Jorge Hernandez has over 20 years of experience in multi-unit food service operations and restaurant management. He has led regions with over 1,000 stores and has experience turning around underperforming stores and improving performance. He is accomplished at maximizing sales and margins while controlling costs and maintaining quality and customer satisfaction.

1. Jorge Hernandez
679 Oak Lane
South Elgin, Il 60177
(630) 857-8830 hernandezquinones@comcast.net
GENERAL & OPERATIONS MANAGEMENT EXECUTIVE – Food Service
Jorge Hernandez has domestic and international experience in managing multi-unit
operations as well as in restaurant administration, franchising, field service, P&L, project
management, consulting, employee relations and customer service. He has led Regions of
more than 1,000 stores.
His hallmarks include maximizing sales, margins and customer satisfaction in intensely
competitive markets. He is also accomplished at tightly controlling costs while keeping quality
and customer satisfaction at peak levels.
Turning around under-performing stores, regions and employees, building high-
performance, low turnover teams, opening new units and territories, and introducing new
products are additional areas where his credentials are solid.
Mr. Hernandez has the sophistication and discipline required for driving large organizations
as well as the enthusiasm and shirt-sleeve mentality necessary in smaller organizations. As a
result of numerous promotions and selection for critical projects, he has diverse experience.
He has also shown an innate ability to apply the latest management techniques (Balanced
Scorecard, Best Practices, Finance Modeling and Planning, and more) to get the most possible
productivity from the human and other resources at his disposal.
His MBA is from El Instituto Panamericano de Alta Dirección de Empresa (IPADE Business
School) of Universidad Panamericana. Earlier, he earned a BS in Biochemistry and Food
Science at Universidad Autonoma Metropolitana Iztapalapa. He is fluent in English, Spanish.
History and Highlights
Operations Manager
McDonald's
2011 to 2015
Mr. Hernandez was promoted and fast-tracked through accelerated training in multiple store
and field management positions to learn the U.S. business model. During this process, he led a
project to remodel 12 store in four months.
Upon completion, he was assigned P&L responsibility for four operating business units with
a total of 23 restaurants and 1,250 employees generating $55M in annual sales.
Prior to his arrival, food cost had been rising and was 1.5% over target. To correct matters,
he impressed upon his direct reports how 1.5% could make an major impact. He set specific
goals for components of food cost (raw waste, complete waste, etc.) to give his team a definite
focus. In addition, he conducted regular face to face meetings with management and
production employees.
The results were better than expected. Costs plummeted from the 5.0% he inherited to the
goal of 3.5%. In the process, his business unit rose to the top, becoming Number 1 in the US
market for productivity, sales and profits.

2. Jorge Hernandez – Page 2
Director of Operations, Latin America
McDonald's
2005 to 2011
In this position, Mr. Hernandez had P&L responsibility for 1,000 restaurants in eight
countries in South America with 30,000 employees and annual sales of $1B
The operations he inherited were along the lines of a job shop. To boost efficiency and
productivity he deployed a new operating platform, leading the transformation to an assembly
line environment. To accomplish this massive change smoothly, he set priorities based on the
number of restaurants and needs of every market. At the same time, he established a Center of
Excellence and created a group of Subject Matter Experts (Operations, Training & Equipment)
in every market.
He also created a uniform regional scorecard that was easy to read and highlighted areas
to improve and follow up. Metrics included service time, productivity and more.
Under his leadership, the conversion was completed in one year. Productivity rose 5% and
sales climbed 1.5%. The region became the world leader in CSO (customer satisfaction
opportunity). An important measure, crew hours per guest, dropped. Overall, he and his team
turned around poor markets and made good markets better.
Director, Operations, Training and Security
McDonald's
2001 to 2004
In this position, Mr. Hernandez held direct P&L responsibility for the daily operation of 123
company-owned restaurants with 6,200 employees. In early 2004, he was assigned additional
responsibility for Training, Crisis Management, Loss Prevention and Corporate Security.
Overall he was in charge of 6,275 management, operations and support personnel.
Turnover was at an unacceptable 200%. To increase retention and cut turnover-related
expenses, Mr. Hernandez created a series of posters highlighting successes of staff members.
He also modified the bonus program, putting more weight on retention.
To ensure that everyone was on board, he instituted Quarterly Listening Sessions with the
operations staff, restaurant staff and management. They also measured performance and
publicized top performers. As a result of his leadership and improved focus, turnover dropped
to 97% (far better than industry average) and stayed there.
When he arrived, financial performance was acceptable but Mr. Hernandez in never
satisfied to simply maintain the status quo. To improve financial performance, he negotiated
lower costs with suppliers. He also developed a ranking system that recognized top and bottom
performers enabling him to publicize top performance while identifying and fixing units needing
help. He held quarterly meetings with all levels of management exchange ideas and to tap into
the synergy of the group as a whole. Productivity went up by 1%, gross margin 3% and profit
after controllable expenses 3.3%. Operating margin soared 49%.
Earlier
Mr. Hernandez gained experience in just about every functional area as he rose to senior
management positions in McDonald’s: Senior Manager, Operations, Field Service, Mexico City,
Mexico; Manager, Operations (McOpCo), Mexico City, Mexico; Manager, Field Service, Mexico
City, Mexico; Business Consultant, Field Service, Mexico City, Mexico.
Prior to joining McDonald’s, Mr. Hernandez served in Training Management and Store
Management positions with Kahan, a producer and retailer of sauces and other food products.

3. Jorge Hernandez – Page 3
Additional Information
Awards: McDonald's Presidents Award; McDonald's Circle of Excellence Award; McDonald's Team
Awards; Packaging Strategy & Restaurant Development; People / Turnover 2000 - McOpCo McDonald's
Way Award, 19997 Breakfast Launch, Mexico.
Additional Management Education: Thunderbird University, Garvin School of International
Management, Managerial Issues in the Global Enterprise; Covey Leadership Center, Principle Centered
Leadership; Facultad de Estudios Superiores Cuautitlan UNAM, Produccion y Tecnologia de Semillas;
McDonald’s, Business Writing.
Technical Training: McDonald's Courses: Basic Operations; Intermediate Operations, Applied
Equipment; , Advanced Operations; Area Supervisor; Business Consultant; Managing the Organization
Previous travel: Mexico, Puerto Rico, Costa Rica, Panama, Colombia, Venezuela, Peru, Ecuador,
Chile, Bolivia, Paraguay, Uruguay, Brazil, Argentina, Singapore, Malaysia
Community: Junior Achievement League of Chicago
Charitable: Ronald McDonald House Charities
Sports and Hobbies: Jogging, weights, golf, NCAA football, baseball, soccer