Senior Operations Manager

Job Summary The Senior Operations Manager leads the day-to-day operation of TGP International's food and beverage venues across a multi-site, multi-location portfolio, covering venues that TGP owns and operates and venues that TGP operates or manages on behalf of clients. Every site is run to the same operating principles, standards and disciplines regardless of ownership. The role works through the venue management teams. Site teams prepare the schedules, orders, forecasts, reports and plans; the Senior Operations Manager reviews, challenges and approves them, and is accountable for the result. Alongside this, the role is expected to grow revenue: to find, trial and roll out new income streams and improve trading performance across the portfolio. The role reports to the Operations Director, who owns portfolio strategy, commercial terms, client agreements and the overall P&L. The Senior Operations Manager delivers against the agreed plan, escalates commercial, contractual and client matters, and works within delegated authority. Regular travel between venue and project locations is required, with regional and international travel as needed. Duties/Responsibilities: 1. Revenue Generation and Commercial Creativity - Deliver the revenue targets for the assigned sites, covering sales, covers, average spend and revenue mix. - Generate and bring forward commercial ideas: new formats, menus, dayparts, offers, events, partnerships and activations that create measurable incremental revenue. - Identify new income streams beyond core trade, such as events and private hire, catering, delivery and off-premise and retail, and build the case for them. - Review and challenge site proposals on menu engineering and pricing, and recommend changes to the Operations Director for approval. - Run a test-and-learn approach: pilot ideas at one site, measure them against a baseline, and roll out what works once approved. - Improve capacity utilisation and yield across trading periods, targeting the weak dayparts and days as well as the strong ones. - Track competitor activity and market trends, and translate them into practical commercial action. 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. - Ensure each site operates to its approved budget, labour model, menu and pricing structure and marketing plan, and that the trading calendar is followed. - Review and approve the operating plans, labour schedules, ordering and stock counts prepared by the venue teams, and challenge anything that does not stand up. - Run the performance rhythm across the portfolio: weekly trading review by site, monthly business review, and input to the quarterly portfolio review. - Identify underperforming sites early, agree a written recovery plan with named owners and deadlines, and follow it through to closure. - Verify consistent execution of recipes, portioning, cooking and service standards through scheduled and unannounced site checks. - Oversee goods receiving, storage and stock control at every site, including expiry, spoilage and wastage controls. - Deploy people and equipment across locations, and escalate resource conflicts that cannot be resolved at site level. 3. Financial Control - Deliver the agreed budget and P&L targets for the assigned sites, and know actual performance against budget for sales and costs at all times. - Review the site budgets and forecasts prepared by venue teams, challenge the assumptions, and submit them to the Operations Director and Finance. - Control food, beverage and labour cost against agreed targets, including stock, wastage, recipe costing and yield. - Review labour schedules against forecast business levels to confirm that positions are covered and labour cost objectives are met. - Ensure cash and other receipts are handled and reconciled in line with company procedure at every site. - Approve operating expenditure within delegated authority, and refer anything above that threshold to the Operations Director with a recommendation. - Act on variances promptly and report the corrective action taken. 4. Review and Reporting - Review F&B operator and pod performance on a weekly and monthly basis. - Review the monthly P&L, audit and performance packs prepared by each site, and present the consolidated position to the Operations Director. - Commission monthly mystery shopper audits, quality audits and service period reports, and act on the findings. - Agree a monthly action plan with each site covering corrective actions, revenue initiatives and areas of improvement, and track it to completion. - Hold weekly operational meetings with site teams and stakeholders, and ensure decisions and actions are recorded. 5. Client and Site Stakeholder Support - Act as the

Duties/Responsibilities: 1. Revenue Generation and Commercial Creativity – Deliver revenue targets for the assigned sites, generate and pilot commercial ideas (new formats, menus, dayparts, offers, events, partnerships and activations), identify new income streams (events, private hire, catering, delivery, off-premise and retail), review and challenge proposals on menu engineering and pricing, run test-and-learn pilots, improve capacity utilisation and yield, track competitor activity and market trends and translate them into practical action. 2. Operations Management – Lead day-to-day operation of all sites, hold GMs and Ops Managers to standards and compliance, ensure sites follow budgets, labour models, menus and marketing plans, review and approve operating plans, labour schedules, ordering and stock counts, run weekly/monthly/quarterly performance rhythms, identify underperforming sites and implement recovery plans, ensure consistency of recipes, portioning, cooking and service, oversee goods receiving, storage and stock control, deploy resources and resolve conflicts. 3. Financial Control – Deliver budgets and P&L targets, review and challenge site budgets/forecasts, control food, beverage and labour costs, confirm staffing aligns with forecast, ensure cash handling and reconciliation, approve operating expenditures within authority, escalate variances with corrective actions. 4. Review and Reporting – Review operator and pod performance weekly/monthly, consolidate P&L/audit/ performance packs, commission audits and action findings, agree monthly site action plans and track progress, hold weekly operational meetings with documentation. 5. Client and Site Stakeholder Support – Act as the primary liaison for client and site stakeholders and support contract and client relations as required.