Daniel Kraus Email & Phone Number

Bellevue, Washington, Us

At Spur Reply we are the industry leaders in go-to-market strategy and execution, guiding businesses along their route to market while spurring organizational growth and transformation. We partner close with our clients to transform their business by aligning their culture, values, and people to achieve the best results. Solutions are tailored to you, whether your problem is large or small, in one area of business or across the entire organization. We help organizations design, build, and scale effective partner programs.► Business Operations: Drove strategic planning on critical initiatives, offering visibility into potential risks and issues. Provided data-driven solutions within a reformed organizational structure to address clients' challenges►Strategic Assessment & Gap Analysis: Conducted in-depth analysis across internal processes and stakeholders, leveraging expertise and industry best practices to inform optimization efforts► Program Strategy Design: Provided comprehensive design recommendations to transform overall program strategy in line with corporate vision and priorities, ensuring mutual growth for clients and partners within the market► PRM Design & Implementation: Led the design and implementation of PRM systems to enhance client engagement and foster strategic partnerships. Offered strategic advisory on best practices aligned with corporate objectives► Program and Project Management: Facilitated business execution for transformational efforts aligned with company objectives. Developed processes and business rhythms to enable effective execution with key stakeholders and cross-functional teams► Internal IP Development: Conducted comprehensive reviews to develop an internal resource repository, leveraging innovative frameworks to support business development efforts► Mentorship: Provided guidance to consultants navigating complex problems and situations, serving as a resource for both new and existing team members

Charlotte, North Carolina, Us

I oversaw 12K daily transactions in Eurest USA for Amazon’s 60K employees through 49 food service units in Seattle HQ. ► MY TEAM AND I CONTRIBUTED STRATEGY TO TRANSITIONING OUR DIVISION from a subsidized to a P&L account and secured an extended contract from our client, Amazon.► OUR TEAM LAUNCHED A PROPRIETARY MOBILE APPLICATION for ordering, pick-up, and payment. We also scaled innovation through the Amazon properties across the country.► DESPITE THE GLOBAL COVID-19 PANDEMIC, in 2019 and 2020 we produced 10 RFPs and were awarded 4 new Amazon projects in Arlington, VA (HQ2), Nashville (HQ3), Denver, and Los Angeles with my financial and operational support. ► DURING THE COVID SHUTDOWN, I LED THE CLOSURE OF ALL 35 UNITS in March 2020, and in only a few weeks, we reopened 9 locations, 10 by November 2020.► I REDEPLOYED 50 TEAM MEMBERS AS VOLUNTEERS who provided 158,000 hot meals and prepared vegetables for the local hungry. The remaining staff volunteered within their local communities and ran the essential business locations for Amazon. ►IN OCTOBER 2020, WE WERE FORCED TO REDUCE OUR STAFF from 225 to 115, continuing all business and volunteer efforts as before.► I ORGANIZED AND LED OUR ENTIRE POST-PANDEMIC REOPENING of 27 existing units between April and June 2021. We also opened 6 new units in Seattle and 1 in Los Angeles during Q1 and Q2 2021, with openings projected in Q3 and Q4 that will bring our total units to 49. 6 more units opened in July 2021 and began to hire more than our previous 225 staff.► HAVING PROPELLED COMPASS TO A GLOBAL ACCOUNT, my contributions helped negotiating a short-term contract and a multi-year deal with Amazon.

Kirkland, Wa, Us

Featuring panoramic views of Elliot Bay & housed in Seattle’s only waterfront hotel, Six Seven offers distinct seasonal cuisine with local ingredients, regional seafood, & an extensive wine list. Seating totals 330 in the dining room and patio, private dining space, bar, lobby & lounge areas. Annual sales of $8.2M on total F&B operations with a team of 100 serving as many as 1,000 daily. Banquet space of 10K+ square feet brings in additional $5M in sales annually.OPEN TABLE 2018 DINER’S CHOICE AWARD2018 USA TODAY 10 BESTTRIPEXPERTS 2018 EXPERTS CHOICE AWARDHIRED TO TRANSFORM CULTURE AND PERFORMANCE by controlling team and costs while bringing revenue in line with property potential. Showcased the management team with sleeves up, supporting & guiding staff. Restructured the host team to focus on hospitality. Modeled & required positive, kind behavior. Solved union staff instability, solidified team collaboration. Increased staff accountability & improved tableside relationships along with upsell opportunities. PERFORMANCE METRICS: Achieved significant YoY growth on $8.2M F&B outlets revenue & 13.2M total property F&B YoY by improving sales, social media scores, & guest experience. Profitability of 25.12% beat budget of 24.71%, increase of 6.5% over prior year. Oversaw & planned entire annual F&B budget.► RATED No.1 FOR 2018 ONLINE REVIEW SCORING AMONG NOBLE HOUSE HOTELS & RESORTS, maximized guest capture rate, catapulting dinner revenue $160K over budget & $240K over prior year through proper management & systems, improved training & staffing models, launching full dinner in lobby & lounge.► CUT LWB COST from 22.7% to 20.19% YTD by repricing after an LWB inventory analysis of cost/price, teaching management team purchasing, and placing proper training materials with detailed recipes & pours behind bar. ► STREAMLINED PROCESSES by assigning management responsibilities, paring vendors, and fine tuning training program.

Denver, Co, Us

Designed with a modern eye for comfort & good times, the restaurant averages $3.4M annual sales on a team of 60 & seating capacity of 180 serving up to 800 guests daily in Denver’s Theatre District. The banquet space of 30K square feet generates $7M in sales annually on a team of 30. The on-site Starbucks brings in an additional $620K annually.2015 & 2016 WINNER: OPEN TABLE DINERS CHOICE2015 TRIPADVISOR CERTIFICATE OF EXCELLENCE~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~► BROUGHT ON BOARD TO DEVELOP MANAGEMENT TEAM: Improved efficiency & accountability by implementing full systems & structure, introducing management systems & guidelines. Developed leadership, realigned culture toward guests, & improved performance by training managers & key staff on financial accountability, guest interaction, staff management, HR, SOPs, & inventory control. PERFORMANCE METRICS: In 2016, topped $10.4M Sales Milestone with 15% increase, EcoSure of 94%, and Secret Shopper score of 92%. Project 2017 banquet sales hike of $1M YoY, received best-ever restaurant Shopper Score of 99% & highest restaurant online media scores after launching new training program.► CONTROLLED COSTS & BUDGET with average of 43% - 49% bottom line flow-through for entire F&B operation.► PROMOTED TO ASSISTANT GENERAL MANAGER (AGM) OF FOOD & BEVERAGE from Senior Restaurant Manager in February 2017, having functioned as AGM for most of 2016, taking on all financial forecasting, budgeting, labor, revenue, & expenses. Invited to join Executive Committee of Curtis Hotel.► ENTRUSTED AS INTERIM GENERAL MANAGER (GM) for 90 days at restaurant, 30 days at California property, and 10 days at Pittsburg property, resulting in higher Secret Shopper and social media scores, stability & accountability of management team, & improved guest experience. ► OPENED RESTAURANT TO $30K WEEKEND WITHOUT MARKETING after assisting with 6-week renovation.

Ale House at Amato’s is located in the up-and-coming Lower Highlands area of Denver. Featuring extensive craft beer and casual dining menus and an expansive rooftop patio view of the Denver skyline, the facility generates $6M annually on a seating capacity of 450 and a team of 80 service and management employees. The location was named 2014 Open Table Diner’s Choice Winner.► LAUNCHED INNOVATIVE AND POPULAR HAPPY HOUR PROMOTION, turning around a history of declining sales. Introduced small plates and high end cocktails; partnered with a local charitable organization on a $1-per-cocktail donation.► STREAMLINED INVENTORY MANAGEMENT: Reduced inventory by 25% from $80K to $60K with no loss of availability. Created promotions to move stock and engage staff in strategic objectives.► TRANSFORMED STAFF FROM INDIVIDUAL WORKERS TO A COHESIVE TEAM: Launched training programs targeting individual and team accountabilities at staff and management levels; revised SOPs to reflect ownership of roles; engaged staff in active ownership of roles and guest service excellence.► IMPROVED OVERALL STAFF COMPETENCY with improved candidate selection and training standards to ensure a full complement of skills addressing all functional areas. Trained four key hourlies expressing interest in the role.► REDUCED LABOR COSTS WITH REVAMPED SCHEDULING: New scheduling program incorporated staggered scheduling based on volume forecasting in line with budgets and financial objectives.► CREATED ENTICING, POPULAR, AND COST EFFECTIVE MENU CHOICES: Partnered with the executive chef on menu engineering and new menu rollouts.

Phoenix, Az, Us

True Food Kitchen is a Fox Restaurant Concept establishment serving an affluent niche market with a wellness-focused, globally inspired cuisine. The Denver location generates over $7M in annual sales on a team of 160 and a seating capacity of 264 serving up to 2,000 guests daily in Denver’s trendy Cherry Creek North district. The location was named one of Denver’s Top 10 new restaurants of 2012.RECRUITED AND PROMOTED: Recruited as AGM to the Scottsdale location to be groomed for the GM role. Plans changed, and in August 2014 I was recruited as GM for the Denver location. ► General Manager; Denver, Colorado: August 2014 – Dec 2014 ► Assistant General Manager; Scottsdale, Arizona: May 2014 – August 2014SCOTTSDALE CHALLENGE: Beverage program over budget; multiple management transitions.~~~~~~~~~~~~~~~~~~~~~~~► TURNED AROUND BEVERAGE PROGRAM, negotiating with vendors for a financial advantage, reduced inventory, and revamped order guides, price structures, and inventory management.► LEADERSHIP DEVELOPMENT: Trained managers and key staff on financials, guest interaction, personnel management, HR practices, SOPs, and inventory control.DENVER CHALLENGE: Improve sales, staff retention, and operations.~~~~~~~~~~~~~~~~~~~► STREAMLINED PROCESSES in inventory management and invoicing. Addressing retention issues through improved hiring practices and focused team building to eliminate overtime wages and high labor costs.► TRAINED AGM AND KEY HOURLY MANAGERS. When I arrived, no key hourlies were in place and no one wanted the role. We now have three key hourlies with more wanting to learn.► GOT INVOLVED IN LOCAL EVENTS to raise brand awareness. Sparked midday traffic with a Natural Refresher happy hour. Developing partnerships with local spas for mutually beneficial promotions.► IMPROVED BUDGET OVERSIGHT, addressing root causes to initiate cost and spending controls.

Phoenix, Az, Us

Wildflower is a Fox Restaurant Concept establishment generating over $3M in annual sales on a team of 70 and a facility with indoor/outdoor seating capacity of 170 and a daily serving capacity of 700 guests.★ AWARD-WINNING RESTAURANTSilver Award from Tucson Lifestyle Magazine: FIRST of the 2013 Top 5 Best Restaurants in the Tucson Metro Area★ 2013 PERFORMANCE METRICS Topped $3M Sales Milestone ► Sales +7.5% ► EcoSure 92%+ ► Secret Shopper 93%+★ PROMOTED TWICE IN UNDER TWO YEARS: Progressively promoted twice to GM based on superior performance and management skills as well as extensive collaboration and input with former GM on management decisions.General Manager: April 2013 – May 2014Assistant General Manager: March 2013 – April 2013Bar Manager: March 2012 – March 2013► FIRST-LINE RESPONSIBILITY: Well-received by guests and staff; first-line responsibility for profitability, cost containment, guest satisfaction and operational excellence.► REDUCED INVENTORY BY $10K WITH NO LOSS OF AVAILABILITY, negotiated with vendors on bar stock orders, created promotions to move stock and drive staff involvement in objectives.► CONCEIVED & DEVELOPED COST ANALYSIS SPREADSHEET tracking current and prior year P&L metrics, facilitating accurate cost analysis and projection on a day-to-day basis.► ENHANCED TRAINING FOR IMPROVED QUALITY GUEST EXPERIENCE: Enhanced training program and ongoing staff support developed in concert with company and brand standards. ► OPTIMAL STAFFING: Formulated staff schedules for optimal staffing with no loss of quality service.

Greenwich, Ct, Us

► Senior Service and Bar Manager – The Keg Steakhouse & Bar; Tucson, Arizona, August 2010 – March 2012.► Dining Room Manager – The Keg Steakhouse & Bar; Vancouver, BC, Canada, November 2009 – August 2010.► Restaurant Supervisor – The Fairmont Banff Springs; Banff, Alberta, Canada, May 2007 – November 2009.