One of the top rated restaurants in Palm Beach with a regular clientele base for over 12 years. Working with a James Beard Award nominated Chef driven menu that changes daily and an exceptional staff committed to professional hospitality service delivered with comfort and personality. A 3-in-1 business model presents a working environment with a multitude of simultaneous priorities relying on a large team of efficient individuals to keep the high-volume operation functioning in smooth rhythm• Managing 3 restaurants that operate interconnected yet independent, simultaneously in one building• Designed menu training format for employees focusing on allergies, ingredients, sales tactics• Strengthened performance accountability with positive reinforcement and clear outcome objectives• Expediting the kitchen line and strategizing with Chefs for increased operational efficiency

Intercompany location transfer to oversee an upscale seafood concept as acting General Manager in the absence of a management team. I stayed on to train the new General Manager and mentor the new Executive Chef team, wherein we enhanced the menu, improved service standards, and increased profits by reducing on-hand inventory, liquor waste, labor, and comps by significant measures. Additionally responsible for:• Development of monthly sales/budget forecasts based on P&L analysis• Aloha POS reprogramming for true data tracking and inventory accuracy• Payroll processing• Collaboration with Marketing teams to promote and drive sales and visibility • Improvement of training and staff morale for a better work environment

Entering as an Operations Manager of the largest Food Hall in FL, I was promoted to AGM after 4 months. A complex and multifaceted role with required skills that translates across a variety of fields. Responsibilities included:• Oversight of 20 private vendor operations, 3 bars, and 9 departments fostering positive work relationships and a cohesive approach to increasing sales and the quality of guest experience• Re-opening and staffing of 5 restaurant stalls under our management in exceptionally short time frames – developing systems, training materials, prep and order guides, steps of service, and POS programming. Implementing efforts to increasing sales and reorganizing labor structure for bottom line profit increases• Hiring, onboarding, and scheduling of over 110 employees while managing declining budgets to reduce labor costs across all venues• Oversight of payroll to ensure accuracy, analyze labor costs, and strategize cost saving alternatives• Human Resources responsibilities related to staffing and ensuring compliance of state regulations related to PTO, employee medical benefits, food safety and handling, and alcohol compliance

Initially hired as a Server/Shift Leader after moving to FL, I was promoted to Front-of-House Manager after 6 months. In a high volume, local favorite and tourist attraction restaurant, my responsibilities included: • Leading a team of 75 employees to improve service standards and operate at a higher level of hospitality while establishing pride in the “brand” within our employees• Scheduling of all FOH staff and leading Pre-Shift meetings• Efficiently running a restaurant serving 800-1,000 guests per day in a demanding region of clientele by multi-tasking and problem solving “in the moment” to resolve conflicts with guests, staff, management

Upon moving to Charleston, I found 5Church while dining out one night. I was immediately impressed with the operation and felt compelled to be an integral part of their culture. I was 2nd in command running a high-volume, energetic restaurant focused primarily on operations, administrative management, service standards, staff retention/training, and overall enhanced guest experience. My primary responsibilities included:• Efficiently scheduled all employees across 6 FOH departments while considering the needs of the business and keeping labor costs under target range• Participated in weekly, in depth P&L statement analysis meetings to track trends, make projections, increase overall efficiency, improving communications and preparedness for overall operations• Built a team of loyal, hard-working, professional staff working with a full house tip pool model and team-based philosophy. Running pre-shift meetings, educating staff on ways to enhance service, improve work performances, increase menu knowledge and sales, increasing repeat guests’ percentages and online ratings• Trained all FOH employees on upscale dining standards of service. Increased social media ratings from 4.2 stars to 4.7 stars across a variety of platforms• R&M upkeep and vendor management

While serving and bartending in both high volume, fine dining, and upscale-casual atmospheres we served Downtown Hartford’s executive business clientele, local residents, and hosted Private Event functions with excellence and efficiency. In my time here we opened a new restaurant location where I filled in as a manager as needed• Set up an efficient bar design for speed and feasibility, trained new employees on menu, specialty cocktails, company policies, and customer relations• Implemented liquor inventory system which effectively reduced monthly liquor costs and improved overall organization in the bar/liquor room• Established and maintained regular clientele base resulting in consistent repeat customers and referral business, increasing restaurant sales

• Solo Bartender and Floor Supervisor over downtown local pub servers/kitchen staff• Responsible for end of the night close-out procedures, nightly deposits, and securing the building• Developed great relationships within a close community of customers, maintaining consistent repeat clientele

*Supervised 22 Job Coaches responsible for direct service to DDS consumers , leading monthly trainings for employees on agency policies, procedures, and best practice standards.*Provided case management services to 20 DDS consumers with intellectual disabilities in addition to providing Direct Service to all new referrals for assessment and placement*Developed and implemented program goals, behavior plans, and reported on progress to DDS and agency Director.*Weekly, multi-layered scheduling of consumers, job coaches, retail location, vendor shows, and other activities; often with frequent modifications during crisis situations.*Effectively placed consumers in work experiences to help improve life skills, and promote social inclusion and empowerment *Successfully managed a pilot work experience site which provided DDS consumers with “hands-on” experience in a local gift store, and at offsite vendor shows.*Redesigned tracking systems and overall organization for Regional Case Managers to improve service quality, employee performance accountability, and to meet State and Federal mandates

• Northern Italian cuisine with “almost famous” favorites• Upscale, high volume service in a strong team atmosphere, emphasis on personalized customer experience• Maintained extensive, long-term regular clientele business • Corporate dinners, private parties, off site catering for 15-150 people• Serving: 7-10 table sections: Average sales $1100-$2400

*Active participant in executive level workgroup focused on program model, staffing/caseloads, fiscal impact, service needs array, strengths/barriers, and outcome measures for new referral system *Gathered research to inform Hotline Director of strategies and suggestions for the introduction of Differential Response to CT*Disseminated information gathered through various media formats  Produced a fact-finding research summary to the executive work group discussing the planning, implementation, and policy development of Differential Response System *Designed Power Point Presentation used in DRS informational seminars for Training Academy, community members, area offices, and community providers *Shadowed Investigation Workers and Ongoing Treatment Workers in the field for a broader understanding of the Department, its clients, and its mission

Behavioral Health Services (BHS)*Gathered and analyzed data utilizing EXCEL and SPSS programming for CRT-BHS Quality Assurance in areas of performance improvement and client outcomes*Presented analysis and feedback in quarterly reports to Quality Assurance Committee*Co-facilitated intake evaluations and group therapy with clients with co-occurring disorders*Attended daily case review meetings of dual-diagnosed clients served at BHS Planning Department *Reviewed possible funding opportunities and researched relevant literature in preparation for grant proposals*Assisted in the organization of the Statewide Homeless Point-in-Time Census for the City of Hartford and the Homeless Continuum of Care*Conducted interviews in homeless shelters for the Statewide Homeless Point-in-Time Census*Conducted research interviews with ex-offenders for Byrne Supportive Housing Pilot Program*Co-facilitated focus groups in preparation for grant proposals

*Developed and coordinated age appropriate curriculum resulting in an increase in letter and number recognition, writing skills and classroom involvement. *Implemented consistency plans and procedures for new and current teachers which served as a guide regarding responsibilities of students, assistant teachers, and head teachers which promoted independence and teamwork*Conducted developmental evaluations in areas such as fine and gross motor skills and social, emotional and cognitive levels*Ensured compliance of regulations required by The State of Connecticut by keeping complete, accurate documentation and following health and safety rules*Formed positive relationships with parents, providing suggestions and resources for improved parent-child relationships in areas such as diet/nutrition, bed time, and discipline

*Provided one to one instruction in a self-contained classroom with students with learning disabilities as well as severe emotional and behavioral problems including Oppositional Defiant Disorder, Post-Traumatic Stress Disorder, ADHD and ADD *Effectively coached children in crisis through frustrations and potential unsafe scenarios by using behavior modification techniques as well as therapeutic interventions to smooth transitions, teach better problem solving and communication skills, and ensure safety