Operations Manager for Franchise Network

Leslie Corporation

Parañaque

On-site

PHP 2,500,000 - 3,500,000

Full time

14 days+

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Job summary

Leslie Corporation is seeking an Operations Manager to oversee the performance, profitability, and growth of all franchised BBQ Bob stores in the network. The role blends franchisee relationship management with hands-on operations execution under the Managing Director's guidance.

Responsibilities include diagnostics, governance, remediation, and growth initiatives, with authority to terminate underperforming franchises where needed.

Qualifications

Bachelor’s degree in business or related field; MBA is advantageous.
7+ years of progressive leadership experience in operations with 4+ years in food service or QSR.
Experience in franchise operations and franchisee relationship management.
Strong turnaround and growth capability for multi-store networks.
Ability to influence through governance, contracts, and performance metrics.

Responsibilities

Develop and execute network strategy, diagnose store performance, stabilize, intervene, and grow.
Manage franchisee relationships with governance and corrective action authority.
Lead operations execution through audits, QSC, staffing, and training standards.
Analyze unit economics and prescribe fixes to improve profitability and margins.
Drive franchisee training, capability development, and certification programs.
Advocate for supply chain efficiency, on-time delivery, and brand standards.
Collaborate on local store marketing and performance improvement initiatives.
Oversee site sourcing, franchisee selection, and network growth plans.
Ensure risk, compliance, and governance across the franchise network.
Prepare regular performance and budget reporting for the Managing Director.

Skills

Franchisee relationship management

Operations leadership

Turnaround & growth strategy

P&L / unit economics analysis

Stakeholder management

Education

Bachelor’s Degree in Business Administration, Management, Hospitality Management, Marketing, or related field

MBA or postgraduate studies (advantage)

Job description

The Operations Manager leads the performance, health, and growth of all franchised BBQ Bob stores. The network is entirely franchisee-operated — there are no company-owned stores — which means the role drives results through franchise relationships and franchise agreement authority, not direct command.

This is a dual-mandate role. Where stores are struggling, the mandate is turnaround: diagnose what is broken, restore profitability and brand standards, and remediate or replace franchisees who cannot meet the bar. Where stores are healthy, the mandate is growth: expand store count, strengthen franchisee capability, and capture the network’s full commercial potential.

Reporting to the Managing Director, the Operations Manager combines two layers that must work as one — franchisee relationship management (capability assessment, corrective action, governance, trust-building) and operations execution (sales, marketing, QSC, supply chain, training, unit economics). The role holds executive authority over franchisee remediation, restructuring, and exit decisions, with the Managing Director providing air cover and speed of decision.

Success is measured by outcomes: struggling stores returned to profitability, healthy stores growing, brand standards consistently met, the right franchisees retained and developed, and a network that holds its standards without continuous intervention.

Main Duties, Responsibilities and Performance Indicators

1. Network Strategy and Performance Management

Develop and execute network strategy aligned with the Managing Director’s objectives, adapting to store conditions: diagnose, stabilize, intervene, and grow.
Conduct ongoing network diagnostics: classify every store as Turn Around / Maintain / Grow / Exit based on unit economics, QSC scores, sales trend, franchisee capability, and site viability.
Partner with the Managing Director to develop the network budget, intervention roadmap, and growth investment decisions.
Sequence capacity between turnaround interventions and growth initiatives based on network conditions.
Monitor network KPIs monthly and adjust strategy based on lagging and leading indicators.

2. Franchisee Relationship and Governance

Build and maintain direct relationships with all franchisees, establishing credibility and an operating partnership posture — not a vendor-inspector dynamic.
Assess franchisee capability individually: identify whether performance gaps stem from the store, the operator, or both; document franchisee-level strengths, risks, and intervention needs.
Lead the Franchisee Advisory Council as a governance forum: surface common concerns, build consensus on network direction, and align franchisees behind shared standards.
Manage franchisee compliance with franchise agreements, company policies, systems, and procedures — with contractual enforcement authority, not advisory influence only.
Ensure timely settlement of all franchisee royalties, and receivables; manage expense liquidations and operational approvals with performance discipline (no support disbursed without performance conditions met).
Manage franchisee remediation: issue formal corrective action notices, define cure periods, mandate retraining, and elevate to restructuring or agreement termination where franchisees cannot or will not meet standards.
Lead franchisee exit and reassignment where required: manage agreement termination, territory recovery, and new franchisee selection or reassignment with minimal network disruption.

3. Store Operations and QSC Management

Oversee day-to-day franchise store operations through franchisee relationship and audit authority — not direct command. Authority operates through influence, audit, contractual enforcement, and escalation.
Conduct regular store visits and operational audits focused on performance priorities: QSC, crew capability, product consistency, and execution gaps.
Implement QSC action plans to maintain or restore area cluster average to at least 87%; take corrective action on stores below threshold.
Enforce the 1:5 store-to-crew ratio across all franchise stores; address understaffing as a root cause of service and QSC failure.
Resolve operational issues affecting store performance with defined escalation paths: franchisee self‑correction → mandated corrective action → restructuring/exit.

4. Unit Economics and Commercial Management

Read and analyze franchisee financial performance: food cost, labor cost, rent, royalty load, and contribution margin — identify where unit economics break and prescribe targeted fixes.
Develop store‑level profitability plans: cost reduction, pricing optimization, sales‑building initiatives, and structural fixes (rent renegotiation, crew deployment, product mix).
Monitor same‑store sales growth, store‑level EBITDA, and franchisee profitability trends across the network.
Ensure efficient utilization of company support resources while maintaining franchisee accountability for their own P&L.

5. Franchisee Training and Capability Development

Build and deploy franchisee training infrastructure: crew training and incentive programs that franchisees are contractually required to implement, plus operator and store manager certification.
Identify competency gaps at franchisee and crew level; mandate targeted retraining for underperforming stores as a condition of continued franchise agreement.
Ensure effective onboarding and continuous development of franchisee personnel; promote a culture of continuous learning and coaching across the franchise network.
Evaluate the effectiveness of training initiatives through post‑training QSC and performance improvement.

6. Supply Chain Advocacy and Brand‑Standard Enforcement

Act as franchise network advocate with the commissary group: bridge recurring product quality and delivery accuracy issues, and push for proactive process changes that prevent problems before they reach franchise stores.
Work with Supply Chain and Commissary to ensure timely product availability and accurate delivery to franchise stores; resolve supply disruptions that franchisees cannot resolve independently.
Monitor inventory levels, stock movements, shrinkage, and wastage across franchise stores through audit and reporting — franchisees own inventory, but the company enforces standards.
Enforce brand‑standard compliance: merchandising, promotional execution, store image, and product presentation across all franchise stores.

7. Marketing and Local Store Sales Performance

Collaborate with Marketing to develop and execute sales and traffic‑building initiatives: local store marketing, promotional campaigns, and competitive response.
Ensure consistent implementation of promotional campaigns, merchandising standards, and brand guidelines across all franchise stores — with franchisee compliance enforced.
Evaluate marketing program effectiveness: focus on programs that drive traffic and sales, and adjust or discontinue underperforming initiatives.
Support initiatives that drive customer engagement and build store‑level traffic across the network.

8. Franchise Network Development and Growth

Identify opportunities for store count growth within the existing franchise network: new sites with current franchisees, moving up plan (MUP) execution, and strategic territory development.
Oversee site sourcing and approval processes for new franchise store openings, ensuring compliance with company standards and rigorous franchisee selection.
Build and maintain relationships with landlords, suppliers, and business partners in support of network development.
Ensure new franchisee selection standards are rigorous: no new franchisees onboarded without demonstrated capability and capital adequacy, protecting network quality and brand standards.

9. Risk, Compliance, and Governance

Ensure franchisee compliance with food safety standards, sanitation requirements, labor laws, and government regulations across all franchise stores.
Maintain operational readiness during audits and inspections; address non‑compliance immediately with franchisee corrective action.
Develop and implement risk mitigation measures to protect company assets, brand reputation, and franchise agreement integrity.
Promote a culture of safety, integrity, and accountability across the franchise network — franchisees and company staff alike.

10. Reporting, Communication, and Continuous Improvement

Prepare and present weekly, monthly, and quarterly performance reports to the Managing Director: store‑level diagnostics, intervention status, KPI progress, and growth or exit decisions.
Analyze operational and financial data to recommend process improvements that enhance franchise network efficiency and profitability.
Lead continuous improvement initiatives that simplify franchise operations, reduce franchisee friction, and improve business outcomes.
Ensure effective communication with all stakeholders: franchisees, senior management, cross‑functional teams, and external partners — with transparency appropriate to each audience.
Perform other duties and strategic projects assigned by the Managing Director.

Job Qualifications

Education

Bachelor’s Degree in Business Administration, Management, Hospitality Management, Marketing, or any related field.

MBA or postgraduate studies are an advantage.

Experience

Minimum of 7 years of progressive leadership experience in operations, with at least 4 years specifically in food service, restaurant, or QSR operations. Food service experience is a must — the role cannot be effectively performed by someone whose entire background is retail, supermarket, or FMCG without food service depth.

At least 3 years in a multi‑unit or area operations management role, with direct accountability for store‑level profitability and QSC standards.

Demonstrated experience in franchise operations, franchisee relationship management, or franchise network management, including working through franchise agreements rather than direct command authority.

Proven track record in business turnaround, performance recovery, or restructuring of underperforming operations — essential given that the first two years of tenure are turnaround‑focused.

Experience in driving sales growth, operational excellence, and business expansion across a network of stores.

Demonstrated ability to read and analyze unit economics — food cost, labor cost, rent, royalty load, and contribution margin — and prescribe targeted commercial fixes.

Experience as an advocate bridging operational issues with supply chain or commissary groups, pushing for proactive process changes that prevent recurring product quality and delivery accuracy problems.
Experience in marketing execution and local store marketing, including campaign implementation and performance evaluation.

Strong leadership and people development experience, with the ability to build credibility and influence outcomes through franchisee relationships rather than positional authority.

Must be able to relate well with all kinds of customers both internal and external.

Must be able to create a good impression commanding attention and respect, showing an air of confidence.

Must be able to utilize appropriate interpersonal styles and methods in guiding individuals towards task accomplishments.

Must be able to identify problems, secure relevant information, develop solutions, and make decisions which are based on logical assumptions and which reflect factual information.