We make multi-site
operations profitable,
consistent and scalable.
I help CEOs, founders and operations leaders of hospitality, retail, fitness and service businesses turn around underperforming estates, rebuild the operating model behind growth, and develop the leadership layer that keeps performance where it should be — long after the engagement ends.
- Margin and labour brought back inside target
- One operating standard across every site
- Transformation delivered while you keep trading
- Capability handed over, not dependency created
London · United Kingdom · Europe & Middle East
Operations led inside brands that cannot afford an off day.
Every organisation below is a role held directly — with P&L, compliance and people accountability attached — not advisory observation from the outside.
The depth behind the mandate.
Eight dimensions a board should test before commissioning a transformation programme — each one evidenced by operating history, not by positioning.
15+ Years Experience
Two decades of continuous operating responsibility, from premium retail sales to executive multi-site leadership.
Multi-Country Leadership
Operations led across the United Kingdom, Europe, Egypt and the Gulf, in both mature and high-growth markets.
Multi-Site Operations
Three to five concurrent sites under one operating routine, at up to £200K weekly revenue and 90+ staff.
Business Transformation
Target operating model design, staged delivery, governance and benefits tracked against a documented baseline.
Operational Excellence
Lean Six Sigma Green Belt (QLS Level 5) applied in live trading environments, not in a training room.
Leadership Development
General manager and area manager benches built so the model holds after the engagement closes.
AI Strategy
Forecasting, scheduling, reporting automation and pragmatic AI use cases assessed for value, risk and effort.
Executive Education
IOSH, NSF Level 3, CIM-endorsed event management, CPD-accredited Lean Six Sigma and a Cairo University degree.
Twenty years of operating responsibility, in sequence.
From premium automotive retail in Egypt to multi-site executive leadership in London and transformation mandates across Europe and the Gulf.
- 2026 – PresentUnited Kingdom · Europe · Middle East
Founder · Executive Business Transformation Leader
MOSLIVE Consulting PracticeTransformation programmes and fractional operations mandates for CEOs, owners, boards and investors in multi-site businesses.
- Built the M.A. Scale Framework™ as the delivery methodology
- Fractional COO and Operations Director mandates
- AI-enabled operations, forecasting and reporting programmes
- 2026 – PresentUK & International
Senior Operations Manager — Multi-Site & Events
EAT DOME · Independent PracticeFull event and hospitality operating structures built from scratch, with P&L ownership across concurrent sites.
- Operating model designed from an empty footprint
- Concurrent site command with single accountability line
- Supplier, logistics and compliance frameworks established
- 2018 – 2026London, UK
Senior General Manager → Multi-Site Leader
Pret A Manger, LondonPromoted into full P&L ownership of a central London estate trading £140K–£200K weekly, leading 90+ staff.
- Promotion from single-site GM to multi-site leadership
- 8–15% like-for-like sales growth through trading discipline
- 5–10% labour cost reduction and 15% waste reduction
- Unbroken food safety, HSE and brand audit record
- 2021 – 2022London, UK
Event Operations Coordinator
Chelsea Flower ShowOperational delivery, vendor coordination and VIP hospitality across a 150,000+ attendee national event.
- 150,000+ attendee event delivered without service failure
- Vendor and contractor coordination at peak density
- VIP hospitality standards held across the full run
Where the method has been proven.
High-volume, people-dependent operations where margin is made or lost in a single trading day.
Compliance held as an operating standard, not a policy folder.
IOSH-certified safety leadership, NSF Level 3 food governance and allergen control applied inside live trading environments, event builds and multi-site estates — with an unbroken audit record behind it.
Occupational Safety Leadership
IOSH Managing Safely discipline applied to live trading floors, event builds and multi-site estates — risk owned by line managers, not by a binder.
Food Safety Governance
NSF Level 3 management standard and HACCP routine embedded across kitchens, event catering and high-volume F&B service.
Allergen Management
Natasha's Law-compliant labelling, specification control and staff verification routines that survive peak trade and agency staffing.
Audit & Inspection Readiness
Estates prepared for EHO, brand, franchise and client audits — evidence packs, corrective action logs and a permanent state of readiness.
SOP & Standard Work Development
Written for the floor, not the shelf: single-page operating standards, opening and closing routines, escalation trees and shift-leader checklists.
Risk Assessment & Method Statements
RAMS for venue builds, temporary structures, crowd movement, contractor access and out-of-hours works across event and hospitality sites.
Fire, HSE & Emergency Planning
Evacuation planning, fire risk routines, incident command structures and duty-manager training for venues and multi-site operations.
Safety Culture & Training
Induction, refresher and verification programmes that move compliance from a policy document into daily manager behaviour.
Operations that only work if they work live.
National events, festivals, VIP hospitality and venue operations — delivered with one command line, written contingency and a standard that holds from build through to derig.
Festival & Large-Event Operations
Operating plans for multi-day, multi-zone events where footfall, weather and supply all move at once.
VIP & Hospitality Delivery
Premium hospitality suites, sponsor areas and VIP journeys held to standard across the full run of an event.
Event Logistics & Supply
Inbound scheduling, storage, cold chain, waste and back-of-house flow planned before the first pallet arrives.
Crowd Management & Flow
Queue design, ingress and egress planning, peak-hour physics and pinch-point removal across venues.
Venue Operations
Front and back of house operating structures, zoning, staffing models and duty-manager command lines.
Large-Scale Project Delivery
Build-to-live-to-derig programme management with milestones, owners and contingency written in advance.
Live Command & Control
Single accountability line during trading: comms discipline, escalation thresholds and real-time reallocation.
Vendor & Contractor Coordination
Concessions, contractors and agencies coordinated to one plan, one standard and one point of decision.
Opening day is an outcome of the ninety days before it.
A five-phase launch discipline covering planning, recruitment, training, operational readiness, launch execution and post-launch performance correction.
Planning & Feasibility
Site assessment, operating model, capacity and demand modelling, equipment specification, budget and critical-path programme back from opening day.
Recruitment & Structure
Org design, role profiles, hiring waves timed to the build programme, and a management layer appointed early enough to own the standard.
Training & Readiness
Induction, standard work, food safety and HSE certification, service rehearsals and soft-launch trading against a written readiness checklist.
Launch Execution
Opening-week command structure with over-resourced peaks, live issue log, daily debrief and rapid correction while volume is still forming.
Post-Launch Performance
Trading data reviewed against the model, labour rebased to real demand curves, waste and mix corrected, and the routine handed to the site team.
Four markets. Eight industries. One operating standard.
Fifteen years of executive responsibility across the United Kingdom, Europe, Egypt and the Gulf — in hospitality, retail, fitness, live events and premium automotive.
United Kingdom
Central London multi-site estates, national events and UK-wide operating standards.
Europe
Brand engagement, activation delivery and transformation mandates across European markets.
Egypt
Premium automotive retail — the commercial foundation of a twenty-year operating career.
Gulf & Middle East
Fitness, café and membership operations at scale, in high-growth market conditions.
AI applied to reporting, forecasting, scheduling and SOPs.
Built on the tools the business already owns, measured against operational outcomes — not a technology programme looking for a use case.
Automated Operational Reporting
Daily and weekly trading packs generated from POS, labour and stock exports — manager reporting time cut, with the same numbers on every desk by 07:00.
Demand Forecasting
Forecast models built on trading history, weather, footfall and event calendars, with defined accuracy targets reviewed weekly rather than assumed.
Labour Scheduling Optimisation
Rotas rebuilt against real demand curves and service standards, so labour follows trade rather than habit or last week's template.
AI-Assisted SOP Development
Standard operating procedures drafted, standardised and version-controlled with AI assistance, then validated on the floor by the managers who use them.
Waste & Margin Prediction
Waste patterns modelled by product, daypart and site to move production planning ahead of the loss rather than reporting it afterwards.
Compliance & Audit Automation
Digital check routines, exception alerts and evidence capture so compliance status is visible live rather than reconstructed before an audit.
Numbers a board can test.
Every figure below is drawn from an operating role held directly, with P&L, compliance and people accountability attached.
Like-for-like sales growth delivered through trading discipline, mix and service consistency across a central London estate.
Weekly revenue under direct P&L ownership across three to five concurrent sites.
Labour cost reduction achieved by rebuilding rotas against demand curves — without reducing service standards.
Waste reduced through forecast-led production planning, specification control and daily variance review.
Food safety, HSE and brand audit record held unbroken across eight years of multi-site trading.
Membership revenue growth at a 10,000+ member fitness operation, with +10% retention improvement.
General manager and area manager benches built so the operating model holds after the engagement closes.
Team members led across hospitality, retail, fitness and live event operations over fifteen years.
Every qualification, on the record.
Nine verified certifications and qualifications across safety, food governance, operational excellence, events, commercial, analytics and hospitality education — each verifiable against the original issuing body.
IOSH Approved Managing Safely
Level 3 Food Safety for Managers
Food Safety Level 3 Assessment
Lean Six Sigma Green Belt — QLS Level 5
Diploma in Event Management for Marketing & Communications
Setting Up an Event Business — Masterclass
Inbound Sales Certified
Data Analytics — Excel, SQL & Power BI
Bachelor’s Degree — Tourism & Hospitality Management
Built for the people accountable for the numbers.
The work is commissioned by the person who carries the result — not by a procurement process. Engagements start with the owner of the problem in the room.
CEOs & Founders
Scaling past the point where personal oversight works, and needing an operating model that holds without them in the room.
Boards & Investors
Backing a multi-site asset that is underperforming its plan and needing an independent read on why — and what it will take.
Operations Directors
Carrying an estate with inconsistent site performance, thin management bench and no time to rebuild the routine while trading.
Multi-Site Operators
Hospitality, F&B, retail, fitness and service businesses moving from one site to many, or from many to well-run.
Four failures that quietly cost multi-site businesses their margin.
If one of these reads like your operation, the diagnostic is usually shorter and the fix more structural than expected.
Margin leaking faster than revenue grows
Labour, waste and purchasing drift out of control at exactly the moment volume rises. We rebuild the controls against real demand, not against last year's budget.
Performance depends on who is on duty
Strong sites and weak sites running the same brand. We remove the variance with standard work, a management rhythm and clear accountability by role.
Growth outpacing the operating model
Systems built for three sites failing at ten. We design the target operating model, sequence the change and land it while the business keeps trading.
A management layer that is not carrying weight
Owners still resolving shift-level problems. We build the leadership capability and the reporting cadence that push decisions back down to where they belong.
Advice written
by an operator.
Most operational advice is produced by people who have never owned a P&L on a Saturday. My practice is built the other way round: fifteen years of frontline multi-site leadership, translated into a structured transformation method.
About Mohamed Ali15+ years of frontline P&L ownership
Not theory. Fifteen years running multi-site operations where the numbers were mine to answer for.
Multi-country leadership experience
Engagements and operating roles across the United Kingdom, Europe and the Middle East.
Hospitality & F&B
Central London estates at £140K–£200K weekly revenue, with brand-standard and audit discipline.
Retail & service operations
Trading discipline, conversion, labour scheduling and customer experience across high-footfall sites.
Fitness & membership businesses
+20% membership revenue and +10% retention across a 10,000+ member operation.
Live events & large-scale delivery
150,000+ attendee national events delivered with vendor, workforce and VIP hospitality control.
Multi-site operations
Three to five concurrent sites standardised onto one operating routine that survived turnover and peak trading.
Business transformation
Target operating model design, staged delivery, governance and a benefits baseline that is tracked, not asserted.
Leadership development
90+ strong teams built with internal progression, so capability stays after the engagement closes.
Operational excellence
Lean Six Sigma discipline applied in live trading environments, with a 100% food safety, HSE and audit record.
Seven disciplines, one operating story.
Margin problems are usually process problems, and process problems are usually leadership problems. Engagements are scoped across the boundary.
Operational Turnaround
Stabilising underperforming sites and estates: diagnosing where margin, labour and service standards are breaking down, then rebuilding the operating routine that holds them.
Business Transformation Programmes
Structured, multi-workstream change for organisations scaling, restructuring or integrating: target operating model, governance, sequencing and delivery discipline.
Operational Excellence & Process Design
Lean Six Sigma discipline applied to real operating environments — removing variance between sites, shifts and seasons so performance stops depending on who is on duty.
Leadership & Operational Capability
Building the general manager and area manager layer: the people who decide whether a transformation holds twelve months after the consultant leaves.
Customer Experience & Service Design
Designing the service model around real guest flow and peak-hour physics, so experience quality is an operational output rather than a training slogan.
Commercial Growth & Margin
P&L-level work on pricing, mix, labour models and supplier terms — growth that shows up in contribution, not just in top-line revenue.
AI & Data-Driven Improvement
Turning operational data into decisions: forecasting, labour scheduling, waste prediction and reporting automation, built on tools the client already owns.
Fractional COO & Operations Director
Embedded executive operations leadership on a part-time mandate — owning the operating rhythm, the numbers and the development of the management layer alongside the founder or CEO.
What a board should establish before commissioning the work.
The six questions a CEO or investment committee asks before signing a transformation mandate — answered up front rather than in the third meeting.
Commercial terms
Fixed-fee diagnostic, scoped programme fee or monthly retainer for a fractional mandate. Fees are agreed before work starts and are not tied to headcount on a delivery pod.
Who does the work
Mohamed Ali personally, on site. No account team, no junior analysts learning your business at your expense. Specialist support is brought in only with your agreement.
How value is proven
A documented baseline at day one, weekly performance reporting, and benefits tracked against that baseline in a format your board or investor can audit.
Governance & risk
IOSH Managing Safely, NSF Level 3 Food Safety and a 100% audit record. Insurance, references and original certificates supplied for procurement and compliance review.
Exit criteria
Defined from day one. The engagement closes when your management layer runs the model independently — not when the retainer runs out.
References
Named references from CEOs, owners and operations directors are provided during the engagement conversation, with their permission.
Measured in margin, growth and retention.
Every figure comes from an operation personally owned or led. Where an engagement is under NDA, outcomes are described qualitatively rather than quantified.
Evidence before argument.
Pret A Manger
Holding margin and standards across a high-volume London estate
Gold's Gym
Growing membership revenue and retention in a 10,000+ member operation
Chelsea Flower Show
Operational delivery for a 150,000+ attendee national event
The M.A. Scale Framework™
Every engagement runs the same five stages, in the same order: Stabilise, Clarify, Automate, Lead, Elevate. Most programmes fail because they start at stage three.
Stabilise
Before anything is redesigned, the operation is brought under control.
Cost control restored within the first trading cycles, with a defensible baseline.
Clarify
Variance between sites is a design problem, not a discipline problem.
Performance stops depending on which manager is on duty.
Automate
AI and data tooling are applied where they return time and accuracy: forecasting, scheduling, reporting and SOP maintenance.
Management hours returned to the floor and decisions made on live data.
Lead
Transformation that depends on the consultant is not transformation.
A leadership bench that holds the model twelve months after exit.
Elevate
With the operation stable and the model owned internally, attention moves to growth: unit economics, commercial mix, new site or new market readiness, and the governance an investor or board expects to see..
A business that can add sites without adding chaos.
AI that removes administration, not accountability.
Built on the systems you already own — POS, labour, stock and compliance data connected into forecasting, dashboards and automated reporting. Every use case scored on value, risk and effort before anything is built.
See the AI capability setRun in the open, stage by stage.
No black-box analysis and no surprise findings at the end. Each stage has a defined output your team can act on independently.
Diagnose
Two weeks inside the operation: P&L, labour model, waste, compliance, management routine and the gap between what is reported and what happens on the floor.
Prioritise
A ranked intervention plan with owner, sequence and expected margin effect. We start where the money and the risk actually are.
Deliver
Implementation alongside your team, not in parallel to it. Weekly cadence, visible metrics and change absorbed while the business trades.
Hand over
Standard work, reporting rhythm and a management layer capable of running the model without me. The engagement ends when that is true.
Before you get
in touch.
Anything not answered here is best covered in a short call — including whether this is work I should take on at all.
What type of businesses do you work with?
+
Multi-site hospitality, F&B, retail, fitness and service organisations — typically between three and fifty sites — plus operators of large-scale live events. Clients are usually private equity-backed groups, franchise operators, national brands or founder-led businesses scaling from one site to many.
How is this different from a large consulting firm?
+
You get the person accountable, not an account team and a junior delivery pod. The diagnostic is grounded in numbers a site manager actually sees, recommendations are tested against peak trading, and implementation happens on the floor rather than in a slide pack.
What does an engagement typically cost and how long does it run?
+
A strategic conversation is free. An operational assessment is a fixed-fee, two-week diagnostic. A transformation review runs four to eight weeks, scoped. Embedded delivery or a fractional operations mandate typically runs three to twelve months on a retained basis.
Do you work internationally?
+
Yes. The practice is based in London and delivers across the United Kingdom, Europe and the Middle East, with remote governance between on-site periods.
How quickly do results show?
+
Labour and waste controls typically move within the first trading cycles. Structural change — operating model, management capability, standard work — is tracked against a benefits baseline over the programme, with stage gates rather than a single end-point claim.
What is the M.A. Scale Framework™?
+
It is the five-stage transformation method every engagement runs through: Stabilise the operation and quantify the margin leak, Clarify the target operating model and standard work, Automate reporting and forecasting, Lead by building the management bench, and Elevate the business into its next stage of growth. The sequence is enforced — automation before stabilisation entrenches the wrong process.
How do you use AI in an operations business?
+
Practically, and on systems the client already owns. Typical work covers automated weekly and period reporting, demand and labour forecasting, operational dashboards across POS, labour, stock and compliance data, SOP maintenance and exception alerting. Every use case is scored on value, risk and effort before anything is built.
What is a Fractional Operations Director?
+
Embedded executive operations leadership on a part-time mandate. I own the operating rhythm, the numbers and the development of the management layer alongside your executive team, at a fraction of the cost of a full-time hire.
Operating notes for executive teams.
Why multi-site transformation fails twelve months after the consultant leaves
Most operational transformations are designed for the boardroom and delivered to the floor. The gap between those two audiences is where the benefits quietly disappear.
Your labour model is a habit, not a forecast
In most hospitality and retail estates, rotas are built from last week's rota. Rebuilding them against demand is the single highest-return operational change available.
AI in operations, without the theatre
The useful applications of AI in multi-site operations are unglamorous: forecasting, scheduling, waste prediction and reporting. That is exactly why they work.
A strategic conversation with the person accountable.
Mohamed Ali works directly with CEOs, owners and boards — one conversation about where performance is leaking, what it is costing, and whether a transformation programme or a fractional operations mandate is the right answer. No pitch deck, no junior team.
Direct line · mo@moslive.co.uk · Response within one working day