DENISMIRONOV
Selected evidence
The full path—from the operating floor to CEO.
Fourteen stages in reverse chronological order. Parallel projects are marked explicitly. Open any project for the complete story, personal scope and reported outcomes.Oct 2025 — presentProject launch lead · Business & digital product builderThe Voice Karaoke & Lounge
A 380 m² entertainment venue on Koh Samui built from an investment idea into an operating business with four acoustically isolated spaces, professional concert sound and a proprietary digital guest journey.
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The Voice Karaoke & Lounge
A 380 m² entertainment venue on Koh Samui built from an investment idea into an operating business with four acoustically isolated spaces, professional concert sound and a proprietary digital guest journey.
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I started working on The Voice in October 2025, when it was still an idea rather than an operating venue. I led investor preparation, concept development, the financial model, commercial-property search, contractor selection and the complete path from construction to opening. I do not disclose the partnership structure or investment budget.
My scope covered design, acoustic engineering, professional concert equipment, licences, procurement, menu, recruitment, training, SOP, finance, marketing and commercial launch. I also designed the digital product: smart-table and phone ordering, song queue, table-to-table interaction, loyalty, ReMarket CRM, analytics and the Karina AI assistant. We opened on 30 June after seven months of delivery following location selection.
What I personally led
- Investor preparation, concept, financial model and commercial-property search
- Contractors, construction, design, sound, equipment, licensing, team, menu and pre-opening
- SOP, finance, marketing, CRM and loyalty architecture
- Smart-table application, mobile web ordering, API integrations, analytics and Karina AI
Outcome
- Opened after a seven-month delivery period following location selection
- Approximately 30 employees and reported average spend of ฿1,700 per guest
- Google rating 5.0; guest volume and average spend reported as growing
Apr 2023 — Nov 2025Launch lead → co-owner → operating directorKAIF Spa & Sauna
A difficult site was converted into a recognised wellness product, then commercially rebuilt through renovation, stronger service, international audience development and cost control.
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KAIF Spa & Sauna
A difficult site was converted into a recognised wellness product, then commercially rebuilt through renovation, stronger service, international audience development and cost control.
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I started work on KAIF in April 2023. After the first investor changed plans, I helped secure another investor while we had already found the location and begun renovation, concept work, contractor control and recruitment. We opened in July 2023. I initially launched the project as an employee and bought an ownership stake about a year later.
As co-owner and operating director, I rebuilt the saunas and pool filtration, replaced equipment, improved the kitchen and service, expanded the international audience and optimised costs. We closed the business in November 2025 because the original lease structure did not secure an extension, and sold the assets to the hotel’s new owners. I am now preparing KAIF 2.0 with a new location, a more precise financial model and a Thai partner; the final concept is still under development.
What I personally led
- Investor search, location, concept, renovation, contractors and team launch
- Full operating management after acquiring an ownership stake
- Rebuild of saunas, pool filtration, equipment, kitchen and service standards
- Pricing, cost optimisation, marketing and guest-return system
Outcome
- Average spend reported from ฿600 to ฿1,200
- Google rating reported from 4.7 to 4.9; repeat guests about 40%
- Approximately 20 employees; reported annual ROI of 12%
- Closed in November 2025 after the lease was not extended; assets were sold rather than the concept failing
Sep 2023 — May 2024CEO · Group structure and growthCocoon Family Group
Joined when Cocoon Viewpoint was a compact 60-seat restaurant and built the management structure for a multi-direction hospitality group while leading major venue and product changes.
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Cocoon Family Group
Joined when Cocoon Viewpoint was a compact 60-seat restaurant and built the management structure for a multi-direction hospitality group while leading major venue and product changes.
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Cocoon owner Arseniy recruited me while I was working at Natasha Karaoke. I joined on 1 September 2023, when Cocoon Viewpoint was a compact restaurant of about 60 seats. I first translated the owner’s development vision into a group structure, specialist roles, training and management controls.
I led the new terrace and sunset-side development, additional seating and photo zones, kitchen and storage expansion, bar relocation, service training and cost optimisation. My wider scope covered six directions: Cocoon Viewpoint, two retail shops, a cultivation operation, Street Food University and the Catch gastro-theatre concept. I left in May 2024 to focus on my ownership stake in KAIF, and I value the experience of working with Arseniy.
What I personally led
- Organisation structure, specialised hiring, management rhythm and staff training
- Terrace and sunset-side expansion, kitchen, bar, storage, service and photo zones
- Management of restaurant, retail, cultivation operation and new launches
- Street Food University and the Catch 11-course gastro-theatre concept
Outcome
- Reported monthly restaurant revenue from ฿3M to ฿9M
- Reported profitability 42%, average spend +56% and guest count ×3
- Six business directions and a team of approximately 60
Sep 2023 — Jan 2024 · parallel projectOperations DirectorGrand Cafe Samui
A parallel opening assignment taken over during construction and delivered through concept development to operating-team handover.
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Grand Cafe Samui
A parallel opening assignment taken over during construction and delivered through concept development to operating-team handover.
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I led Grand Cafe as a parallel assignment during my Cocoon period. I joined while construction was under way as Operations Director and converted the physical build into a three-floor operating concept: restaurant service on the first two floors, an evening lounge on the third and future rooftop events.
I coordinated concept development, furniture and equipment sourcing from China, décor, bar equipment, chef search, menu development and pre-opening. We opened Grand Cafe in December 2023, and I transferred it to the permanent management team in January 2024.
What I personally led
- Concept and three-floor operating model
- Furniture, equipment and décor sourcing from China
- Bar setup, chef search, menu and launch preparation
- Opening in December 2023 and management handover in January 2024
Outcome
- Two restaurant floors, a third-floor evening lounge and planned rooftop events
- Project opened and transferred to the operating team
Feb — Aug 2023General Manager · Pre-opening and operationsNatasha Karaoke & Friends of Friends
The first Thailand assignment: two complementary concepts in one building, created from an idea and opened within two months of arrival on Koh Samui.
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Natasha Karaoke & Friends of Friends
The first Thailand assignment: two complementary concepts in one building, created from an idea and opened within two months of arrival on Koh Samui.
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I was invited while living in Russia to relocate to Koh Samui and launch a new project. I arrived on 1 February 2023 and worked with the person who hired me to turn two ideas in one building into Friends of Friends for breakfasts and coffee, and Natasha as an evening lounge restaurant and karaoke.
I handled the property, designers, builders, furniture and purchasing, bar and kitchen recipe cards, chef search, recruitment and training. During launch I also worked personally at the sound desk, behind the bar and in other operating roles, while covering finance, accounting and part of marketing. We brought both concepts into operation by the end of March. I left in August 2023; the venue later continued without me and was sold in May 2025.
What I personally led
- Property, concept, designers, builders, furniture and purchasing
- Bar and kitchen recipe cards, chef search, team and training
- Finance, accounting, sound engineering, bar operations and launch support
- Morning breakfast-and-coffee café plus evening lounge-karaoke restaurant
Outcome
- Opened at the end of March 2023 after work began on 1 February
- Google rating was 4.9 during my management period
- I left in August 2023; the venue continued without me and was sold in May 2025
Oct 2022 — Jan 2023Project & Operations DirectorXXXX Bar · Razyezzhaya 12
Project assignment to relaunch a Saint Petersburg venue of a long-running bar brand after the pandemic, then install a manager and hand over a working operation.
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XXXX Bar · Razyezzhaya 12
Project assignment to relaunch a Saint Petersburg venue of a long-running bar brand after the pandemic, then install a manager and hand over a working operation.
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I joined the post-pandemic relaunch as Project and Operations Director after the premises and renovation were already complete. My time-limited task was to recruit a team, teach the long-running XXXX concept, build the bar list and menu with functional leaders, open the venue, install a manager and hand over a stable operation.
We opened the bar in November 2022. I then managed suppliers, costs and brand partnerships for two months. The most visible commercial partnership was a reported ₽1 million Husky Vodka promotion. I completed the three-month mandate in January 2023, immediately before relocating to Thailand.
What I personally led
- Team recruitment and concept training
- Bar list and menu with the bar manager and chef
- Supplier agreements, promotional partnerships and cost control
- Opening in November followed by two months of operating management
Outcome
- Reported party-night turnover of ₽250K–₽400K, two to three times weekly
- Secured a ₽1M Husky Vodka promotional partnership
- Completed the three-month launch-and-handover mandate
Aug 2021 — Oct 2022Banquet sales → Deputy General Director for DevelopmentBULVAR Restaurant Complex
Rapid promotion after three months into a development role covering banquet sales, management systems, local demand generation and loyalty.
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BULVAR Restaurant Complex
Rapid promotion after three months into a development role covering banquet sales, management systems, local demand generation and loyalty.
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I joined BULVAR in August 2021 in banquet sales and was promoted within three months to Deputy General Director for Development. The complex had three banquet halls plus a two-floor main restaurant, and my mandate was to improve hall utilisation and build a repeatable commercial system.
I created the sales funnel, recruited and organised banquet managers, wrote job instructions and developed business lunches, cross-marketing, neighbourhood promotion and sponsorships. I also led ReMarket CRM and the loyalty programme: cashback, every sixth lunch free and a coffee subscription, alongside work on a proprietary application specification. I moved to the XXXX launch project in October 2022.
What I personally led
- Built the banquet-sales funnel, team, roles and operating instructions
- Business lunches, local promotion, cross-marketing and community partnerships
- ReMarket CRM, cashback loyalty, sixth-lunch reward and coffee subscription
- Product specification and coordination of the venue’s own application
Outcome
- Higher daytime demand and a repeat-visit system across a long-running restaurant complex
- Management team, standards and operating-cost improvements delivered
Mar 2019 — Aug 2021Territorial Banquet ManagerTokyo City Group · Bakhroma · Cristal · Villa Verde
Growth from hostess in a 750-seat destination restaurant to a central-office territorial role serving mass-market, premium, confectionery and resort venues.
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Tokyo City Group · Bakhroma · Cristal · Villa Verde
Growth from hostess in a 750-seat destination restaurant to a central-office territorial role serving mass-market, premium, confectionery and resort venues.
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I started as a hostess at the 750-seat Bakhroma destination restaurant, joined the Cristal opening team and progressed to senior hostess and banquet manager. I trained new employees, structured the guest welcome and seating flow, sold VIP rooms and produced events, including a 250-person Builder’s Day programme.
During pandemic restrictions I moved into the group call centre supporting 53 restaurants and 23 delivery kitchens. After restaurants reopened, I became a territorial banquet manager in the central office, covering Tokyo City, Bakhroma, Cristal, Villa Verde, confectioneries, Captain Morgan and off-site events. My work included weddings, corporate events, conferences, chefs, legal entities, menus, payments and on-site delivery.
What I personally led
- Guest-flow standards, hostess training and VIP-room banquet sales
- Full production of events, including a 250-person Builder’s Day
- Pandemic call-centre work across 53 restaurants and 23 delivery kitchens
- Territorial sales and event delivery for Tokyo City, Bakhroma, Cristal, Villa Verde and Captain Morgan
Outcome
- Events up to ₽1M
- Participated in a record day of 12,500 delivery orders
- Experience across weddings, corporate events, conferences and legal-entity clients
Sep 2018 — Mar 2019Consultant · Commercial improvementIndependent HoReCa Consulting
Short, outcome-focused engagements lasting from two weeks to six months across four venues in Arkhangelsk, Sochi and Saint Petersburg.
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Independent HoReCa Consulting
Short, outcome-focused engagements lasting from two weeks to six months across four venues in Arkhangelsk, Sochi and Saint Petersburg.
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Between September 2018 and March 2019 I completed four assignments lasting from two weeks to six months. In Sochi I developed the bar and dessert menus for Malina and the Park Coffee outlets at Sochi Park Hotel. In Arkhangelsk I analysed Salt Pepper, reduced costs and developed shopping-centre promotion.
In Saint Petersburg I developed the Deer Sweater concept near Kazan Cathedral, including the ‘wear a deer sweater’ offer and extra window seating, and worked on Po Chesnoku’s fixed-price model. My compensation included a share of profit from improvements, which continued for two years.
What I personally led
- Malina / Sochi Park Hotel: bar, desserts and Park Coffee outlets
- Salt Pepper, Arkhangelsk: business analysis, cost reduction and mall marketing
- Deer Sweater: concept promotion and high-visibility window seating near Kazan Cathedral
- Po Chesnoku: fixed-price concept and post-pandemic commercial reset
Outcome
- Commercial improvements tied to a profit-share arrangement
- Profit participation continued for two years after the assignments
Feb — Sep 2018Head of Control & AuditObed Buffet Group
Led asset and inventory control for a holding that included city canteens and pharmacies after military service.
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Obed Buffet Group
Led asset and inventory control for a holding that included city canteens and pharmacies after military service.
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After military service I joined the Arkhangelsk holding as Head of Control and Audit. The group included city canteens and pharmacies. My three-person team carried out nightly inventories five days a week, recorded assets and stock, reconciled results with 1C and reported material discrepancies to regional management.
We also prepared assets, supplies and household goods for new openings. I left in September 2018 when I moved to Saint Petersburg.
What I personally led
- Three-person control team and five nightly inventories per week
- Inventory records, 1C reconciliation and discrepancy reporting
- Asset, supplies and household-goods preparation for new openings
- Escalation of material irregularities to regional management
Outcome
- Built disciplined inventory visibility across multiple operating sites
- Left after relocating from Arkhangelsk to Saint Petersburg
Dec 2016 — Dec 2017Private → Junior Sergeant · Headquarters supportMilitary Service · Murmansk
Service in a confidential unit; operational details remain private. The experience strengthened discipline, documentation quality and execution under fixed deadlines.
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Military Service · Murmansk
Service in a confidential unit; operational details remain private. The experience strengthened discipline, documentation quality and execution under fixed deadlines.
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I entered service as a private and left as a junior sergeant. Because the unit was confidential, I do not publish operational details. I served in several duties, including company duty, and was later transferred to headquarters as an assistant supporting a colonel.
My work centred on operational tasks and documentation. I received commendations and two periods of leave for timely, high-quality execution. This year became the foundation of my discipline, respect for rules and ability to organise time.
What I personally led
- Company-duty responsibilities and later headquarters work
- Operational documentation and administrative support to unit leadership
- Time management, rules, precision and responsibility
Outcome
- Promoted to junior sergeant
- Received formal commendations and two periods of leave for service quality
Dec 2014 — Dec 2016Management trainee → Deputy Restaurant DirectorMcDonald’s Franchise Operations
Completed the intensive 160-day management programme and joined the opening team for one of the first franchised McDonald’s airport restaurants in Russia.
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McDonald’s Franchise Operations
Completed the intensive 160-day management programme and joined the opening team for one of the first franchised McDonald’s airport restaurants in Russia.
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McDonald’s recruited me during the 2014 downturn into a 160-day management programme designed to prepare a deputy restaurant director. I completed the operational certifications and joined the opening of an airside Pulkovo restaurant—one of the first franchise locations working under intensive head-office control.
I covered staffing, schedules, product flow, finance, training and operating standards. I was later selected to lead preparation for another airport opening, including construction, contractors and personnel. The final launch was handed to another director when I was called to military service in December 2016.
What I personally led
- Full operating certification across people, product, finance and schedules
- Opening of the Pulkovo airside restaurant under head-office audit
- Manager development and strict franchise-standard control
- Selected to lead the Domodedovo opening: construction, contractors, staffing and readiness
Outcome
- Certifications completed at a high level
- Pulkovo opened under intensive head-office control
- Domodedovo was prepared for opening before military service interrupted the final stage
Oct 2013 — Nov 2014Crew member → First Deputy / Acting Restaurant DirectorBurger King · Nevsky Prospect 18
A fast student-career progression from universal restaurant employee to acting leader of a flagship central Saint Petersburg restaurant.
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Burger King · Nevsky Prospect 18
A fast student-career progression from universal restaurant employee to acting leader of a flagship central Saint Petersburg restaurant.
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I joined as a university student and universal restaurant employee, working both counter and kitchen. I progressed through management to First Deputy and Acting Restaurant Director at Nevsky Prospect 18, presenting the quarterly business review directly to the regional director.
I built a tablet-based manager system combining email, dashboards, electronic documents and checklists so managers stayed on the floor. I also created local university lunch marketing. Operations leadership recognised the workflow and rolled it out to other restaurants. My employment ended during the 2014 reduction programme, after which I moved to McDonald’s.
What I personally led
- P&L, team, operations and local university lunch marketing
- Quarterly business review presented to the regional director
- Tablet-based email, dashboards, electronic documents and manager checklists
- Redesigned the manager workflow to keep leadership on the floor
Outcome
- Restaurant reported second in revenue after the Peter and Paul Fortress location
- Management workflow was recognised by operations leadership and adopted elsewhere
Apr 2010 — Sep 2013WaiterBlin House · Arkhangelsk
The starting point of the career while studying: frontline service in a local restaurant chain.
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Blin House · Arkhangelsk
The starting point of the career while studying: frontline service in a local restaurant chain.
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I began my first HoReCa role in April 2010 while I was still studying. Working as a waiter in an Arkhangelsk chain gave me the basic disciplines of guest contact, service standards, shift work and responsibility.
I include this frontline period because my later management decisions are built on direct knowledge of what employees and guests experience in a restaurant every day.
What I personally led
- Guest service, restaurant standards and daily operating discipline
- Combining work with school and university responsibilities
Outcome
- Built the frontline foundation later used in management and launches
Career dates, roles, responsibilities and commercial outcomes are based on Denis Mironov’s account and résumé. They are not presented as independently audited data. Public venue and review links for the three flagship cases are available on the home page.