• Led pre-opening activities for JVA group in MENA region, securing strategic tie-ups with local investors.• Developed roadmaps for successful tie-ups, pre-opening, and rollout of new outlets.• Managed ongoing operations of outlets to ensure smooth functioning.

CONTRIBUTION TO Al Bahja group as Head of group operations • Oversaw Hotel with 170 Rooms, net Sales of 1Million USD ,F&B Sales of 500k USD• Improved F&B Gross profit by an average of 9% by introducing new concept restaurants, REVPATH, New menus ,• Reduced regional payroll costs from 41% to 29%• Improved F&b sales by 20%• Increased revenue by 5%, EBIDTA increase of 15% through cost control resulting in net profit growth of 37%• Introduction of weekly/monthly Business Forecast and Accounts Management and introduced group KPIs• Group accountability for P&L performance ,Operational Standards,Human Resources ,Maintenance & Purchasingprocedures, Responsible for Sales &Marketing ,rate strategy for each hotel and the group

Handling the operations of 2 resorts (5 star resort with 149 villas and 22 spa treatment rooms and Sand dunes Resort ) 7 food and beverage facilities in the resorts and stand alone outlets new start-ups for the Group company while opening Rainforest themed casual fine dining restaurant ,with 116 covers,branded as "THE JUNGLE"www.junglerestaurant.netNew start up for a sand dunes resort with f&b facilities on the sand dunes New start up of a casual dining ,84 covers ,Lebanese cuisine restaurant "Samar"efficiently managed a total turnover of 17 Million USD

Rolled out Food and Beverage restaurant and lounge Brand in Dubai World Trade Center

Supporting high volume and very high quality of product and service in 41,Al Baik outlets {Quick service restaurant Concept} ,and positioned as a leading Quick Service restaurant chain in KSA

led the operations in the region with a focus on driving excellencedriving positive behaviours in the regions team ,impact of the same reflected in 15% increase in GSi(guest satisfaction index)19%increase in team retention increased the region's sale by 20% focussed on a brand loyalty increasing the sales in the region ,contributed in reducing the system wide cost by 14% Over-all MCP (Managerial controllable profits increased by 9%)Led the NSO(New store opening team in opening outlets )in 3 new cities

(Maurya Sheraton )Played a key role in pre-opening of ITC -ONE ,a state of the art new wing of Maurya sheraton hotel ,with a hotel with-in a hotel conceptInitiated best practice implementation culture in the restaurants and other f&b facilitiesSuccessfully hosted various head of state implemented SIx sigma and lean process for effective and result oriented operations executed DMAIC,decreased variation in the process by identifying and improving specific areas”