Growth strategist | Author | Contact Marketer | Founder of the Total Weed Award in collaboration with Nasdaq Entrepreneurial Center | Kicks off 5-30-23

I help B2B sellers to quickly acquire million-dollar accounts, without wasting time on boring solutions that don’t work and make you look and sound like everyone else.

My story:  Years ago, when I wanted to break into creating direct mail for magazine publishers, I launched a “contact campaign” to just two dozen VPs of circulation at the big Manhattan-based publishing houses. Every one of them responded, agreed to meet and became clients, including Time Life, Condé Nast, The Wall Street Journal, Forbes, Harvard Business Review and many more. It was a rapid 100% market penetration from a campaign that cost less than 100 dollars. What I learned was, by focusing on a small number of high value prospects, you can create rapid growth without spending a lot of money.

As a result:  I wrote a bestselling book, How to Get a Meeting with Anyone, which was named one of the top 65 sales books of all time. A new, updated edition releases next year, covering AI’s disruption and enhancement of B2B selling and methods for creating deeply human connections in the new AI era.

What I do:  I help your team use new Contact Marketing and AI tools and processes to identify and prioritize your Top 100 accounts, then create tools and systems to create contact at the highest levels to foster new relationships and close new deals.

Who I help:  Any high-margin B2B company in any industry that is serious about rapid growth NOW.

How I do it:  I use my exclusive MEET™ methodology infused with the latest AI tools to quickly land meetings with scale-changing accounts, resulting in a repeatable process and rapid, sustainable growth.

Imagine this:  Your team becomes expert at breaking through to your most important accounts, using AI, powerful custom contact tools, and and a new, repeatable process. Winning deals becomes second nature and part of your company culture.

Final thought:  We are all just ten major accounts away from a very different life.

Stu Heinecke

THE BAKERY ROOM

My wife has been an indispensable force in my life for more than twenty years - a constant pillar of support and guidance. And now, it's my turn to reciprocate that unwavering devotion.

Together, we embarked on an ambitious endeavor: launching a bakery featuring three unique cloud concepts. As her husband and a seasoned professional in the food and beverage industry, I was eager to contribute my expertise and insights to bolster her vision.

Our bakery offers a one-of-a-kind experience for customers, with each cloud concept boasting distinct menus and atmospheres. After months of meticulous research and planning, I leveraged my knowledge to assist my wife in crafting the perfect menus, procuring the ideal equipment, and implementing efficient systems to ensure seamless operations.

As the bakery took shape, I reveled in watching my wife take the reins and demonstrate her own strengths and capabilities. While I remained on hand to provide guidance and support, she proved herself as the driving force behind this exciting venture.

Now that the bakery is thriving, I'm excited to explore new possibilities in the food and beverage industry. Whether spearheading another pre-opening team or introducing innovative strategies to bolster revenue and employee satisfaction, I'm primed for any challenge that comes my way.

Business Advisor

AlSallal Projects Trading Company

I was brought on board to lead this exceptional organization with complete P&L responsibility across various sectors and industries, including:

• Restaurants: 27 stores ranging from fine dining to quick-service, home-delivery, food trucks, and catering. Our Lebanese cuisine brands include Villa Fayrouz, Sabah wu Masa, Mijana, Joory min Beirut, and Shishawrma. Persian cuisine is represented by Googoosh, and Egyptian cuisine by Beit Shoukri. Our burger joint is simply called Burgers, and we also had the franchise rights of Blimpie an American Sandwich Place with 7 stores. Moreover we had Layali El Helmiya Cafe.

• Imports: Through our global partners water (Blenheim Palace UK and tobacco from Egypt) 
• Fashion: Harry's of London for men's shoes and Manouri for ladies' clothing.

I led a one-year turnaround plan, increasing profits by 100% by addressing operational gaps, lack of concrete data, and support team issues. I restructured processes, clarified procedures, and established a full-fledged IT department to support sales, cost, purchasing, and inventory reporting. This enabled us to identify sources of waste, adjust pricing structures, and negotiate better supplier contracts. Additionally, I conducted a detailed unit-level analysis, allowing us to release unprofitable stores.

During the pandemic, I took a hands-on approach, working closely with the team to navigate these unprecedented times safely. I raised our digital presence by launching three additional e-commerce platforms while simultaneously visiting each of our 700+ employees with the HR team to maintain morale. I also orchestrated the creation of virtual brands to mitigate losses.

I am proud to have successfully recovered this multi-million dollar generating company while retaining 95% of our employees and saving 97% of our restaurants. The cornerstone of this success was the high level of harmony and commitment among the management team.

Managing Director

Old Diamond General Trading And Contracting

I had the privilege of working closely with the chairman and the group CEO, both of whom shared a strong desire to invest in the food service and retail industries. Together, we decided to create a subsidiary that would focus on these areas, and I was brought on board with a clear mission to build a robust restaurant group that could expand quickly and sustainably.

As the head of this subsidiary, I took on full responsibility for the P&L and bottom-line factors, and I wasted no time in recruiting the best talent available. With a clear vision in mind, I directed both strategic and operational efforts to develop a portfolio of strong brands and concepts that could stand out in a competitive market.

I successfully led the creation and retiring and implementing Standard Operating Procedures and Operations and Brand Manuals for several homegrown concepts and brands. The Chocolate Gate was one such example, a casual dining spot with a focus on chocolate that quickly became a local favorite. Another brand I led  was Al Dar, which served up delicious Moroccan cuisine, Pistachio, frozen yogurt and La Cigale our catering arm.

To strengthen our portfolio, I advised and monitored the acquisition of franchises from strong European and Middle Eastern brands, ultimately securing two master franchises. Gerstner 1847, an Austrian coffee shop. Mandilicious, a UAE-based concept that transformed traditional Yemeni food into fast food-style dishes. Both concepts were operational within the first year, and they helped expand our reach and appeal.

In the second year, we opened two additional branches of The Chocolate Gate, and I'm proud to say that we were able to recoup our initial investment entirely. Throughout this period, I negotiated and approved contracts totaling over $3 million USD, covering fit-out, equipment, and furniture.

To maintain a steady pace of growth, I made sure that monthly reporting was in place using the best available tools and technology.

Business Director - Food and Beverage

Meet & Eat - Boutique Restaurants Group

As the general manager of "Meet and Eat," the hospitality arm of Professional Projects Group Company, I oversaw the entire process from conceptualization to operations. I was responsible for initiating the pre-opening, opening, and short, medium, and long-term strategies for this 2.6 million USD investment. My goal was to ensure the healthy and progressive growth of the company, and I achieved this by developing and acquiring new businesses and partnering with premium brands.

One of my biggest achievements was sourcing, negotiating, and closing exclusive regional F&B joint ventures. These joint ventures enhanced the company's positioning and portfolio. For example, I collaborated with Versace Italy to acquire and launch "Versus Versace Caffe" in the region. Additionally, I secured a master franchise agreement for "Le Sushi Bar," a high-end Japanese restaurant from Lebanon.

When it came to our own brands, I leveraged the company's brand portfolio and chose a Lebanese concept called "Baranda," which was later renamed after I left. To ensure the success of our ventures, I visited Sri Lanka, Myanmar, and the Philippines with the HR Director to identify and hire talented chefs to launch the concepts.

Thanks to our efforts, the "Le Sushi Bar" team was able to serve over 50,000 customers in the first year, with a healthy profit of 12.5%. "Versus Versace Cafe" also had a profitable year, with a 20% profit margin.

Overall, my leadership and strategic planning played a crucial role in the success of "Meet and Eat," and I am proud to have contributed to its growth and development.

General Manager

Sitco

I was appointed to launch the food service arm of the company. In the first phase, I initiated the complete organizational structuring of GHANIJA a subsidiary that eventually will become the hospitality arm of Sitco, including the operation and administration. I worked closely with the CEO to craft the strategic vision of the food service division.

Our first brand was a franchised restaurant called "Naranj" from Syria, which was renowned and well-established, especially among the elite in Damascus. I entered the development and business planning stage to start a restaurant business in collaboration with this giant player in Syria. I succeeded in gaining their trust, which helped me develop an excellent franchisee-franchisor relationship. It was all about the details, from the plates and colors to the tables and chairs, and even the raw materials.

At the same time, I was finalizing a deal with Rohr Chocolate Geneva and monitoring the conceptualization of our own brand, "U Grill." We launched all three concepts during the first year. Naranj restaurant hit its first million KD (3.5 million USD) in the first six months of operation.

Rohr Chocolate Geneva was a real success as we started to airship orders from Kuwait to Qatar, Saudi Arabia, and the UAE. Over 50% of the sales were generated from outside Kuwait. I foresaw the success of this chocolate quality and recommended the opening of a branch in the UAE, which the CEO approved, and I was able to materialize it in the following year.

My biggest challenge was to create a culture of hospitality in a holding company that primarily operates in the construction and real estate industries. However, effective communication, solid processes, and a hyper-focused team helped me in diffusing the desired culture.

Group Food and Beverage Manager

Le Commodore Hotel

I joined Le Commodore Hotel during a crucial time when the hotel was undergoing a major rebranding and restructuring phase, just two weeks before the official launch. As a part of the core team, I was responsible for managing the entire department, and collaborated closely with the marketing team to redefine the menus, concepts, designs and pricing for all outlets, catering, and banquet services.

My role included creating an entirely new identity for each outlet, starting with "La Cucina", the Italian restaurant, "Benihana", the famous Japanese restaurant known for its teppanyaki, the lobby lounge, the all-day dining buffet, and room service. With a strong focus on delivering exceptional guest experiences, I worked hand in hand with the General Manager, Revenue Manager, and Financial Controller, to plan yearly targets and budgets.

My emphasis was on improving the quality, selection, and value of all food and beverage supplies and offerings, ensuring that every dish was crafted to perfection. I also collaborated closely with the executive chef to develop and execute multiple themed nights, creating exciting culinary experiences for guests.

One of the most notable successes during my tenure was the introduction of the hotel's biggest lobby buffet brunch, which received rave reviews from guests and visitors alike. However, my time at Le Commodore Hotel was cut short as my family decided to relocate back to Kuwait.

Although my tenure was brief, I am proud to have played a pivotal role in the rebranding and restructuring of Le Commodore Hotel, and to have contributed towards creating an exceptional guest experience that will continue to set the standard for the hospitality industry in Lebanon.

Director of Food and Beverage

Safir Hotels & Resorts

have managed a 30% enhancement in the Food and Beverage Revenue, 41% additional Food and Beverage GOP and 30% higher employee satisfaction index.

As the Food and Beverage Manager of the luxury hotel, I implemented several strategic initiatives that resulted in significant improvements in key performance indicators.

Firstly, I focused on optimizing the hotel's food and beverage revenue. I analyzed market trends and conducted a thorough assessment of the hotel's current offerings, menus and pricing strategies. Based on my findings, I devised a comprehensive plan to restructure the menus and introduce new offerings that catered to the evolving tastes of guests. As a result, we saw a 30% enhancement in the Food and Beverage Revenue, which was a significant milestone for the hotel.

Moreover, I collaborated closely with the executive chef and other key personnel to streamline the hotel's food and beverage operations. We optimized the supply chain, streamlined inventory management and improved the efficiency of the kitchen staff. These measures enabled us to generate a 41% additional Food and Beverage GOP, which was a testament to our successful efforts.

To achieve these results, I placed a strong emphasis on ensuring employee satisfaction. I recognized that the hotel's staff played an integral role in providing excellent guest experiences, and I worked hard to boost morale and motivation. I implemented training programs, provided constructive feedback and recognition, and fostered a culture of collaboration and open communication. As a result, we achieved a 30% higher employee satisfaction index, which was a significant achievement and a testament to our commitment to our employees.

Overall, my tenure as the Food and Beverage Manager was characterized by significant improvements in the hotel's food and beverage operations, financial performance, and employee morale. I am proud of the results we achieved and the positive impact we had on the hotel's bottom line.

Food and Beverage Manager

Mövenpick Hotels & Resorts

As the assistant of the food and beverage manager, I was tasked with managing the pre-opening and opening of the largest convention centre in Kuwait. I oversaw the day-to-day operations of the F&B department, ensuring that everything ran smoothly and efficiently.

During the pre-opening phase, I worked closely with the project team to ensure that all the necessary equipment, supplies, and staff were in place. I developed comprehensive training programs for the F&B staff, including servers, bartenders, and kitchen staff, to ensure that they were prepared to deliver exceptional service to guests.

Once the convention centre opened, I continued to monitor the F&B operations closely, ensuring that everything was up to standard. I worked closely with the executive chef to develop menus and culinary concepts that were both innovative and appealing to guests. We introduced new dishes and cocktails regularly to keep guests coming back for more.

As a result of my efforts, we were able to achieve a 30% enhancement in food and beverage revenue compared to the previous year. Additionally, our food and beverage gross operating profit (GOP) increased by 41%, which was a significant achievement for the convention centre.

Moreover, I worked on enhancing employee satisfaction and engagement, which resulted in a 30% higher employee satisfaction index. I implemented new training programs, recognition initiatives, and team-building activities to foster a positive work culture and promote a sense of ownership among the staff.

Overall, my role in managing the pre-opening and opening of the convention centre's F&B operations was a challenging and rewarding experience that allowed me to demonstrate my leadership, management, and hospitality skills.

Assistant Food and Beverage Manager

Phoenicia Hotel Beirut

Restaurant Manager

Sunset Beach Resort, Marina & SPA

As a key member of the pre-opening team for the resort, I took charge of setting up all standard operating procedures (SOPs) for the banquet and catering department. It was essential to establish these procedures early on to ensure smooth operations and seamless execution of events and functions.

I collaborated closely with the executive chef and the food and beverage team to create detailed SOPs that covered every aspect of the banquet and catering operations, including food preparation, service, and clean-up. We carefully considered every step of the process to ensure consistency, efficiency, and a high level of service quality.

In addition to setting up the SOPs, I also oversaw the training of the banquet and catering staff to ensure they fully understood and could execute the procedures flawlessly. This included conducting training sessions, monitoring performance, and providing ongoing support and feedback to ensure continuous improvement.

As a result of our efforts, the banquet and catering operations were executed flawlessly, earning us high praise from clients and guests. The well-defined SOPs played a crucial role in streamlining operations, improving efficiency, and delivering an exceptional experience for all guests.

Banquet and Catering Manager

Transformational and purpose-focused leader offering 28+ years of experience in the restaurant and hospitality industry, specializing in multi-brand strategy, organizational transformation, and driving innovation.

My experience extends to launching successful franchises, creating innovative brands, and leading multi-brand restaurant groups, all while mentoring future industry leaders, delivering operational excellence and sustainable growth.  

Franchise Expertise:

- Secured and launched global franchises, including Gerstner 1847 (Austria), Mandilicious (UAE), Versus Versace Café (Italy), Rohr Chocolate (Switzerland), Blimpie (USA), Naranj (Syria) and Le Sushi Bar (Lebanon), bringing internationally recognized brands to new markets.

Mediterranean & Levantine Culinary Leadership:

I have a proven track record in managing and expanding Mediterranean restaurant groups, including:  

- Naranj , Villa Fayrouz, Joori Min Beirut, Mijana and Sabah Wu Masa , elevating traditional Middle Eastern flavors through premium dining experiences. 
 
- Shi Shawarma, combining cultural authenticity with innovative operational strategies. 
 
- From Egyptian concept Beit Shoukri, to Persian brand Googoosh, blending traditional culinary excellence with contemporary dining trends.  

Strategic Leadership Highlights:
  
- Directed 3 multi-brand startups, managing portfolios of 10+ brands across 27 locations with over 1,100 employees.  

- Crafted and executed strategic initiatives that reduced operating costs by 9%, increased profit margins by 100%, and digitized operational processes, enhancing efficiency and decision-making. 
 
- Demonstrated crisis management expertise by retaining 95% of staff during the COVID-19 pandemic through innovative cost-saving measures and collaborative leadership. 
 
- Spearheaded the development of homegrown brands like The Chocolate Gate, The Mayfair Grill, Wahabiyat and G Lounge, fostering a culture of creativity and customer-centricity.  

My expertise spans strategic planning, team leadership, digital transformation, and creating customer-centric cultures. 

I’m committed to reshaping the industry by introducing new dining experiences to Kuwait market and beyond.  

My approach is rooted in strategic vision, operational scalability, and a relentless focus on delivering value to stakeholders. 

By aligning cultural authenticity with market trends and operational efficiency, I have consistently driven profitability, brand growth, and long-term success across diverse markets and cuisines.  

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The Battle

Stu Heinecke

Jamil D. Azar

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