Darren Miller Email & Phone Number

Las Vegas, Nv, Us

Las Vegas, Nv, Us

Director of Continuous Improvement (2017-Present)  Stood up enterprise-wide Continuous Improvement (CI) team using Value-Stream Mapping, development of Needs Assessment Analysis and annual Strategic Road Map Trained and mentored CI Site Leaders and Kaizen Teams in application of Kaizen Toolkit Managed the building of a transaction level Customer Profitability database with on demand reporting capability Managed business critical CI projects including Hotel Housekeeping (2200 rooms), Marketing Development and Execution, Food & Beverage Front of House and Back of House, Facilities and Maintenance, Human Resources, Purchasing, Information Technology, Public Area Housekeeping  Certified in CI Team Facilitation, Standard Work, 5-S, Value Stream Mapping

Manager – Marketing Analytics (2015-2017)  Charged with developing the companies first Customer Profitability Model (CPM) from multiple databases, gaming systems, POS systems, hotel systems and third-party software Built transaction level Customer Profitability database with on demand reporting capability Rolled out to all properties via on-site visits, demonstrations and interactive meetings with property General Managers and Marketing Leaders  CPM reporting capacity from single transactions, date criteria, marketing campaigns and event summaries CPM delivers $1.5M-$2M in annual EBITDA through controlled and managed discretionary spending Realized $4M increase in revenue through customer trip analysis and marketing effectiveness analysis

Director - Client Practitioner (2014-2015) Team: 1-3 direct reports As a GOT business partner took the lead in developing the client relationships with the Executive leadership team through daily communication, recommendations and roadblock awareness Challenged operators regarding new ways to think about their businesses, negotiate change for the better Lead teams to analyze client business units from a customer perspective and observe processes Drive desired results through on-site process discovery, big data analytics and applied GOT consulting methodology Develop analytical tools that help operators manage sales, labor and marketing more effectively Provide insight through strategic business planning, labor management strategies, directional snapshot reporting and granular operations reporting and analysis Consistently delivering 10X+ ROI through proven process of driving sales, labor effectiveness and customer service Manage client billing and GOT Accounts Receivable process

Las Vegas, Nv, Us

Director – Centralized Scheduling (2012-2014) Team: 8 direct reports, 12 indirect reports Responsible for team that builds labor schedules for 1500+ employees based on forecasting, historical business demand, property and citywide events and employee availability Managed labor to deliver $1.2M annual savings and $960K revenue impact Improved guest service scores through significant re-alignment of labor and business demand

Las Vegas, Nv, Us

Manager - Hospitality Analytics (2011-2012) Team: 1 direct report Responsible for providing World-class analytical support for 35 U.S. based Resort Hotels, over 190 Restaurants and more than 270 Bars, Lounges, Nightclubs & Entertainment Showrooms generating $1.4B in annual sales Working with Operations Vice-Presidents from across the organization managed annual, monthly & day-to-day financial planning, accounting, forecasting, analytics & reporting Managed company-wide labor report directed to more than 500 Senior Managers on a weekly basis driving labor efficiencies worth $8M annually

Las Vegas, Nv, Us

Manager – Food & Beverage Analytics (2010-2011) Working with property Vice-President of Food & Beverage, the Executive Chef, Restaurant General Managers to drive revenue & operational efficiencies by providing Management with easy, hands-on analytical tools that connects their daily operation with monthly and annual financial goals and targets Provided analytical insight for 6 Food & Beverage Kaizen Continuous Improvement projects including front of house, back of house labor metrics, key revenue and cost drivers  Coach & Mentor to restaurant Chefs & General Mangers for all financial, labor management and business planning insights Responsible for the development of $120M annual Food & Beverage budget for 12 restaurants, 7 bars, 2 clubs, 2 showrooms

Franklin, Tn, Us

Regional Director - Category Business Planning & Analytics (2008-2010) Team: 3 direct reports Using established “Best Practice” methods, consumer demographics data, business process mapping, led a Continuous Improvement re-design team through a critical Buying, Merchandising and Category Management processes for a national retailer / wholesaler with $41B in annual sales, serving 2500 owned retail grocery locations (Albertsons, Acme, Biggs, Farm Fresh, Jewel, Save-A-Lot, Shaw’s Supermarkets, Shoppers Warehouse and Shop N Save) and 2500 independent retailers Developed category plans using market, supplier, management and consumer insights, best-in-class research, emerging technology and supply chain trends, integrated with the company’s strategic business plan and current operating model

Boise, Idaho, Us

Director - Buying Strategy & Planning Analytics (2004–2007) Team: 2 direct reports  Working with 20+ Category Managers identifying & implementing action plans for key gross margin opportunities by analyzing the competitive price position & SKU rationalization that realized $10M in annual gross profit increase per year Managed analytical efforts in item level Own Brand sourcing, specifications and cost-of-goods synergies from Albertsons acquisition of Shaw’s Managed analytics for deep dive Business Process Review (BPR) with 15+ Category Managers identifying Own Brand Vs National Brand inequities, reduced vendor funding issues and Sub-Category item rationalizations.

Us

Director – Continuous Improvement (1993–2004) Team: 3 direct reports  Assigned to develop a new role in the company for a Continuous Improvement (CI) department Worked with Sapient Consulting, instituting Kaizen/Continuous Improvement practices including 5S, TPM, Value Stream Mapping, root cause analysis, Kanban, poka-yokes tools into critical business processes With three Project Managers as direct reports, developed business plans, timelines and cost benefit analysis, developed teams & partnerships for 12-15 projects annually Projects included new product (CPG) release cycle-time (reduced 30%), Risk Management workers comp & customer claim process (reduced exposure by $4M year one), re-design of company’s new store opening process (reduced labor cost by $400K per store opening or $6M annually) As Project Manager for a Labor Union Strike Contingency Plan, charged with assembling 40 Key Managers from Loss Prevention, Risk Management, Human Resources, Buying & Merchandising, Distribution & Retail Operations to develop & implement a plan to operate 40 stores and 1 distribution center during impending labor actiono During labor strike:• Mobilized 2500 associates and managers from 3 states in 12 hours• Successfully served our customers in 41 locations for 5 days under strike conditions