Nick Gallager

Provided strategic consulting to organizations in F&B, and multi‑site operations, advising CEOs and senior leadership teams. Key Focuses: - Strategy building - Strategy Implementation planning & execution - P&L Review / Improvement - System Review/Requirements – Operational view - Department/Function Set-up – Org Chart to PnP - Menu Mix/Engineering review - Create turnaround road map - Led procurement strategy redesigns, supplier negotiations - Supported clients with expansion planning, market entry, and operational readiness. - Profit Improvement

Cenomi is the Food & Beverage arm of the Fawaz Al Hokair Group, overseeing a diversified portfolio spanning QSR, Casual Dining, and Fast Casual concepts. During my tenure, the division operated 14 brands and 300+ outlets across Saudi Arabia. The Al Hokair Group is a family-owned, multi‑billion‑dollar enterprise with investments across real estate, retail, hospitality, and food & beverage. As Chief Operating Officer, I held end‑to‑end accountability for the operational performance and strategic execution of the F&B division, leading Operations, Marketing, Supply Chain, Procurement, Logistics, Warehousing, IT, and Maintenance. My mandate was to drive financial performance, operational excellence, scalability, and organizational maturity, ensuring cross‑functional alignment and sustainable value creation.

Al Futtaim Group is a family owned, multi-billion dollar business. With interests including the automotive sector, retail, finance, property and hospitality. The F&B division is a new sector for the group, a full green field division supported by the retail division, with an aggressive 5 year plan.

Foodmark is the Landmark Groups Causal Dinning and Fast Causal division. Operating over 12 brands across 4 markets in the Middle East. Landmark is a family owned and operated business with interests in: property, retailing, hotels, fitness clubs and F&B to name a few.

In addition to the role below, promoted to control the Supply Chain for the number 1 Causal Dinning brand, The Cheese Factory, across all markets operated by the Alshaya Group. This is a cross functional role requiring the ability to influence different functions and cultures to deliver the objectives whilst identifying and maximising opportunities and mitigating risks. Key Responsibilities: - • SKU Portfolio of 1400+ food and 3000+ Equipment & Small ware lines • Prioritising focus areas from a Supply Chain/commercial view point • Project managing new store opening from a supply chain perspective • Working with Host brands on opportunities to improve supply and commercials • Demand planning with international suppliers on “key” products • Developing relationships with internal and external customers Key Achievements: - • Reduced supply issue by working with key partner suppliers/distributors by 11%. • Improved communication across functions. • Initiating localisation programs, estimated to reduced overall COG’s for brands by 4% • Implemented medium/long term systems to improve non-food product availability

As a member of the centralised SCO team, working across all food brands, and strategically leading/sourcing the Grocery, Beverage & Dairy Categories, for 9 markets across the MENA region. Responsible for more than $45m spend. Focusing on: reducing cost base, consolidating supplier bases whilst maintaining supply together with building relationships with internal stakeholders, external partners and suppliers. The aim of which is to create new opportunities, reduce costs and add value to the business, while developing key supplier relationships. Operating with complex cross brand functions in challenging markets with a diverse range of cultures and nationalities; full responsibility for supplier performance management and tender processes from “cradle to grave”. Key Responsibilities: - • Reducing cost base • Supplier consolidation • Localisation of sourcing • Demand planning with international suppliers on “key” products • Lead/Negotiate/Manage 2 categories in 9 markets • Supply chain relationship management with partner business • Supplier Performance Management • Manage team of 4 Key Achievements: - • Created and implemented strategy for 2 product categories accounting for over 55% of the entire product range. • Consolidation of supply base - reduced by 9% in the last 12 months. • Secured fixed pricing across volume line for the dairy category - average reduction 14%. • Consolidated product range of communities within the Grocery category to leverage reduction in costs of 30%. • Localised brand sourcing at MENA level with Pepsi & Heinz which reduced cost by 38% and increase availability while reducing expiry risk. • Reduced flour cost through sourcing new suppliers, total cost reduction 13%. • Identifying key local partners to build strong robust relationships to import and distribute in the market.

Part of the Commercial Department, heading up the procurement of all indirect spend, which included food & non-food. Responsible for more than £50m in spend. Focused on controlling costs without compromising quality and stock levels whilst maximising savings. Built relationships with: internal stake holders, external partners and suppliers with the aim of creating new opportunities to reduce costs and add value to an established business. Full responsibility for supplier performance management and tender process from “cradle to grave”.

Led companywide Purchasing, Supply Chain, and Marketing functions. Responsible for all commercial contracts and delivery of Marketing to drive the Brand forward. Focussed effort on achieving the best commercial and strategic contacts whilst controlling costs to maximise savings without compromising quality. Improved company wide purchasing and Supply Chain practices to create a sound cost-base model in support of business expansion.