Project 05 / 08 · Franchise Transition
Moora Foods · Franchise Transition
Client
Moora Foods (Subway Franchise Group)
Role
Strategic Operations Consultant
Sector
F&B / Franchising
Year
2022 – 2023
Role
Strategic operations consultant on a one-year contract. I was the core strategic lead for the sale.
Team
70+ staff in the transition, plus eight stakeholder groups: legal and visa, delivery vendors, owners, banking, Oracle trainers, lawyers and auditors, the buyers and store staff.
Timeframe
December 2022 to June 2023.
Methods
Asset and lease mapping, profit and loss modelling, pricing feasibility, mediation, phased staff training.
Outcome
Operational control moved across three outlets with no lost trading days, and 70+ staff were retrained on a new POS system in three weeks.
The problem
Moora Foods ran three Subway franchise outlets in Dubai, with over 70 staff and a decade or more of customer data. The business was being sold.
Handing it over meant moving assets, leases, staff, systems and sensitive paperwork between two parties while the shops stayed open.
My role
I was the core strategic lead for the sale. I mapped equipment, leases and asset valuations, built the profit and loss breakdowns, prepared the pricing feasibility for the buyers (KOJ) and handled the sensitive documents: visas, passports, serial numbers and bank accounts.
I also ran the retraining. I was the person holding eight relationships steady at once.
Stakeholder Map
One person, eight relationships to hold steady at once.
Key decisions
I moved store by store.
It was the safest way to move stock and keep the shops trading. One store at a time meant a problem stayed in one place.
I phased the Oracle training.
I ran it with Oracle courses, in six steps: briefing, store setup, hands-on training, live testing, a knowledge check, then go-live with support.
I used the numbers to hold the pricing conversation.
The hardest part was the constant back and forth with the buyers over price. I walked them through the profit and loss to show the potential and value of each store.
I agreed terms between both parties first.
That let trading carry on without a single day of disruption.
Oracle POS Training Rollout · 3 Weeks
Retraining 70+ employees on a new POS system, store by store, without stopping service.
System Overview Briefing
Store-by-Store POS Setup
Hands-On Training Session
Live Environment Testing
Final Knowledge Check
Go Live · Support
Transition Timeline
From first conversation to full handover in seven months.
Initial Sale Discussion
Feasibility & Pricing Negotiation
Audits & P/L
Final Offer & Agreement
Visa & Bank Transfer
Oracle Training Rollout
Full Handover
Outcome
What I made
- ·The asset and lease map and profit and loss breakdowns
- ·A pricing feasibility report for the buyers
- ·A handover plan and a seven-month timeline
- ·A phased training programme for 70+ staff
What changed
- ·70+ staff were retrained on Oracle POS in three weeks.
- ·Full pricing feasibility was delivered to the buyers.
- ·Sensitive ownership documents were handled from start to finish.
- ·Operational control moved across all three outlets without a day of lost trading.
Reflection
A sale looks like paperwork, and it is really about people. Many livelihoods sat inside this handover, so I treated every decision, from pricing to training, as something that lands on someone. It is the project that taught me to weigh the human cost next to the commercial one.