Position Responsibilities

1. Own Outlet Sales Performance

Take ownership of sales performance across ZUS Mart outlets and work closely with Commercial, Marketing, Product and Merchandising teams to achieve store-level targets.

Key responsibilities include:

• Own and drive monthly, weekly and daily outlet sales performance.
• Translate business targets into actionable store and team-level targets.
• Monitor key retail metrics including:
  • Sales
  • Sales growth
  • Conversion rate
  • Average Transaction Value (ATV)
  • Units Per Transaction (UPT)
  • Sales per Labor Hour
  • Revenue per FTE
• Identify underperforming stores, categories or periods and develop corrective action plans.
• Drive upselling, cross-selling and product recommendation behaviors among store teams.
• Ensure campaigns, promotions and new product launches are effectively executed at outlet level.
• Work with Commercial and Merchandising teams to identify opportunities to improve assortment, product placement and sales productivity.
• Translate store and customer feedback into actionable commercial insights.
• Build a strong sales culture across the Operations organization.

Operations is expected to go beyond executing campaigns. The team should actively understand what is selling, what is not selling, why customers are or are not buying, and what can be changed at store level to improve performance.

2. Build the ZUS Mart Operating Model from 0 to 1

Design the end-to-end operating model for ZUS Mart, starting from the first outlets and evolving it into a scalable model for future expansion.

Responsibilities include:

• Define how a ZUS Mart outlet should operate on a daily basis.
• Establish opening, closing and daily operating routines.
• Develop simple and scalable SOPs.
• Define roles and responsibilities across store teams.
• Establish processes covering customer service, sales, replenishment, inventory and store maintenance.
• Continuously improve processes based on learnings from early outlets.
• Identify opportunities to automate or simplify operational activities.

The goal is to build a repeatable operating playbook that can support ZUS Mart as the network grows.

3. Design the Operations Organization

Design and build the Operations organization required to support ZUS Mart's expansion.

This includes:

• Define store-level organization structures.
• Establish clear roles, responsibilities and reporting lines.
• Determine appropriate spans of control.
• Define when Area Managers, Trainers and other Operations support functions should be introduced.
• Build manpower capacity plans aligned with outlet expansion.
• Develop career pathways for frontline employees and store leaders.
• Identify opportunities to leverage existing ZUS Coffee capabilities where appropriate.

The Operations Manager should continuously evaluate:

• What should we share with ZUS Coffee?
• What should we adapt?
• What should ZUS Mart build differently?

4. Hiring & Manpower Planning

Own frontline manpower planning together with the People team.

Responsibilities include:

• Forecast manpower requirements based on store openings and sales projections.
• Define hiring profiles for different retail Operations roles.
• Determine appropriate full-time and part-time staffing models.
• Participate in hiring Store Managers and other key Operations positions.
• Build manpower pipelines ahead of new store openings.
• Ensure new outlets are adequately staffed before launch.
• Monitor employee turnover and develop retention initiatives.

The goal is to have the right people, at the right outlet, at the right time – without overstaffing the business.

5. Cost of Labor & Store Productivity

Own manpower productivity and ensure ZUS Mart maintains a sustainable labor structure as the business scales.

Responsibilities include:

• Establish Cost of Labor targets.
• Develop manpower scheduling principles based on traffic and sales patterns.
• Monitor sales per labor hour and revenue per FTE.
• Establish productivity benchmarks across different outlet formats.
• Identify operational processes that can be simplified or eliminated.
• Balance manpower efficiency against sales opportunity and customer experience.
• Work closely with Finance to understand store-level economics.

The objective is not simply to minimize manpower. The objective is to achieve the highest sustainable productivity while protecting sales and customer experience.

6. Training & Retail Selling Capability

Build the ZUS Mart Operations training system from the ground up.

This includes:

• Develop onboarding programs for new retail employees.
• Establish product knowledge training.
• Build customer engagement and selling skills.
• Develop upselling and cross-selling capabilities.
• Train teams on visual merchandising and product presentation.
• Establish service standards and customer interaction guidelines.
• Develop Store Manager and future Area Manager capabilities.
• Establish certification and readiness standards before employees operate independently.

Training should move beyond SOP compliance.

ZUS Mart employees should understand our products, our customers and how to help customers make better purchasing decisions.

7. Performance Management & Incentives

Build a performance culture where teams understand how their actions contribute to store results.

Responsibilities include:

• Establish outlet, Store Manager and frontline KPIs.
• Design incentive mechanisms together with People and Finance.
• Translate company sales targets into store-level goals.
• Establish performance review rhythms across the Operations organization.
• Recognize and reward strong-performing stores and employees.
• Develop intervention plans for underperforming stores.

Performance measures may include:

Sales | Sales Growth | Conversion | Average Transaction Value (ATV) | Units Per Transaction (UPT) | Customer Happiness | Cost of Labor | Sales/Labor Hour | Shrinkage | Store Standards

Incentives should balance commercial performance, customer experience and operational discipline.

8. Customer Happiness & Retail Experience

Own the operational delivery of the ZUS Mart customer experience.

Responsibilities include:

• Define the expected ZUS Mart customer journey.
• Establish customer service standards across all outlets.
• Develop guidelines for customer engagement and product recommendation.
• Monitor customer feedback and complaints.
• Identify recurring pain points and resolve their root causes.
• Translate customer insights into improvements in SOPs, training and store design.
• Work closely with Brand, Commercial and Visual Merchandising teams to continuously improve the shopping experience.

The goal is to create stores where customers enjoy discovering products, receive useful assistance and want to return.

9. Store Standards & Operational Excellence

Ensure consistent execution across the ZUS Mart network.

Responsibilities include:

• Establish outlet audit frameworks.
• Maintain operational and merchandising standards.
• Ensure accurate inventory handling and replenishment.
• Develop shrinkage and loss-prevention practices.
• Ensure strong promotional and campaign execution.
• Establish clear escalation mechanisms for outlet issues.
• Create feedback loops between frontline teams and HQ.
• Identify operational bottlenecks and systematically eliminate them.

10. Build for Scale

The first ZUS Mart outlets should serve as laboratories for the future operating model.

As the business grows, continuously challenge:

• Can this process work across 30+ outlets?
• Can a new employee understand it easily?
• Can we remove unnecessary steps?
• Can technology replace manual work?
• Can existing ZUS infrastructure support this?
• Does retail require a different approach?
• What will break when the business becomes 10x larger?
• Can we grow sales without growing manpower at the same rate?

The role is expected to build systems rather than depend on individual heroics.

• 6–10+ years of experience in Retail Operations, Store Operations or Multi-Site Operations.
• Proven experience managing physical retail stores and frontline employees.
• Strong track record of driving store sales performance, not only maintaining operations.
• Strong understanding of retail KPIs including Sales, Conversion, ATV and UPT.
• Experience managing manpower planning, rostering and Cost of Labor.
• Experience building or scaling a retail operation is highly preferred.
• Experienced developing store SOPs, training systems and performance management.
• Experience managing Store Managers and/or Area Managers.
• Experience in lifestyle retail, specialty retail, beauty, FMCG, convenience, apparel or other high-growth consumer businesses is preferred.
• Strong analytical ability and comfortable working with store-level P&L and productivity metrics.