I oversee and execute comprehensive purchasing operations for The New York Racing Association, a client of Levy Restaurants. I manage an annual spend in the tens of millions of dollars, which encompasses a wide array of needs—food, beverages, paper goods, equipment, sanitation supplies, seasonal workers, and multiple services (cleaning, waste removal, equipment maintenance/repair, and auditing). I deliver excellence in procurement while adhering to fiscal prudence, which encompasses negotiating and renegotiating contracts with dozens of vendors, establishing optimum inventory levels, and instituting controls to achieve gains in loss prevention.

For two years, while looking for my next career opportunity, I built and managed a boutique consulting business offering operational and purchasing expertise to private-label food manufacturers and well-known supermarket and restaurant multisite entities. I was thrilled to have multiple clients who I was able to help significantly. In these two short years, I delivered $2.5M in savings to clients through a combination of initiatives including sourcing new vendors, ensuring competitive bidding, and improving inventory forecasting.

I served as a purchasing executive for Aladdin Bakers, a large, complex commercial bakery that manufactures hundreds of baked products for other businesses. I oversaw a purchasing budget in the tens of millions of dollars. Despite Aladdin being a mature and successful business, I was able to improve purchasing practices with formalized, consistent approaches using RFQs and bidding. The company’s existing procurement processes were evaluated through a deep dive into ERP data. I identified new vendors and improved long-standing relationships with others (about 200 vendors in total). Setting expectations for vendor performance, especially regarding the shelf life of perishables purchased, was a significant outcome for the business. Right-sizing inventory was another initiative I undertook. After analyzing slow-moving items, I slashed SKUs by 11% with no negative consequences to sales. Along these lines, I also instituted inventory controls. My role in inventory management also encompassed leading a team of logistics and warehouse staff operating in multiple production facilities and warehouses. I hired and trained employees and evaluated their performance.

I purchased underperforming Subway franchise locations and transformed them into highly profitable restaurants. To enhance profitability, I trained and incentivized managers to deliver strong profit margins through attentiveness to labor and food costs. A skilled negotiator, I secured below-market, 15-year leases in prime areas. I ultimately managed 12 high-volume locations in New York City with ~100 employees and twice won Franchisee of the Year.

I sourced wares from ~250 vendors, purchasing items for six stores in the categories of OTC, health and beauty supplies, housewares, and electronics. I purchased manufacturers’ overstock and closeouts to maximize profits while keeping a close watch on inventory.