KFC Operations Director
Americana
Total years of experience :29 years, 1 Months
• Running a business with a daily Revenue average of 1000, 000 SR .
• Directing the efforts of 3 Chain Managers, 9 area managers, and supervising more than 2500 employees.
• Managing details of operation for 95 stores with full responsibility for stores sales as well as P & L management.
• Setting a strategic plan, for the Brand in compliance with the corporate objectives and franchise strategy to increase sales and maximize profits.
• Identify new locations for opening new outlets and prepare feasibility studies with all involved departments .
• Set the Key Performance Indicators and targets for: (Service & Quality) (sales, cost and profit) for the Brand and for each single outlet.
• Coordinating with all different functional areas and departments to achieve company objectives.
• Conducting a Weekly, monthly and quarterly meeting to review the updated KPIs report and financial statements to determine progress in business.
• Professionally cut non-value added cost in both controllable & non-controllable costs without jeopardizing the product quality.
• Conducting the field visits to the different stores types to assess the operational standards that were set, in terms of quality, cleanliness, service, and customer satisfaction.
• Adapt and approve Franchise operational procedures, policies, and standards.
• Responsible for the career development plan for my subordinates as well as their subordinates and all the different levels in the department, in Conducting the field visits to the different stores types to assess the operational standards that were set, in terms of quality, cleanliness, service, and customer satisfaction.
• Addition to all of that, ensuring employee satisfaction.
• Managing details of operation for 22 stores with full responsibility for stores sales as well as P & L management.
• Setting the strategic operation plan to increase sales and maximize profits.
• Directing the efforts of 3 area managers, and supervising more than 250 employees.
• Responsible for the career development plan for the operation team, in addition to ensure employee satisfaction.
• Conducting the field visits on the different store to assess the operational standards that were set, in terms of quality, cleanliness, service, and customer satisfaction.
• working with the manufacturing department to develop and create new products to our menu.
• Coordinating with the different functional areas to achieve company and operations objectives.
• Managing details of operation for 62 stores with full responsibility for stores sales as well as P & L management.
• Setting operation annual plan and strategies in compliance with the corporate strategic objectives to increase sales and maximize profits.
• Directing the efforts of 7 area managers, and supervising more than 600 employees.
• Responsible for the career development plan for my subordinates as well as their subordinates and all the different levels in the department, in addition to ensure employee satisfaction.
• Conducting the field visits on the different store to assess the operational standards that were set, in terms of quality, cleanliness, service, and customer satisfaction.
• Professionally cut non-value added cost in both controllable & non-controllable costs without jeopardizing the product quality.
• Coordinating with the different functional areas to achieve company and operations objectives.
Managing the details of operation for16 Stores with full responsibility for stores sales as well as P & L management.
Setting operation annual plan and strategies in compliance with the corporate strategic objectives to increase sales and maximize profits.
Directing the efforts of three area managers and supervising more than 400 employees.
Responsible for the career development plan for the area managers as well as the store managers and personnel in the different managerial levels in addition to ensure employee satisfaction. This led to reduce employee turnover by 25%.
Conducting the field visits on the different store to assess the operational standards that were set and communicated to the different people in the different stores in terms of quality, cleanliness, service, and customer satisfaction.
Creatively cut non-value added cost in both and controllable & non-controllable costs without jeopardizing the product quality. This led to decrease the food cost by 2 %.
Coordinating with the different functional areas to achieve the company objectives and operations objectives.
Forming different teams each serving key operations objective: variations in the different cost elements, and variations in the QSC. This led to minimize waste from 0.7% to 0.5%.
Developed "Wessaya Standard Review" with the objective of continuously auditing the stores in more than one sectors: product quality, service, cleanliness, training, and management.
Managed multiple restaurants to achieve the strategic corporate objectives via setting sales plans, supervising restaurants activities and personnel performance and ensure abiding to QSC standards.
Supervised 6 stores and managed staff of 180 employees.
Standardized working system and procedures among the supervised stores.
Conducted field visits to check QSC and make corrective actions whenever needed.
Supervised the opening of 10 stores in greater Cairo and Marina (within and outside the assigned area).
Handled all problems during the opening of the stores (equipment, warehousing, storage, and kitchen).
Increased sales by 10 %.
Developed the restaurant managers in all aspect of store management.
Trained managers on break even analysis, P & L management, and cost control.
Trained assistant managers and supervisors managerial skills and supervisor styles.
Implemented an enthusiastic program to employees aiming at enhancing employee motivation and loyalty.
Responsible for recruiting store managers for existing and new stores.
Extended a development plan for store managers and assistant stores annually.
Conducted monthly business reviews for each store covering P & L elements, QSC, and HR audit.
Developed an operating module to calculate food cost, variance, waste, and employee meals.
Managed multiple restaurants to achieve the strategic corporate objectives via setting sales plans, supervising restaurants activities and personnel performance and ensure abiding to Q, S&C standards.
Supervised 6 stores and managed staff of 220 employees.
Conducted field visits to check QSC and make corrective actions whenever needed.
Developed the restaurant managers in all aspect of store management.
Train managers on P & L management, and cost control.
Train assistant managers and supervisors managerial skills and supervisor styles.
Implemented an enthusiastic program to employees aiming at enhancing employee motivation and loyalty.
Responsible for recruiting store managers for existing and new stores.
Extended a development plan for store managers and assistant stores annually.
Conducted monthly business reviews for each store covering P & L elements, QSC, and H.R audit.
Managed all daily operations of the restaurant.
Ensured customer satisfaction with their dining experience.
Oversaw 35 employees, scheduled working hours, resolved conflicts and determined salaries.
Managed high volume store with an annual sales of L.E. 6.5 million.
Prepared P & L projections annually.
Prepared hiring and firing plan for store staff.
Increased annual sales by 7%.
Managed routine food planning operations.
Maintained effective inventory control.
Kept employee work records, prepared payroll, and completed paperwork to comply with the company reporting requirements.
Implemented LSM plans successfully.
Managed 3 assistant store managers, a supervisor and a hostess.
Developed and trained assistant managers to become restaurant managers.
Responsible for the opening of Tahreer square store.
Achieved the highest scoring restaurant in quality assurance audit in year 2001.
Achieved the best restaurant management team on KFC country operation level in 2000.
Awarded best restaurant manager and was awarded attending Tricon International Conference in Dubai.
Responsible for the store day to day operations during the shift in terms of QSC, personnel discipline, and hygiene.
Rotated in four different stores each of which had either a managerial, quality, or operations vital issues:
Was assigned the responsibility of managing all food cost elements.
Conducted food variance reports on a daily basis.
Continuously spot checked the cash machines.
Conducted daily sales analysis reports for the newly launched products and report them to upper management and general manager.
Was nominated to be a member of the opening team to Hurgada store to ensure presence of success factors to the store operations.
Managed inventory stocks in terms of ordering quantity, monitoring stock level, and managing vendor relations.
Handled the training program of the assigned store employees and crew.
Bachelors degree , Hotel management . Helwan University