Daniel Clark Email & Phone Number

Greater New York City Area

-Responsible for launching the United States Markets, starting with New York City, for one of Europe's finest Coliving Owner/ Operators-As first U.S. hire - Departments include: Asset Acquisition, Construction Management, User Experience, Property Management, Decoration/ Design, Administration of Local Legislation, Marketing, Finance, Accounting, Legal, IT and HR

Greater New York City Area

-Recruited and trained a team of 50 Dynamic Cleaners, Maintenance Technicians and Property Managers -Oversaw the sales funnel to grow the business to 80 reoccurring customers and $500k+ sales in first 6 months in operation with accounts spanning across New York and New Jersey-Developed tech-driven management structure to streamline processes around Marketing, HR, Operations, Business Development and Finance -Business now has a steady flow of annual revenue of $1MM.

New York, Los Angeles, San Francisco, Oakland, San Jose, Nashville

-Consulted cross functional teams that spanned 12 U.S. cities on logistics and operating model optimization within the context of Coliving and Short Term Home Rentals -Hired and replaced Executive Teams for New and Existing Markets-Advised on best practices foroptimal employment models-Wrote recruitment and operations playbooks to be used for existing and new markets

United States

• Manage U.S. P & L for Miami, Boston, New York, San Francisco, Los Angeles and The Hamptons Markets• Departments include Property Management/Maintenance, Housekeeping, Quality Assurance, Warehousing, Purchasing/Delivery, Office/Warehouse Real Estate, Facilities Management and IT• Oversee 5 FT reports responsible for 50 PT hourly employees and 30 operating partners • Sourced 7,400 sq.ft. office/warehouse space in Chelsea, Manhattan for 25% market value, resulted in $200k total savings from former lease over 2 year period, executed complex lease break with former landlord, managed all real estate transactions with Senior Leadership Team located across 3 countries, moved former 5,000 sq. ft. office/ warehouse, executed build-out of new warehouse space and conference room for under $12k collectively – saving the business $120k • Sourced 3,000 sq. ft. office space in Culver City, LA resulting in 45% cost reduction and $88k YOY savings, conducted move from former 4,500 sq. ft. office to new space, sourced new warehouse space in Down Town, LA and split the warehouse out from the office to create more efficiency for our logistics model • Sourced and negotiated deals with partner companies to ease operations and execute launches in Miami, San Francisco, Boston and The Hamptons

Greater New York City & Los Angeles

• Flew out to LA from NY when previous team of managers quit and quickly and effectively divided the NY team’s resources to cover both markets right before summer peak season in 2017• Transformed cleaning and logistics models for LA portfolio of 350 homes resulting in cost reduction of $300k year over year (YOY)• Increased guest and homeowner NPS to 85% from 60% after first 2 months in position • Created efficiencies around U.S. IT department resulting in $105k savings YOY

Greater New York City Area

• Overhauled all processes and systems associated with turning a portfolio of 550 NYC homes into luxury rentals, resulting in a cost reduction of $1.2M for the NYC market YOY (Largest lever was a reduction in cleaning cost by over 70% resulting in $530k YOY saving)• Drastically changed our linen procurement model – invested in our own stock, negotiated with new launderer to store linen on their premises and to ultimately save over $60k YOY• Increased guest and homeowner NPS to 85% for 6 consecutive quarters

Greater New York City Area

• Remedied the chronic seasonal agency-staffing problem for the NY field teams - maintained a healthy pool of applicants for our Maintenance, Cleaning and Delivery departments resulting in $180k savings YOY• Overhauled all training processes involved with home preparation - wrote new manual for onboarding processes for part time staff leading to retention of 80% for 4 consecutive quarters • Increased market cleaning scores to over 90% for the first time in company history, which continued for 6 consecutive quarters• Reevaluated every vendor and item purchased within the market for home preparation and centralized all procurement into a handful of primary vendors resulting in $70k YOY spend

Remote, Based Out Of Nyc.

Mobile payment application in Startup phase for RestaurantsBusiness model: a faster, more secure way for guests to pay - offers lower transaction fees than the major credit card companies, gathers SKU-level transactional data and enables a robust CRM and customer engagement platform for merchants • Oversaw a team of 10 Merchant Support Specialists that managed markets across California, Utah, Colorado, Washington, Texas, Nevada, New Jersey, New York, Florida and Pennsylvania• Planned and executed events in major markets to expand user acquisition

W New York - Union Square

• Opened new restaurant and bar in the ground floor of the W New York – Union Square• Hired and trained a staff of over 50• Maintained labor cost under 30%, food cost at 25% and beverage cost at 15% while producing weekly sales of over 100k through first 2 months open (restaurant and bar alone)

( Farm to Table Inspired- 120 Seat Restaurant and Bar)• Worked with ownership to execute staffing, menu development, food costing, bar program, vendor selection and health code procedures • Trained and hired all FOH staff and managed first 3 months of service

(60 Seat Restaurant and Bar)• Reassessed all vendors and helped the business lower food cost immediately• Provided systems for more efficient cash-out procedures, opening and closing duties, food and beverage ordering, and petty cash maintenancewww.doordinebk.com

(Pan Latin Fusion – 120 Seat Restaurant)• Negotiated partnership with Seamless Web that resulted in $1.2 million in sales during first year • Increased sales 25% in first year and 40% in second year • Created catering department that produced $500k in sales during first year• Implemented employee Rewards system to hold all FOH staff accountable by constantly tracking metrics such as tip %, sales #’s, attendance, sales of specials and merchandise, delivery and take-out orders executed • Decreased food cost from 35% to under 20% and beverage cost from 25% to under 10% • Oversaw all recruitment, training, and continued development for staff of 75 employees • Oversaw and managed schedules to ensure proper staffing to meet labor cost objectives• Coordinated the cleaning and maintenance of equipment, including the training of staff in proper food handling procedures – Resulted in an “A” grade on 2 annual health inspections • Established Bogota University, offering English classes and other professional development opportunities to staff members• Streamlined prix-fixe menu for contract parties, and managed over 300 in-house events

Buenos Aires, Argentina

• Created international menu with foundation in Mexican cuisine • Grew business from zero to more than 75 covers daily and an average $12k in weekly sales• Managed the purchasing of more than $10k in food, beverage and janitorial supplies per month• Prepared private dinners for up to 50 guests and organized events with live music for as many as 150 guests

• Managed beverage service for as many as 500 customers per day and oversaw $100k in weekly sales for oneof the most successful 3-floor “Super Bars” in Buenos Aires, Argentina• Selected daily music and booked live entertainment acts

Handled daily purchasing for 25 high volume food establishments spanning five states• Liaised with clients and worked to resolve fulfillment issues while analyzing usage to help clients reduce costs• Accounts included The Culinary Institute of New York, Bogota Latin Bistro of Brooklyn, SequoiaRestaurant of Washington DC, and Gallagher´s Steak House of Atlantic City, NJ