overall standards.
Wok Wok
All-Bar-One
I provided cover for 8 bars in my region, including Birmingham,
All-Bar-One, Ludgate Hill, London
I had overall responsibility for all aspects of the kitchen’s activities. I ordered supplies and kept adequate stock control records, hired staff, increased and then maintained the increased GP margins, and worked with staff to improve standards to ensure that All-Bar-One continued to be the market leader in its field.
the Rock Island Diner, Meadowhall
Seating between 180 and 200 covers with gross weekly takings of £20k to £45k, I ordered and effectively controlled stock enabling me to maintain our GP margin at 71%.
the Colorado Diner,
Spiros, Meadowhall
Due to the previous Kitchen Manager leaving I assumed overall responsibility for the management and running of the kitchen. The restaurant seated up to 140 covers with gross weekly takings of £15k to £35k. I ordered all food and maintained stock at levels to ensure we met our GP margin of 69%. I employed the kitchen brigade of 18 full-time staff, maintained high standards of kitchen hygiene and prepared staff schedules.
Spiros, Meadowhall
I assisted the Kitchen Manager in all of the above-mentioned duties.
The Yew Tree Inn,
The Cascada,
The Starr Restaurant, Great Dunmow,
3 year course in Professional Chef Skills training