Owner and Partner of CKA Management, a $180MM restaurant franchisee business with 90 locations in the greater NY market, Albany, Syracuse, Binghamton, CT, PA and NJ. Brands include Taco Bell, Wendy's and Jersey Mike’s.

The Chefs’ Warehouse, Inc. is a premier distributor of specialty food products in the United States, Canada, and the Middle East focused on serving the specific needs of chefs who own and/or operate some of the leading menu-driven independent restaurants, fine dining establishments, country clubs, hotels, caterers etc. The Chefs’ Warehouse, Inc. carries and distributes more than 55,000 products to more than 40,000 customer locations.Currently Chair of Compensation committee, member of Nom and Gov and Audit committee's

Barfresh Food Group, Inc. (OTCQB: BRFH) is a developer, manufacturer and distributer of ready-to-blend beverages, including smoothies, shakes and frappes, primarily for the Foodservice channels.

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Executive Team member with full P&L and customer relationship management accountability for the $3.5B Pepsi-Cola, Gatorade, Frito-Lay, Quaker and Tropicana U.S. Foodservice organization. Direct annual and 3-year planning and performance analysis, review sales, marketing and financial models to identify opportunity gaps, and frame integrated marketing and business development programs. Design and execute go-to-market strategies including planning, advertising and promotion, cost management, customer service, new product development, sales forecasting, and beverage business development at large foodservice accounts. Manage 7 VPs and an overall staff of 550.• Restructured the Food service organization to elevate effectiveness and efficiency and improve account penetration. Successfully grew sales and increased profits double digits. Outpaced all other U.S. PepsiCo divisions in FY’08 volume and profit results.• Increased profits through strategic combination of targeted new business and organic growth matched with precision cost management including pricing architecture, mix management, supply chain and trade spend efficiencies• Secured over 100 new national and regional accounts (Quizno’s, Golden Corral, Arby’s, Panera Bread, Starwood Hotels, Lowes Home Centers, etc.) which represents 50% of the Food service National sector’s overall volume growth.• Assimilated competitive consumer and category trends and launched proactive initiatives to create a sustainable leadership position in area of consumer insights and category management.• Created vision and guided management team through development of a strategic plan that dramatically altered the bottler-driven go-to-market approach to improve Pepsi’s share and increase operating margins.

Promoted to SVP & General Manager with full P&L accountability to lead profitable growth and strategic positioning of the $2B North American Foodservice business, which contributes $450MM annual profit. Direct a team of 305 field and HQ personnel through 8 VPs managing national account and field sales, business development, marketing and channel strategy, operations, finance and human resources. • Drove sales growth 3.5% CAGR, double the industry average over prior 5 years.• Secured 115 new exclusive national accounts over 3 years, achieving share growth 2X that of competitor, while delivering a 10% profit improvement.• Attained all FY’01 through FY’03 volume and profit goals, contributing 50% of Pepsi North America total volume growth in 2003 and 2004.• Steered development of proprietary, patented equipment innovation to promote consistent delivery of improved drink quality. This platform has set the industry standard and was emulated by all competitors.

Appointed to VP National Sales for U.S. Foodservice, a $1.1B business generating $200MM annual profit. Directed trade support, equipment management, strategic planning, advertising and promotion, budgeting, customer service, new product development, sales forecasting, production, distribution and beverage business development at large foodservice accounts. Managed 8 direct reports, an overall staff of 175 sales professionals, and provided strategic direction to the marketing and operations teams.

Irvine, CA and Purchase, NY officesAssigned to Taco Bell’s headquarters office to manage the relationship with Pepsi’s largest Foodservice customer, representing $250MM in annual sales across the 5,000+ unit restaurant chain. Became a strategic partner to Taco Bell’s CEO, served as integral member of his management team. In January 1999, assumed full P&L responsibility for the Yum! Restaurants U.S. business – PepsiCo’s largest global customer, with $400MM in sales across 16,000 restaurants. Developed and managed implementation of 5-year strategic plans for each of the Yum! Concepts (i.e., Taco Bell, KFC, Pizza Hut). Led an account team comprised of 1 VP Marketing, 3 Concept VPs, 1 Chief of Staff and 80 professionals overall.• Successfully negotiated with Yum! CEO and Concept Presidents to secure a 10-year beverage exclusivity agreement with both corporate and franchisee operators.• Defined and executed a PepsiCo Gold Standard Customer Partnership model that set the standard for solutions selling, integrated business planning and long-term, customer-driven partnerships. This business model became the cornerstone of all PepsiCo’s Foodservice and Retail customer development efforts.

P&L general management responsibility for company-owned bottling operations accounting for $200MM Retail and On-premise sales and $30MM net operating profit across Philadelphia and New Jersey markets. Led all soft drink production, sales, marketing, and allocation of a $400MM manufacturing budget. Managed 400 employees across sales, marketing, manufacturing, distribution, finance and human resources, and 1 production facility. • Delivered consecutive years of increased volume: +15% in 1994, +8% in 1995 and +9% in 1996.• Achieved +18% profit improvement in 1995 through aggressive cost and mix management, and set the Pepsi gold standard for profitability at $1.00 per case• Successfully negotiated 5-year collective bargaining agreement with Teamster union that included new revenue-based compensation plan.

Charged with stabilizing a market unit suffering negative sales, volume and profitability trends due to a lengthy labor strike. Full P&L general management responsibility for reshaping and rebuilding the $150MM business. Managed 150 employees, and all sales, finance, human resource and logistics activities to attain $15MM profit plan.• Increased sales revenue 11% versus 1992 and achieved 1993 profit improvement of +22%.• Defeated unfavorable union and leadership demands and secured a 3-year labor agreement

Led the On Premise Sales organization responsible for $600MM in sales revenue and distribution of fountain products for company-owned and franchised bottling operations across the Northern NJ market. Grew the NY fountain business +50% to $25MM in revenue.