Revenue Optimization / Business Unit Development: Engaged to develop new strategies to increase overall revenue. Collaborated to create a hospitality division within the company focusing on establishing residencies within bars, restaurants and breweries. Over 3 years, this elevated revenue from $25K (2016) to $225K in 2019. These successes resulted in expanding services to penetrate new markets, including a new division in 2019 that contributed to 30% of overall revenue.Employee Expansion: Also engaged to spearhead collaborative efforts in hiring more employees to appropriately mitigate the period of explosive growth (2016-2019). Sourced and recruited additional personnel, which grew staff from 3 to 9 full-time employees. Delivered advisory on hiring, human resources systems, managing staff, and streamlining systems. The additional staff and organized systems were the main catalysts for scaling the business to $225K in 2019.

IT / POS infrastructure: Complete set up with POS operating system with goal to set up new menu items. This was done to ensure accurate reporting and communication from guests to staff of the restaurant. This set up is still being used without issues or errors. Marketing and Sales: Took lasting identity from previous tenant and capitalized on guest appeal with creating monthly dining events that incorporate guest interaction between vendors. This was a wide success and sold out within days with repeat and tickets sold for up to 6 months out. This reception is now a monthly attraction that attributes to an extra $6,000 in sales for a single event, monthly. Coaching, Staff Optimization: Observed a lack of consistency with standards of service. Established and implemented set serving standards to ensure guests experience was consistent and up to standards with guests as the focal point. This also help improve efficiency with serving, bar and support staff. This was used by staff and still a practiced today for all incoming staff to ensure consistency among the department. Inventory and Cost Control: Set bar cost target as well as maintained inventory of the entire bar program. This included complete organization of beer program which consistent one of the biggest bar tap programs in the area. This also included establishing trends, cost research & control. As well as communication with staff so they are equipped with all the information needed to pass long to guests. This resulted in bar costs staying below budget of 20% as well continue to be modeled with other locations across the company.

Inventory Cost Reductions / Process Improvement: Discovered an opportunity to enhance and streamline the inventory process using the software Margin Edge. Categorized all products within, then ensured proper labeling and correct coding. These methodologies raised overall accuracy, lowered costs to 22.3% (from 24%), and reduced on-hand inventory to $66,000 (from $93,000). In addition, this effective, cost-conscious model mitigates invoicing audits.Onboarding / Team Coaching: Challenged to design and implement a more efficient onboarding and training process for all new hires. Restructured training processes, coached new training staff, and developed new teaching materials. As a result, this transformed training information, tools, and programs for all staff. These training methodologies are still being used.Product Optimization: Saw an opportunity to restructure an outdated wine and cocktail list. Investigation included a full-detail examination of the menu to determine cocktails with a good fit and research to implement a diverse wine list that would be well-received by affluent clientele. These were the first cocktail and wine list changes since the re-opening (in almost 3 years) and these efforts contributed to a 4% lift in sales compared to the previous year’s decline of 10%.Operational Optimization: The current configuration of the Point of Sale (POS) system utilized by staff was inefficient and reduced time interfacing with guests. Realized an opportunity to streamline the establishment’s POS. Tailored the POS’s interface functionality and network to be more conducive the restaurant flow, then coached staff on the changes. This resulted in higher accuracy and quicker interactions with the POS, enabling staff to spend more time with guests.

Inventory Cost Reductions / Process Improvement: Called upon to improve inventory process company wide. Visited all restaurants in the company, identified inventory process inconsistencies, and initiated resolution. This brought consistent SOPs to inventory practices across the organization while encouraging continuous improvement and problem solving. All bar managers were trained in these practices to audit costs, which reduced spend from 23.7% to 20.6%.Revenue / Profit Optimization: Despite being tasked to reduce labor costs, challenged to increase weekly sales for The Lowry (a company-owned location) to $110,000 in 2016-2017. Spearheaded staffing efficiencies, conducted marketing campaigns, and implemented third-party delivery services such as Door Dash, Amazon, and Bite Squad. These efforts exceeded leadership expectations and delivered a sales increase 12% higher than the weekly average of the previous year.Budget Formation: Engaged by Blue Plate leadership to develop the budget for 2017-2019. Researched past P&L patterns and sales trends to determine upcoming financial reports and bar costs for each company-owned location. Gathered feedback from company management to devise and implement best practices to ensure sales targets were being achieved. These efforts fostered a culture of understanding and financial responsibility throughout the organization.

Vendor Management / Negotiations: Seized the chance to improve bar and food costs. Met with 3rd party suppliers and vendors, negotiated contract terms, and established branded partnerships. This reduced food costs by 1.8%, bar costs by 2.4%, and secured long-term relationships for all involved parties.Budgeting / Forecasting: Called upon by leadership to develop and execute a financial budget for 2016 & 2017. Investigated and identified historical financial trends, then forecasted potential trends as part of an overall analysis. Successfully established and executed the budget and ensured accuracy of sales and financial statements throughout the year. This created a sense of personal accountability for all management throughout the restaurant.Team Coaching / Mentoring / Revenue Optimization: Took charge as General Manager to achieve sales targets. This included motivating, coaching, and mentoring staff, enforcing standard operating procedures and best practices, managing all bar operations, creating new menus, and maintaining bar costs. These efforts were a defining reason that Chino Latino achieved its $5.8M sales goal.

Team Training Development: Led efforts to create new training standards and enhance old methodologies for a newly opened location in Minneapolis. Interviewed, vetted, hired, and trained ~150 staff for the New Store Opening (NSO) under the new training standards. These standards were continuously improved to ensure maximum operational success.New Location Opening / Industry Consulting: Recruited to a consulting team to open a Steak House for the company in The Kalahari. Implemented and executed a training program for staff, then coached and mentored managers concerning proper procedures and accountability. These methodologies are still used in the Steak House’s day-to-day operations.

Dedicated to building lasting professional relationships with guests and staffVoted 2009 Most Valuable Player by management staffAssisted in the restructuring of server sidework. Worked with management and bar staff to bring down liquor costs from 23% to 21% from December 2009 to January 2010Experience in controlling potentially volatile situations and handle guest complaints to ensure a positive experienceServed as a key asset/resource in opening of Salut and continue to uphold the service standards of excellence Able to network outside to generate new business w/ the goal to increase sales.