Ampler Development Director of Construction & Development – Cincinnati, OHResponsible for the overall growth and development of the Ampler Restaurant brands throughout the Midwest and East coast. Currently direct four team members and growing staff throughout the US.• Site selection and new site development responsibilities for 20 new stores and 30 remodels annually. $60MM+ in annualized budget management. Responsibilities include market analysis and DMA strategy. Lease and contract negotiations, AOR & Engineer oversight, due diligence, permitting, bidding and construction to ensure projects are delivered on time and on budget to meet the company objectives. • Developed new business partners such as GC’s, architects, engineers, testing agencies etc. in new key markets that ampler has not previously developed in. • Provided direction to a relatively new company with limited resources to set up key process for construction manuals, overall construction process requirements, financial reporting, new budget templates and standardized tracking and reporting regarding schedules, timelines and quarterly openings.

Manage a team of Construction Project Managers and Construction Representatives for the MidAmerican region of Starbucks Coffee. MidAmerica is the largest US region in geography for Starbucks US Development. Contributions include 55 new store openings per year, 3-5 relocations, 50 Major innovations and 50 Minor renovations annually. Direct oversight of AOP budgeting and reporting, budget review and approval, partner development. Responsible for all aspects of meeting company development objectives and financial obligations. Managerial duties to design and implement processes to launch new company offerings and equipment.

KEY ACCOMPLISHMENTS - Taco Bell of America, LLC• Promoted to Senior Manager of Construction in 2016. Responsibilities included overall development obligations of all US Company owned locations and the completion of the development pipeline which consists of 50 new (65MM), scrapes and off-sets (11MM) and 90 remodel projects (31MM). These objectives are achieved by the oversight of eight Construction Manager's and five Construction Coordinators positioned throughout the US. • Complete oversight of the first Taco Bell Container store for SXSW. Responsible for all new transformational design projects and Presidents Special projects. • Promoted to Manager, Construction in November of 2014 and given managerial responibilites for a team of Construction Managers and all company Construction Cooridnators.•Roles and responibilities include 3rd party management, process and workflow as well as oversight of a new Project Management software platform to implement cross functionally over departments.Continued oversight of new store build out and remodels as well as implementation of a new punch list software model and Microsoft Pro implementation for all field personnel. • Completed new store development and existing store remodels and renovations for Taco Bell / Yum Brands. Responsible for managing all aspects of the due-diligence phase through completion of project.• Completed YUM Brands Leadership Excel college for future executives of the company as well as aligned with a senior leadership executive for the past year to mentor my leadership development.• Developed new processes to streamline the projects through the development life cycle. Simple initiatives helped in the flow of the project as well as effectively increased the communication effort.

KEY ACCOMPLISHMENTS – Rent-A-Center, Inc.• Hired and trained a staff of eight in-house Construction Managers to complete a major US retail rollout of 3000+ stores which required remodeling to implement the new corporate image to the entire fleet over five years. Relocated 8%-10% of existing stores and open an average of fifty (50) new locations per year.• Successfully designed and launched the new project management platform in partnering with Expesite for mutli-departmental use and tracking. The system reports to Senior Leadership as well as the entire company including outside support with real-time information regarding all projects in the system, lease information, construction schedules and financial information.• Developed all departmental policies and procedures. Created and implemented the training program for new hire Construction Managers as well as motivated and led staff; performance appraisals and preparation of annual department capital and staff budgets. • Partnered with financial analysts to provide quantitative information and projections that allowed the reduction of cost savings opportunities on an on-going basis. The collaboration also allowed us to compare budgeting versus bidding versus actuals against Proforma, ROI and IRR.

KEY ACCOMPLISHMENTS – Starbucks Coffee Company.• Responsibilities include overall site development management for corporate owned land acquisition and tenant improvement locations. Successfully completed an average of twenty five ground up projects per fiscal year. Workload also consisted of mall build out locations, end caps. • Completed an average of twelve capital projects for existing store renovations. Developed detailed scopes of work and schedules to minimalize impact to individual store sales. • Selected by Senior Management to roll out and manage multiple new initiatives. • Led a team of peers to value engineer cost initiatives for all new store locations to reduce overall project development costs by 4%.

KEY ACCOMPLISHMENTS – Ruby Tuesday, Inc.• Provided construction management and real estate services for corporate and franchise locations within an eleven state region. Completed an average of twenty (20) new ground up locations per year and remodeled or expanded three (3) to five (5) existing locations per year.• Developed new procedures within the department to include: vendor release and scheduling forms, design bulletin procedures, paperless bid procedures and helped develop project management software to track both pipeline and construction related milestones.• Managed multiple architectural and engineering firms, on site soil/environmental investigations, attorneys, general and sub-contractors, FF&E vendors, sign companies and an internal staff of six professionals.• Directed twenty two brokers in securing property that met company objectives for return on investment while minimizing risk. Responsible for comprehensive market development plans.