Overseas and manages all operations of the firm to include strategic and day to day activities, finance, human resources, technology, and development.

Largest independent franchise group of the Great American Cookie Company, Marble Slab, and Pretzel Maker brands operating 60+ stores in 14 states with 500+ employees, AUV of $600K, and gross revenues of $36M and $7M EBITDA in 2022.Led and directed analysis, planning, research, and development of sales objectives and strategic plans. Drove operational site excellence while ensuring topline and bottom-line performance. Participated monthly with franchisee operations council and franchisor corporate team to discuss and advise on growth and operations challenges impacting portfolio brands. Presented financial and operational performance to Board monthly, providing updates on lease expirations and guidance on portfolio expansion. Reorganized corporate and regional field teams to align with mission, financial, operations, and HR objectives—revised job descriptions, defined reporting responsibilities, and established compliance and accountability benchmarks. Developed structure, process, and first-ever operations budgets for 60 locations, including forecasting sales and identifying critical line-item costs to improve margins, EBITDA, and cash flow, achieving more predictive P&L model and running operating budget within 5% variance of forecast vs. actuals over four years. Revitalized organizational performance post-COVID with finance, operations excellence, and people pillar strategy, cultivating accountability, streamlining operations, and rehiring staff with all locations reopened in 2021, achieving $30M+ in gross sales and improving profitability from $2.6M to $5.5M. Initiated and implemented monthly incentive program for 60 store managers and six regional managers, achieving 5% reduction in store operating expenses by focusing on COGS and labor, resulting in improved morale and increased stability.

Independent consulting company that assisted growth-oriented hospitality, manufacturing, and retail businesses.Assisted business owners and CEOs with strategic management, leadership training, organizational development, human resource systems, business operations, financial planning, public affairs advocacy, and market branding.  Implemented employee retention training program for 600 managers and assistant managers for $22M 140 QSR restaurants to reduce employee turnover. Emphasized team cultivation, task prioritization, communication, and goal execution. Created strategy for large restaurant equipment company to improve industry positioning and customer perception, emphasizing innovation, service, and relationship-building. Identified opportunity to enhance customer loyalty and confidence, with NPS of -33 compared to benchmark of 10. Developed OFCCP Compliance Playbook for Dycom (NYSE: DY) outlining affirmative action requirements for 15,000+ employees, ensuring adherence to federal contractor guidelines.

Washington, D.C. market Burger King franchisee with 21 independently owned and operated restaurants, 600+ team members, AUV of $1.8M, $34M in revenue, and $4M in EBITDA. Directed profitable growth with annual business plans with forward-looking vision. Facilitated communications with franchisor, ensuring franchise agreement compliance, and served as a key marketing liaison, overseeing new unit development. Inspired, empowered, and developed direct reports. Selected to serve on Franchisee Excellence Council, sharing strategy and marketing, operations, and leadership best practices at national conventions and meetings. Recipient, Burger King Franchisee Excellence Award. Increased EBITDA 54% and sales 14% by restructuring middle management and field personnel post-acquisition, growing AUV by $200K+ per unit and EBITDA to $5M. Oversaw remodeling of 33% of portfolio within existing cash flow to minimize debt, resulting in average sales increase of 11% per unit. Selected contractors and ensured timely, on-budget completion, growing EBITDA ~$1.5M over five years. Achieved franchisor’s highest operational results in Northeast in 2016-2017 through pay-for-performance program.

Led retail operations, ensuring profitability, sales growth, and compliance with franchisor standards, and oversaw customer satisfaction, facility maintenance, and security. Provided district managers and training department with training, motivation, and leadership to achieve peak efficiency, sales, profits, and employee and customer satisfaction. Led quarterly financial analysis, cash flow projections, and budget reviews for each unit. Reduced high 30-day turnover for new managers by 25% by creating mentoring program. Served on franchisor’s People Excellence Advisory Council, providing best practices and guidance for effective human capital management impacting 7K U.S. restaurants. Administered HRIS, overseeing benefits, compensation, and performance tracking, improving FLSA and IRCA compliance and reducing unemployment and EEO claims by 20%. Implemented electronic inventory management system to address rising food costs and pricing limitations, resulting in a standardized .3 variance across 20 locations and maintaining food costs nearly 2% below franchise system average. Created pay-for-performance system with ATS/payroll integration and structured pay bands linked to performance evaluations and bonus programs, resulting in consistent pay practices and 1.5% reduction in management labor costs. Maintained managers' salaries at 8.6% of sales over five years amidst ongoing wage pressures. Created succession plan program for hourly and management staff, focusing on critical competencies, individual achievements, and essential job skills, resulting in 6% reduction in lower management turnover over three years. Developed and implemented operating budgets for restaurant locations, including sales projections, labor, cost of goods, and other indirect expenses, boosting profit 12% over six-year period.