About CAARA INIDA - CAARA India is a food and hospitality company based in New Delhi, with a focus on restaurants, cafés, bespoke catering, food experiences, and hospitality.

Established in 2014, CAARA has developed a distinctive approach that brings together quality ingredients, thoughtful cooking, contemporary dining, and warm, personalized hospitality.ABOUT THE ROLE

CAARA India is looking for a dynamic and experienced Operations Head / NSO to lead restaurant operations across existing and upcoming locations.

Head – Operations & New Store Opening (NSO)

Own the P&L; of every outlet we run. Own the launch of every outlet we open next.

Reports To - Director / Co-Founder

Reporting Into This Role - Outlet Managers (FOH & Kitchen), Regional Operations Managers, Project/NSO Team

Employment Type

Full-Time — Senior Leadership

1. Job Purpose

This is not a maintenance role — it is a growth and command role. The Head – Operations & NSO carries single-point accountability for two things that directly decide the company's bottom line: the profitability and discipline of every running outlet, and the speed and quality with which every new outlet is opened. You will be the final word on operational standards, cost discipline, and launch readiness across the brand.

If an outlet is bleeding margin, understaffed, or off-brand, that is on you to fix — fast. If a new outlet is delayed or opens below standard, that is on you to prevent. Leadership will look to this role for the numbers, the timelines, and the on-ground truth, without exceptions or excuses.

2. Key Responsibilities

A. Operations Command

- Own full accountability for every outlet's performance — food quality, service standards, hygiene, and guest experience are non-negotiable, not aspirational.
- Own the outlet-level P&L;: sales, food cost, labour cost, and wastage. Any outlet missing its numbers gets a corrective action plan within days, not months — driven and enforced by you.
- Enforce zero-tolerance SOP compliance across every function — uniform issuance, laundry, inventory, cash handling, attendance, hygiene, and safety. Gaps get closed, not documented and forgotten.
- Run a relentless outlet audit cadence (Delhi, Kolkata, Indore and every new market) — walk the floor, check the numbers, talk to staff and guests, and act on what you find, on the spot where possible.
- Be the final escalation point for outlet managers on staffing gaps, vendor failures, customer complaints, and equipment breakdowns — resolve, don't just relay.
- Command cross-functional alignment with Purchase, HR, and Finance so staffing, procurement,



and cost approvals never become the bottleneck for outlet performance.
- Build and hold outlet managers accountable for manpower planning, training, and performance across FOH, BOH, and KST — this role sets the bar and enforces it.
- Report hard numbers to leadership on a fixed cadence — sales, footfall, average ticket size, food cost %, labour cost %, customer ratings — with no sugar-coating and a clear action plan attached to every red flag.
- Guarantee statutory and licensing compliance (FSSAI, labour law, fire/safety) at every single outlet, at all times — this is a personal liability area with zero room for oversight.

B. New Store Opening (NSO) — Growth Engine

- Take full ownership of every new outlet launch from site handover to opening day — you are personally accountable for hitting the launch date and the launch budget, not just tracking it.
- Build and drive the master NSO timeline — civil and interior work, kitchen equipment procurement and installation, licensing (FSSAI, trade license, fire NOC), utility connections, and vendor onboarding — and push every workstream that threatens the date.
- Direct architects, contractors, and the design/purchase team with authority — the outlet gets built to brand specification, on cost, and on time, because you are driving it, not waiting on it.
- Command pre-opening manpower hiring, uniform issuance, and training so every new outlet opens fully staffed, fully trained, and fully brand-compliant — day one, not week three.
- Stand up inventory, vendor tie-ups, and operational SOPs at every new location before day one — nothing gets improvised on launch day.
- Run trial and soft-launch operations with a hard eye for gaps, and personally sign off that the outlet is guest-ready before it opens to the public.
- Maintain a live NSO tracker/dashboard that gives leadership full visibility, with no surprises, on the status, budget, and timeline of every upcoming outlet.
- Drive 30/60/90-day post-launch stabilization — a new outlet is not "done" until it is performing at brand standard and cleanly handed over to regular operations.

3. Key Result Areas (KRAs) — What You're Measured On

- Outlet-level sales, food cost %,



and labour cost % — held within target, month on month, across every outlet without exception.
- 100% of new outlets opened on the committed date and within the approved budget — every slip is answered for.
- Compliance score across outlets (hygiene, SOP adherence, statutory documentation) — audits pass clean, every time.
- Staff attrition and training completion rate (FOH/BOH/KST) — stable teams, fully trained, at every outlet.
- Customer satisfaction / rating scores — trending up, outlet by outlet, quarter by quarter.
- Escalation resolution speed (staffing, vendor, laundry, equipment) — closed in days, not weeks.

4. What We're Looking For Education & Experience

- Graduate/Postgraduate in Hotel Management, Business Administration, or related field preferred — but track record beats the degree.
- 8–12 years in restaurant/hospitality operations, with at least 3–4 years running multi-outlet or regional operations — not single-outlet experience.
- A demonstrated track record of taking new outlets from concept to a strong, on-time go-live — this is not a first-time NSO assignment.

Skills & Competencies

- Command of restaurant P&L; — you read food cost and labour cost like a native language, and you know exactly what levers to pull.
- The ability to run multiple NSO projects in parallel without losing grip on timelines, budgets, or quality — this role does not have the luxury of one project at a time.
- A leadership style that gets results through outlet managers and cross-functional teams (HR, Purchase, Finance, Design/Contractors) — firm, fast, and fair.
- Working command of statutory/licensing requirements (FSSAI, trade license, fire safety, labour law) — compliance gaps are not acceptable on this desk.
- Sharp communication and decisive problem-solving — you fix what's broken on the ground, you don't just escalate it.
- High willingness to travel — this role lives across outlets, not behind a desk.
- Strong command of MS Excel/Google Sheets to track budgets, timelines, and performance without depending on anyone else to build the report.

5. Key Interfaces

- Internal: HR, Purchase Team, Finance, Design/Interior team, Outlet Managers (FOH & Kitchen), Founders/Directors — you drive these relationships, not the other way around.
- External: Contractors, Architects, Equipment Vendors, Laundry & other outlet service vendors, Licensing Authorities.

Job Type: Full-time

Perks

- Flexible schedule
- Food provided
- Health insurance
- Provident Fund

Work Location: In person

📌 Head – Operations & New Store Opening (NSO) (Delhi)
🏢 Caara India
📍 Delhi