Giuseppe Stefanizzi

• Barbarella Restaurant New Opening Canary Wharf
• Oversaw the full pre-opening and opening lifecycle of Barbarella, one of the group’s most high-profile launches in a competitive London market.
• Coordinated all launch phases including recruitment, training, supplier onboarding, licensing, kitchen commissioning, and operational readiness.
• Hired and trained a team of 100+ for FOH and BOH, designing onboarding pathways, service rituals, and performance standards aligned with Big Mamma culture.
• Developed all SOPs for reservations flow, floor operations, guest journey, bar program, cash handling, and health & safety compliance.
• Set up operational budgets, cost forecasts, labour models, and procurement systems to secure profitability from day one.
• Collaborated with design, marketing, and culinary teams to ensure a seamless brand-aligned opening, including menu engineering and launch-event coordination.
• Led soft openings, staff simulations, and service rehearsals, achieving operational stability and strong guest feedback within the first weeks.
• Established key supplier relationships and refined logistics workflows for peak service in one of London’s busiest business districts.
• Drove community and corporate engagement in Canary Wharf to build early brand visibility and secure high reservation volumes from launch.

Circolo Popolare - London

Achieved record operational and financial performance in 2024, exceeding all targets.

• Led operations for a flagship London venue generating £12M+ annual revenue with an EBITDA of £4M, consistently ranking among the top performers in the group.
• Delivered the best operational and financial performance in 2024, exceeding targets across revenue, cost control, and guest satisfaction.
• Contributed to maintaining B-Corp certification by implementing sustainable sourcing practices, waste-reduction programs, and employee well-being initiatives.
• Improved workplace stability by reducing staff turnover by 20% through enhanced onboarding, leadership training, and retention frameworks.
• Managed a large team of 120+, setting up performance structures, skills development plans, and succession pipelines.
• Optimised labour costs and COGS through strategic scheduling, supplier negotiations, and efficient inventory management.
• Elevated guest experience by introducing new service standards, operational audits, and floor strategy—achieving consistent 4.7+/5 guest ratings.
• Partnered with marketing to execute high-impact campaigns, special events, and menu launches that drove significant increases in footfall.
• Ensured compliance with UK licensing, health & safety, and financial reporting across all operational areas.
• Championed digital tools and operational innovations that improved workflow efficiency, table turnover, and team communication.

• Developed, recommended and implemented strategies to improve employee work quality and speed.
• Establish and developed all training material for FOH and BOH service and management Team
• Design brand concept and strategies to relaunch the brand within UK and expose to international investor for the approaching expansion
• Strengthened operational efficiencies by developing organisational filing systems for invoices, customer orders and contract records.
• Streamline Marketing strategy overlooking social media campaign, updating website and Facebook and Google profile

• Overlook six restaurants in London, managing six General Manager and thirteen Assistant General Manager
• Develop and establish Compliance system for the Company overlooking at the Food Safety and Health and Safety UK requirement
• Create all training program and material for all FOH Team including Managers
• Delivered a new brand concept relaunching two sites in January 2020
• Presenting monthly business performance, KPIs analysis and business opportunity at the Board meetings
• Overlook and manage maintenance strategy and cost-effective control
• Running monthly workshop to the General Manager
• Diminished financial discrepancies by accurately collecting customer fees, managing refunds and providing complete sales documentation.
• Established organizational vision and developed strategies to achieve sales, profit and loss and customer service goals.
• Strengthened operational efficiencies by developing organizational filing systems for invoices, customer orders and contract records.
• Developed corporate objectives, strategies, and goals, collaborating with department heads on establishment of quality metrics and key performance indicators (KPI), as well as strategising with cross-functional teams on improvement measures related to quality principles awareness, issues and corrective actions.

Restaurant Turnover £70k per week - Team of 70 employees

• Work closely with Ops Team to coach and train General Managers
• Training site for Uk and International Managers
• Operate 24 hour business for Hilton Tower Bridge Hotel including Room Service, Night Service and Breakfast
• Implementation of breakfast and events offer alongside with Hilton Event Team
• Oversaw full operation of the Restaurant monitoring P&L statements and PACE in order to be as profitable as possible
• Maintained system and procedure designed to monitor and regulate bar, food and labour cost
• Establishing priorities consistent with the Restaurant and Hotel objectives
• Administering and enforcing hotel policies and procedures
• Building strong relationships with companies that supply the Restaurant
• Developing relationships with the local business community alongside with strategic local marketing
• Helping to develop management talent by acting as a mentor to Deputy General Manager and Departmental Mangers
• Establishing strong relationship between Jamie’s Oliver Restaurant Company and Hilton Hotel as first ever partnership

Achievements

• Increased sales of 30% on previous year
• Decrease staff turnover by 23% versus previous year
• Alongside with Financial result London Bridge was awarded Restaurant the year 2018
• Awarded GM of the year 2018
• Quarterly Company Brand audits passed with highest ratings in the last 16 months
• Improved EHO start ratings form 4 to 5 star

Restaurant Turnover £45k per week - Team of 40 employees

• Awarded as Raising star GM of the year
• Have maintained an overall low turnover rate within department through consistent coaching and developing Departmental Manager
• Tasked with identifying interviewing and hiring BOH and FOH managers.
• Work directly with Head office and supplier to launch a new bar concept
• Monitored compliance with local, state and federal Health and Safety standards conducted self audit inspection.
• Develop two Deputy Manager into General Managers

• Gained full accountability of all operations in the restaurant
• Departmental Manger development plan trough a growing leaders project and Team appraisals
• Managed restaurant operations, including hiring, coaching and mentoring team of 40 employees

• Work closely with the Operations Team recruiting departmental managers
• Ensure staff is trained developed and encourage trough Jamie’s Italian training programme
• Full maintenance control
• Overlooking Deputy Manager development plan
• Daily specials and Food menu engineering development
• Spend part of this employment (6 month) as relief manager supporting several UK sites

Restaurant turnover £100k per week - Managing Team of over 100 employees