Responsible for ensuring the right tools and resources are available for the 9 restaurant operational systems and key initiative areas to increase the knowledge, skills, and expertise of our field operations staff so they are better equipped to consult to systems execution in the restaurants.Working with U.S. leadership on a certification process with field and home office staff in their subject matter expert area.Partnering with Learning & Development and HR to identify new staff capabilities needed for success in the Field First operating model and ensure training, development, and career pathing solutions are in place to address skill and execution gaps. Driving a performance-based culture within McDonald’s corporate office (MHQ) and field operations through the creation of systems, routines, and tools to shift attention from activities completed to elevating accountability to business results.

Led and coached the continuous improvement culture using the six sigma framework in U.S. Operations. Managed the approach with initiative leads for better decision making by leveraging data for continuous improvement• Lean Six Sigma certified in white, yellow, green and black belt• Partnered with the innovation team on reducing impact to service through efficiencies with simplification bundles and complexity initiatives (commissary, RFID and back room of the future)• Worked with drive-thru leads to reduce order end present end times by 20 seconds by identifying and testing solutions for deployment. This included procedures, equipment, technology, and digital enhancements• Led the drive-thru kaizen event which included a cross functional team of experts identifying improvements and solutions based on internal and external data

Manager of the Operations Solutions Group responsible for providing scalable operational consulting and a one-stop shop for restaurant solutions. Collaborates with senior leadership, staff, owner operators, and suppliers to define system-wide solutions to drive business results and the successful execution of plan priorities across 22 regions and more than 14,000 restaurants• Created the Bigger Bolder Vision 2020 (BBV2020) Maximization ‘help visit’ designed to help the owner operators with maximizing the deployment of the BBV2020 initiatives. This included the creation of the owner operator and regional playbooks, the Max resource guide and training all project management office (PMO) leads and regional field service teams• Managed the 2016 drive-thru alignment for the U.S. business with the goal to improve drive-thru customer VOICE. Improved results in all areas: overall satisfaction: 59.14 (+5.77%), accuracy 67.39% (+4.61%). drive-thru accuracy 64.65% (+3.7%). Improved 1-800 call results: reduced complaint issues by 14%, accuracy complaints dropped by 17% and accuracy improved by 19%• Created the drive-thru knowledge transfer workshop that was designed to improve foundational elements for improvements. This was deployed in 16 regions• Lead contact to provide education, collaboration and alignment with 7 regions and their 900 owner operators to gain their buy-in to reinvest in initiatives that drive guest counts and sales• Led the logistics, coordination and communications for the National Leadership Council (NLC) Service Team. Created the 2016 drive-thru plan, gained buy-in and introduced a test to deploy process with over 900 beta restaurants across the U.S.

Led the development and execution of key initiatives in the U.S. and provided support to improve operations for more than 4,400 restaurants across 8 regions in the west division.• Beverage & value lead – created coffee and value materials for national deployment. This resulted in a 15% lift in coffee sales and value offerings exceeding high level expectations. Led the national deployment of the double wall hot cups• Service Lead – led national deployment of all service foundational elements • Core menu & Limited Time Offers lead – managed the core menu with U.S. leadership and created all Limited Time Offer training materials for national deployment • Implemented a “gold standard execution” process in the west division which reduced customer complaints by 15%

Provided leadership and direction to over 160 restaurants representing 30 Owner Operators in the Richmond and Washington DC markets. These restaurants lead the region in comp sales, guest counts, owner operator profitability and operational improvements. • All owner/operators were ‘eligible for growth’• Developed several consultants into the position of field operations manager

Responsible for creating cross functional teams within the Baltimore-Washington region to build growth capacity, improve results and owner operator and supplier relationships.• Major Remodel Development Lead – focused on improving the engagement, education, communications and execution throughout the region. Results included 60% owner operator participation (up from 6%), 110 restaurants completed and 100 more in the pipeline. Sales lifts results were above market of over 5.6%. Multiple order points locations improved by 40% • Regional Hours of Operations Lead – resulted in 53% of traditional restaurants on 24/7 generating a 20% increase in sales and an additional $1.9M of regional operating income • Vendor Improvement Team – Owner operator led team with vendor support created to improve overall satisfaction with services and profitability. This resulted in improved relationships and satisfaction within the three-legged stool (company, owner operator and supplier) and many of the vendors eliminating overtime charges resulting in improved external customer satisfaction and profits.

Advisor to 28 owner/operators and over 150 restaurants in the Washington DC, Baltimore and Eastern Shore markets • All owner operators status was ‘eligible for growth’• Achieved year over year increases in comp sales, guest counts, cash flow and operational improvements

Managed a department of eight training consultants. Developed 5 consultants to field service consultant and 2 to training managers. Implemented and deployed all critical operations and technology initiatives region wide. Recognized as the top training teams in the U.S with the Training Excellence Award (2007)

Responsible for the operations, training, development, and implementation of key initiative for all company owned restaurants in the Virginia, Maryland and DC markets. Increased sales by 5.6% trailing twelve months (TTM) and improved Profit after control (PAC) TTM by 3%.

Consulted to 8 owner/operators in the western fringe of the Washington DC region. All 8 owner/operators were ‘eligible for growth’ resulting in the patch growing from 26 to 46 restaurants.

Responsible for patch of 6 restaurants in the Washington metropolitan area

General Manager for several high volume restaurants in the Washington DC region (Van Dorn, Sterling, Reston and Vienna).