Trưởng Phòng Vận Hành - F&B

1. Operational Leadership
Ensure all teams of the respective Watami business units employees have clear understanding of their duties, responsibilities, and key performance indicator expectations and supports the implementation
Ensure the culture of excellence, teamwork and continuous improvement is always fostered and visible
Propose and implement initatives to enhance operational efficiencies, guest experience and cost efficiency in all units.
Ensure the best practices are followed and safeguarded by personal presence and involvement by providing regular on site and occasional remote support to business unit leaders.
Ensure the Quality Assurance programs are implemented in all operational areas to ensure compliance with company & industry standards as well as local regulations
Ensure new shop opening (NSO) procedure is implemented and followed for all NSO locations. Market research and financial feasibility is thoroughly investigated as part of the proposals.
Standard Operating Procedures (SOPs) and Local Standard Operating Procedures (LSOPs) are reviewed & audited.
Active floor presence in all business units is maintained on a consistent basis, VIP guests and events are personally coordinated and attended.
Expectations and guidelines on food hygiene and handling standards are set, implemented, trained and controlled. Compliance with all legal requirements is maintained at all times.
2. Financial Management
Financial success is ensured by actively monitoring and guiding the teams on actions to be taken on KPIs related to operational efficiencies, revenue generation and cost control.
New business models or locations are evaluated for their financial feasibility and business plans are proposed to management.
CAPEX budgets for new developments or renovations are contributed to and followed up upon in their implementation.
Oversight of all of Watami Vietnams Business Units' financial aspects is maintained and reported on a weekly, monthly, and yearly basis. Budgets are reviewed and followed in all business units.
Purchasing and Procurement processes are closely monitored and evaluated.
Cost control measurements and systems of accountability are developed and implemented without compromising on quality.
3. Sales & Revenue Growth
Marketing and PR activities and plans are developed, implemented, measured and reviewed in formally in conjunction with the Marketing Team
Menus are developed, reviewed, and proposed at regular review intervals. Menus are always market appropriate, innovative, and following brand guidelines, seasonal menus are proposed and reviewed.
Close relationships with the entire partner network are fostered, maintained, and developed actively with personal involvement
Periodic sales reports & reviews are produced and reviewed. Recommendations and action plans are formulated
4. Team Development
All business units consistently maintain an engaged and skilled workforce by means of training opportunities and clearly defined job descriptions, scope, and performance management reviews
Property personnel is recruited, trained, and guided following the established standard and processes. A culture of care and continuous growth is fostered through personal involvement
Regular meetings, events and trainings are attended and observed in all operational units
All Key personnel of the business units receive the necessary attention, guidance and onboarding support to succeed in their roles
5. Reporting & Administration
Reports are delivered consistently and timely at all times. Workforce planning is actively managed.
Key restaurant leadership meetings are planned, executed and participated in on a monthly/weekly or daily basis
Daily/Weekly/Monthly/Yearly reporting schedule and Management Information Systems (MIS) are implemented and followed in all business areas
Relationships with all stakeholders are maintained actively and frequently
Other duties are performed as assigned by the Head of Management