As a Bar Manager at Plaquemine Lock, I am solely responsible for the day’s financial records and have become adept at using the Aztec point-of-sale systems. I start every trading day by implementing the till checks, which ensure that all of the systems have been closed down properly the night before and therefore make sure that all our data is stored safely on the server. This is followed up by a thorough money count, which I undertake twice a day, which I enter into the system to be analysed for any inconsistencies. As a line manager to other staff, I manage both my own time and the time of the staff. I allocate personnel effectively to ensure that all tasks are completed efficiently so that the staff can leave on time. This saves the pub money and keeps moral high. In this role I assume more responsibility than in my previous roles. I undertake much more of the office and administrative duties in the pub. My duties include keeping tabs on and posting a majority of the stock orders, writing sales reports for the owners of the pub and initiating viable solutions when sales aredown.

Whilst working at The Cambridge I received training and progressed from the role of team member into a supervising team coach role. I was part of the management staff and attended management meetings, therefore affecting change within the pub based on my observations of supervising policies. As Team Coach, my roles included shift supervising, providing engaging and thorough training for new team members and fulfilling admin roles. The latter involved filling out and submitting stock orders and being the first point of contact when communicating with potential customers and suppliers. This meant being an effective brand ambassador for the pub and the company. I also gained an intermediate level of experience in negotiations whilst in talks with distilleries and breweries about their incentives schemes and achieved win-win situations in which we gained extra stock and extra training for staff in return for pushing a team-wide up-sell on certain products. These schemes boosted profits for the pub whilst increasing visibility for smaller suppliers. Up-selling was a key component of my role as it allowed the team to make way for new products whilst hitting sales targets set by head office.I also learnt how to build a relationship with a customer which I can use to cultivate patrons. Whilst at the pub I gained a host of regulars who informed me that they frequented the pub because of my hospitality and my depth of knowledge on the products.

As a crew-member, I have been responsible for the lifting and moving of large stage structures. I quickly rose to the position of crew boss which meant I would have to be organised, delegate jobs to other crew-members and carry out safety checks for each of those tasks. The latter job of making sure that every task complied with health and safety legislation was especially important as it ensured both the safety of my crew and that we avoided being liable to pay fines. I would also have to use my initiative to undertake these tasks in as little time as possible in order to fulfil the needs of the client. A lack of time management would result in surcharges for the client and would have been detrimental to the company’s reliable status.