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:

1.        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.2.       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.3.       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.4.       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.5.       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.6.       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.7.       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.8.       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.9.       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.10.   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.11.    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.12.    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 promptly.
• Support the recruitment, selection, onboarding, training and development of team members with People and Culture.
• Plan workforce requirements across the portfolio, including nationalisation commitments and the mobilisation of new sites.
• Build local leadership succession and reduce single-person dependency at each site.
• Create an environment in which the teams bring commercial ideas forward, and recognise those that deliver results.
• Conduct regular team meetings and communicate goals, objectives and policies clearly.13.    Mobilisation, Openings and Transitions

• Provide operational and commercial input to concept, design, kitchen and back of house planning before decisions are finalised.
• Own operational readiness for new openings and for sites transferring into TGP management, covering recruitment, training, licensing, systems, supply chain, opening stock and the soft opening plan.
• Take formal handover from the project team at an agreed readiness gate, with a documented snag and risk position.
• Lead post-opening stabilisation, drive the venue to its trading targets, and complete a lessons learned review that informs the next opening.14.    Travel and Site Presence

• Travel regularly between venue and project locations, with regional and international travel as required.
• Maintain a published site visit schedule and a consistent site visit report format.
• Exercise portfolio oversight in person on site, and not through reporting alone.
Required Skills/Knowledge/Abilities:

• Commercial creativity: a demonstrable track record of generating ideas that turned into revenue.
• Strong revenue and margin instincts, including menu engineering, pricing, promotions and yield management.
• Strong leadership ability, with the capacity to motivate and develop teams across multiple locations.
• Excellent communication and interpersonal skills with colleagues, employees, clients and external stakeholders.
• Sound business acumen and commercial judgement across all operational aspects.
• Proven problem solving and decision making under pressure and with incomplete information.
• Ability to read and analyse financial reports, including P&L, cost control and labour reports.
• Budgeting and forecasting.
• Contract and agreement literacy, including authority limits, approval thresholds and reporting obligations.
• Multi-site planning, prioritisation and time management, including the discipline to manage by exception.
• Strong analytical skills to assess data and make evidence-based decisions.
• EPOS and hospitality systems, together with productivity, project management and financial software.
• Local and international competitor knowledge of food and beverage products.
• Specific brand cuisine and service standards.
• Restaurant marketing, promotions and activation.
• Recruitment, training, coaching, development, evaluation and disciplinary ability.
• Working knowledge of labour law and disciplinary procedures in the markets of operation.
• Preparing reports and presentations.
• Attention to detail and commitment to maintaining high quality standards.
• Ability to work well under pressure, adapt to changing circumstances and travel frequently.Qualifications and Education Requirements

• A Bachelor's degree or equivalent qualification in hospitality management, culinary arts, business or a related field.
• Fluent written and spoken English. A second language relevant to the market of operation is an advantage.
• Eligible to work in the market of appointment and able to travel regularly to venue and project locations.Work Experience

• A minimum of 10 years in the food services industry, including at least 5 years at Operations Director or equivalent multi-site leadership level.
• Proven experience running a multi-unit or multi-venue portfolio, with demonstrable profit and loss ownership.
• Evidence of delivering revenue growth: like-for-like sales improvement, spend per head growth, or new income streams built and scaled.
• Experience of concept development, new formats or new revenue propositions taken from idea to trading.
• Experience operating or managing venues on behalf of third-party owners, alongside directly owned operations.
• Experience of new openings and mobilisation, from pre-opening through to post-opening stabilisation.
• Experience in a multi-unit food service company, food hall, or high-end casual dining environment is preferred.

Please send your email to:
[email protected]