Lessons from the Life of a Legend: Late Mrs. Charis Onabowale (MD Mamacass Restaurants)

Before my foray into technology, I had a background in Hospitality. I graduated from the prestigious Yaba College of Technology as one of the top students in my cohort and was even awarded a federal government scholarship during my studies.

After graduation, I worked with Nigerian Breweries, ran my own business for a few years, and then returned to the corporate world. I have had the privilege of making a significant impact in every organization I've been part of.

In December 2009, I came across an advertisement for a restaurant manager position. I applied and was invited for an interview, where I met Mrs. Charis Onabowale. I vividly remember that sunny Monday, sitting across from her and the other panelists. She was a beautiful and elegant woman with a deep passion for food. After a series of questions, she asked if I would be interested in working in production. The company was operating a central production system to ensure uniform quality across multiple restaurants in Lagos. She mentioned that there was a challenge on the production floor and believed I had the skills to help. That was my first meeting with MD, as she was affectionately called. I also met my general manager then, who eventually recommended me to UAC restaurants Derrick Van Houten when he became MD of UAC restaurants. I met a lot of great people who have been part of my career journey so far from Mamacass.

MD was a strong advocate for necessary structures, quality, and efficiency. I had the privilege of working in various catering establishments across Nigeria, but Mamacass was unique. It was the only place where quality officers and production accountants were always present on the production floor.

On October 31, 2024, I heard of MD's passing. It left a void in me. She taught me almost everything I know about catering and laid the foundation for my Business Analysis skills.

Here are some of the invaluable lessons I learned from this remarkable woman:

1. No Gossiping: You do not gossip about any staff member to her. If you mentioned a staff member, she would call that staff member to her office while you were still there. What started as a gossip session often ended with five or more staff members involved, as she sought to get to the root of the issue. This approach significantly reduced the 'pull her down syndrome' within the organization.
2. Quality of Food: I recall my first trial by fire. It was a Sunday morning around 3 am when I received a call from the production floor. The store had issued dark soy sauce for fried rice instead of light soy sauce and wanted to know if they should proceed with it since the central store staff didn’t work night shifts. I thought the color would just be a bit darker, but the taste would be fine, so I told them to use it. When the product was ready, QC failed it for not meeting appearance specifications. Organoleptic tests were conducted for every batch of food, not just once a day. Needless to say, I received my first query on the job. If the teeth of the grinding machine were worn out and the moi moi beans were not as smooth as expected, it wouldn’t pass. Quality was paramount.
3. No Excuses for Dropping the Ball: There was no excuse for failing to meet expectations. If procurement, logistics, or sales didn’t perform their duties, as head of production, you were also held accountable. If sales projections weren’t in from one location, you chased them until they were submitted. If raw materials were unavailable at the close of work, you ensured there was an alternative. If maintenance hadn’t completed repairs, you found an alternative solution. Escalation was necessary when alternatives weren’t readily accessible. There was no excuse for dropping the ball.
4. No Micromanaging: MD never believed in micromanaging staff. Once you joined the team, she asked what you needed to excel. These tools were provided, and all she expected was progress reports at weekly management review meetings.
5. Costing: I thought I understood costing before joining Mamacass. I excelled in costing and financial management during school, assisted with departmental costing at Nigerian Breweries, managed costing for my business, and achieved a 25% food cost at a hotel prior to Mamacass. However, I gained a deeper understanding of how yield affected cost. A raw material with a 5% price difference doesn’t necessarily save money if yield analysis shows a 15% revenue loss. Production accountants calculated yield analysis as products were prepared, extending this practice to sales, ensuring revenue reconciliation.
6. Strategic Business Turnaround: When sales declined, instead of finding scapegoats, Mamacass conducted Root Cause Analysis (RCA). Every decline was met with WHYs until the root cause was identified. I applied this to production, achieving a significant turnaround, leading to my team and I receiving the first appreciation letter as a department in the organization’s 28-year history at the time. That was where my business analyst skills began: asking questions, improving processes, and achieving results.

There are many lessons I learned from her that will stay with me throughout my life. This is just a glimpse. As a leader, I don’t just want to lead—I want to make a difference. Fourteen years after leaving Mamacass Restaurants, her impact is still felt.

A legend indeed, she touched thousands of lives.

Adieu, Mrs. Charis Onabowale!