Leading the brand and growth in the United States.

Leading the brand and driving growth in the United States.

Responsible for complete oversight of the Gordon Biersch brand, reporting to the CEO. There are 32 Restaurant Breweries across the nation, creating phenomenal lagers and ales, to which we pair a chef driven menu. Enhancing brand performance through unique seasonal Limited Time Offers, unique hands on training and focus on execution, to provide an elevated Guest experience. Leveraging data and Guest research to make decisions and create a long term strategy to build sales and differentiation.

In my role, I reported directly to the CEO and was responsible for managing day-to-day operations, setting strategic goals, supervising and engaging teams, and implementing organizational policies for a growing brand with 426 corporate locations and $1.4 billion in annual revenue. CORE RESPONSIBILITIES▬▬▬▬▬▬▬▬▬▬▬▬▬✔ Oversaw all aspects of restaurant operations for 426+ corporate Red Robin restaurant locations✔ Supervised eight regional vice presidents and one director of new restaurant openings; oversaw 66 regional operations directors ✔ Served on the Executive Leadership Team; reported directly to the CEO and collaborated with the Red Robin Board of Directors to develop short and long-term strategy of the company ✔ Continually evolved company scorecard metrics to reinforce priorities, exceed financial expectations, and improve the guest experience; developed a performance-based bonus program that aligned operators and rewarded performance and initiative ✔ Implemented company-wide initiatives; tested and implemented table top devices, etc. ACCOMPLISHMENTS ▬▬▬▬▬▬▬▬▬▬▬★ Grew RLOP 400 basis points by implementing strategies to improve food and labor costs and decrease turnover while ensuring operational excellence ★ Led a sprint initiative that saved Red Robin $2 million in the last quarter of 2014; identified critical deliverables with my team, created an execution plan to drive results, and partnered with the Financial Planning & Analysis Team to build a tracking and reporting tool to help hold restaurants accountable★ Built a team that improved G&A costs by $2.5 million; clearly communicated goals to ensure each team member understood how his/her performance contributed to the core goal ★ Oversaw the acquisition of 14 franchise restaurants in Texas ★ Established a succession plan process for general managers and regional operations directors; built strong leadership and set up the company to thrive during changes in the industry

In my role, I was responsible for overseeing operations for 110 restaurants, which included managing 21 direct and indirect reports (three directors of operations, and 18 regional operations directors). Under my leadership, we created a culture of sharing best practices and ideas in my division, which resulted in it being the top division and leading the company in results six years in a row. CORE RESPONSIBILITIES▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬✔ Developed and mentored directors of operations and regional operations directors; promoted seven general managers to regional operations directors and one regional director of operations to a director of operations ✔ Participated in focus groups, menu tasting, training design, operations structure and product development; supervised and supported a Red Robin food truck test ACCOMPLISHMENTS ▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬ ★ Acknowledged by J.D. Powers and Associates as the “Best in Overall Customer Satisfaction” in the Southern California market in 2010 ★ Partnered with multiple departments to improve kitchen efficiencies; improved food quality and productivity ★ Created a Women in Leadership program designed to encourage female managers and promote diversity ★ Opened the Texas market in 2013; partnered with franchisees to improve the manager training experience and reduce training costs ★ Served on the Alignment Team; reviewed and prioritized initiative business plans★ Served on the Health Care Reform Task Force; analyzed the impact of health care legislative reform in order to make recommendations on how to offset expenses with minimal impacts on people and the brand ★ Served on a steering committee that helped design and test an innovative, manager and team member iPad training program created to replace paper-based training workbooks ★Lead the creation of the Operations Services Department; created the department to support the field and improve processes

In my role, I oversaw 73 restaurants, eight area directors, a training director, a human resources manager, a facilities manager, a recruiter, a catering manager, a call center manager, and two administrative assistants. The annual revenue exceeded $295 million. CORE RESPONSIBILITIES▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬✔ Established the strategic plan for brand operations; achieved 105% of the sales plan and 109% of the profit plan over a three-year period ✔ Developed the people plan and oversaw the development of the people pipeline✔ Appointed to represent the company on the California Restaurant Association Board of Directors; partnered with other industry leaders to promote and protect industry interests and practices ACCOMPLISHMENTS ▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬ ★ Grew comp sales by 9% and lead the highest volume region in the company from 2003-2006 ★ Set profitability records over an 18-month period★ Grew the region from 48 to 73 restaurants in under three years ★ Partnered with Operations Services and other departments to develop and implement an initiative to restructure and define the roles and responsibilities of area and regional directors ★ Served on the Brinker Diversity Steering Committee; promoted and developed the company’s first Director of Diversity