Change Leadership, General Manager PFA @ Batgroup & Member of the Board @ Putzfrauenagentur

Leadership is not about volume.
It is about clarity, alignment and steady execution when the pressure is on.

I work with customer-facing and regulated organisations across MENA and Asia to strengthen leadership capability where strategy meets delivery.

In hospitality, banking, retail and other service-driven environments, performance rarely fails because of effort. It fails when:

• Leaders are promoted without structured support
• Executive teams are misaligned on priorities
• Expectations are implied rather than defined
• Accountability drifts under pressure

My work focuses on alignment first.

I facilitate Leadership & Performance Alignment Sessions that help senior and mid-level leaders:

• Clarify must-win priorities
• Align leadership behaviours to business goals
• Identify capability gaps
• Define a focused 90-day execution plan

From there, we implement through structured leadership capability projects, including:

• Development journeys for emerging and mid-level managers
• Team coaching during change and transformation cycles
• Targeted 1:1 leadership coaching for high-potential and critical role holders

Across 25+ years with Apple Retail, Swissôtel, The St. Regis and multi-site service organisations in the Middle East, Asia and Europe, I have seen the same pattern:

When leadership alignment improves, engagement rises, execution stabilises and commercial performance follows.

I have led brand integrations and organisational transitions while maintaining performance and cultural stability.

If you are strengthening your leadership pipeline or want greater alignment between strategy and day-to-day delivery, I am happy to explore how we can work together.

📞 Book a call: https://cal.com/jeffross

Jeff Ross

Ramadan Mubarak to everyone observing across the UAE, GCC, and beyond.

This is a month that asks something of us beyond the professional.

Reflection. Discipline. Compassion.

In my years working across this region, Ramadan has consistently reminded me that the best leaders I know carry those qualities not just in this month, but as a way of operating all year.

To my colleagues, clients, and connections marking this time, I hope it brings you peace, renewal, and meaningful moments with those who matter.

Ramadan Kareem.

Leadership Capability Partner for High-Pressure, Customer-Facing Organisations | Alignment Sessions, Leadership Development & Coaching | MENA & Asia

93% of managers in the UAE consider themselves a good manager.

Around half of their employees disagree.

In Gallup’s UAE workplace research, that gap is not about character but about calibration.

Most managers do not see what their team is actually carrying, because the signals arrive late.

By the time burnout is visible, the conditions that caused it have been in place for months

Unclear decision rights.
Responsibility without the authority to act.
Every priority treated as the top priority.

In large service organisations - retail, hospitality, leisure - managers absorb pressure from above so the operation keeps moving.

They keep the shift running.
They hit targets.
They protect the guest or customer experience.

Until they cannot.

Gallup’s UAE data shows that disengaged employees report burnout at nearly twice the rate of engaged ones.

This is not primarily a workload story.
This is an engagement story.

Which means it sits with how managers are set up to lead.

Most organisations in this region can tell you their sales figures or occupancy rates.
Fewer can tell you how their managers are actually doing.

If burnout is appearing in your organisation, do not start with resilience training.

Start with how clearly your managers know:
– What they are accountable for
– What they can decide
– What is truly a priority

What is one pressure your managers are absorbing right now that the system should be carrying instead?

Someone on your operations team has done the work you're hiring for.

They led system integration during the acquisition. They managed the brand transition. They consolidated operations across locations.

But when you post "PMI Lead" or "Integration Manager," they don't apply.

They assume it's different work.
You hire externally.
They get quietly frustrated.

This is not a capability gap you are having.
It is a translation problem.

I was at a networking event for M&A professionals last month. The room was full of consultants and advisors casually discussing deals "we don't touch 

Open article: The terminology gap that's costing you internal talent by Jeff Ross • 5 min read

The terminology gap that's costing you internal talent

Offering the below services on a project basis with hand’s on assistant on the day to day operations:-
 Develop SOPs (FOH & BOH).
 Training & Development of FOH teams.
 Kitchen Equipment’s advisory and Process Flow Set ups.
 Hygiene & Safety SOPs
 Recruitment for openings.
 P&L
 Budget & Target preparations & OPEX Management.
 Establishing fundamental Marketing Plan.

Freelance F&B Operations Consultant, MALAYSIA

Foodle MY

Operations Manager

Ormond Group

Assist the Head of F&B as well as the Operations Manager for Tune Hotels
Develop promotional plans together with the Operations Manager
Train & develop on the ground teams to enhance dining experience.
Accountable for P&L, ensuring cost is managed efficiently, increasing productivity & ultimately the Ebitda.

Food and Beverage Manager

The BIG Group, Malaysia

•	Responsible for multi-unit operations of up to 3 outlets within the organization.
•	Oversaw brand service standards (FOH) of Bens (casual dining), Mario and Luigi (Italian fine Dining 
        & Bar) & Bakar (Steakhouse fine dining).
•	Led a team of more than 40 FOH staff within various brands under the BIG Group umbrella.
•	Championed and supported FOH training for Bens and the fine dining brands.
•	Increased net sales at Bens KLCC by more than 3% every quarter in 2016 as outlet suffered 
        negative YOY sales after the implementation of GST in 2015. Bens KLCC was the highest sales 
        generating outlet within the BIG Group with revenue of up to RM1 million per month.
•	Improved store level EBITDA of Bens KLCC from single digit to double digit.
•	Improved net sales by more than 2% every quarter, reduced losses of store level EBITDA from 
        negative to break even and scored consistent high results in the internal operations audit of the 
        two fine dining outlets by ensuring brand standards in service, safety and sanitation are adhered 
        on a monthly basis.

Senior Restaurant Manager

Barbecue Garden Malaysia, Dining Experience Sdn Bhd

Manage the day to day Operations, ensuring the best dining experience in town while managing cost to maximize profit.

Restaurant Manager

Kitchen Language Pte Ltd, Far East Organization

Assist Outlet Manager to run the all day dining restaurant, Bar & lounge & Room Service, promotion deployment, reports, training & etc

Assistant Restaurant Manager

SWISSOTEL, THE

Job Description:	Assist PDR Operations Manager to run VIP events serving 
			the who's who of Singapore's elites including, MM Lee Kuan Yew,
			the Prime Minister & other foreign Officials like the Swiss 
President.

Responsibilities:	To ensure the highest service standards are met & all guest are 
delighted

Restaurant Executive

Prince Hotel & Residence KL

Job Description:	Assist Banquet Manager to plan &amp; run the day to day operations 
while ensuring the highest level of service to the guest with 14 
associates.

Responsibilities:	Assigning associates, meeting organizers, attending technical 
meetings before big events ensuring smooth operations, plan 
purchases, controlling cost, conduct training for all levels of 
associates &amp; prepare monthly reports

Assistant Banquet Operations Manager

JUSCO WANGSA

Job Description:	Reporting to Store Manager, managing 4 outlets which includes 
Food Court, Bakery, Wine &amp; Liquor Shop and Delicatessen.

Responsibilities:	Plan and execute for a smooth operations and monthly promotion 
to achieve monthly budget as well as control purchase and costing 
to have a good bottom line. Also to maintain loss at below 1%.

Line Manager of Food & Beverage Service Division

JUSCO BANDAR

Job Description:	Assistant to Manager in charge of 4 outlets which includes Food
 Court, Bakery, Wine & Liquor Shop and Delicatessen.

Responsibilities:	Weekly Sales Counter measures, Monthly Reviews, Scheduling of 
			Over 90 associates and 4 section leaders.

Group Leader of Food & Beverage Service Division

With a firm grasp on the intricacies of F&B operations, my consultancy in Malaysia focuses on elevating dining experiences and operational efficiency. Our team specializes in crafting SOPs, training front-line staff, and managing budgets with a keen eye for detail and customer relations. 

At Foodle MY, we championed the development of foundational marketing plans and P&L management, reinforcing the organization's financial health and market presence. My leadership in project management and multicultural environments has consistently empowered teams to achieve targets and uphold exceptional hospitality standards.

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