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Financial Operations Manager
Job Purpose
Responsilble for the effective day to day management of the business unit’s financial performance, financial controls, fiscal discipline and finance team with specific regard to achieving business profitability and improving financial operational standards.
Education
B.Com Honours (CTA) with Articles Registration as a Chartered Accountant an advantage
Experience
At least 5 years experience in a general financial management environment. Experience in a hospitality/gaming environment an advantage
Skills and Knowledge
Technical / Proficiency Competencies
· Knowledge of statutory legal and tax requirements · Strong technical knowledge including IFRS developments · Strong knowledge of accounting systems · Team Planning · Product & Trend Analysis · Stock control · Proficiency in MS Office (Advanced Excel) · Keep abreast of new developments in the financial and tax fields · Integrity
Core Behavioural Competencies
· Decision-making · Analysing / Diagnosing performance of the outlet / product performance · Reviewing – Assessing feasibility; assessing compliance; efficiencies · Appraising / Developing Others including evaluating for recruitment, performance, coaching and training · Controlling people and non-people resources · Influencing & negotiating skills · Business Acumen · Building Positive Working Relationships · Customer Centricity & Stakeholder focus · Drive for Results
· Understand the Group Financial strategy and budgets and align Unit objectives and targets accordingly · Develop objectives for the Unit’s finance deliverables · Facilitate the management and achievement of Financial deliverables · Direct financial analyses and benchmark with leading financial trends and practice · Identify and investigate new financial opportunities for the property · Direct risk analyses i.t.o impact on short term profit margins vs. long term sustainability · Compile a risk register for the business unit according to group and unit standards · Co-ordinate internal and external financial audits · Financial reporting on projects and initiatives · Review financial risks (on Risk Register) quarterly and address mitigating and aggravating circumstances. · Communicate with all relevant stakeholders internally at a unit and Group level and externally · Manage and allocate people and operational resources · Align strategies with BBBEE transformational strategies which contribute towards targets being achieved for the property
Deliverable 2: Financial Governance
· Oversee financial standards and processes at a unit level · Integrates Group standards into Unit Operations · Develop, align and update practices with new legislative and tax regulations · Implement sufficient control measures (including systems and processes) & checks within each department to mitigate any financial risk to the business. · Monitor compliance to financial procedures, costs, controls and productivities · Complete relevant statutory returns · Complete Annual Insurance declaration accurately according to unit financial position and requirements. · Lodge liability claims and follow up to ensure resolution according to legal and policy requirements. · Communicate standards and regulations with team to ensure compliance is achieved
Deliverable 3: Financial Management
· Oversee the recording of financial transactions for all financial functions on the property to ensure the financial position of the unit is accurate, up-to-date and complete including Cashiering, Casino Admin and Accounting functions · Investigate unusual variances relative to budget and previous year · Conduct an analysis of business results and identify relative trends to ensure realistic forecasts · Find solutions to resolve anomalies and follow-up to ensure execution or change in procedure · Compile monthly and quarterly forecasts · Compile annual Budgets, forecasts & controls · Motivate and manage Capex requirements · Manage stock control processes · Manage Procurement processes and relationships to ensure monitoring and tracking of price movements to minimize input cost fluctuations. · Approve Purchase Requisitions for the unit based on approval limits · Approval of customer refunds, punter pay-outs, expense claims · Approval of bad debt write-offs after consultation with SSC. · Interpret results and commentary on financial results · Provide value-adding recommendations to optimise financial performance (with regards product, process and practices). · Compile and provide board packs, reports in line with Gaming Board and management requirements that assists stakeholders in making relevant decisions
Deliverable 4: People Leadership
· Lead and motivate financial employees and promote positive working relationships, direction and support · Lead and oversee departmental communication ensuring employee and management interaction · Measure and develop strategies to enhance employee engagement · Identify and manage training, coaching and development requirements in line with strategic plans, e.g. skills shortages, succession plans, talent management · Ensure competent levels of staff meet operational level requirements (right fit for the job) · Source and Select talent as per EE plan to build the future food and beverage talent pipeline · Performance Manage and coach reporting managers to ensure KPA’s are achieved · Manage employee relations within the financial function (monthly meetings with Union – formalised, minuted, issues addressed).
· Act as the SME on Financial statutory legislation and tax requirements for the business unit · Communicate actively with Business Operations, HR and Finance to review crossdepartmental impacts and reconcile data · Communicate with Group Finance and report on revenue and financial position as required · Partner with Business Partners and suppliers to deliver efficient procurement standards · Negotiate and reach agreements with service providers and business partners · Monitor financial performance of various departments and consult with Functional Managers on results and areas of concern · Report and consult with top management on risk areas and remedial action to be taken · Present results to top and Group management
Executive Chef
Job Purpose
Responsible and accountable for the effective leadership of quality and innovative culinary production, presentation and standards across the kitchen operations with the aim of maximising the revenue potential of culinary products on the complex.
Education
3-Year Hotel School / Culinary Diploma.
Experience
9-10 years in the culinary industry of which at least 5 years are at a management level.
Understand the F&B strategy and align culinary objectives.
Provide input into the strategic objectives for the Unit’s F&B deliverables.
Facilitate the project management and achievement of milestones of Culinary team’s deliverables.
Direct Culinary product analyses and benchmark with leading Culinary trends.
Provide clear delegation of authority and accountability for deliverables within the kitchen.
Communicate with all relevant Stakeholders internally at a unit and Group level.
Manage and allocate people and operational resources.
Align strategies with EE, SD and procurement transformation strategies which contribute towards BBBEE targets being achieved for the property.
Report monthly on food safety and hygiene; and cost of sales across culinary operations.
Culinary Governance & Standards
Oversee Kitchen working standards and processes at a unit level.
Integrates Group standards into Unit Operations.
Align practices with new legislative compliance around health, hygiene, safety and the environment.
Implement sufficient control measures (including systems and processes) & checks within each department to mitigate any financial risk to the business.
Conduct weekly walkabouts of all kitchen areas to monitor compliance.
Conduct cleaning spot checks and health, safety and hygiene inspections.
Drive a waste management culture and ensure all staff are trained.
Participate in all month-end stock-takes.
Participate in operating equipment counts.
Work with internal stakeholders (F&B, maintenance, finance, HR, and security) to identify risk areas and address these.
Product Innovation & Development
Track guest feedback with regards quality and presentation of food across the business unit.
Conduct product performance analyses / reviews and make recommendations to address opportunities and gaps.
Provide menu rationalisation on a regular basis or as required.
Motivate new menu and recipe proposals and enhancements quarterly, annually or seasonally (as per outlet and target market requirements)
Budget and direct the implementation of approved menu items and recipes.
Measure ROI and performance on a regular basis.
Share unit successes with other operations.
People Leadership
Communicate daily briefing sessions.
Lead and motivate kitchen employees and promote positive working relationships, direction and support.
Lead and oversee departmental communication ensuring employee and management interaction.
Measure and develop strategies to enhance employee engagement.
Identify and manage training, coaching and development requirements in line with strategic plans, e.g. skills shortages, succession plans, talent management.
Encourage and manage team participation in culinary trade shows and competitions.
Assess that competence levels of staff in the kitchen are sufficient to meet operational level requirements.
Source and Select talent as per EE plan to build the future food and beverage talent pipeline.
Performance Manage and coach reporting managers to ensure KPA’s are achieved.
Manage employee relations within the kitchen (monthly meetings with staff – formalised, minuted, issues addressed).
Budget Management
Budget forecasts & control.
Motivate and manage Capex requirements.
Monitor and report on the 10 day, 20 day cost report results.
Financial performance of the department including: Salary forecast vs actuals – salary monthly forecast to be based on rosters. Track and monitor salary cost in relation to revenue achieved daily and make adjustments throughout the month to bring salary cost in line as a percentage of revenue.
Absenteeism – actively manage and report on absenteeism in line with company policy, rules, and regulations.
Productivity – rations needs to be monitored daily to ensure staff are operating at the required level to achieve and exceed budgeted revenues with remedial action taken when not tracking on target.
Monitor departmental leave liability.
Report on all Operational Expenses during financial review utilizing the financial pack, ensuring all items are in line with budget as a percentage of revenue; including the monitoring of par stock levels.
Report monthly on the function expense line, per outlet, justifying the use of the expense line in relation to revenue generation specifically relating to Food charges;
Check that a monthly Maintenance Report per department is submitted with progress on items stated on the report;
Strategize and implement cost saving initiatives throughout all outlets, ensuring that the guest experience is not affected;
Check all outlet staff wages / spend are in line with budget as a % of revenue; maintain productivity ratios of performance for line staff.
Check all outlets operating expenses is in line with budget as a percentage of revenue.
Continuously monitor slow moving stock in all outlets and compile a monthly report with action plan to minimize and reduce current slow.
moving stock as well as what action already taken.
Stakeholder Relationship Management
Maintains regular communication with all relevant stakeholders with regards progress, issues, changes, etc. happening within the kitchen environment.
Provides feedback on operations to Group Executive Chef on initiatives, performance, concerns, etc.
Liaise with business partners around staffing requirements.
Liaise with procurement and product suppliers with regards food product quality assurance and suppliers.
Manage performance of suppliers and business partners against negotiated contracts.
Work with the warehouse and operations control around the control of stock.
Departments / staff are informed of information required to meet their needs and contributes to operational effectiveness.
Department’s objectives, standards and operating procedures are communicated to internal and external service providers as per SLA.
Work Conditions and Special Requirements
Required to work overtime in line with operational requirements.