Hernandez BIO

Hernandez BIO

• 1.
  Jorge Hernandez 679 OakLane South Elgin, Il 60177 (630) 857-8830 [email protected] GENERAL & OPERATIONS MANAGEMENT EXECUTIVE – Food Service Jorge Hernandez has domestic and international experience in managing multi-unit operations as well as in restaurant administration, franchising, field service, P&L, project management, consulting, employee relations and customer service. He has led Regions of more than 1,000 stores. His hallmarks include maximizing sales, margins and customer satisfaction in intensely competitive markets. He is also accomplished at tightly controlling costs while keeping quality and customer satisfaction at peak levels. Turning around under-performing stores, regions and employees, building high- performance, low turnover teams, opening new units and territories, and introducing new products are additional areas where his credentials are solid. Mr. Hernandez has the sophistication and discipline required for driving large organizations as well as the enthusiasm and shirt-sleeve mentality necessary in smaller organizations. As a result of numerous promotions and selection for critical projects, he has diverse experience. He has also shown an innate ability to apply the latest management techniques (Balanced Scorecard, Best Practices, Finance Modeling and Planning, and more) to get the most possible productivity from the human and other resources at his disposal. His MBA is from El Instituto Panamericano de Alta Dirección de Empresa (IPADE Business School) of Universidad Panamericana. Earlier, he earned a BS in Biochemistry and Food Science at Universidad Autonoma Metropolitana Iztapalapa. He is fluent in English, Spanish. History and Highlights Operations Manager McDonald's 2011 to 2015 Mr. Hernandez was promoted and fast-tracked through accelerated training in multiple store and field management positions to learn the U.S. business model. During this process, he led a project to remodel 12 store in four months. Upon completion, he was assigned P&L responsibility for four operating business units with a total of 23 restaurants and 1,250 employees generating $55M in annual sales. Prior to his arrival, food cost had been rising and was 1.5% over target. To correct matters, he impressed upon his direct reports how 1.5% could make an major impact. He set specific goals for components of food cost (raw waste, complete waste, etc.) to give his team a definite focus. In addition, he conducted regular face to face meetings with management and production employees. The results were better than expected. Costs plummeted from the 5.0% he inherited to the goal of 3.5%. In the process, his business unit rose to the top, becoming Number 1 in the US market for productivity, sales and profits.
• 2.
  Jorge Hernandez –Page 2 Director of Operations, Latin America McDonald's 2005 to 2011 In this position, Mr. Hernandez had P&L responsibility for 1,000 restaurants in eight countries in South America with 30,000 employees and annual sales of $1B The operations he inherited were along the lines of a job shop. To boost efficiency and productivity he deployed a new operating platform, leading the transformation to an assembly line environment. To accomplish this massive change smoothly, he set priorities based on the number of restaurants and needs of every market. At the same time, he established a Center of Excellence and created a group of Subject Matter Experts (Operations, Training & Equipment) in every market. He also created a uniform regional scorecard that was easy to read and highlighted areas to improve and follow up. Metrics included service time, productivity and more. Under his leadership, the conversion was completed in one year. Productivity rose 5% and sales climbed 1.5%. The region became the world leader in CSO (customer satisfaction opportunity). An important measure, crew hours per guest, dropped. Overall, he and his team turned around poor markets and made good markets better. Director, Operations, Training and Security McDonald's 2001 to 2004 In this position, Mr. Hernandez held direct P&L responsibility for the daily operation of 123 company-owned restaurants with 6,200 employees. In early 2004, he was assigned additional responsibility for Training, Crisis Management, Loss Prevention and Corporate Security. Overall he was in charge of 6,275 management, operations and support personnel. Turnover was at an unacceptable 200%. To increase retention and cut turnover-related expenses, Mr. Hernandez created a series of posters highlighting successes of staff members. He also modified the bonus program, putting more weight on retention. To ensure that everyone was on board, he instituted Quarterly Listening Sessions with the operations staff, restaurant staff and management. They also measured performance and publicized top performers. As a result of his leadership and improved focus, turnover dropped to 97% (far better than industry average) and stayed there. When he arrived, financial performance was acceptable but Mr. Hernandez in never satisfied to simply maintain the status quo. To improve financial performance, he negotiated lower costs with suppliers. He also developed a ranking system that recognized top and bottom performers enabling him to publicize top performance while identifying and fixing units needing help. He held quarterly meetings with all levels of management exchange ideas and to tap into the synergy of the group as a whole. Productivity went up by 1%, gross margin 3% and profit after controllable expenses 3.3%. Operating margin soared 49%. Earlier Mr. Hernandez gained experience in just about every functional area as he rose to senior management positions in McDonald’s: Senior Manager, Operations, Field Service, Mexico City, Mexico; Manager, Operations (McOpCo), Mexico City, Mexico; Manager, Field Service, Mexico City, Mexico; Business Consultant, Field Service, Mexico City, Mexico. Prior to joining McDonald’s, Mr. Hernandez served in Training Management and Store Management positions with Kahan, a producer and retailer of sauces and other food products.
• 3.
  Jorge Hernandez –Page 3 Additional Information Awards: McDonald's Presidents Award; McDonald's Circle of Excellence Award; McDonald's Team Awards; Packaging Strategy & Restaurant Development; People / Turnover 2000 - McOpCo McDonald's Way Award, 19997 Breakfast Launch, Mexico. Additional Management Education: Thunderbird University, Garvin School of International Management, Managerial Issues in the Global Enterprise; Covey Leadership Center, Principle Centered Leadership; Facultad de Estudios Superiores Cuautitlan UNAM, Produccion y Tecnologia de Semillas; McDonald’s, Business Writing. Technical Training: McDonald's Courses: Basic Operations; Intermediate Operations, Applied Equipment; , Advanced Operations; Area Supervisor; Business Consultant; Managing the Organization Previous travel: Mexico, Puerto Rico, Costa Rica, Panama, Colombia, Venezuela, Peru, Ecuador, Chile, Bolivia, Paraguay, Uruguay, Brazil, Argentina, Singapore, Malaysia Community: Junior Achievement League of Chicago Charitable: Ronald McDonald House Charities Sports and Hobbies: Jogging, weights, golf, NCAA football, baseball, soccer