Restaurant General Manager - Quezon City

As Restaurant General Manager you will oversee the day-to-day operations of 1-3 Restaurants to ensure achievement of business results thru effective and efficient execution of action plans aligned to the operational programs and strategies set by the Operations Head and congruent to the company’s Operating Philosophies. The job entails a regular review and analysis of Store Results, and guiding the concerned managers to attain optimum Sales, Profit and QSCH.

I. Store Business Planning

A. Develop the Store’s operational strategies and Tactics/Plans based on knowledge of factors affecting the trading/business area -customer, market and competition, projected AC/TC growth, etc., the store’s operating capability (people, equipment, store condition, etc.), cost and budget factors (allocated funds for renovation, expansion, etc.) and brand identity (Guest Feedback, GCC, etc.). Present proposal to the Operations Manager and Operations Director for approval.

B. Plan and deploy the Store Action Plan for the year as approved by the Operations Manager. Coordinate the necessary changes to the Operations Manager when business conditions require change in plans (shift in guest’s behavior, new market, competition, new ordinances, etc.)

C. Identify clearly the support/initiatives needed from other departments (new products to increase TC, new training to retool/upgrade employees, automated system to lessen manual reporting, etc.) to facilitate productivity in operations.

D. Monitor the key performance measures/indicators of each down line manager (Restaurant Manager or Asst. Restaurant Manager, Shift Manager, Restaurant Finance Officer) that matches the Operations strategies and plans and is aligned towards achievement of the business objective. Act immediately by coaching the down line Managers to attain optimum results on:

a. Store Sales & Profitability Achievements and Growth Trends (all segments)

b. Store QSCH Ratings and Growth Trends

c. Store People Program Execution

d. Store Brand & Marketing Activities Implementation

e. Store Operational Systems Compliance

f. Store Business Extension Results (SOW, ORA, BLITZ)

g. Reinforcement of organizational alignment

h. Cost Management

E. Meet the down line managers regularly to establish directions and priorities for the Area. Identify best practices and horizontally implement them.

F. Review Operations systems, processes, procedures and programs so as to ascertain why results are not optimized. Reinforce compliance if finding is that the system, process, procedure set are not being followed. Elevate findings to the Operations Manager if there is a need to change the design (system, process, procedure, etc.)

G. A. Manage change in the store/s to allow speedy adaptation. Communicates accurately, timely and clearly the necessary information to down line managers and ensure they cascade it.

H. A. Optimize HR capacity of the store/s by matching the capability and competency to actual need. Monitor completeness of manning complement of store/s and coordinate requirements clearly and timely to the Operations Manager.

II. Business Development

A. Familiarize self and aggressively identify business opportunities for the store/s. Observe closely the current business trading area and establish patterns/trends that may indicate changes in the market and guest’s buying behavior.

B. Find opportunities to earn using the excess resource capacity of the store (e.g. Subleasing, extending business hours)

C. Monitor the lease term of the store/s and using known information intelligently, make recommendations to the Operations Manager and Operations Director on the disposition of the space (renew, transfer, increase/decrease scale, added location)

D. Familiarize self on the real estate developments where the store/s operate/s. Scout continuously for sites that can potentially give the business better image, revenue and/or profit.

III. Stores/Budget

A. Lead down line managers in gathering and analyzing key appropriate data and historical information necessary to project future performance.

B. Communicate the directions from the top and lead down line managers in coming up with proposed programs to meet them and in setting Sales and Profitability targets expected to be generated.

C. Prepare the Store/s Budget in close coordination with as aligned to the directions from the top. Communicate the support necessary to meet them based on intelligent assessment of the store/s business condition. Present the Store/s Budget to the Operations Manager for approval.

D. Communicate and report to the Operations Manager the status of the approved budget. Negotiates with the OM on any revisions and reallocations necessary.

IV. Implementation of Operations Tactics and Plans

A. Regularly monitor the implementation of each Store/s Action Plans to allow improvements and changes as aligned to the changing organizational needs

B. Review the Store/s Business Results in relation to the operations strategies and as directed by the Operations Manager. Analyze data and prepare Action Plans to address gaps/variances and monitor its effective and timely completion. Ensures achievement of targets that may be and is not limited to:

a. Growth in Store Sales, Average Check and Transaction Count in all Restaurant Segments covering Dine In, Carry Out, Delivery, Fun zone and Functions

b. Growth in Store market segments from Sales Building & Brand Awareness directions

c. Profit Maximization for each Store from effective Cost Management

d. Store Incremental Sales from Business Extension Initiatives covering SOW, ORA and Blitz Campaigns

e. Operations Efficiency and Productivity per Store

f. Qualitative Data on feedback from Internal and External Guests on Restaurant Operations Executions per Store

g. People Development and Succession Planning Results of each Store

C. Interpret, analyze and present the overall business results and action plans to the Operations Manager regularly.

D. Provide regular feedback about External Groups, Third Party Suppliers and Business Partners in their dealings with the Area. Elevates concern if there is any to the Operations Manager (e.g. Union, Coop, Manpower Agencies).

V. Facilitating Leadership Development

A. Oversee talent management initiatives for down line managers.

B. Enables individual development of the down line managers focusing on providing interventions to strengthen and improve core competencies critical to the job.

C. Set up a system where improvements and lessons can be shared by employees- within the same level, across levels, within store, across store as appropriate.

D. Facilitate the translation of performance review findings into priorities, systematic evaluation and improvement of key processes and work habits for the down line managers thru coaching, mentoring and other developmental interventions.

VI. Standards

A. Conduct regular structured and unstructured store inspections/audits to reinforce conformance to all restaurant operations standards on product & service quality, operations execution, restaurant systems (KMS) and restaurant management.

B. Institute internal safeguards on funds, assets, company properties and recommend improvements to maximize efficiency of facilities and equipment.

C. Review, monitor and participate in the execution of Disciplinary Measures for cases involving deviations of Co. Owned employees to Restaurant Operations Standards and Processes.

D. Develop new and enhance work processes in close coordination with the restaurant team members to provide corrective actions to recurring problems including internal guest complaints, as well as preventive actions to avoid potential problems from occurring.

E. Monitor compliance of all stores in the area to all regulatory requirements.

F. Ensure that the highest standard of variety and security is implemented in all stores in the area.

G. Follow and enforce the Employee Code of Conduct

VII. Workforce Engagement

A. Assist in employee selection, hiring, training, placement, movement, rewards and recognition.

B. Evaluate the performance of immediate reports on a regular basis.

Qualifications:

To apply for the role, here are the requirements.

• Graduate of any 4 – year Business Course or Engineering. Post-graduate studies a plus.
• Preferably Food Safety Certification
• Must have at least 5 years’ experience handling a high-volume restaurant or 1-year experience as an Area Manager for a largescale Food Service Brand.
• Experience in overseeing all segments of Restaurant Operations and related business segments such as Delivery, Special Events Catering and the like is required.
• In-depth knowledge of the Restaurant Industry and managing a Casual Dining/Family Style Restaurant Operations or Fast Casual Dining Restaurant Operations is a must.

As Restaurant General Manager you will oversee the day-to-day operations of 1-3 Restaurants to ensure achievement of business results thru effective and efficient execution of action plans aligned to the operational programs and strategies set by the Operations Head and congruent to the company’s Operating Philosophies. The job entails a regular review and analysis of Store Results, and guiding the concerned managers to attain optimum Sales, Profit and QSCH.

I. Store Business Planning

A. Develop the Store’s operational strategies and Tactics/Plans based on knowledge of factors affecting the trading/business area -customer, market and competition, projected AC/TC growth, etc., the store’s operating capability (people, equipment, store condition, etc.), cost and budget factors (allocated funds for renovation, expansion, etc.) and brand identity (Guest Feedback, GCC, etc.). Present proposal to the Operations Manager and Operations Director for approval.

B. Plan and deploy the Store Action Plan for the year as approved by the Operations Manager. Coordinate the necessary changes to the Operations Manager when business conditions require change in plans (shift in guest’s behavior, new market, competition, new ordinances, etc.)

C. Identify clearly the support/initiatives needed from other departments (new products to increase TC, new training to retool/upgrade employees, automated system to lessen manual reporting, etc.) to facilitate productivity in operations.

D. Monitor the key performance measures/indicators of each down line manager (Restaurant Manager or Asst. Restaurant Manager, Shift Manager, Restaurant Finance Officer) that matches the Operations strategies and plans and is aligned towards achievement of the business objective. Act immediately by coaching the down line Managers to attain optimum results on:

a. Store Sales & Profitability Achievements and Growth Trends (all segments)

b. Store QSCH Ratings and Growth Trends

c. Store People Program Execution

d. Store Brand & Marketing Activities Implementation

e. Store Operational Systems Compliance

f. Store Business Extension Results (SOW, ORA, BLITZ)

g. Reinforcement of organizational alignment

h. Cost Management

E. Meet the down line managers regularly to establish directions and priorities for the Area. Identify best practices and horizontally implement them.

F. Review Operations systems, processes, procedures and programs so as to ascertain why results are not optimized. Reinforce compliance if finding is that the system, process, procedure set are not being followed. Elevate findings to the Operations Manager if there is a need to change the design (system, process, procedure, etc.)

G. A. Manage change in the store/s to allow speedy adaptation. Communicates accurately, timely and clearly the necessary information to down line managers and ensure they cascade it.

H. A. Optimize HR capacity of the store/s by matching the capability and competency to actual need. Monitor completeness of manning complement of store/s and coordinate requirements clearly and timely to the Operations Manager.

II. Business Development

A. Familiarize self and aggressively identify business opportunities for the store/s. Observe closely the current business trading area and establish patterns/trends that may indicate changes in the market and guest’s buying behavior.

B. Find opportunities to earn using the excess resource capacity of the store (e.g. Subleasing, extending business hours)

C. Monitor the lease term of the store/s and using known information intelligently, make recommendations to the Operations Manager and Operations Director on the disposition of the space (renew, transfer, increase/decrease scale, added location)

D. Familiarize self on the real estate developments where the store/s operate/s. Scout continuously for sites that can potentially give the business better image, revenue and/or profit.

III. Stores/Budget

A. Lead down line managers in gathering and analyzing key appropriate data and historical information necessary to project future performance.

B. Communicate the directions from the top and lead down line managers in coming up with proposed programs to meet them and in setting Sales and Profitability targets expected to be generated.

C. Prepare the Store/s Budget in close coordination with as aligned to the directions from the top. Communicate the support necessary to meet them based on intelligent assessment of the store/s business condition. Present the Store/s Budget to the Operations Manager for approval.

D. Communicate and report to the Operations Manager the status of the approved budget. Negotiates with the OM on any revisions and reallocations necessary.

IV. Implementation of Operations Tactics and Plans

A. Regularly monitor the implementation of each Store/s Action Plans to allow improvements and changes as aligned to the changing organizational needs

B. Review the Store/s Business Results in relation to the operations strategies and as directed by the Operations Manager. Analyze data and prepare Action Plans to address gaps/variances and monitor its effective and timely completion. Ensures achievement of targets that may be and is not limited to:

a. Growth in Store Sales, Average Check and Transaction Count in all Restaurant Segments covering Dine In, Carry Out, Delivery, Fun zone and Functions

b. Growth in Store market segments from Sales Building & Brand Awareness directions

c. Profit Maximization for each Store from effective Cost Management

d. Store Incremental Sales from Business Extension Initiatives covering SOW, ORA and Blitz Campaigns

e. Operations Efficiency and Productivity per Store

f. Qualitative Data on feedback from Internal and External Guests on Restaurant Operations Executions per Store

g. People Development and Succession Planning Results of each Store

C. Interpret, analyze and present the overall business results and action plans to the Operations Manager regularly.

D. Provide regular feedback about External Groups, Third Party Suppliers and Business Partners in their dealings with the Area. Elevates concern if there is any to the Operations Manager (e.g. Union, Coop, Manpower Agencies).

V. Facilitating Leadership Development

A. Oversee talent management initiatives for down line managers.

B. Enables individual development of the down line managers focusing on providing interventions to strengthen and improve core competencies critical to the job.

C. Set up a system where improvements and lessons can be shared by employees- within the same level, across levels, within store, across store as appropriate.

D. Facilitate the translation of performance review findings into priorities, systematic evaluation and improvement of key processes and work habits for the down line managers thru coaching, mentoring and other developmental interventions.

VI. Standards

A. Conduct regular structured and unstructured store inspections/audits to reinforce conformance to all restaurant operations standards on product & service quality, operations execution, restaurant systems (KMS) and restaurant management.

B. Institute internal safeguards on funds, assets, company properties and recommend improvements to maximize efficiency of facilities and equipment.

C. Review, monitor and participate in the execution of Disciplinary Measures for cases involving deviations of Co. Owned employees to Restaurant Operations Standards and Processes.

D. Develop new and enhance work processes in close coordination with the restaurant team members to provide corrective actions to recurring problems including internal guest complaints, as well as preventive actions to avoid potential problems from occurring.

E. Monitor compliance of all stores in the area to all regulatory requirements.

F. Ensure that the highest standard of variety and security is implemented in all stores in the area.

G. Follow and enforce the Employee Code of Conduct

VII. Workforce Engagement

A. Assist in employee selection, hiring, training, placement, movement, rewards and recognition.

B. Evaluate the performance of immediate reports on a regular basis.

Qualifications:

To apply for the role, here are the requirements.

• Graduate of any 4 – year Business Course or Engineering. Post-graduate studies a plus.
• Preferably Food Safety Certification
• Must have at least 5 years’ experience handling a high-volume restaurant or 1-year experience as an Area Manager for a largescale Food Service Brand.
• Experience in overseeing all segments of Restaurant Operations and related business segments such as Delivery, Special Events Catering and the like is required.
• In-depth knowledge of the Restaurant Industry and managing a Casual Dining/Family Style Restaurant Operations or Fast Casual Dining Restaurant Operations is a must.