Director of Food and Beverage
Mohamed Naser Al Hajery
Total des années d'expérience :20 years, 0 Mois
• Led a team of 1, 000 employees, overseeing 9 brands and 30 locations across Kuwait, directly reporting to the CEO and Chairman.
• Controlled an annual sales volume of over $36M USD, formulating and executing marketing strategies with a budget of $1.8M USD.
• Doubled the companys revenue from $18M USD in 2016 to $36M USD in 2024 through strategic initiatives and operational enhancements.
• Launched the Solia brand, generating $3.2M USD in annual revenue with a 15% net profit within its first year, guided by market studies and trend analysis.
• Transformed a net loss business in 2016, achieving a net profit of $1.3M USD annually by 2023 by closing underperforming stores, acquiring strategic locations.
• Increased delivery sales by up to 2000% within the first year by partnering with delivery platforms like Talabat, Carriage, and Deliveroo, utilizing their marketing tools.
• Led the creation and launch of 3 new restaurant brands, including Solia, Mia, and Beit Jafra, establishing multiple outlets.
• Expanded the F&B portfolio from 5 to 9 brands through the creation and acquisition of new concepts, enhancing the companys market presence.
• Directed the integration of Danish Bakery into the existing Food & Beverage department through a strategic merger.
• Handled all communications with international franchisors, managing relationships with brands such as Haagen Dazs, Illy Cafe, Sutis, and Hatay.
• Implemented organizational changes and career succession planning within the Food & Beverage department to support professional growth.
• Maintained direct oversight of franchise operations, managing franchisor relationships and ensuring compliance with franchise agreements.
• Led financial management for each brand, directly responsible for profit and loss statements.
• Oversaw the opening of additional franchise locations, exceeding contractual obligations with franchisors to promote growth and brand presence.
• Achieved cost reductions across multiple brands by standardizing supply purchases, gaining leverage to negotiate better prices and terms. Reversed the fortunes of the Khaneen brand from a net loss in 2016 to a profitable status by 2022, with net profits reaching 20% across 2 outlets through strategic
• repositioning and enhanced product offerings.
• Developed Food and Beverage portfolio, assessing the current mix of F&B operators, and creating a metric tool to select future F&B partners.
• Conducted beach club assessments and feasibility studies for prominent clients such as Automobile Club du Liban, La Siesta, Nikki Beach, and a project in Halat.
• Led franchise development initiatives, crafting manuals, development plans, legal structures, and growth strategies for clients including BRGR Co, Al Mayass, Le Rouge, Olio, and Soto and Garcias.
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• Oversaw a team of 250 telesales representatives, acquiring over 12, 000 new members and renewing 28, 000 memberships in 2010.
• Established the first 100-seat call center in Halifax, Canada, enhancing regional service capacity.
• Managed key loyalty accounts for Shangri-La, InterContinental, and Mandarin hotels in the Philippines, expanding membership bases.
• Managed key accounts for Hilton Hotels North America, handling operations.
• Transitioned restaurant theme from Fusion cuisine to Manhattan Style Steak House based on analysis of market research to align with market demands.
• Conducted feasibility studies incorporating both qualitative and quantitative research methods.
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• Oversaw day-to-day operations of a 3-star hotel at an Alpine Ski Resort, managing a team of 15 full-time and 12 seasonal staff.
• Enhanced yearly hotel occupancy by over 10% and profits by 15% through effective yield management.
• Engaged in 2 key visits to the World Travel Market in London, resulting in increased average room rates and hotel occupancy.