Operating a flagship venue for the Walkabout Brand, with particular focus on delivering the Home of Sport, increasing sales and building the dream team within the hospitality industry.

Taking a leading role on my area to drive standards, sales and profit. Holding the area in the absence of the area manager on day to day operations to ensure continual improvement in standards, salesmen and profit growth

Massively proud to pass the assessment process and be enrolled into our award winning Aspirations programme for high performing general managers wanting to take the next step and move into area management. The program designed to develop the skills and resilience required to fulfil the role of high performing multi site leader

The job role is to take full responsibility for the day to day running of the venue to ensure that all operations are in line with Company and Brand standards of service, product offer, Health, Safety and Legislative compliance, policies and proceduresTo proactively drive sales and profit growth within the nominated venueSince my time at Walkabout Lincoln, this has certainly happened. I have developed the management team and Key team members around me and focused on standards and sales growth. Through planning and great execution and delivery of all our plans the venues sales are currently 30.2% YOY and its good see the food focus has paid off with our food focus 10% growth YOY.

At the Abacus I focused again on food, sales up 18% YOY, Wet stock control as its stocks were not the best .Improving wet yield to 102% and a GP of 67%. The main focus introducing standards and making staff understand the importance of good stock control. The venue was in massive decline 28% YOY. However after a lot of hard work and devotion I left it trading at 12% in growth YOY. This is due to the focus and "thinking out side the box to develop new nights just as comedy nights, rock nights, Motown nights, steak and swing Wednesdays, Sunday Sessions, Weekday social. House & Bass nights. With the freedom I had under a new company Parity bars ltd. My own event concepts and Price points and marketing were introduced into a further 7 sites within the group, which is also helping these pubs develop sales YOY. At the Abacus I am confident this growth will continue with the standards I have put in place,and the management team I have developed.

I took on Yates Wolverhampton as I wanted to gain further insight into the late night economy, and use my food skills to develop the business further. I took on the site when it was 35% in decline YOY. I used my skills within food development to increase its food sales into 12% growth YOY. This was done by consistently monitoring meals that left the kitchen to make sure they were to spec, and offering good service at key times. The business was also late night focused opening until 3am 4 nights a week which helped me develop my skills with music and light management, generally creating the “best atmosphere in town”. With introducing my own drink led price points, having the right security, the right DJ with the right music at the correct times and having the correct team on around me. I made Yates the late night leader on the high street. By the time I left for my next venture the pub was trading flat YOY, which was a big turn around from when I first started.

I started with the company in 2002 as part of my University course and worked quickly through the training program. I then stayed with JD Wetherspoon as a part time shift manager for my final year of my university course. I was a deputy manager at the Punch Bowl in York and the Postern Gate in York. I then managed my first pub in 2005 where I developed as a manager and learnt the skills I needed, to move to a bigger site. I then managed a 2.5 million pound a year turnover pub, with around £450,000 profit. The role involved, managing and effectively training over 40 staff and being able to successfully communicate strategic requirements to everyone involved to build sales and improve standards, while keeping a close eye on the costs not to go over budget. This meant I would have a key involvement in all aspects of the business on a day to day level. This being anything from stock ordering and rota planning, to the basics of the cleanliness of the pub. I also play a key role within my pubs area in giving direction to other pubs who may have been struggling in different parts of their business. In the course of this role, I was also involved in reviewing the strategic position of the pub in the changing market. I was heavily involved in the implementation of a strategy aimed largely at increasing revenue through differentiation in a declining market.