Annual sales volume: Up to $1 million (up to 13 stores)• Hired on as General Manager, promoted to Area Manager after 1 year. Assumed DoO in Jan. 2022.• Manages around 20 crew members per store. Thirteen total locations between GA and AL. 3 direct area manager reports, 10 direct specialist reports and 13 indirect general manager reports.• Maintains low turnover of staff with honest communication/feedback & developed recognition programs – involved with all levels of staff.• Has trained 200+/- crew members and 25 up into management. Developed and implemented new hire orientation program as well as Manager in Training program.• Cut operating cost by more than a third by training staff on conservation of water, electricity, supplies, labor efficiency and portion control of food and condiments.• Manages all vendor contracts and develops and measures spending budgets.• Increased EBITDA by 8.95%, or $676,800 through development, measuring and management of budgets• Trained staff on efficiency, attention to detail and customer service. Increased customer satisfaction by development of KPI and resulted in increased scores by 8.8%, with an average score of 82.3%.• Handles marketing and develops relationships with local business and Chamber of Commerce• Increased catering sales by 25% with marketing and sampling events at universities and schools. Overall sales increase YOY for Q1 is 16.38%.• Focused with team on corporate compliance initiative, increasing scores from 72.4% to 84.46% in 2023.

Annual Sales Volume: up to $900,000 (7 Stores) • Manages around 20 crew members per store • Has trained 150+/- crew members and 15 up into management • Cut operating cost significantly by training staff on conservation of water, electricity, supplies, labor efficiency and portion control of food and condiments • Trained staff on efficiency, attention to detail and customer service • Checks labor stats every day on every store - weekly analysis of all aspects of restaurants • Hands-on management style – Not afraid to jump in with crew when necessary • Handles marketing and develops relationships with local business and Chamber of Commerce • Increased catering sales by 25% with marketing and sampling events at Universities and schools • Charged with hiring practices with focus on selection, training, and retention

• Supervised 45 employees providing goods and services to the veterans, caregivers, Veteran Affairs employees, volunteers and visitors through food, retail, vending, coffee, concessions, catering and B2B operations. • Selected as Chief of Birmingham, AL with the oversight and development of the employees spanning 6 different areas, including, but not limited to food service, retail operations, vending operations, direct sales and accounting. • Created and held staff accountable for business revenues and loss prevention to optimize profitability. • Established and maintained relationships with key stakeholders inside a federal facility environment, including Engineering, Environmental Management Services, the Union, Infection control, Safety Office and the Director of the Medical Facility to obtain high performing goals and standards. • Reduced retail loss by $104,000, achieving a 0.64%, over previous year (4.7% loss) by installing security programs and mentoring staff on loss prevention. • Rebuilt strained relationships with the medical center’s support staff and rebuilt trust of the medical center director after previous management’s failures. • Mentored an entire new management staff of 5 with little to no management experience on human relations documentation, Union procedures, and proper management etiquette, as well as operating procedures and administrative tasks. • Administered testing to fellow management staff in several locations to create benchmarks for on the job skills and procedures. • Collaborated on creating loss prevention procedures and training materials used companywide and was charged as lead editor of the living document. • Improved NOI by 4% or 163K in a $4.5M operation. • Increased NOI in Retail by $219,977 and Food Gross by 2.3%. • Led initiative in expanding services in Coffee while implementing and guiding staff and management in new programs from VCSCO Food Support, Coffee, Vending, and Retail.

• Selected as Chief of Iowa City, Iowa to operate location as part of training into executive leadership. • Facilitated major changes in customer service experience, including internal customer service to reduce hostile working environment. • Facilitated many special veteran centric events while on site, including the Summer Games and the Tee Tournament, as well as special catering events for the employees and executive leadership of the Medical Center. • Increased Overall Sales by 104% over budget, resulting in an increase of net operating income of 121% over budget. • Empowered associates to levels where they could easily reestablish customer trust by rectifying problems before being escalated to a management level. • Mentored 2 new management staff members on Equal Employment Opportunity Committee’s practices, such as Douglas Factors and how to effectively hold a mediation, as well as led several root cause analyses to rectify hostile work environment. • Increased Retail Sales by 7.8%, food sales by 8.2%, services sales by 5.0% and vending sales by 13.4% within 1 year. • Achieved a shrinkage percentage of 0.49% for FY14. • Created a partnership with EEO and Union due to Employee disagreements and learned different processes and methods to effectively handle conflict resolution. • Drove retention and satisfaction by ensuring Exemplary Customer Service by leading the team by example.

• Selected as Assistant Canteen Chief of one of the largest retail operations in the company as part of executive leadership training while serving as facility director during peak season for operation. • Implemented strategic initiative as directed by Veterans Canteen Service Central Office. • Evaluated and motivated underperforming associates into high performing, high drive potential candidates for management. • Assisted in the facilitation of the Wheelchair games, a large, multi-unit, veteran-centric event that takes months of preparation, including roughly 1,500 man-hours of participation.

• Managed all Retail Operational aspects to improve productivity, sales and profitability.• Interviewed, hired, mentored, trained, inspired and evaluated performance of Hourly Associates for corrective action or continuous improvement.• Provided a positive customer service experience with cleanliness and presentation of merchandise that upholds the standards of the VCS. • Assisted with hosting of the Wheelchair Games in 2012.• Selected for primary position of Assistant Canteen Chief of Baltimore, Maryland with oversight of entire staff coming shortly after due to departure of previous Chief. • Assigned to maintain standards of customer service of our food, coffee, retail and vending divisions achieved standards set in place by VCSCO, as well as achieve competitive financial goals for a federal government run operation. • Creatively adapted to changes in environment that would cause a decrease in customer satisfaction, such as staffing issues, reduction in services by executive leadership, and medical center initiatives. • Mentored staff on basic managerial tasks, such as stock counts and return policy adherence, to expand capabilities of management to assist in higher-level issues.• Assigned workloads and tasks to associates to broaden experiences and motivate contributors into a high performing team of employees. • Maintained and documented all purchases and sales to account for operating expenses and a healthy turnover ratio.

Worked in many different stores around the country in various management positions with the focus on QSR initiatives.