After over a year of consulting on the bar program for the Olde Orchard Pub Group, I recently settled into the position full time. My main mandates have been to establish and maintain liquor costs as well as control inventory across all 7 pubs within the group. Here is a bit about what I've done, and what I aim to accomplish:Done - - Created an entire bar order system from scratch, tailor made for each location- Created a cost and recipe model that covers 6 different categories and ensures continuity across the board- Developed and organized beer, wine, scotch and cocktail menus for each location- Location manager trainings in product control, execution and management- Squirrel POS back office training for location managersIn process / Ongoing - - Implementing Optimum Control as our inventory management software program which includes recipe building and full manager trainings- Manage rotating beer lines and seasonal cocktail menus- Aligning upper management and location managers onto the same track and into the same, excited frame of mind for the future- Location audits; everything from back bar placements, to garnish set ups, to compliance with sanitation standards, to keg and dry room organization- On shift bartender coaching, behind the bar with the staff to nurture a relationship based on leadership, as opposed to the "do as I say" methodGoals - - To come in under targets and budgets that I've set for the company on the whole, based on industry standards- Grow the bar program from a general pub feel to an elevated, fresh version of an Irish pub- Bring in-house inventory to optimum levels where as nothing will run out during the week while nothing is over-stocked and sitting stagnant on shelves- Create an environment where managers are excited about seasonal and rotating products and menus and want to be involved in the process- Pass on forecasting knowledge and methods to location managers so each pub is running tight inventory and costs

- Inventory: Weekly inventories, ordering and management of well over 200 beers, full spirits bar and a 30+ bottle wine list. I led a team of 3-4 staff to attack this monster inventory system every week.-Cost management: I learned how to properly cost alcohol according to industry standards. Once I had it, I then was mandated with maintaining those costs through staff training, contests, promotions, challenges and activities. I had certain goals and budgets set for various categories that were thoroughly monitored by my GM on a weekly, monthly and yearly basis. It was during this segment of my career that I developed a firm grasp on Excel spreadsheets! -Menu development: Together with the brands' beverage director and the location GM, we designed and instituted the full bar menu for the year (twice during my time with the company). I also managed the three rotating draught beer lines throughout the year with the GM. -Certified Trainer: I went to Toronto for 3 months with an opening team from Montreal to learn the Bier Markt systems and bring it back to open the first Bier Markt in Montreal. Once we had fully trained the dining room and bar staff, I would also then be responsible for the training of every new bartender that came through the doors in my year and a half with the company.-Scheduling: I learned the difficulties of balancing a schedule for the restaurants' two bars while dealing with the full and part time availabilities of our staff. I also instituted various bonus and rewards programs for bartenders who showed superior skills in menu knowledge and capability behind the bar. The bar staff would be rewarded for their dedication by getting shift and scheduling priority. This became an excellent tool of mine to ensure proper pouring techniques, which translated into better yields from the bar. What bartender wouldn't want to hand pick their own shifts and sections??

After being a server and bartender at the Old Port location for 8 months, I got promoted to manager at the Place Ville Marie location. The training program to become a manager at the Keg is recognized by major companies and corporations well beyond our industry. It was an intense, 50 hour week, 3 month, hands on training that really showed me the passion and hard work that it takes, not to succeed, but to excel in this business. I started off in the kitchen for the first 4 weeks. I trained at every station: dishwasher, prep, salad, sautee, desert and finally a full week at the grill station. I had never really worked in a kitchen before and this experience really gave me an appreciation for the magic that these guys pull off on a nightly basis. 600-700 covers with the majority of those covers ordering different cuts of steak, cooked at different doneness... it was brilliant to watch the grill men do their thing. Over the next 4 weeks I shadowed every position in the front of house. Hostess, bus-boy, bar-back, server and bartender. The hostesses have a strict and precise wait-time system that takes a team of 5-6 staff members to manage on the busy nights. Very impressive. For the last month I was immersed in the day to day operation and management of the restaurant, while shadowing floor and bar managers for the night shifts. During the day I got a real comprehensive look into the business side of the restaurant business with the office manager. Things like payroll, store maintenance and the massive amounts of corporate reports are what I was learning at this point. At night I was being taught how to manage guest satisfaction, labor costs, and wait times. How to properly manage the guest experience as they go through their night at The Keg was the focus. From their first step into the building until the door closes behind them, I was there to ensure a great experience. The Keg really was the most organized and well oiled machine that I have ever worked for.