- Senior leadership role that rarely makes it to market
- P&L ownership of a 100+ person team at scale
- Inherit something that already works
Overview
A high-performing Sydney hospitality venue with multiple revenue streams across dining, bar, events and private functions is seeking its next leader.
The business is performing well. The brand is intact. The team has real talent. The systems are in place. What it needs now is the right operator to take it forward. This is a confidential succession from an operator founder who has led the business successfully and is committed to a proper handover.
What You’re Walking Into
A business that operates 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 in its own right. An award-winning wine program that sits at the core of the brand.
Longstanding cultural partnerships with respected institutions, built over many years. A loyal corporate clientele who treat the venue as their regular.
The business does not need rebuilding. It needs someone with the eye to see where standards have quietly drifted, the judgement to know what to protect, and the directness to raise the bar where it needs raising.
Key Responsibilities
Full P&L accountability including revenue, labour, COGS, overheads, profitability and long term financial planning. Direct leadership of the senior management team across 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, in substance if not in title. They hold 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.
Renegotiate supplier contracts is a matter of course. Financial discipline is embedded in how they operate, not something that gets switched on at reporting time. A hands-on leader who does the walk around because that is how they stay across the business. They see the system that has quietly stopped being followed, the standard that has slipped, the person who is 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 have 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 the same clarity regardless of who is in the room. On the floor they are present. With the leadership team they set 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 something someone else built. 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
This senior leadership role doesn’t come around often. The business is performing well, the team is capable, the systems are solid, and the ownership group is experienced and supportive without being intrusive.
If this aligns with your background, we’d be happy to have a confidential discussion.
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