South Africa: Operations Assistant posted by CFS Recruitment

 

 

 

 

 

 

Purpose of the Role

Operations form the backbone of the companies promise — the seamless delivery of warmth,

reliability, and authentic luxury. The National Operations Assistant supports and strengthens

operational excellence across all the properties under the guidance and leadership of the

CEO.

 

This role provides structured, reliable support so operational systems run smoothly, compliance

is continuously monitored, and follow-ups are handled with discipline and care. The role

Safeguards the companies assets through administrative rigour, supports legal, regulatory, and

safety compliance, and helps uphold uncompromising brand standards.

By managing detail, coordination, reporting, and follow-through, this role frees senior

leadership to focus on strategy, people, and growth — ensuring the collections experience

remains genuine, gracious, and consistently exceptional.

 

Valuable Final Product (VFP)

A CEO who is fully supported by accurate information, disciplined administration, and reliable

operational follow-through — enabling the group to operate as a resilient, efficiently run

collection of properties where assets are well maintained, stock is well managed, and long-term

value is protected. All operational administration and follow-ups are meticulously handled so

that leadership is always informed and up to date.

 

Key Responsibilities

Division 7 – Executive Management Support

Compliance – Lodges

Maintain ongoing communication with each General Manager and Annerien to ensure all

liquor, firearm (where applicable), operating, and tourism licences are valid and compliant

per property.

 

Conduct regular spot checks with General Managers to ensure all critical compliance

documentation (operational files, certificates, permits, and licences) is current, securely

stored, and audit-ready.

Coordinate with Warwick on legal compliance matters as required, ensuring no direct

engagement with town councils occurs outside agreed channels.

Monitor and confirm that General Managers are maintaining full legal and regulatory

compliance across all provinces.

Outcome: General Managers are supported and monitored so properties operate legally,

ethically, and transparently, with compliance documentation always current.

B-BBEE

Track the B-BBEE scorecard in collaboration with Division 1 (Meagan) and Division 3 (Jason).

Work closely with the CEO to review and reconcile quarterly B-BBEE spend with Accounts

(Jason and Arthur), ensuring alignment with projected turnover.

Assist with administration and coordination of the companies Dragon’s Den initiative,

including documentation, tracking, and follow-ups.

Outcome: Consistent progress toward an annual minimum Level 4 B-BBEE status through

accurate tracking and disciplined reporting.

Insurance – Lodges

Work with each General Manager to ensure all fixed assets, vehicles, and business

operations are adequately insured.

Maintain accurate, up-to-date asset registers verified by General Managers, supported by

photographs and video records stored on the central server.

Track insurance claims submitted by lodges, monitoring progress and escalating delays or

issues where necessary.

Verify that CAR policies are in place prior to any construction and that required

documentation is provided to banks where applicable.

Coordinate annual renewals of group vehicle and liability insurance policies in collaboration

with Gaenor.

Outcome: Insurance documentation is current and complete; assets and vehicles are correctly

covered and claims are monitored through to resolution.

Division 2 – Marketing Coordination Support

Quarterly Marketing Plan Distribution & Inputs

Support the CEO and Marketing team with distribution of the quarterly marketing plan to all

stakeholders (Sales, Marketing, Communications, GMs, and Graphics).

Gather inputs in advance to support an informed plan, including social media performance,

newsletters/email marketing, stakeholder communication, campaigns, and

marketing/media/sales trips to properties.

 

Track that updated plans and feedback points are shared timeously and that owners and

stakeholders have the latest version.

Outcome: Timeous information supports a well-informed marketing plan and improved

coordination across teams.

Specials & Packages

Collaborate with GMs, Creative, Sales, and Reservations to develop unique special offerings.

Support Sales in shaping creative and engaging specials, packages, promotions, and voucher

offers.

Use guest feedback and performance insights to refine offers where appropriate.

Confirm that PR & Marketing shares approved specials and packages with companies staff

and external consultants (e.g., Paul Steyn, Janie, Andria).

Promotional Material Follow-Through

Follow up that drafted content for specials and packages is supplied by the Marketing

department to the design team timeously.

Confirm PR distribution of promotional material to relevant channels (Companies website,

media outlets, and Andria Mitsakos / AMPR).

Spot check that key package categories remain current (e.g., wedding packages and

corporate packages).

Group Marketing Meetings

Attend regular marketing meetings to support planning of upcoming initiatives.

Participate in discussions and track agreed actions to completion.

Division 3 – Financial Support

Support the CEO by coordinating preparation for annual operating and capital budget

discussions with Arthur, Jason, and General Managers; collate required reports and data in

advance.

Work with General Managers quarterly to support centralised procurement initiatives and

identify opportunities to improve group buying power.

Assist General Managers in resolving POS and Xero integration issues; escalate concerns and

track corrective actions.

Outcome: Well-prepared financial engagements and improved operational financial discipline

across properties.

Division 4 – Operations & Lodges Support

Attend monthly General Manager meetings with the CEO; prepare agendas, take minutes,

and track action items.

Assist in planning and coordinating two in-person GM meetings annually.

Attend a minimum of four lodge visits per year with the CEO; document observations and

follow-up actions.

 

Lodge Visit Focus Areas

Lodge aesthetic and presentation.

Staff uniforms, grooming, and morale.

Guest areas, housekeeping, and cleanliness.

Furniture condition and asset upkeep.

Staff housing and back-of-house standards.

Health & Safety compliance and emergency readiness.

Stock control and spot stock-take checks.

Capital expenditure verification.

Community projects.

Company vehicles and signs of misuse.

Printed collateral and brand accuracy.

Curio stock levels and retail presentation.

Support development and maintenance of a group supplier manual covering supply

agreements, centralised contracts, and pricing.

Track utilities and service provider costs monthly and flag unusual variances to the CEO.

Monitor that General Managers enforce group operational and guest experience standards,

including signature recipes, rituals, and presentation protocols.

Maintain close communication with Camlyn and her team regarding Curio retail standards

and supplier alignment.

Outcome: Strong operational visibility and disciplined follow-through that protects guest

experience, asset value, and brand consistency.

Problem Solving with General Managers

Act as a first point of coordination for operational issues raised by General Managers; filter

information and prepare structured summaries for the CEO.

Support General Managers in developing solution-focused proposals, including context and

operational implications.

Assist in coordinating collaborative problem-solving sessions where cross-property

alignment is required.

Outcome: Clear, well-structured escalation support enables effective decisions and timely

resolution.

Division 5 – Quality Assurance (QUAL)

Proactively identify and flag quality assurance concerns to General Managers and the CEO.

Assist in resolving quality issues by tracking corrective actions and supporting follow-up.

Submit written visit feedback and quality reports to the CEO following lodge visits.

Outcome: Quality issues are identified early, addressed consistently, and prevented from

recurring.

 

Strategic Project

Companies Standards Bible

Support the development, maintenance, and ongoing refinement of the companies Standards

Bible — a comprehensive, practical guide to brand and operational excellence across the

companies Collection.

Standards Bible Content Examples

Pre-opening and opening checklists for new lodges.

Turndown procedures and guest communication templates.

Uniform branding and presentation standards.

Arrival and departure rituals.

Room folders, stationery, and printed collateral standards.

Food, beverage, and signature recipe standards.

Housekeeping, maintenance, and service benchmarks.

Emergency, health & safety, and crisis response protocols.

Objective: Provide every General Manager with a clear, current, and inspiring reference to

execute companies ethos consistently, beautifully, and without compromise.

 

Boundaries & Escalation Matrix

This matrix protects clarity, trust, and healthy working relationships. The National Operations

Assistant supports operations, tracks accountability, and escalates appropriately — but does not

replace General Manager authority or CEO decision-making.

Guiding principle: Support first. Track always. Escalate early — calmly and with context.

What the National Operations Assistant Owns

Tracking actions, deadlines, and follow-ups.

Preparing agendas, minutes, summaries, and reports.

Maintaining compliance trackers, insurance records, and documentation.

Coordinating information flow between GMs, Head Office, and the CEO.

Flagging risks, delays, or gaps clearly and early.

Maintaining standards documentation (Standards Bible, SOPs, templates).

What Stays with General Managers

Day-to-day lodge operations.

Staff management and discipline.

Guest experience delivery.

Budget adherence and cost control.

Compliance execution at property level.

Immediate operational decision-making.

 

The Assistant supports, tracks, and documents — but does not override or bypass the GM.

When to Escalate to the CEO

A legal, compliance, or safety risk is identified.

Deadlines or renewals are repeatedly missed.

A GM is unresponsive or unable to resolve an issue.

Financial exposure, reputational risk, or guest safety is involved.

A decision is required that exceeds agreed authority.

Patterns of concern appear across multiple properties.

Escalation Should Include

Clear facts (not emotion).

What has been tried.

What is blocked.

Suggested options or recommendations.

What Should Not Be Escalated

One-off operational frustrations.

Personality clashes.

Issues already being actively resolved by a GM.

Minor errors that have been corrected.

Situations where more information is still required.

How to Escalate Well

Timely (not urgent unless truly critical).

Calm, factual, and structured.

Focused on resolution, not blame.

Framed around impact and risk.

Golden rule: If the CEO is surprised, escalation was too late. If the CEO is overwhelmed,

escalation was too frequent.

 

Governance, Quality Control & Tracking (Recommended Inclusions)

Maintain an operational action tracker (single source of truth) for all CEO/GMs follow-ups,

with owners, deadlines, and status.

Define review cadences: compliance check-ins (monthly), licence renewals (60/30/7-day

reminders), supplier/manual review (quarterly), utilities variance review (monthly).

Maintain a clear document storage map (where asset registers, compliance files, insurance

policies, supplier agreements, and Standards Bible versions live).

Maintain confidentiality standards and POPIA-aligned handling of sensitive information.

Create a simple handover/SOP pack covering recurring reports, lodge visit templates, and

escalation protocols.

 

Please email me your CV to *****@*****.co.za