OPERATIONS DIRECTOR - MULTI-VENUE

Job Summary The Operations Director leads TGP International's food and beverage operations across a multi-site, multi-location portfolio, covering venues that TGP owns and operates, venues that TGP operates or manages on behalf of clients, and the F&B operations consultancy delivered to clients on new projects and openings. Every site is run to the same operating principles, standards and disciplines regardless of ownership.

This is a commercially creative role first. The Operations Director is expected to grow revenue: to find, test and scale new income streams, to improve trading performance in existing venues, and to bring ideas that make each site more compelling to its market. That sits alongside full accountability for profit and loss, operating standards, guest experience, brand curation and compliance across the portfolio, and for the leadership and development of the venue teams.

The role requires regular travel between venue and project locations, with regional and international travel as required. As part of the management team, the Operations Director contributes to company policy and maintains open communication with the Country Director and the company support office.

Duties/Responsibilities:

• Revenue Generation and Commercial Creativity
• Own the revenue performance of the portfolio and set the growth plan for each site, covering sales, covers, average spend and revenue mix
• Generate and bring forward commercial ideas: new concepts, formats, menus, dayparts, offers, events, partnerships and activations that create measurable incremental revenue
• Identify and develop new income streams beyond core trade, such as events and private hire, catering, delivery and off-premise, retail and merchandise, membership, sponsorship and commercial partnerships
• Lead menu engineering and pricing architecture across the portfolio to grow spend per head and margin without damaging value perception
• Build and run a test-and-learn approach: pilot ideas at one site, measure them properly against a baseline, and scale what works across the portfolio
• Improve capacity utilisation, sequencing and yield across trading periods, and target the weak dayparts and days rather than only the strong ones
• Work with marketing and brand teams to convert footfall and awareness into trade, and ensure that every promotional investment is measured against return
• Track competitor activity, market trends and consumer behaviour, and translate them into commercial action rather than observation
• Bring commercial ideas to the concept and consultancy work, so that TGP's recommendations to clients are creative as well as operationally sound
• Operations Management
• Lead the day-to-day operation of every site in the portfolio, holding General Managers and Ops Managers accountable for performance, standards and compliance at their venue. The same operating principles apply to owned and client sites alike
• Set the annual operating plan, trading calendar and standards framework, and ensure each site has an approved budget, labour model, menu and pricing structure and marketing plan
• Operate a fixed performance rhythm across the portfolio: weekly trading review by site, monthly business review, and quarterly portfolio review with the Country Director
• Maintain a single consolidated view of the portfolio covering sales, covers, average spend, cost of sales, labour cost, profit, guest feedback and audit scores
• Identify underperforming sites early, agree a written recovery plan with named owners and deadlines, and follow it through to closure
• Allocate people, equipment and management attention across locations, and resolve resource conflicts between sites
• Ensure consistent execution of recipes, portioning, cooking and service standards across all sites through scheduled and unannounced checks
• Maintain oversight of goods receiving, storage and stock control at every site, including expiry, spoilage and wastage controls
• Oversee and coordinate the activities of departments across the business and implement business strategies that deliver company goals and targets
• F&B Ops Consultancy
• Design and implement F&B projects in line with the client scope of work and deliverables, project plan, timeline and resource allocation, ensuring timely execution and adherence to quality standards
• Review feasibility study costing packs, including CAPEX and OPEX, and challenge assumptions that are not operationally deliverable or commercially realistic
• Work with the wider TGP team across marketing, finance, advisory, branding and operations to align F&B strategy with the client's business objectives
• Continuously evaluate F&B processes, identify areas for improvement and implement innovations that improve guest satisfaction and revenue
• Engage directly with clients and guests to gather feedback, conduct tastings and confirm that service standards meet or exceed expectations
• Deliver the agreed TGP outputs for each project, which vary by client scope of work and typically include a briefing workshop document covering:
• Brand standards versus current operations gap analysis
• Brand standards versus sequence of service gap analysis
• Analysis of key findings from site visits and interviews
• Mystery dining scores and analysis
• Current KPI performance assessment results
• SWOT analysis of current operations
• Initial operational recommendations and revenue opportunities
• Ensure a structured handover between the consultancy team and the operating team wherever a project transitions into TGP management
• Client and Stakeholder Management
• Act as TGP's senior operational counterpart to venue owners, clients, landlords, partners and third-party F&B operators
• Maintain a working knowledge of the agreement governing each site or project: scope, authority limits, approval thresholds, budget approval process, performance obligations, reporting requirements and notice periods
• Deliver each client reporting cycle to the required standard and timetable
• Escalate in writing, and early, where a client decision, approval or funding delay puts the operating plan, a revenue target or a contractual obligation at risk
• Identify additional services and scope changes, ensure they are priced and approved before delivery, and support their invoicing and collection
• Monitor the performance of third-party F&B operators against their agreements and address shortfalls formally
• Build long-term client relationships that generate repeat and additional work, and identify growth opportunities within existing accounts
• Maintaining Standard Operating Procedures
• Ensure the TGP Operations Manual, policies and procedures are applied consistently at every site
• Do not change any policy, standard or specification of operation without prior approval from senior leadership. Where a change is approved, take full responsibility for its implementation, communication and outcome
• Propose improvements and commercial innovations through the agreed approval route, so that new ideas are trialled and adopted without compromising brand or safety standards
• Implement and maintain the manuals, checklists, audits and production standards that protect the brand
• Keep site-level documentation, records and version control accurate, current and accessible
• Brand Curation
• Conduct a rolling review of KPIs, guest feedback and market trends, and use it to shape the brand and cuisine mix
• Set target brands, cuisines and brand mix by site and by pod, with a clear commercial rationale for each
• Maintain strong relationships with F&B operators and brand owners across the market, and build a live pipeline of brands for future sites
• Update the market brand mix list on a monthly basis
• Develop and implement a brand curation strategy plan on a quarterly basis
• Decision Making and Reporting
• Review F&B operator and pod performance on a weekly and monthly basis
• Commission monthly mystery shopper audits, quality audits and service period reports across the portfolio
• Review profit and loss performance monthly, by site and consolidated for the portfolio
• Produce a monthly action plan setting out updates, corrective actions, revenue initiatives and areas of improvement against company targets
• Hold weekly meetings with stakeholders and clients, and record decisions and actions
• Financial Responsibility
• Hold profit and loss accountability for the operated portfolio, and fee, margin and cost accountability for managed and consultancy work
• Lead budgeting, financial planning, forecasting and cost control for the F&B Operations department and for each site
• Know actual performance against budget for sales and costs at all times, and act on variances
• Control food, beverage and labour cost against agreed targets, including stock, wastage, recipe costing and yield
• Schedule labour against forecast business levels so that all positions are covered and labour cost objectives are met
• Control cash and other receipts in line with company cash handling and reconciliation procedures at every site
• Approve operating expenditure within delegated authority and challenge spend that does not deliver a return
• Build the commercial case for revenue and capital investments, and measure delivered return against the case that was approved
• Support the timely invoicing and collection of fees, reimbursable costs and additional services
• Guest Service Quality
• Ensure that all guests receive responsive, friendly and courteous service to the standards set for all indoor and outdoor areas across every site
• Verify that the food and beverage quality delivered by all operators meets the SOP standards
• Own the guest feedback framework, covering review platforms, social media, the guest database and complaint resolution, and ensure responses are timely and consistent
• Build and use the guest database commercially, to drive repeat visits, loyalty and direct bookings
• Participate personally in resolving customer complaints and be visible with guests during site visits
• Maintain crowd management and circulation standards across all pods and food hall areas
• Achieve and sustain the guest feedback score targets set annually for each site
• H&S, Cleaning and Maintenance
• Ensure the H&S manual and SOPs are followed by all F&B operators across every site
• Conduct monthly H&S audit reports with the Hygiene Manager and coordinate third-party audits
• Ensure deep cleaning schedules and checklists are completed to the calendar, and that every site is clean, sanitised and presentable
• Maintain a preventive maintenance programme, using maintenance sheets and checklists, and repair equipment within an acceptable budget
• Protect asset condition and value across the portfolio, particularly kitchen equipment, and report deterioration of furniture and fixtures promptly
• Compliance and Licensing
• Ensure every site holds and maintains the licences, registrations and approvals required to trade, including commercial registration, municipality, civil defence and food handling requirements
• Ensure compliance with food safety requirements and inspection regimes in each operating market, and that internal audits are completed ahead of external inspection
• Ensure compliance with local labour law, workforce nationalisation requirements, wage protection and working hours obligations in each market of operation
• Maintain the F&B operational risk register, covering food safety, health and safety, security, licensing, cash handling and business continuity
• Ensure incidents are reported, investigated and closed out, with lessons applied across all sites
• People Leadership and Resourcing
• Lead, coach and develop the venue and departmental leadership teams, and set clear objectives and performance expectations
• Monitor and evaluate employee performance, provide guidance and support, and address underperformance