• Reduced labour costs by 4.7% through introducing streamlined processes to ensure that business closing time improved thereby reducing inefficient labour expenses• Overhauled restaurant online booking system and table reservation procedure maximising revenue ensuring all tables at maximum capacity increasing profitability by up to 18% at peak periods.• Responsible for the recruitment, training and ongoing development of all staff members focused on increasing sales, footfall and customer loyalty whilst introducing new procedures to reduce complaints and waiting times. • Accountable for rota's and shifts, focusing labour at peak periods maximising labour and budget efficiency, minimising unnecessary labour costs and ensuring compliance to targeted budget. • Controlled ordering of stock and equipment, focused on product sales to minimise wastage through over-ordering thereby minimising overheads and maximising available budget and profit margin.• Virtually from the onset of my employment I was the sole manager on shift and was frequently requested by other restaurant managers to provide cover in this capacity.

• Project managed the introduction of an adapted complaints procedure, reducing repeat complaints by more than 20% and ensuring complaints managed effectively at first contact. • Responsible for resolving customer disputes leading to the request of a manager and the negotiation of appropriate financial compensation and redress.• Development and training of 50 new and existing employees to increasing their profitability by 15% and reducing employee downtime by a minimum of 20 seconds per call.• Supervised 3 teams of 15 - 20 employees to ensure regulatory responsibilities and business needs were met.• Exceeded every sales, retention and regulatory target set for the motor insurance department, always within top 5% of 200+ people department responsible for customer retention and customer complaint resolution• Cultivated strong interpersonal relationships by forming an employee engagement group to liaise between 550 employees and 30 members of senior management to discuss areas of improvement regarding staff engagement and business processes, generating fresh processes and reducing wasted time and resources.

• Maximised sales revenue by evaluating customer spending habits in order to ensure adequate stock order to supplement demand yielding an increase in revenue of 10%.• Introduced a new initiative of a differing stock rotation method during peak periods, halving average customer waiting time from 8 minutes to 4. • Improved customer order system by replacing weekly customer orders with the tri weekly stock orders thereby reducing customer delivery time by a minimum of 3 days.

• Supervising of both kitchen or customer service department, the allocation of staff within that department and the administration of appropriate breaks.• Doubled the effectiveness of the kitchen department through rigorous training and supervision to ensure that all staff are capable of working in any area of the kitchen.