Spearheaded the implementation and training of Kitchen Display Systems (KDS) in both new and existing restaurant environments.Collaborated with restaurant management and staff to customize KDS solutions, ensuring seamless integration with existing operations.Conducted comprehensive training sessions, empowering staff to effectively utilize KDS technology to enhance kitchen efficiency and order accuracy.Provided ongoing support and troubleshooting to ensure optimal system performance and user satisfaction.Played a key role in driving technological innovation within the hospitality sector, contributing to improved operational workflows and customer experiences.

Service Improvement: Tasked with elevating service standards to meet and exceed guest expectations.Team Recruitment & Training: Recruited and trained a dedicated team to maintain high service standards and drive continuous improvement.Accolades & Recognition: Focused on achieving further accolades by implementing best practices and innovative service solutions.Role Transition: Initially a permanent role, transitioned to interim as I explored new opportunities within hospitality or considered a career shift.

Overview: Managed the operational food and beverage side of Whittlebury Park, a multifaceted venue offering golf, weddings, corporate events, camping, catering for Silverstone events, and accommodation.Operations Management: Directed Front & Back of House operations, ensuring seamless service across various styles and events.Sales & Cost Management: Managed the Sales Team’s selling capacity, including costings of all products and packages. Restructured and costed packages for golf days, weddings, and events.Procurement: Procured equipment for kitchens, restaurants, and external catering events, negotiating supplier costs for equipment, wine, spirits, and beers.Budget Control: Controlled budgets with a focus on quality over price, quantified deals for directors, and monitored financial expenditure to ensure targets were met. Raised GP by 7% above target for two years, achieving personal bonuses.Training & Development: Introduced a training matrix and regime for staff development, raising standards. Constructed rotas in line with budgets and operating costs, lowering payroll by 10%.Standard Operating Procedures: Created and implemented SOPs for food service, ongoing training, and systems.Payroll Management: Controlled the payroll system and staff rota for a team of 30+ within the F&B outlets.Additional RoleFood & Beverage Assistant Manager Whittlebury Hall HotelManaged daily activities of the hotel, including a 400-cover restaurant and 251-bedroom hotel food and beverage delivery

At Barton Hall (Sister Hotel to Rushton Hall), I managed the delivery of food and beverage aspects across all aspects of the business; weddings, events, restaurant, bar and conferences whilst it transitioned in to a hotel. This was done whilst I was at Rushton Hall for 6 months and then returned to the role in February 2014 to carry on the project. The roles are similar & identical on many levels to those at Rushton Hall (See Below). Listed below is a list of jobs and roles: •Creating & implementing new cash revenue streams in all sectors of F&B to the local 
community. •Organising show rounds, taking bookings, selling the venue to prospective clients for weddings, events, private dinners and conferences to maximise the business potential.•Managing the rota & team to cover all aspects of the food & beverage team, recruitment, wages and budgets. 
•Menu design & costing, stocktake and looking at GP & Targets set by the business. •Implementation of training for all team members in F&B department.

I was ‘Conference & Banqueting Manager’ within the hotel. I oversee weddings, conferences, events & private dinners alongside being the Assistant Manager of the 3 AA* restaurant and bar.•Planning, organising and managing the staff on a daily, weekly and monthly basis, organising of rota’s, holidays, wages & recruitment.
•Stock taking of beverage items, orders for supplies, crockery, equipment and adhering to 
budgets. 
•Regular staff training to keep standards of performance and service whilst constantly reviewing procedures whilst liaising with other departments. •Duty management shifts to ensure the smooth running of the hotel. •Dealing with a variety of clients and guests from large company executives to high profile 
clients. •Using the ‘function sheets’ to setup, run and close the given conference, event or wedding 
for the client to ensure all requirements are met.•Achieved the 3rd Rosette from our 5/6 year tenure of being a 2 Rosette Restaurant.

The ‘Management Trainee’ role was specifically designed for me and divided into 4 main areas of management within the business. The idea was to learn the management roles and implement and create changes to each department as I progressed, through learning the roles. These are some aspects of the management trainee program:Food & Beverage Management for all aspects of the F&B Operation.Front of House Operations for the reception of the 211 bedroom hotel and extensive conference facilities.Pro-active Sales & Marketing, research, competitor analysis & benchmarking through maximising yield & revenue. Operations Management of the hotel as a whole including all areas other than the Front of House and Food & Beverage.On completion of my ‘Management Trainee’ course I was promoted to the role of Duty Manager with primary focus on the FOH Operations alongside a hands-on role across all departments of the hotel.