The role owns outcomes, not random tasks. If the result fails, the owner investigates, corrects, reports, and prevents repeat failure.
Phase 1
Management Manual
Professional role chapters for the Kaco leadership team. Each role is written as ownership, decision rights, and operating discipline, not just a list of tasks.
Back to structure Open JD LibraryManual standard
How to read each chapter
Each management role uses the same 14-part structure. This makes the company easier to train, audit, scale, and manage without constant founder intervention.
Every role must know what it can decide alone, what needs Operator consultation, and what must go to the Owner.
Performance is measured through simple, recurring numbers: profit, cost, speed, quality, complaints, waste, reporting accuracy, and audit scores.
No skipping the reporting line except emergencies. This protects managers from confusion and protects the owner from daily noise.
Standalone position pages
Open each position as a full professional role manual with a dedicated section for every title in the template.
Chapter 01
Owner / CEO
The Owner / CEO protects the brand, vision, capital, final authority, and long-term direction of Kaco. This role should not run daily operations unless escalation requires it.
Keep Kaco strategically clear, financially protected, legally safe, and brand consistent while building a company that can operate without daily founder control.
Protect the long-term value of Kaco while empowering the Operator and department heads to run the company with discipline.
Brand direction, final authority, capital allocation, senior hiring approval, legal escalation, major supplier strategy, expansion decisions, franchise readiness, and culture protection.
Review critical escalations only, respond to urgent approvals, protect decision discipline, and avoid bypassing the Operator for normal operational issues.
Review Operator report, cash position, major complaints, KPI summary, unresolved escalations, and progress against company priorities.
Review P&L, food cost, labor cost, branch performance, customer rating, expansion plan, management performance, and strategic risks.
Brand direction, major investments, new branches, legal action, senior salary structure, ownership policy, major equipment purchases, and final supplier strategy.
Operational workflow changes, branch opening timing, staffing model, performance problems, supplier execution issues, and service-impacting decisions.
Receives escalations from the Operator. Should not receive routine staff issues directly unless there is fraud, legal risk, safety risk, or emergency.
Company profit, branch profitability, cash discipline, customer rating, brand consistency, management retention, expansion readiness, and owner-dependency reduction.
No practical financial limit, but must avoid making daily operational decisions that weaken the Operator's authority.
Weekly leadership review with Operator. Monthly performance review. Emergency channel for legal, safety, theft, public reputation, or major financial exposure.
Escalation policy, decision matrix, legal issue SOP, major purchase SOP, branch opening checklist, crisis communication SOP.
Owner alignment on operating model, decision discipline, KPI dashboard, leadership review rhythm, and franchise-readiness documentation.
The Owner thinks strategically, protects standards, avoids unnecessary operational interference, and creates a company that can grow without daily dependency on one person.
Chapter 02
Operator / General Operations Manager
The Operator is the main operating leader of Kaco. Back Office Manager, Central Kitchen Manager, and branch supervisors report into this role.
Run the full Kaco operating system across branches, back office, and central kitchen while keeping quality, cost, speed, staff discipline, and customer experience under control.
Ensure every customer receives the Kaco experience exactly as designed while keeping profitability and standards under control.
Branch performance, department coordination, KPI review, staff discipline, supervisor development, audit execution, cost control, complaint escalation, and standards enforcement.
Review previous day report, check sales and complaints, confirm staffing, review food availability, inspect urgent issues, support supervisors, and close unresolved operational problems.
Weekly management meeting, branch audit, cost review, labor review, complaint trend review, training follow-up, supplier issue review, and action plan assignment.
P&L review, food cost analysis, labor cost analysis, inventory variance review, equipment audit, staff evaluation, KPI review, and owner performance report.
Shift workflow, supervisor coaching, staff repositioning policy, operational fixes, routine supplier follow-up, corrective action within policy, and equipment maintenance within limit.
Major budget increase, salary adjustment, hiring/firing management, new supplier strategy, recipe change, major equipment purchase, legal issue, or brand-impacting decision.
Receives escalations from Back Office Manager, Central Kitchen Manager, AM Supervisor, and PM Supervisor. Escalates only owner-level issues to Owner / CEO.
Branch profit, food cost, labor cost, audit score, customer rating, ticket time, complaint resolution, waste percentage, staff retention, and department reporting discipline.
Can approve operational spending within agreed limit, refunds above supervisor limit, schedule adjustments, urgent maintenance, and temporary staffing within policy.
Daily management summary. Weekly leadership meeting. Monthly owner report. Immediate escalation for safety, legal, theft, major complaint, equipment breakdown, or cash shortage.
Opening, closing, food quality, cash, refund, complaint, inventory, purchasing, maintenance, emergency, hiring, discipline, audit, and reporting SOPs.
Week 1 shadow all departments. Week 2 run audits and reports. Week 3 lead management meeting. Week 4 certified by owner on KPI dashboard and decision matrix.
The Operator is calm, direct, numbers-driven, standards-focused, fair with staff, fast on issues, and strong enough that the owner is not pulled into daily operations.
Chapter 03
Back Office Manager
The Back Office Manager owns administration, purchasing, inventory control, customer service follow-up, reporting, supplier balances, HR documentation, and office discipline.
Make sure the company has accurate information, controlled purchasing, clean documentation, and reliable administrative support for operations.
Keep Kaco's administrative engine accurate, organized, cost-aware, and fast enough to support operations without confusion.
Purchasing, inventory data, customer service records, daily reports, supplier balances, payroll preparation, scheduling support, documentation, cost control support, and file organization.
Check purchase needs, update supplier records, collect branch reports, log customer complaints, verify inventory movement, prepare required documents, and send daily back office summary.
Supplier balance review, inventory accuracy check, complaint report, purchasing variance review, payroll preparation update, document audit, and weekly report to Operator.
Month-end inventory file, supplier reconciliation, payroll package, cost support report, customer complaint trend, missing document report, and KPI summary.
Routine purchase processing within approved supplier list, document organization, report format improvements, customer follow-up within policy, and cleaning supply purchase within limit.
Replacing supplier, urgent high-cost purchase, repeated supplier issue, inventory variance, customer compensation above limit, payroll dispute, and schedule conflict.
Legal document issue, major supplier dispute, suspected theft/fraud, salary change request, large unpaid balance, or financial exposure above authority limit.
Back Office Team -> Back Office Manager -> Operator / General Operations Manager -> Owner / CEO.
Inventory accuracy, supplier payment delay, report accuracy, complaint resolution time, missing document count, purchasing variance, waste reporting accuracy, and payroll preparation accuracy.
Purchasing within approved list and amount, no recipe changes, no supplier replacement without Operator, no salary decision, no final hiring/firing decision.
Daily back office report to Operator. Weekly supplier and inventory summary. Immediate alert for stock risk, payment risk, complaint escalation, or missing critical document.
Purchasing SOP, inventory SOP, supplier balance SOP, customer complaint SOP, payroll preparation SOP, documentation SOP, reporting SOP.
Week 1 documentation and reporting. Week 2 purchasing and supplier files. Week 3 inventory and customer service. Week 4 certified on back office dashboard.
The Back Office Manager is organized, accurate, calm under pressure, cost-aware, and never allows missing information to damage operations.
Chapter 04
Central Kitchen Manager
The Central Kitchen Manager is separate from Back Office and reports directly to the Operator. This role owns production, prep, packaging, dispatch readiness, and food consistency before product reaches branches.
Protect food consistency, prep discipline, production readiness, packaging quality, and central kitchen cleanliness so branches receive reliable product every day.
Produce and dispatch Kaco food components exactly to standard, on time, with controlled waste and consistent quality.
Prep team, production team, packaging team, dispatch readiness, batch quality, labeling, expiry control, storage discipline, waste control, and central kitchen hygiene.
Review production plan, check raw material availability, assign prep team, inspect batches, verify labels and dates, confirm dispatch list, record waste, and report issues.
Production variance review, batch quality audit, equipment check, staff training follow-up, waste trend review, dispatch accuracy review, and weekly CK report.
Equipment audit, staff evaluation, recipe execution audit, storage audit, waste summary, production planning review, and quality improvement plan.
Team station assignment, batch rejection, rework within SOP, cleaning priority, prep sequence, packaging correction, and dispatch readiness confirmation.
Production workflow change, staffing shortage, equipment issue, high waste, recipe execution concern, branch supply conflict, or temporary production adjustment.
Recipe change request, major equipment purchase, food safety incident, legal hygiene issue, major supplier problem, or repeated quality failure.
Prep / Production / Packaging Team -> Central Kitchen Manager -> Operator / General Operations Manager -> Owner / CEO.
Batch accuracy, dispatch accuracy, prep completion time, waste percentage, food safety audit score, branch complaint count, labeling accuracy, and production variance.
Can reject poor product and stop unsafe dispatch. Cannot change recipe, supplier, portion standard, or production budget without approval.
Daily production and dispatch report to Operator. Immediate alert for food safety issue, shortage, late dispatch, equipment failure, or quality concern.
Prep SOP, production SOP, packaging SOP, dispatch SOP, labeling SOP, expiry SOP, food safety SOP, cleaning SOP, waste SOP.
Week 1 recipes and prep standards. Week 2 production and packaging. Week 3 dispatch and waste control. Week 4 certified on CK audit and reporting.
The Central Kitchen Manager is disciplined, clean, exact, fast, quality-focused, and never allows branches to suffer because of weak preparation or inconsistent production.
Chapter 05
AM Supervisor
The AM Supervisor owns the morning shift, opening readiness, early service standards, staff positioning, station setup, and morning checklist discipline.
Start the branch correctly every day so the team is prepared, stations are ready, food quality is correct, and service begins without confusion.
Open the branch on time, ready, clean, stocked, and aligned with Kaco service standards.
Opening checklist, staff attendance, station readiness, food quality check, cash setup, cleaning check, customer first response, and morning shift discipline.
Arrive before staff, check opening checklist, assign stations, verify prep, inspect cleanliness, check cash readiness, brief team, monitor ticket time, and send handover.
Opening audit, staff performance notes, morning complaint review, cleaning issue review, training follow-up, attendance report, and supervisor meeting.
Staff evaluation input, equipment issue review, shift KPI summary, training needs list, and opening SOP improvement notes.
Rearrange staff positions, send employee on break, reject low-quality sandwich, throw away expired product, correct cleaning issue, and approve refund up to limit.
Staff shortage, workflow change, repeated lateness, equipment issue, customer complaint above limit, temporary worker need, or supplier/product shortage.
Only through Operator, except emergency: legal issue, serious customer incident, injury, theft, major cash issue, or safety risk.
Kitchen Line / Cashier / Cleaning -> AM Supervisor -> Operator / General Operations Manager -> Owner / CEO.
Opening readiness, ticket time, cleanliness score, food quality score, attendance, customer complaints, cash accuracy, and checklist completion.
Can manage shift execution and small refunds within limit. Cannot hire/fire, change recipe, approve salary, replace supplier, or buy equipment.
Morning readiness message, urgent issue alert, midday status if needed, and written handover to PM Supervisor and Operator.
Opening SOP, cash SOP, food quality SOP, cleaning SOP, customer complaint SOP, staff break SOP, emergency SOP.
Week 1 opening checklist. Week 2 shift control. Week 3 complaint and cash handling. Week 4 certified by Operator through live shift audit.
The AM Supervisor is punctual, organized, clean, firm but fair, service-focused, and starts the day in a way that makes the whole branch easier to run.
Chapter 06
PM Supervisor
The PM Supervisor owns evening execution, peak-hour control, closing discipline, customer recovery, cash process, and end-of-day reporting.
Protect the busiest and most risk-heavy part of the day by controlling speed, quality, staff discipline, customer experience, cleaning, and closing accuracy.
Run the evening shift with speed, consistency, clean closing, accurate cash, and strong customer recovery.
Peak service control, staff positioning, ticket time, food quality, customer complaints, closing checklist, cash closing, cleaning verification, and end-of-day handover.
Receive AM handover, check stock, assign stations, control rush, monitor quality, resolve complaints, verify cleaning, close cash, complete closing checklist, and send end report.
Closing audit, cash accuracy review, complaint trend, staff performance notes, late-night issue review, cleaning follow-up, and supervisor meeting.
Staff evaluation input, peak-hour KPI summary, equipment issue summary, customer complaint analysis, closing SOP improvement notes.
Reposition staff, pause non-urgent prep during rush, reject low-quality item, approve refund up to limit, remove expired product, and require cleaning correction before closing.
Major complaint, repeated staff issue, cash shortage, equipment failure, security concern, schedule issue, or recurring late closing problem.
Only through Operator, except emergency: injury, theft, public reputation risk, legal issue, serious customer incident, or major cash issue.
Kitchen Line / Cashier / Cleaning -> PM Supervisor -> Operator / General Operations Manager -> Owner / CEO.
Ticket time, complaint count, food quality score, cash accuracy, closing checklist score, cleanliness score, staff attendance, and waste report accuracy.
Can manage shift execution and customer recovery within limits. Cannot hire/fire, adjust salaries, change recipe, change supplier, or approve major purchases.
Receive AM handover, send urgent issue alerts, submit end-of-day report, and document complaints, cash issues, waste, and staff incidents.
Closing SOP, cash closing SOP, customer complaint SOP, food quality SOP, cleaning SOP, waste SOP, emergency SOP.
Week 1 closing checklist. Week 2 peak control. Week 3 complaint and cash closing. Week 4 certified by Operator through live shift audit.
The PM Supervisor is fast, calm, disciplined, fair, clean, strong with customers, and leaves the branch ready for the next day.