Rahul Kate

• Principled leadership of 9 KFC Area Managers and 74 KFC restaurants across South East Queensland & Tasmania - driving leadership culture with focus on people safety, food safety and capability development
• Evaluated performance of Area and restaurant management including overseeing design and implementation of performance improvement activities.
• Carried out evaluation of KFC Area Performance in line with KPI’s (Employee BSC) and talent management processes to ensure people capability to deliver KFC & Collins Foods Operating Plans
• Consistent achievement of all critical KPI’s including EBITDA, Balanced Scorecard (BSC), Customer Experience measures, Food Safety, WHS and shareholder value
• Maintain key relationships with Support Centre Teams and external relationships with Franchisor, authorities (State, Local and Federal) and key suppliers.
• Provided leadership for continual management and employee training initiatives.
• Assisted in recruiting, hiring and training of Area Managers and Restaurant General Managers.
• Launched staff engagement, gender diversity and cultural programs in addition to robust reporting tool that increased operational quality.
• Tracked employee attendance and punctuality, addressing repeat problems quickly to prevent long-term habits.
• Observed each employee's individual strengths and initiated mentoring program to improve areas of opportunities.
• Risk management approach including accurate, timely and effective reporting and responses to all stakeholders on any critical issues (including food safety, WHS and electrical safety)

Facilitated systematic and collaborative approach with key stakeholders both internal and external to Collins Foods Ltd, to effectively deliver key KFC strategic projects and wide-ranging operational excellence activities. Leading towards streamline of new initiatives for restaurant teams.

• Partnered with key stakeholders to establish and review programs.
• Established communication and change management activities.
• Project management support from planning to handover
• Facilitate process improvements with launch of eMP&C (digital Product control program) in 50 KFC restaurants across Australia.
• Data collation and dissemination.
• Provide operational knowledge to further aid decision making with RSC teams.
• Proven ability to develop and implement creative solutions to complex problems.
• Exercised leadership capabilities by successfully motivating and inspiring others.
• Demonstrated creativity and resourcefulness through development of innovative solutions
• Developed and maintained courteous and effective working relationships

Primary role to support, coach, motivate and develop restaurant general managers and management teams. Provided operational support and leadership to achieve key KPI's. As Area Manager, I have successfully opened multiple new restaurants, led teams to participate in KFC games.

• Implemented People Development plan for LAS, LAR1 and LAR2 (stages of management progression)
• Provided coaching and leadership to restaurant teams on KPI's such as food safety, WH&S, customer experience and operational efficiency.
• Managed and maintained financial targets with restaurant teams.
• Identified and developed high performing RGMs to contribute to workforce talent pool.
• Proactively manage employee relations, concerns and incidents.
• Carry out regular compliance checks.
• Responsible for yearly management reviews
• Worked effectively in fast-paced environments.
• Acted as team leader in group projects, delegating tasks and providing feedback
• Used strong analytical and problem-solving skills to develop effective solutions for challenging situations
• Resolved problems, improved operations and provided exceptional service

Implemented and executed restaurant basics in two key areas: workplace culture and restaurant operations, to transform and increase restaurant outcomes. This was achieved through attention to detail with food safety compliance and workplace procedures. Developed a strong commitment to team culture by celebrating the strengths and capabilities of team members, increasing opportunities for others to contribute to and lead projects and fostering an ethos founded on inclusion, participation, and support of others.

• Implemented staff recognition initiatives such as employee of month, SOS Leader Boards. Improved SOS to above target performance.
• Improved operational efficacy through product management, labour management and reduced maintenance costs resulting in 1% increase in budgeted EBITDA in first quarter.
• Improved WH&S by prioritizing safety procedures, placing safety at the forefront of every shift.

Identified opportunity areas for growth and development. This included transforming workplace culture, delivering operational excellence, and driving safety-first mindset.

Collective efforts of staff and management alike led to achievement of Yum Top 5% Champions Club (2014) and Yum Top 10% Champions Club (2015).

• Implemented staff recognition initiatives such as employee of month, SOS Leader Boards and team champions.
• Improved operational efficacy through product management, labour management and reduced maintenance costs.
• Improved workplace safety by prioritizing safety procedures at all-times, placing safety at forefront of every shift.