Chief Operating Officer
Hospitality Board Holdings
Total years of experience :22 years, 5 Months
Growth Driver of the growth strategy for the group, includes mergers and acqusitions of local and international brands respectively. Increase own brand footprint at 10 stores a month with internal engineering team.
People Focus on hiring policy and recruitment of human capital to ensure we find staff that fit our culture, recruitment of 150 new staff monthly. Ensuring we always have the right people in the right jobs.
Cost Reduction Taken our Supply Chain business through a restructure to ensure we maximise on centralization for our distribution of product, whilst reducing our cost of purchasing.
Brand Acquisition Travel globally to identify the best brands for Saudi Arabia making sure we have a culture fit with our partners.
Property and Real Estate Manage our portfolio of Malls and Plazas with regards to leasing and construction - 100, 000sqm
High Street Retail Drive our online and retail presence for a fashion brand locally grown in Saudi Arabia
Grocery Division Ensure a smooth and functional business plan for our supermarket group moving onto a digital platform with a retail footprint across multiple locations
Manufacturing Finding organic revenue streams and new business for our wood manufacturing business
Interim Leadership over the Marketing and Finance Divisions through the transition period
IT Assist the leadership of our IT business to define strategy and manage day to day operational requirement
The development of the CBG organisation was born out of the need to streamline the ordering process internally and maximising the labour efficiency. It became vital for the business units to be track their purchasing on a minute by minute basis. We developed the software and developed a successful business for
Bought a majority share in a single pizza store. Redeveloped the brand offering and positioned it for the franchise market. Concentrated on the initial capital expenditure and the unique way in which to charge out franchise and marketing fees. In a challenging market we became a standout for our service and operational offering. Sold out with 5 stores being operational and plans for a further 10 in the year.
Capital expenditure was reduced through smaller store footprints, operational optimisation and streamlined procurement.
Revenue increased by 300% in one year through operational efficiencies, product improvement and localised marketing.
Brought in to lead a turnaround strategy, to take the two store business from a loss leader into a profit generator. Implemented controls, systems and utilised the technology available to ensure the revenue that was made ended up in the bank. Took the business to five stores, assisted in rebranding the group and implemented a digital strategy.
Milestones were identified that needed to be achieved to increase the brands profile. We won best steakhouse in South Africa two years in a row and were awarded best restaurant in South Africa.
Growth Strategy was a vital cog in the wheel, the entire pricing strategy was modified to change guest perceptions of value for money, and within 2 years we had double revenue and quadrupled profit.
Inland MD, Brand MD, Head Special Projects
Nandos
Nandos South Africa as the Brand Leader of a new / environmentally friendly concept that offers ready to go products and free range chicken
Was headhunted to join Royal with the mandate to take on current loss leading clients and effect a turnaround strategy. Took on board 15 strategic clients - Sun City Resort, Maccauvlei Hotel and Golf, Sandton Park Hotel, HP, Momentum to name a few. Turned the entire region around and grew the revenue at all clients. Started the events division for the company and started a centralised distribution kitchen.
Events division became the biggest revenue generator in the organisation. Grew to R200m in year three under my stewardship.
Hotels became a very lucrative business for us with the opportunity to run full facilities management contracts across all the divisions. We grew revenue and customer satisfaction by 100% in 3 years at Maccauvlei and Sandton Park.
Margins in the foodservice industry are always tight, so utilising the right people to control your procurement was vital to ensure maximum GP % was effected and bottom-line return followed.
Success was seeing my people and business units awarded the best of breed many times over.
Central Kitchen was maximised to ensure menu rotation was being managed effectively to benefit from bulk procurement, it also allowed several other opportunities to arise such as supplying 10, 000 airline meals daily, which in turn assisted the business in developing world class H&S protocols.
the largest food services company in the world as the GM of the largest indoor facility in South Africa which holds 23, 000 people. Turned the venue from a loss leader into a profit maker in 9 months. The critical mass is important, whilst maintaining a small overhead component. The planning and preparation is vital to ensure shrinkage levels are minimised. Moved onto the food service division and ran IBM and MTN corporate contracts.
Stadium Catering is all about planning and preparation. Implemented a horses for courses strategy that required full venue facelifts and service offering changes overnight depending on the client demographic.
Systems were used to monitor production levels and ensure we had the levels correct and managed the shrinkage portion to a minimum due to infrequent business hours.
Masters in Business Administration focusing on International Business
–
International Leadership and Organisational Behavior – 2017 - Italy
–
– Executive Development Program –
– Management Development Program –