Operations:Managed 13 full-service Polly’s Pies restaurants (3-meal periods) generating $38M in annual revenue.Oversaw 10 franchised Kentucky Fried Chicken locations producing $18M annually.Led a team of 800 staff, including 18 corporate members.Achievements:Pandemic Pivot: Redesigned the operations model to expand take-out, Family Meals, third-party delivery, tiered pricing, and menu engineering.Technology Enhancements: Introduced Olo, Restaurant365, and CTUIT to improve back-office management.Menu & R&D: Spearheaded menu R&D, procurement, and Limited Time Offer (LTO) programs, resulting in 10-20% annual growth. Special programs included Holiday Feasts, St. Patrick’s Day, Oktoberfest, Seasonal Menus, and Catering, Private EventsCatering Program: Established a catering program with massive growth—616% in 2023, and 121% growth in 2024 YTD.Facility Upgrades / Renovation Projects: As Project Manager, led renovations for 7 KFC and 6 Polly’s Pies locations, with budgets ranging from $200K to $1.6M.

Project scope: start-up tasks, including securing onboarding and payroll platforms, recruitment, training, and shaping restaurant culture. Provided plans for launch an off-premise food program, overseeing culinary aspects, packaging, online presence, IT, merchandising, and marketing.

Oversight of all operations for an 8-unit startup focused on healthy, gourmet fast-casual dining, corporate catering, special events, and a commissary kitchen. In 2017, the venture achieved total sales of $28 million with a notable comparable sales increase of 5.4%. My leadership strategy emphasized professionalism, performance and IT efficencies, fostering a disciplined environment that contributed to the overall success of the organization.

Responsible for all food and beverage operations across 10 House of Blues venues nationally, generating over $125 million in sales. My role collaborated, planned and executed for national menu and product development for various departments, including the Crossroads Restaurant, Music Hall, Foundation Room, and Special Events. I successfully managed menu and product procurement and implementation, as well as seasonal club menus and annual restaurant revisions. Additionally, I oversaw a supplier-funded marketing budget of $330,000, achieving an impressive average growth rate of 29% annually.

• Supervision of 3 units/ 6 concepts in Downtown Disney with net sales more than $ 51 million• Responsible for 3 General Managers, 16 Dining Room Managers, 3 Executive Chefs, 12 Chefs, 3 Special Event/Catering Managers and approximately 370 hourly employees • 18 continuous quarters of positive comparable sales, sales and EBITDA more than budget• In 2011, exceeded sales budget by $2,954,889 and EBITDA budget by $1,291,196 and regional comp sales of 12.8% • In 2011, an increase over prior year of $3,734,598 in sales and $1,296,140 in EBITDA• In 2012, exceeded prior year sales by 11% and EBITDA by 16.7%• Successfully created new concepts and revenue sources from existing space • Operations are successful at maintaining units to Disney standards. By doing so, helped to secure properties in Disneyworld/Epcot and pave the way for future Disney property opportunities • Analyzed, revised and created existing food and beverage menus resulting in an increased guest count, per person average check and total sales • Wine Director responsible for creating and maintaining relevant, creative, eclectic and profitable wine lists• Created food and beverage sales programs, ‘value-added’ events, tripling client mailing lists and improving sales by 11%

Joined a young start-up restaurant company with 10 locations in major restaurant cities, my initial assignment was to assist with the growth in Atlanta prior to the Olympics. My career soon blossomed as did company growth for the next 14 years. After opening 4 new restaurants in Atlanta, I moved throughout the East Coast opening over 34 new restaurants in 11 states. • Responsibilities included up to 11 restaurants in Virginia, District of Columbia, Colorado, Michigan, Kentucky, Missouri, and Ohio with sales volume more than $ 37 million• Direct reports include 2 Senior Level Managers, 5 General Managers, 9 Assistant General Managers, 10 Assistant Managers, 5 Kitchen Managers, and 4 Kitchen Supervisors• Monitored and assisted with the operations of 3 franchise quick-service locations conducting inspections, training, and implementing menu changes• Positive comparable store sales reaching 15.7% in 2000

Before completing my senior year hospitality internship, I was hired as a Food and Beverage Manager for the Hyatt Regency Columbus, Ohio. After completing 3 segments of the F & B rotation, I was transferred to the Hyatt Regency O'Hare, Chicago, IL. This large, major regional convention hotel provided additional F&B training as Beverage Director, Fine Dining Restaurant Manager and Executive Steward.