As founder of Lemonade Stand Consulting & Management, I work with brands to elevate their results, build a strong brand, and provide efficiency in acquiring and training great talent, creating and implementing operations standards and platforms that make measurable improvements in the business, and growing sales in comp-bending ways.

Curator or Executive Talent. Connecting Exceptional Leaders to Exceptional Brands. As a C-Suite Leader in the Restaurant and Retail industries, I passionately connect top talent with top-tier brands. As a winner in the restaurant industry, I am relentless in ensuring that people join a brand that is uniquely aligned with what fires them up and is a perfect culture fit. I also ensure that we provide our clients with candidates that are passionate about the business and will build and defend their respective brands.

Led creation & development of the nation’s premier medically focused cannabis retailer and franchisor, as well as execution of key priorities. Provided expertise and strategic direction for development of all standards, processes, and routines relative to Far & Dotter franchisor responsibilities and roles, including brand strategy, marketing, operations, real estate, construction, legal, compliance, IT, & Franchise Development. Partnered with the company’s owner & members of the Senior Executive Team to advance the broader goals & priorities of the parent company. As part of the Senior Executive Team, collaborated with the Board of Directors to ensure long-term, sustainable growth would occur, while also meeting financial obligations.Key Achievement: Drastically increased base of new franchisees by 400%.

Serve as the Chief Operating Officer for one of most iconic Mexican Quick Service Restaurant (MQSR) chains in the United States. Lead a team of Directors to advance the strategic mission of the Taco John's brand through our Bigger-Bolder-Better strategy.Key Achievement: Improved pipeline of new restaurant openings by 500% with a five-year forecast. Orchestrated the addition of one of America's largest franchise groups as a Taco John's franchisee with a large commitment of store openings. Also, dramatically improved Speed of Service results, leading to a five spot improvement on the national drive-thru study.Responsible for development, execution, and communication of our strategy and priorities for:-Restaurant and Information Technology-Brand Communication-Training & Development-Franchising-Franchise Development, which includes real estate, construction, and franchise sales-Company Store Operations-Field Operations-Operations Services

Provided leadership and strategic direction in execution of Jack in the Box initiatives for 1300 restaurants and $2B in sales, encompassing markets in Northern & Central California, Colorado, Oklahoma, Arizona, New Mexico, Louisiana, and Texas. Working with my team of Franchise Business Directors, advanced the tactical execution of the brand, ensuring consistency across the entire brand.Partnered and collaborated with my team of company executives from multiple capacities in development and execution of Jack's key priorities, from the boardroom to the restaurant.Key Achievement: Led a 5% improvement in trailing three year sales trend through improvement in operations. Outperformed other areas of the brands footprint.

Partnered with a remarkable team of regional leaders across multiple disciplines in advancing the vision and market strategies for one of the fastest growing and beloved restaurant brands. My responsibilities included orchestration amongst leaders in Operations, Marketing, Human Resources, Development, Organization Talent Development, Training, and other functions in dramatically improving restaurant sales, market share, guest experience, and financial growth for the Dallas-Fort Worth Metroplex and Oklahoma markets, encompassing 170 restaurants and a regional staff of over 50 team members.Additionally, I worked alongside Whataburger's Leadership Team (MLT), as well as the other Regional Managers in executing our key growth strategies. Collectively, we advanced the Brand's mission to "Win Our Customers' Hearts Every Time," through unparalleled alignment, leadership, and development of High Performing Leaders.

My responsibilities as Regional Marketing Director encompassed executing key national marketing strategies at an exceptional level, as well as strategizing and developing the local marketing framework for the Great Southern Region. This included ensuring that national marketing initiatives and priorities were achieved and built into an effective, unique regional strategy, with priorities and tactics intended to meet the needs of the specific demographics of the region. Through leading a team of Marketing professionals, I ensured that McDonald's brand and Public Relations priorities were met, spanning across 16 individual Owner/Operator Co-operatives (markets) of restaurants, all with unique demographic, economic, and social identities. This responsibility encompassed 715 restaurants, 100 McDonald's franchisees, and almost $2 Billion in annual sales. Key accountabilities included bringing alignment to the region's markets, and ensuring that the marketing strategy and plans culminated in maximizing restaurant sales and increasing franchisee financial success. I had the privilege of orchestrating these activities in partnership with the local agency teams, ultimately bringing about the region's vision. Specific dynamics addressed in this role included leveraging business insights, industry data, and regional facts in advancing the cause of reaching out to families, multi-ethnic consumers, and customers across a vast variety of socio-economic circumstances.

As the Field Service Director, I worked in symphony with Regional officers, leading my group of peers in development & execution of key strategic priorities & platforms, to achieve regional business objectives. I led a team of 26 staff members in delivering in a business unit with just under $2B in annual sales from 715 restaurants through orchestration of Marketing, Real Estate, Construction, Operations, Human Resources, Communications, & Business Insights. A key responsibility I had was advancing the franchising vision of the McDonald’s system through strong accountability in meeting minimum standards, as well as advocating on behalf of our Owner/Operators in growing system sales, market share, and Owner/Operator Cash wealth. I was responsible for all plans and results relative to Operations and Franchise Relations in the region, which led to unprecedented improvement in key guest satisfaction measures, of both internal and external nature.

As the McOpCo Director of Operations, I was directly responsible for the strategic direction and execution of 102 company-owned restaurants (McOpCo restaurants) in Washington, Nevada, Arizona, and Colorado with a combined 6,000 employees. I led my DLT (Director Leadership Team), which comprised of 35 team members, to successfully manage a substantial amount of annual sales with outstanding profitability results, while growing market share in a very competitive market. I represented McOpCo with two McDonald’s SRLT (Senior Regional Leadership Teams) and provided critical insight and solutions into restaurant and market trends, challenges, and opportunities within the McDonald’s system at large, resulting in a solid contribution to two top performing regions in the McDonald's system. As the Director, I was involved in all aspects of the business including Finance, Human Resources, Marketing, Risk Management, Real Estate, Development, and Operations.

As the Operations Manager for the Seattle South Profit Center, I was responsible for 25 company-owned restaurants (McOpCo restaurants) in the Seattle-Tacoma market. In this role, I was able to lead the market in the areas of Sales, Guest Counts, Customer Satisfaction measures, and Cash Flow. Building the business through a balanced approach of People, Operations, Sales, and Profit was a hallmark of mine in this role. One of my primary roles was to manage Talent Development and Succession Planning processes with a focus on deepening our bench strength and increasing diversity. As the Operator of the company-owned restaurants, I represented McOpCo within the local cooperative of McDonald's Owner/Operators in making critical decisions relative to marketing and market share. My role included collaboration with regional leadership and Owner/Operators to influence strong market results and growth of sales, Cash Flow, and Combined Margin for our organization and the market as a whole.

As the Field Service Manager in Salt Lake City, I provided leadership and strategic direction for 21 Owner/Operator organizations and 118 restaurants in the IMCA Co-op in Salt Lake City, Utah. This was accomplished through building collaborative, respectful, and effective relationships with Owner/Operators which drove positive business results for the company, licensees, and supplier partners. I championed McDonald’s “Plan to Win” initiatives, which led to market leadership in most measures including Customer Satisfaction, people measures, and Cash Flow. During my tenure in the market, we aggressively grew sales, guest counts, and market share through orchestrations between all disciplines within McDonald’s (Finance, Real Estate, Construction, Marketing, etc.) which fostered a spirit of growing the business for long-term growth. I was able to develop my replacement and also developed several Business Consultants as the Field Service Manager.