* Manage and maintain core course curriculum for of all levels of the brand: hourly Team Members, Managers, General Managers, Multi-Unit Leaders and beyond.* Manage and maintain implementation/training process for menu, campaign, and LTO programs, roughly 6-9 cycles/year.* Manage and maintain ongoing development courses for high performing managers, including content in our field-based leadership series.* Onboarded the brand to new LMS system, including managing vendor selection, RFP process, IT integrations, change management communications, and strategic roll-out to 1600+ locations in a 3 month period.* Partners and collaborates with franchisee counterparts in training and operations to analyze, align, and deliver content which speaks to the needs of both the brand, and the teams that are running it.* Serves as cross-functional leader on major brand initiatives primarily as an HR/L&D representative, all while sharing my operations perspective and providing context to our brand history.* Currently overhauling all levels of our core curriculum to address the needs of today's business, and opening the doors for the brand to embrace new technology.* Developing robust on-boarding, training, development, and promotion pipeline for both office team members and field operations team.* Rebuilding the brand's strategic growth team, including new restaurant openings and other growth initiatives.* Serves as an executive coach for Dine Brand's Team Member Resource Groups.* Faciliator of DEI workshops for Dine Brands and Applebee's.

• Consulted Franchise partners on on-boarding and ongoing development of team at all levels of the organization• Supported Pre-Opening process of New Restaurant Openings, including project manager support, organization, staffing, and pre-opening development.• Served as Subject Matter Expert on campaign training materials• Provided guidance on brand initiatives impact to Manager and Team Member Training Program• Acted as liaison to franchise training community on all brand programs and initiatives

Responsible for day to day facets of the business, I directed the alignment of performance standards for people, product, and fiscal results. I was a "fixer," and took over two restaurants in need. I did root cause analysis on people performance, food safety, brand adherence, facilities and overall financial results. For each, an action plan was created, executed and both restaurants saw marked improvement in sales, profitability, as well as improvement in our guest feedback/loyalty scores. Due to these improvements, and my leadership, the second restaurant and myself were both certified to train new managers for the company. I was responsible for executing the 10 week training program, providing feedback to the new manager, and communicating with my supervisor on a weekly basis with progress on the training. I also worked with the receiving restaurant to make sure that they had everything in place to support the continued development of the new manager once out of training.

As a Training Team Leader (TL,) I was responsible for the Dining Room training for 53 separate new restaurant openings. I oversaw the trainers scheduled for the project including coaching them on their performance and accuracy with corporate specs and standards. I also acted as the liaison between the training team and the restaurant operations team, communicating expectations for each day of training, and on-boarding them to the process. As a Training Team Leader, I was also responsible for training other TLs as they were promoted into the role. At this time, I also served as a restaurant Team Member when I was at my home store focused primarily on Bar operations and working as a shift supervisor.