- Step into a true CEO-level role within a premium Sydney restaurant environment
- Full P&L ownership of a team of 100+, single-site operation with significant scale and complexity
- Lead, develop, and take full accountability for a high-performing team through a well-supported transition
Overview
One of Sydney’s most recognised hospitality brands, more than two decades strong, generating significant revenue across restaurant, bar, events and private dining, is looking for the person who will lead it into its next chapter. Positioned in one of the most enviable locations in Australian hospitality, this business has grown through every market shift and outlasted every competitor around it.
It is a legacy brand built on deep relationships, high standards and strong commercial performance. Cultural partnerships with some of Sydney’s most prominent arts institutions have been built over decades and are part of the fabric of the business.
What You’re Walking Into
A high-performing single-site operation with the complexity of a group. Multiple revenue streams across restaurant, bar, functions, events and private dining. Strong covers, consistent spend per head and profit trending in the right direction.
A team of 100+ across front of house, kitchen, reservations, events, people and culture and finance. An events operation that is a serious revenue driver, strategically managed. An awarded wine program that is core to the brand. And a weekday corporate clientele that treats this as their regular, not their special occasion.
The business is performing well, but it’s not one you can coast in. There is strong potential that requires the expertise and maturity to develop it, and the directness to raise standards where needed.
Key Responsibilities
Full P&L accountability across revenue, labour, COGS, overheads, profitability, and long-term financial planning. Direct leadership of the senior management team spanning operations, kitchen, people and culture, and finance.
Strategic oversight of events, private dining, cultural partnerships, supplier relationships and corporate client development. Operational excellence across every department, on the floor, not in theory. Compliance leadership across WHS, liquor licensing, statutory obligations and internal governance.
External brand representation with VIP clients, industry partners, cultural organisations and key stakeholders.
Who This Person Is
Someone who has done this before, if not in title then in substance. The kind of operator who holds the full picture while everyone else is across their own department. They run the P&L because they need to know where every dollar sits. They pick up when costs are drifting before the numbers confirm it. They renegotiate supplier contracts as a matter of course. Financial discipline is embedded in how they operate, not something that gets switched on for reporting.
A hands-on leader who does the walk around because that’s how they stay across the business. They see the system that’s quietly stopped being followed, the standard that’s slipped, the person who’s coasting. They read the operation and act on what they see.
They develop people through proximity and honesty. Key partners deal with them directly because trust has been earned over time. Clients are looked after consistently because the standard has been set from the top.
Suppliers are loyal because they’ve been treated well. In a business like this, the quality of those relationships is not separate to the operation. It is a core part of what makes it work.
They communicate with clarity in any setting. On the floor, they are present. With the leadership team, they set clear expectations and hold people to them. With guests and partners, they read the room and manage situations before they escalate.
They are comfortable stepping into an existing business. They have the confidence to lead from day one and the judgement to know what should be protected.
Refine and strengthen, not reinvent.
The Opportunity
Successions at this level of Sydney hospitality rarely come to market. The business is strong. The team has talent. The systems are in place. The ownership group is established and hands off. The outgoing executive is committed to a proper transition.
If this sounds like you, we would welcome a confidential conversation.
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