Chris D

Leading the Operations, Maintenance and Learning teams across the business.

KEY ACHIEVEMENTS • Innovated operational growth by localising the international brand development, setting new records with a focus on MENA delivering record new store opening & KSA 150 new stores between 2023 – 2024. • Directed $80M capital investment projects that ensured continuous improvement for lasting business transformation, incentivising strategic business partnerships. • Acted as Co-chair for the Women’s Impact Network in the Starbucks Business, maintaining visionary leadership to direct changes in a manner that respects cultural environments. • Led the team to deliver 1st LEED Platinum certified F&B location in the Middle East RESPONSIBILITIES • Increased business operational growth and development, raising the KSA store count to 475 introducing new store formats and localising design. • Led brand and Alshaya design forums between 2023 and 2024, synchronising brand development to maintain cohesive growth and understanding. • Empowered a cross-functional team that maintains respect and professionalism at all stages of project development, fostering a culture founded on brand principles

KEY ACHIEVEMENTS • Improved operational standards that added sustainable growth and increased sales and profits within stores, developing campaigns that simplified the complex and grew from 60 to 350 stores. • Doubled average unit sales in 4 years by directing growth through servant and visionary leadership, empowering meaningful connections to establish a positive working environment. • Established internal innovation to direct record growth, profit generation and strategic partner engagement while leading a team of 5,000+ employees in delivering the best coffee experience in Saudi Arabia. • Created a government-accredited training academy for Starbucks, establishing Nationalisation and Feminisation programs which grew our Nationalisation rate from 5% to 50% and Feminisation rate from 0% to 25% RESPONSIBILITIES • Leading a cross-functional team of 12 direct & indirect reports to transform the Starbucks business in KSA through innovation, Operational Excellence and partner development focusing and adapting to changing customer needs in the market. • Full P&L and capital investment accountability with performance reviews quarterly to board level • Act as the voice for the rapidly changing KSA market, reflecting changes in policy and customer demands and using that information to keep central leadership informed and influence business decisions.

Consultancy business specialised in Change management, process & business evaluation & solutions implementation.

Responsible for establishing & developing distribution networks across Europe, the Middle East, Africa & Asia Pacific. Establishment & development of long-term partnerships with key multi-national customers which include many prominent high Street names • Developed key customer relations including support on current projects and working in partnership on new initiatives. Landed key account in Asia Pacific & key agreements with 2 Global corporations • Improved brand & product awareness within assigned markets to highest ratings • Established ‘best in class’ support network by market through combination of distributor training / centralised support & helpdesk agreements in key markets • Built up network of distributors to give complete coverage across the market including new country entries in the Middle East, France and Eastern Europe. Distributor agreement designed to promote a ‘Franchise mentality’ and mutual benefit. 14 New country entries in last 2 years

Responsible for setting operational standards across 20 countries impacting 1600+ Restaurants. Develop and deliver strategic programs & initiatives to meet business needs and communicating / implementing global policy changes on all equipment & operational aspects. • Implemented new cooking processes across 1600+ Restaurants including managing suppliers, establishing local expertise in each market and selling change to the Franchisee community. • Created and introduced Profit Improvement Program which was voted the ‘Best initiative’ by UK Franchisees in the past 10 years. Converted into 10 languages and introduced to other markets in EMEA • Led changes to Operations procedures in 2008 and 2010 including updating all stakeholders, managing all elements of major project and measurement of changes. 2008 was the biggest update in 15 years. • Initiated project on Menu Management which included identifying profit improvement potential from the menu and introducing changes across different markets. Successfully managed internal groups including local board level members resulting in reduced complexity for employees and savings of £500,000 in terms of food wastage. • Introduced new Point of Sale (pos) policy across 2500+ Restaurants / 34 countries requiring €40m investment & movement to shared database. Managed approved pos suppliers, introduced new supplier into market and managed 5 new country entries

Responsible for leading and introducing various 'change' projects with a capital investment of €2m, spanning UK, Spain and Portugal. Projects generated additional annual profit of €1m+ across the Company business. Implemented program to improve Drive-thru speed of service which reduced the average service time by 30% across the company estate Introduced new cooking processes across the Company business. Success led to program being rolled out across all Restaurants in EMEA Key member of the Company leadership team involving setting strategy and policy for business plans Developed & mentored 25 local experts to lead new initiatives

(joint role) 2004 - 2006 Responsible for leading Company and Franchise operations in Scotland & Northern Ireland with combined sales of £30m. Managing Franchisee relationship, integrating local activity & developing business plans. Led local marketing activity which drove incremental sales of +10% for both Franchisee and Company business. Activity adopted by UK team after this success to implement in 500+ Restaurants nationally Developed with Franchisee an operational strategy which resulted in substantial improvements in operational and financial performance culminating in Franchisee getting an annual award for Operational Measurement Managed & supported the change process when Franchisee wanted to sell the business on to focus on core activity, outcome was that the Company bought the business back.

Full responsibility for between 8 and 18 Restaurants. Managed all aspects of sales, profit, people and operations including approval of new site locations and Restaurant openings. • Top performing CBM for 4 consecutive years. Measures based on sales, profit, people and operational performance • Activated turnaround plan for Restaurant group driving +45% sales over 3 years , improved profit of +£2m and allowing the business to Franchise this group of Restaurants • Introduced a team development strategy that saw many progress including 12 Restaurant Managers, 2 to field training roles and 5 to Multi-unit manager positions both within the Company business and to Franchisees. • Identified gaps in strategy and introduced programs that would help fill these including Sales building, Gross Profit optimisation and people development tools.