شيخ سمير

Managing over all f&b business of the company

• Strategic Planning: Created and implemented new strategic plans to bring the visions to reality, including setting clear aims and
objectives and comprehending the upcoming expectations for business growth in the short and long run.
• F&B Operations: Responsible for handling the day-to-day operations of large-scale catering and events, six quick-service
restaurants standalone and in the malls food court, and one large-scale fine dining restaurant with 180 team members.
• Operations Management: Led the operations to achieve customer satisfaction and quality service while meeting/exceeding
financial goals. Direct a team that delivers top-quality food & beverage products with prompt, accurate, personalized service.
• Cost Control: Implemented effective control of food, beverage, and labor costs among all sub-departments.
• P&L Responsibility: Review the financial results to drive revenues, plan future profitability, and maximize return on investment.
Contributed to the profitability and guest satisfaction perception of other hotel departments.
• Customer Analysing: Maintain excellent levels of customer service to achieve customer satisfaction and repeat business.
• Sales Management: Coordinated the delivery plan to improve business prospects and top-line sales.
• Financial Management: Governed the capital, operational expenditures, workforce, wages and salaries, systematic inventory
recoding in-out consumption goods, cogs improvements, and rental agreements to maximize timeline profit margins.
• Inventory Control: Ensured adequate stock availability ran to outlet operations and avoided waste through stock control.
• Vendor Engagements: Met the local and international food suppliers based on business needs forecasting, negotiating, and
sourcing supplies from the vendors.
• Team Leadership: Administered the annual workforce hiring initiative-taking and career oriental applicants based on each
business idea requirement, conducted management training, assigned objectives, and assessed success by giving overall company
expectations.

• Actively involved in managing the large-scale restaurants and the catering events service for more than 15, 000 meals per day and
seven fine dining restaurant enterprises located in 2 cities, New Jersey and New York City, meeting division targets and reporting
to the chairperson bimonthly basis.
• Looked after over 300 team members, exceeding the citys top-line sales revenue budget established by the chairwoman and
profitability forecast monthly and annual budgets.
• Reviewed existing methods and executed the overall marketing, suppliers, and labour wages systems and policies and procedures
to re-direct operations tools to achieve superior financial outcomes with a high percentage profit margin.
• Administered the human resource recruitment of internal and external candidates, coaching and mentoring top performers locally
by focusing on highly competent multinational professionals for the individual concepts business requirement, one of my biggest
challenges to maintaining employee turnout in the country.
• Bolstered footfalls by restructuring individual restaurant managers performance, improving sales, and keeping loyal customers
satisfied by offering high-quality customer service by creating a welcoming atmosphere.

• Held responsible for administering the food and beverage divisions' operations, human resources, and business development by
researching, reviewing, and focusing on prospective markets to gain experience, smooth operations, and expand the market
share by reaching the top-line sales and bottom-line profit margin.
• Carried out the menu engineering and price improvement for the Bahrain, UAE, Qatar, and Djibouti markets to reach the greatest top-line sales
and a profit margin achieved above 11% year-to-year, established one of the world's largest subway stores in Djibouti, Africa, with
average daily sales of 28, 000 US dollars.
• Played a significant role in managing and implementing the mystery shoppers, enabling the management to improve hygiene,
customer service, and customer satisfaction.
• Governed over 575 team members, capital head, operational expenditures, workforce, wages, salary, and COGS to enhance overall
bottom-line profit margin by 28%.

• Managed the Gloria Jeans Coffees & Hediard Cafe restaurants in UAE, by following the Sydney and Paris headquarters guidelines.
• Nurtured business relationships with local market franchise company Owner the Al Khaja hospitality group UAE, managed each &
every business units top line & bottom line as well as maintaining the highest standard of customers service satisfaction by
setting up clean, healthier & friendly working environments in each & every business unit.
• Market analyzing and finding profitable new locations, overlooking, and managing the new project.
• Controlled the operating costs, labour, wages, and salaries and cogs for augmenting the top-line sales and bottom-line profit
margin by 8% over the past two years.

• Developed a new Bahrain market and managed Qatar and Bahrain for over 12 business units using Starbucks Coffee International
USAs guidelines.
• Opened over 155 Starbucks locations in the Middle East and completed operational setup from project to employing staff, local
suppliers, and logistic services.
• Store audits from external and internal auditors and secured ratings of averaged 95% in over 9 of 12 nations.

Managing one of the busiest steak house restaurant in kuwait