Established in 2011, Fundamental Hospitality is a UAE-born company that unifies the region's leading lifestyle concepts. As an international ecosystem of hospitality brands, the group develops elevated, home-grown concepts that showcase the quality and innovation of the region whilst exporting them to key cosmopolitan cities around the world.The collection of brands within the portfolio include globally acclaimed concepts Gaia, Shanghai Me, Alaya, La Maison Ani, Piatti and Izu Burger, as well as international franchises, Scalini, Cipriani, and Cipriani Dolci.Fundamental Hospitality owns and operates venues across the Middle East and Europe, with the ongoing expansion of the group’s concepts into the GCC, Europe, the UK, and the USA.

Following the acquisition of Hakkasan Group by Tao Group Hospitality, a part of Madison Square Garden Entertainment (NYSE: MSGE), a premium hospitality powerhouse has been created that includes a global portfolio of brands and properties with significant potential for future growth. A global leader in premium hospitality, operating more than 70 branded locations in over 20 markets. From best-in-class cuisine, including Michelin-starred restaurants, to award-winning nightlife and world-renowned day-life, delivering unforgettable entertainment.Operating a collection of widely recognised hospitality brands. These include TAO, Hakkasan, OMNIA, Marquee, LAVO, Beauty & Essex, Yauatcha, Cathedrale, Ling Ling, Wet Republic, Little Sister, The Highlight Room, Sake No Hana, Jewel, and more.Led the Marketing, Sales, and Category teams, accountable for the Commercial Programme, including business strategy, executive management, marketing strategy, strategic planning, contract negotiation and strategic partnerships.

Reported to the Vice-President, leading the Marketing, Sales, and Category teams, accountable for the Commercial Programme including strategy, business development, executive management, marketing strategy, strategic planning.* Fostered an entrepreneurial approach to developing & launching an industry leading delivery operation to react to COVID market challenges in just one week.* Led trading through UK restaurant-closure period which resulted in the following achievements: + Established all brands onto a delivery model generating substantial revenue & profit margin. + Developed & launched a multi-channel marketing strategy to appeal to a new younger demographic, delivering strong ROI. + Implemented a data science approach to analyse customer-spend and market insights to identify opportunities. Added further brands to restaurant kitchens and opened the group’s first dark kitchen. + Led numerous CSR initiatives to provide community, team and charity support. + Identified a gap in the London delivery market for a premium Mexican food offering and launched Casa Calavera as a virtual culinary delivery pop-up, generating substantial press-coverage and a further revenue stream. Due to the success widened the brand into further locations. + Developed & launched Wine By Hakkasan, a first retail business for the group utilising product expertise coupled with a category approach to add a further revenue stream, improve cash flow and reduce stock holding.* Against reduced capacities and damaged consumer confidence achieved LFL revenue growth through a strong coordinated sales & marketing plan, building upon the success of delivery to move to become first-time diners and introducing Google and Facebook advertising to grow direct reservations. * Led programme of menu engineering across all categories, resulting in improved ATV and cash margin.

Reported to the Vice-President, leading operations across UK & Europe, accountable for the business plan including business development, business strategy, operations management, executive management, strategic planning, sales management and business operations.* Led the implementation of Labour Productivity, improving team scheduling resulting in increased average guest spend and £0.7m pa payroll savings.* Developed the UK strategy, obtained board approval and managed change programme providing a platform for upcoming growth.* Created accompanying Operational Support structure for the business to improve communication, cross-working between restaurants and support office and reduced costs by £0.6m pa.* Introduced category management principles to beverage menu engineering process, implementing new range review process and conducting a thorough end-to-end review realising £1.1m annual incremental margin.* Led 2020 business planning for the business, introducing coordinated commercial planning, market and consumer insights, and a structured approach to manpower planning.

Reported to the CEO, heading the Marketing, Digital, Food, Drinks, Concepts and Brands teams accountable for the business strategy including business development, marketing strategy, executive management, strategic planning, sales management and business operations.Punch Taverns PLC was the second-largest pub group with 3,300 outlets across the UK. In 2017 the group was purchased by Vine Acquisitions with the back-to-back sale of 1,900 outlets to Heineken. The remaining 1,400 pubs, bars and restaurants continued to be operated by Punch Taverns under private ownership.* Led team through period of extensive change; the Transitional Services period where the company operated 1,900 pubs ahead of sale to Heineken and subsequent team restructuring.* Developed the strategy for marketing, obtained board approval and created associated organisational structure and ways of working which resulted in the following achievements:* Delivered incremental margin of £1.1m pa through a range review programme with a new approach to product selection and price, ensuring all pubs have the correct assortment.* Grew online margin by £0.5m and provided platform for future growth of non-drink categories by leading a multi-departmental project to grow usage of digital ordering platform, from 81% to 91%.* Launched the first non-drinks sales through the digital ordering platform, developing associated infrastructure and supply chain and implementing a marketing campaign to move from launch through to 250 pubs ordering.* Improved sales volumes by +6.4% by introducing a new approach to marketing campaigns with the first combined activities across retail and over 300 leased & tenanted pubs simultaneously.* Exceeded sales budgets and grew LFL business by +7.8% through creating and developing retail concepts with a consumer-first approach, outperforming non-concept, wider-business and market performance

Reported to the board, leading the Development, Operations, Buying, Supply Chain and Technical teams accountable for the business strategy including business development, business planning, executive management, strategic planning, sales management and business operations.* Developed the five-year strategy for food and obtained approval from PLC board for an industry-leading food business resulting in the following:* Grew food LFL sales by +9% through implementation of a consumer-first approach to menu development.* Improved margin by 8% points by rationalisation of purchasing range and widened supplier base.* Increased snacking & hot beverage LFL sales +21% by establishing structured approach to categories.* Introduced standardised kitchen templates to support better equipment buying and reduced investment costs.* Designed and implemented the corporate food safety policy and associated procedures, training and auditing.* Worked cross-functionally and obtained board approval on enhanced operating contract to drive profitability.

Reported to the board, pioneering the establishment of the Concept Development team accountable for the business strategy including business development, business planning, executive management, strategic planning, sales management and business operations.* Developed the strategy for concepts, brands and retail across the business, instigating large cultural change, obtaining PLC board approval and creating associated resource plan.* Led cross-functional team to develop and launch two concepts which exceeded sales budgets.

Accountable for the Dean & Deluca Operations team and the Food Retail Division Procurement, Supply Chain and Finance teams across the Middle East.* Reported to the Vice-President, led the Operations function for Dean & Deluca, covering the Area Management, Training, Culinary and Visual Merchandising teams across Kuwait, Dubai, Qatar & Lebanon.* Reported to the Vice-President, led the Commercial function for the Food Retail division, covering the Procurement, Category and Supply Chain teams for the division.* Exceeded sales budget by +3% and +14% LFL growth through strong operational practices and an improved focus on customer service.* Worked cross-functionally to develop and launch a successful outside catering business widening the reach of the Dean & Deluca brand and adding substantial new revenue stream.* Added £250k incremental revenue stream in first year through implementing event category range.* Grew Business to Business sales by +125% LFL through team realignment and target reviews.* Lowered warehouse write-off by 53% and improved inventory age and cash flow through implementation of new ordering and stock management processes.* Improved from Amber to Platinum on third party HACCP audit through introduction of strong food safety focus to the brand team

Reported to the Vice-President, launched the Garrett Popcorn Shops brand within the Middle East.* Led operations, training, supply and procurement teams to launch brand and exceed sales budget by +7%.* Achieved highest customer service scores across business in first year after launching brand.* Worked cross-functionally to develop a home delivery model, creating operating procedures, identifying external technology partner and launching to add substantial further revenue stream to the business.* Developed team into multiple store and area management positions through a planned approach to succession.* Consolidated brand ordering to leverage volume from 5 brands across 3 international hubs, reducing transportation costs by 4

Reported to the Commercial Director, with oversight for strategic commercial activities (Finance, Supply Chain and Purchasing) within the Food Division.* Led tender of beverages category across the business, delivering £8m of additional profit to the company.* Developed and headed supply chain and purchasing for Texas Roadhouse Middle East, including devising innovative fresh US beef import programme to massively improve product quality.

Reported to the Director of Operations, accountable for turnover of £6m from 25,000sq ft flagship store.* Managed a team of 11 managers, a store of 165 staff, including Executive Chef and kitchens.* Reduced total shrinkage from 37.4% to 10.1% through new efficiency plans in fresh food, closer integration through the production kitchen and stock ageing focus.* Project managed Dubai Mall opening, with the shortest timeline in the brand’s history.

Reported to the Director of Operations, accountable for turnover of £2.4m from 25,000sq ft flagship store.* Part of project teams for the brand pre-opening launch work including range analysis, back office system setup, recruitment, training and visual merchandising.

Reported to the General Manager, accountable for turnover of £7million from 10,000sq ft department.* Due to strong trading performance given additional holding responsibility for Menswear giving a total turnover of £23m.* Managed a team of 5 managers, a department of 110 staff, the Food & Restaurants Administration department, the Food Technical department, Head Chef, kitchens and 7 Concession Business Managers.* Reduced total shrinkage from 13.5% to 5.9% at first year-end. Finished second year at 4.9% vs. 5.1% budget.* Developed and promoted three team leaders through to department manager and two sales associates onto the management training programme