Wael Terkawi

A spearhead for launching Canadian Burger chain of four outlets in Riyadh throughout the following segments 

1- material management :working with the concept founder to source raw materials from local and international markets 

2- human resources : recruitment of staff at all company levels local and international 

3- facilities : working with contractors to deliver construction of four outlets and central operations unit with full installation of equipment and furniture 

4- administration : acquiring all government permits related to the business 

5- working with concept founder and owners on strategic marketing plan and grand opening of first location 

Managing All Aspects Of The Business In Terms Of
1. Developing Business Plan For Expansion
2. Developing New Concepts
3. Managing And Coordinating All Aspects Of Business
a. Locations,
b. Material Management
c. Human Resource
d. Sales
e. Marketing
f. Finance And Development
g. Multi Site Management Of 5 Geographical Areas In Saudia Arabia

Succeeded In Turning Around Regions Profitability, Operations Excellence And People Moral And Productivity Managing 9 Restaurants Operations In The Eastern Region In Ksa In The Following Aspects:
1) Sales : Achieving Sales Budgets
2) Human Resource :
a) Managing Staff Of 150
b) Training, Appraisals And Development Of Staff
c) Recruiting : Recruiting Saudi Staff To Achieve The Kingdom Saudiztion Percent
3) Profit : Monitoring P&L Line Items And Achieving Budgets
4) Maintenance : Directing Maintenance Team To Insure Restaurants Safe Facilities And Maintenance
5) Administration: Insure All Governmental Requirements Adhered
6) Field Visits : Conducting Restaurants Visits Evaluating Operational Procedures, Setting Action Plans With Restaurant Management

This Position Was Divided Two Parts Franchisors Side Which Had Lots Of Operational Development And The Franchisee Side Involving In Managing Operations Of 8 Restaurants
1. The Franchisee Side Responsibilities Are More On Field And Was Managing 8 Restaurants Staffing Of 300 Employees Main Responsibilities Were As Follow:
a. Audit, Evaluate Restaurant Operations And Pin Pointing Ways And Points For Improvements
b. Planning And Forecasting (People, Facilities, Materials And QSC&V And Sales Targets)
c. Working Side By Side With Ops Management In New Store Opening
d. Implementing And Testing Developed Systems In Restaurants
e. Sales : Forecasting Sales Budgets
f. Human Resource :
a. Managing Training And Development Staff Of 300
b. Recruiting : Recruiting Saudi Staff To Achieve The Kingdom Saudiztion Percent
g. Profit : Monitoring Profit Line Items And Achieving Budgets
h. Field Visits : Conducting Restaurants Visits To Maintain Qsc Levels And Setting Action Plans With Restaurant Management
2. The Franchisor Side Development Responsibilities Held To Me:
Contributed In Developing Prototype Restaurant System For Franchising My Contributions Were In The Following Sides:
a. Selecting And Developing Pos And Back Office System
b. Sales Analysis And Forecasting
c. Inventory Management
d. Cash Management
e. Developing And Editing Operations And Training Manual
f. Developing Restaurant Management Structure
g. Strategic Planning For Franchising And Expansion
h. Launching The First Albaik Express Concept

Participated in Grand Opening of McDonald’s Jordan On 1996 Positions Held as Follow

1. Human Resource And Training Manager: I Was Responsible To
a. Forecast And Follow Up On Recruiting Plan For 6 Restaurants
b. Developing And Following Up On Motivational Plan
c. Training And Conducting People Audits At Restaurant
d. Conducting Training Course And Focus Group Sessions
e. Tabulating Payroll Of 400 Staff

My Responsibility To Work On Restaurant Operations Through The Following Categories:
a. Qsc&V: To Insure QSC Standards to Be within Standards And Customer Expectations.
b. Sales: achieving sales budgets and Setting local sales building Action Plans and Coming up with Sales Building Ideas, Promotions, Depending On McDonald’s Marketing Strategies.
c. People: Recruiting Employees, Supervising Schedules, Restaurant Training, Evaluating And Delivering Performance Reviews To All Restaurant Staff, Developing New Managers, Conducting Training Courses, Set Motivational Plans.
d. Restaurant Systems: Supervising And Insuring The Restaurant Systems Are Well Run And Looking For Continuous Improvement These Systems Are Inventory Management, Local Store Marketing, Maintenance, Labor Scheduling And Training
e. Profit: Controlling Restaurants P&L Line Items.
f. Planning And Budgeting: All The Previous Pillars Were Forecasted On Period Bases (Monthly, Quarterly And Annually) On Restaurant Level By Me.
g. Reporting: Preparing All Business Unit Reports, Profit And Loss Statement, Staffing Reports And Other Miscellaneous Reports