Portfolio Hospitality Operations Leader

Sydney Restaurant Group; Sydney; On-site; AUD 120,000 - 160,000; Full time

Benefits offered by this job

Competitive package

12% superannuation

Performance incentive

Job summary

SRG Hospitality in Sydney seeks an Operations Manager to own a cluster of venues, driving operational performance, cost control and people leadership. You will report to the F&B Director and partner with the Executive Chef to ensure consistent service excellence across up to four venues.

You will bring proven multi-venue experience, strong commercial discipline and a calm, durable leadership style. Expect nights/weekends as required and a pathway to broader group leadership within SRG’s

Qualifications

• Multi-venue operational experience across hospitality groups.
• Strong commercial focus on labour, rostering, forecasting and cost control.
• Working knowledge of HIGA/Restaurant Industry Award expectations.
• Solid understanding of NSW liquor, RSA, compliance requirements.

Responsibilities

• Own operational performance of a venue cluster (up to four venues).
• Drive labour efficiency, rostering optimization and cost control.
• Develop leaders among Restaurant Managers and support succession planning.
• Identify early signals of drift and recover performance before guests are affected.
• Ensure audit-ready compliance across liquor, gaming and WHS.

Skills

Multi-venue ops

Commercial capability

Labour forecasting

NSW liquor compliance

Leadership calm approach

Full working rights

Job description

SRG Hospitality | Sydney | 2–3 positions available

Full-time | Reports to the F&B Director | competitive package + performance incentive

Operations Manager – Venue Cluster

SRG Hospitality | Sydney | 2–3 positions available

Full-time | Reports to the F&B Director | competitive package + performance incentive

Fifteen venues. Six hundred people. Around $100 million in annual revenue. A roadmap to twenty venues.

SRG is a Sydney restaurant group with the scale of a corporate operator and the instincts of an independent one. Our venues do not look, feel or trade the same, and that is deliberate. What holds them together is a standard, not a script.

We are appointing two to three Operations Managers, each owning the operational performance of a cluster of up to four venues, reporting directly to the F&B Director and working alongside an Executive Chef who holds the same cluster from the kitchen side.

This is one of the most consequential operational seats in the group. You are not administering venues. You are the reason they perform.

What you’ll own

• Execution at standard. Group standards land in your venues as disciplined, repeatable practice — not as a document nobody opens or a version reinterpreted at each site.
• The commercial line. Labour efficiency, roster optimisation and cost control across the cluster. You will know your numbers before anyone asks for them, and you will know what is driving them.
• Leadership depth. Restaurant Managers who grow under you — coached, stretched, held to account, and increasingly able to solve things without escalating. Your succession bench is real, not theoretical.
• Recovery. You read the early signals in a venue that is drifting and you move before it becomes a guest problem, a compliance problem or a resignation.
• Audit-ready compliance. Liquor & Gaming NSW, Fair Work and the Hospitality Industry (General) Award 2020, WHS. Not a scramble before an inspection — a state the cluster lives in.
• Clean operational intelligence. The F&B Director gets accurate, timely insight from your cluster with a point of view attached. No surprises, no chasing, no raw data dumps.

What success looks like

• By 90 days — you know every venue in your cluster at service level, you have a read on each Restaurant Manager’s capability, and you have named the two or three things that will move performance most.
• By 12 months — variance between your venues has narrowed. Labour and cost metrics are predictable and inside target. Your Restaurant Managers escalate less and decide more. The venue that was struggling is not struggling. And the F&B Director trusts your cluster to run without watching it.

Who this suits

• The multi-venue operator. You have already carried a portfolio and you understand that consistency at scale is a leadership problem before it is a systems problem.
• The senior venue leader ready to step up. You have led a large, complex, premium or high-volume site and you are ready to trade depth in one venue for influence across several.

What you bring

• Multi-venue operational experience, or leadership of a large and complex hospitality site
• Genuine commercial capability across labour, rostering, forecasting and cost control
• Working command of HIGA / Restaurant Industry Award interpretation and Fair Work obligations
• Solid grasp of NSW liquor, RSA and compliance requirements
• The ability to walk into an unfamiliar venue mid-service, read it accurately in twenty minutes, and act
• A leadership style that is calm, direct and durable – you hold a standard without needing to raise your voice
• Full working rights in Australia

What we offer

• Competitive package , plus of 12% superannuation, plus a performance incentive
• A cluster of your own, with real decision rights, not a coordination role with a title
• A direct line to the F&B Director and visibility with the executive team
• A group actively scaling from fifteen venues to twenty-four, which means genuine progression rather than a promise of it
• Dining across the SRG portfolio, and the network that comes with a group of this calibre

The honest part

You will be in venues, on the floor, most days. You will work nights and weekends when the trade demands it. You will inherit at least one situation that somebody else let run too long, and you will be the person who fixes it. Some conversations will be difficult and you will still have to have them on time.

If that reads as a warning, this is not your role. If it reads as the job description of the last decade of your career, keep going.