AAU Academy · 3-Day Bootcamp · Cohort 01

F&B Chain Management & Control

The 9 components of a chain operating system, from vision, governance and operations to supply chain and financial control, in 3 consecutive days, led by Mr. Nguyen Cao Tri, 11 years as Head of Operations at KFC Vietnam and 7 years as Deputy CEO of Golden Gate. On the afternoon of day 3, learners take home a 12-month implementation plan for their own business.

Mentor experience at

KFC Vietnam11 years
Golden Gate7 years
5 Elements VNFounding CEO
SOL VietnamCoach
NOVA FnBConsultant
SBO VietnamConsultant
Aladdin JSCConsultant

Who should attend

For chain leaders whose business is growing faster than its organization

The bootcamp is designed for founders and executive teams of F&B chains that are past the startup stage and facing one or more of the signs below.

Sign 1

Revenue grows, profit does not

New outlets open, but the unit economics of each outlet are not understood.

Sign 2

Data is not on one standard

Multiple legal entities and accounting methods; reports arrive late and cannot be compared.

Sign 3

Organization built case by case

Org charts, job titles and authority have formed gradually, one situation at a time.

Sign 4

The leader is the bottleneck

Every important decision still goes through the founder while the team waits for direction.

Best suited for

Founders, co-founders and CEOs of F&B chains running 3 or more outlets
Businesses preparing to expand the chain, franchise or raise capital
Operations and finance directors attending with the founder to implement after the course
Leaders ready to work on their business's real data

Not a fit for

Projects with no outlet open yet, or a single-outlet model that is not yet stable
Needs focused on a single function that call for in-depth on-site consulting
Suppliers and solution vendors looking to reach learners

Mai House Saigon conference room with U-shaped seating — U-shaped classroom for up to 40 learners · Mai House Saigon

Program framework

9 components, 54 items, condensed into 17 topics

The program follows the F&B Chain Management & Control framework of 9 components. No component is skipped: items of the same nature are grouped into topics and paced progressively. Day 1 is diagnosis; days 2 and 3 are the main building work.

Day 1Foundations & Diagnosis · 20.11

S1Vision, mission, core valuesVision · Founder DNA · action culture · operating model4 itemsTopics 1 – 3

S7Business control: financeFinancial model · financial reporting · management accounting3 itemsTopics 4 – 5

Day 2Management & Operations · 21.11

S2Governance mechanismsCompany structure · regulations · org chart · authority · Core Operating System5 itemsTopics 6 – 8

S5Operational excellenceSOP · staffing · training · shift management · consistency · weekly review · food safety · quality · service12 itemsTopics 9 – 11

S6Supply chain excellenceProduct catalog · suppliers · purchasing efficiency · supply · central kitchen5 itemsTopic 12

S7Business control: operationsCompliance and risk · operational control2 itemsTopic 13

Day 3Strategy & Execution · 22.11

S33–5 year business development strategyModel · market · business plan · resources · operating system5 itemsTopic 14

S4Business developmentConcept · market expansion · site selection · project design · product · brand · marketing8 itemsTopic 15

S8Competency & performance managementCompetency framework · PES · operating KPIs · PMS · evaluation and rewards5 itemsTopic 16

S9Strategy execution1-year business plan · system implementation plan · targets · franchising · fundraising5 itemsTopic 17

Day one · Friday 20.11

Foundations & Diagnosis

Kick-off, breakdown, analysis

Intensity

End-of-day resultA health map of the business across the 9 components and the 3 priority bottlenecks to resolve within 12 months.

1
Opening & rapid diagnosis of the 9 components
Each learner self-scores their business against the framework and benchmarks against peers of similar size.
Full framework
2
Vision, mission, core values and action culture
From statements on paper to everyday decision criteria.
S1.1 · S1.3
3
Founder DNA, brand portfolio and operating model
The founder's role at each stage of scale.
S1.2 · S1.4
4
Restaurant chain financial model
Unit economics, prime cost and break-even point for each outlet.
S7.1
5
Breaking down reports: P&L, balance sheet, cash flow, management accounting
Workshop on the data learners bring.
S7.2 · S7.3

08:00Welcome

08:30 – 12:00Topics 1 – 3

12:00 – 13:15Lunch buffet

13:15 – 17:00Topics 4 – 5

Day two · Saturday 21.11

Management & Operations

Building an organization that does not depend on the founder

Intensity

End-of-day resultTarget org chart, approval authority matrix, Core Operating System framework and operational control checklist.

6
Company structure, management cycle, policies and financial regulations
Salary grades, job levels and spending rules for chains with multiple legal entities.
S2.1 · S2.2
7
Org chart, job descriptions and approval authority
Who decides what, at which level, and how fast.
S2.3 · S2.4
8
Core Operating System
Meeting cadence, reporting cadence and information flow across the whole chain.
S2.5
9
Operating standards: SOP, staffing, training, shift management
Restaurants ready before opening time, and long-term staffing plans.
S5.1 – S5.4
10
Operations management, consistency and weekly business review
Store leadership, weekly forecasting and management of new outlet openings.
S5.5 – S5.8
11
Quality control, food safety, goods receiving and service
A control checklist applied consistently across every outlet.
S5.9 – S5.12
12
Supply chain and central kitchen
Standard product catalog, suppliers, purchasing efficiency and product usage.
S6.1 – S6.5
13
Compliance, risk and operational efficiency control
Mandatory control points once the chain outgrows the founder's line of sight.
S7.5 · S7.6

08:00 – 12:00Management · topics 6 – 8

12:00 – 13:00Lunch buffet

13:00 – 17:30Operations & control · topics 9 – 13

Day three · Sunday 22.11

Strategy & Execution

From a 3–5 year direction to a 12-month plan

Intensity

Take back to your businessA 12-month business plan and system implementation plan, challenged directly by the mentor.

14
3–5 year development strategy
Strategy for model, market and resources: finance, people, supply and IT/AI.
S3.1 – S3.5
15
The business development engine
Concept, market expansion, site selection, project design, product, brand and marketing calendar.
S4.1 – S4.8
16
Competency and performance management
Competency framework, position evaluation, operating KPI set, PMS and reward mechanisms.
S8.1 – S8.5
17
Strategy execution and 12-month planning
Business and operating targets; the foundation for franchising and fundraising. Learners present their plans and the mentor challenges them.
S9.1 – S9.5

08:00 – 12:00Strategy · topics 14 – 15

12:00 – 13:00Lunch buffet

13:00 – 15:30Topics 16 – 17

15:30 – 16:30Plan presentations · closing

Lead mentor

Nguyen Cao Tri

Building and scaling restaurant chains · from concept to more than 300 outlets

With more than 25 years in F&B, Mr. Cao Tri has held every role from operations to senior strategy: 11 years as Head of Operations at KFC Vietnam, then 7 years as Deputy CEO of Golden Gate Restaurant Group, one of the largest restaurant chain groups in Vietnam. In recent years he has consulted directly on org charts, management systems and performance evaluation systems for many domestic F&B chains.

Restaurant chains do not die because of the market. They die because they lack an operating system.

25+years in F&B

300+branches operated and advised

20+large chains supported

11 years
KFC VietnamHead of Operations
7 years
Golden Gate Restaurant GroupDeputy CEO · 300+ branches
3 years
5 Elements VNCEO, founder
2021 – 2022
SBO Vietnam · NOVA FnBSenior consulting: strategic org chart, management systems, concept R&D, performance evaluation
2023 – 2025
SOL Vietnam · Aladdin JSCBusiness strategy coach; strategic management system consulting

Venue

Mai House Saigon

A boutique hotel in classic Indochine style at 157 Nam Ky Khoi Nghia. A space set apart from the daily operating rhythm, so leaders can devote all 3 days to reviewing and redesigning their business.

Private classroomU-shaped seating, up to 40 learners
Lunch buffetAt the hotel, all 3 days
Tea breakMorning and afternoon every day
City centerEntrance at 1 Ngo Thoi Nhiem

Spiral staircase and piano in the lobby — Main lobby

Buffet counter at the hotel — Lunch buffet at the hotel

Fee & commitments

One fee for every attendee

No ticket tiers. The fee includes lunch buffet, tea breaks and materials for 3 days; VAT is not included.

Fee

20,000,000 VNDPer ticket, for 1 attendee · Excl. VAT

3 days of learning, 17 topics with the mentor
Program materials
3 days of lunch buffet at Mai House Saigon
Morning and afternoon tea breaks
Certificate of program completion

Up to 40 learners

Small enough for the mentor to challenge each business's plan on day 3.

Work on real data

Workshops use the learner's own business data, not sample exercises.

Data confidentiality

Data learners bring is used only for the workshop on that learner's own business.

Direct mentor feedback

Each business's 12-month plan is challenged by Mr. Cao Tri on day 3.

Attendance process

From registration to opening day

Register
Attendee details, brand and business size.
Confirmation
AAU contacts you within 2 business days to confirm fit.
Complete payment of the fee
Secure your official place among the 40 seats in the cohort.
Pre-course preparation
Receive the data collection template and the 9-component self-diagnosis.

FAQ

Frequently asked questions

Are 54 items in 3 days too much?

The program does not teach item by item. Items of the same nature are grouped into 17 topics; day 1 focuses on diagnosis so each learner knows which components their business needs to go deeper on in days 2 and 3.

Do I need to prepare data in advance?

Yes. After registration is complete, learners receive a data collection template and a self-diagnosis. The data is kept confidential and used only for the learner's own workshop.

Can I bring my operations or finance director?

Yes, and it is encouraged. The person who will carry out the 12-month plan should be present when it is built. Each attendee uses 1 ticket.

What does the fee include?

The fee is 20,000,000 VND per ticket (excl. VAT) and includes 3 days of learning with the mentor, materials, 3 days of lunch buffet at Mai House Saigon, morning and afternoon tea breaks and a completion certificate. Accommodation is not included.

Does AAU issue invoices to businesses?

Yes. The fee of 20,000,000 VND per ticket excludes VAT; AAU issues a VAT invoice based on the business information provided once the fee is paid.

Reserve your place in cohort 01

AAU will contact you within 2 business days to discuss and confirm. Seats are confirmed in order of registration until all 40 are filled.

Consult via Zalo0565 667 686 Hotline0565 667 686