Multi-unit leader driving success of lobby cocktail lounge and beer hall/sports bar concept• 15% YOY growth in revenue and 21% increase in F&B check average• As a percentage of revenue YOY: 16% YOY improvement in COGS, 18% improvement in hourly labor,12% reduction in expenses, 42% increase YOY operating profit

PSIA Level 1 CertifiedChildren's Specialist Certified

On-site temporary management for food and beverage in the luxury hotel segment. Adapting to and leading high performing teams in luxury environments working with property leadership to quickly develop effective strategies that address needs.

Operational support for 11 different outlets across 5-star luxury resort including menu planning, staff training & education, floor service with working knowledge of 800+ selection wine list Beverage program average COGS ~22% on a $585,000 inventory with $7,000,000+ in annual salesWine Revenue increased by 46% in 2022Worked with Conference and Catering Services Team to lead special events including Sake and Sushi pairing, Scotch tastings, Charcuterie board design and pairing, as well as wedding tastingsManager tournant supporting outlet operations as needed

• Developed a 7 person management team to lead and oversee 100+ line level employees at Timber & Torch (largest full-service restaurant at resort with $5MM+ annual revenue)• Delivered on all KPIs despite COVID-19 pandemic—decreased both operational expenses and labor expenses by over 1.5% as a percentage of revenue while increasing service quality by 4 points, food quality by 6 points, NPS by 12 points• Revised training manuals, training program, and leadership education programs reducing worker’s comp claims by 80%• Eliminated need to incur additional product expense while also minimizing spoilage during COVID-19 pandemic by utilizing existing product inventories of 18 resort outlets and optimizing COGS

• Data-driven analysis of inventory and demographics freed $10K per month in working capital while increasing stocked SKUs by 18% resulting in overall beverage program cost of 22%• Daily staff trainings on wine pairings used to support inventory management program• Upon addition of Private Dining role, developed and managed a $100K net new pipeline ofprivate dining events in first month of additional role• Consulted for 2 other restaurants in Knightsbridge Group to rearchitect wine & beverageprograms reflecting their unique menus and optimizing inventory turnover• Personally oversaw white glove style service for Heads of State and Government

• Opening year of operation labor cost of 25% and beverage program cost of 28% • Consistently ranked as a Top 5 restaurant (out of 180+) in Park City, overcoming stigma of “off- main” strip mall location• Green operation diverting 80%+ of refuse and waste to recycling and compost while maintaining flat operational expense• Participated in physical remodel of space prior to opening, in addition to creating all SOPs for FOH staff and inventory purchasing with special respect to unique local alcohol regulations

• Helmed a service team conveying detailed menu knowledge, recommendations, and pairings• Designated lead for high value/VIP tables due to professionalism and discretion• Forbes standards expert chosen for 3 inspections retaining 4-star status entrusted with trainingfellow employees

• 18% revenue growth during “Shoulder (Off) Season” year over year• Retrained all staff with new training program and restaurant standards resulting in a 41 slotimprovement (71 to 29) in restaurant ranking on TripAdvisor• Turned around nightclub business unit from operating deficit of $30K to Gross Operating Profitof $70K

El Chanate

The Farm at Canyons

Moose Lodge Boathouse

Timbers