Stephen Moorby

Given my experience in the production of Middle Eastern and Arabic food products, I worked on various ad-hoc food manufacturing projects in the Middle. References available upon request.
• Project managed the production of commissary goods for restaurants outlets, finished ready-to-eat food products for home delivery and private and owned label FMCG for the retail market.
• Developed operational strategies with a focus on sustainability and future market trends, highlighting gaps in resources, skills, assets, processes and premises; planned developmental journeys, operational budgets and timelines.
• Conducted and delivered detailed analysis of the production data to underpin production challenges.
• Implemented processes to increase profits through adopting and implementing cost cutting exercises, waste reduction, CI and lean organization management techniques.
• Determined underperforming processes and practices to drive and implement improved productivity in manufacturing activities through increased machine and labour efficiency with a focus and product quality.
• Trained the production junior management and supervisory levels on effective leadership techniques to foster a culture of collaboration, empowerment and accountability.
• Advised and assisted in the practical application of ensuring QCP and CCP in High and Low Care operations delivers consistent product quality and demands of customer technical requirements.
• The manufacturing disciplines included washed prepacked salads, prepared vegetables, filled bread products, Arabic bakery goods, patisserie, Arabic sweets, chocolates, Ice-cream, ready meals, marinated meats, cook chilled/freeze products, abattoirs, prepared meat primal cuts and retail.

Reported to the board of directors with the responsibility of heading the manufacturing operations, casual dining restaurants and cafes.
• Designed, developed and project managed a central food manufacturing facility to service existing and future F&B business operations.
• Introduced and streamlined all quality and process control documentation and factory operational procedures, ensuring the highest levels of Health & Safety and quality standards were observed.
• Implemented the proper processes to ensure the machinery and building equipment were regularly inspected and kept in excellent working order through regular and PPM - Planned Preventative Maintenance.
• Oversaw the day-to-day running of the manufacturing facility and liaised with HR for the recruitment and training of factory operatives. Delivered orientation and on-the-job training for new recruits.
• Led, coached and motivated the team to ensure operational standards were met and exceeded and achieve budgetary targets and financial profitability within deadlines.
• Delivered daily, monthly and annual production performance reports and analysis to senior management.
• Increased Sales by 11.5%, reduced Labour costs by +15% and increased gross and net operating Profits to 5 times more than they had been in the previous 10 years.

The company operated 3 food manufacturing plants with a workforce of 1000+, offering central production and commissary goods for the group’s restaurants, finished ready-to-eat meal plans for home delivery and own label FMCG for the retail market.
• Reported to board of Directors with the responsibility of P&L and budget control and delivery of site EBITDA, health & safety, quality and food safety, customer service and continuous improvement of the operations.
• Identified areas of inefficiencies and streamlined processes to deliver increased productivity and maximize growth.
• Increased revenue by 30% and reduced COGS by 12%, increased human capital whilst keeping within budget.
• Redesigned process flows and physical layouts of 3 plants to improve productivity by 20% and eliminated process risks, developing a unidirectional flow commensurate with GMPs, Lean and third-party food safety requirements.
• Introduced all quality & process control documentation and procedures, achieved HACCP and ISO accreditation.
• Monitored production team performance and led them to achieve, maintain and improve targets for all implemented RAG’S / KPIs.
• Signed catering service contracts and supply of products to international branded catering and restaurant operations of retail and wholesale prepared food items. Cumulative business worth in excess of GBP £10, 000, 000.

Kout Food Group - Al Homaizi Food Stuff Company
GM Production Operations
Owned by one of the most successful and respected families in Kuwait operating international and home grown restaurants and retail Brands in Kuwait, Iraq, Egypt, UAE, Italy and the UK. The portfolio includes Applebee's, Burger King, Pizza Hut, Kababji, Boost Juice, Burj Al Hamam, Scoop-A-Cone, Ayyame, Taco Bell, IKEA, Custo Barcelona, Kath Kidston, Go Sport.

• Advisor to KFG UK Ltd, troubleshooting the central food production operations of Maison Blanc in Park Royal London, the Raymond Blanc Brand, operating 20 luxury boutique patisseries in London and the Home Counties.
• Designed and project managed the first central production facility of its kind in Kuwait and one of only three in the region with BRC accreditation; with complete autonomy and a construction budget in excess of 30 million US$.
• Rated by the CENTCOM and VETCOM as being in the top 5 manufacturing plants to supply the US military worldwide.
• Developed all control documentation, policies, procedures and SOPs to achieve BRC, BSA, HACCP, ISO 22000 and ISO 17025 accreditations. Achieved HACCP and BRC (Grade A 97%) within 3 and 9 months respectively.
• The 9 central production units producing Salads, Prepared Vegetables, Filled Bread Products, Bakery Goods, Patisserie, Spices, Sauces, Cook Chilled Products, Arabic Sweets, Ready Meals, Chocolates, Prepared Meat, Ice-cream and dairy products, with output of 300+ tons per month and a capacity of 910 tons per month.
• Designed and implemented the first complete Rapid Microbiology Laboratory in the Middle East.
• Managed overall and day to day running of all food production operations supplying to internal operated and owned brands also to external Customers.
• Conducted all NPD for internal own brands and worked with BK, Yum International, Kababji and Boost Juice AU on development of local and regional products.
• Implemented Brand operating Standards across the franchise retail estate.
• Managed a team of over 350 personnel including, with 8 direct reports.

All Eventualities Consultancy Services - UK - May 2004 to Jan 2007
Owner/Director
Finding myself being asked by many companies for help and support in areas of their business where expertise was lacking or weak and so decided to venture out on my own as an independent consultant.

• Design and Project Management Consultant of 5 new builds with combined budget in excess of 15 million GBP.
• Consulted to manufacturers, catering contractors, food service providers and event caterers, on NPD, operational and technical areas including unidirectional workflow, production efficiencies and production principles such as HACCP and COSHH. Usually to aid in achieving accreditation and association affiliation, such as STS Approval, BRC, EFSIS, Hospitality Assured & BSA.
• Consulted to companies in the Middle East, mainland Europe and the UK in the hot and cold chain supply of food products, also new product and menu development of specifically RTE and RTH goods.
• Provided advice and training on Health and Safety at Work, Fire Regulations, Basic Food Hygiene, Purchasing and Materials Handling, sales and marketing, product branding and Re-Branding, POS, merchandising; adding value to businesses at an affordable rate.
• Client portfolio included Contract Caterers, Multiples and Branded Labels Such as: Connect Catering - Compass food services - Debenhams - Mothercare - Moat House Hotels - RBS (UK & Ire) - IKEA - Euro Star- Virgin - GNER - P & O - Mommas Kitchen ltd (Ireland) - Road Chef (Brian Turner Range) - British Airways - Qantas - JD Wetherspoons (with Egon Ronnay) - ASDA - Perfection, Butlers & Nero Café's - Moving Foods - Menken Orlando BV (Holland) - MOD - M & B.

Harry Mason Fresh Foods (UK) Ltd (Now owned by Brambles) - February 2002 to May 2004
Operations Manager
Harry Masons operated 17 Lords Food & Wine luxury retail stores across London as well as a central manufacturing plant that supplied B2B, B2C hospital, university and catering contract businesses across the United Kingdom and France.
• Creation and development of Harry Mason Bakeries Ltd, Harry Masons Finger Foods and the Mr. Muffins Brand.
• Assuming overall operational charge on a day-to-day basis for the manufacturing of 300, 000 units per week, 12.5 million pounds T/O PA, 360 staff with 32% food cost/18% labor Cost/10% Hygiene Cost.
• Responsible for managing Purchasing, Goods In, Production, New Product Development/Costing, Engineering, Facilities Management, Dispatch/Logistics and the Technical Department.
• Other responsibilities included sales and marketing activities, product branding and re-branding, POS, merchandising and bespoke product customer liaison.

Mojacar Leisure Services, Almeria, Spain - November 1999 to February 2002
Proprietor/Managing Director
The business consisted of a 360 cover restaurant, a 110 cover Bar & Bistro and a 300 cover Night club and function room and 15 letting properties (total 75 bedrooms and outdoor events and catering.

SCE Ltd Shuttleworth Estate and Aircraft Collection, Bedfordshire - April 1998 to October 2000
General Manager Catering and Events
Home of the world famous Shuttleworth Collection of Pre 1940's aircraft set in 1600 acres with the 18th Century Mansion, Victorian Landscaped gardens, lakes, Assault and Off Road Course, Lecture Theatre, Hotel accommodation, Function/conference rooms, Bars, Restaurants, retail Kiosks
• Complete management responsibility for all retail catering and event aspects.
• Identified the need to redevelop the retail catering outlets and menu/product offerings and completed the installation of 8 new dining/restaurant locations.
• Project managed completion of the new hotel accommodation and then marketed it effectively in addition to all marketing for the Commercial side of the operation.
• At the end of the second year I effectively managed the business to a better than budgeted profit and had doubled the projected food and beverage income to over 1.4 Million GBP.