Vice President of Operations (05/2019 - Present). Promoted into this senior leadership position to oversee efficiency, customer satisfaction, cost control, and profitability of food services in OH, IN and KY with total annual revenue of $60 million. • Turned around underperforming operations at the $40 million Cleveland Clinic account with results including: - Implemented financial controls that cut $500,000 in expenses from 2018 to 2019. - Reestablished the organization’s vision by communicating goals and leadership direction. - Reversed declining retail revenue growth and low levels of customer satisfaction. - Developed, coached, and promoted a General Manager to District Manager. - Reduced staff turnover by increasing employee engagement and rebuilding trust among staff members. - Rebuilt customer trust by successfully delivering on deadlines and contract requirements. - Improved safety by lowering the incident rate from 5.9 to 1.1. - Added innovation through Self-Checkout Kiosks, Micro-Markets, and Provisions on Demand.

Promoted into this management position to turn around operational efficiency, reduce costs, and oversee 300 hourly and 25 salaried employees for a $22 million business providing food service operations to the Northshore Health System in Chicago (4 hospitals, an administrative building, and call center). • Continually analyzed costs and reduced 2019 expenses, finishing the year $85,000 under budget. • Boosted employee engagement scores from 85% to 88% for direct reports and 72% to 76% for all staff by facilitating teamwork, using a collaborative/approachable leadership style, and responding to employee needs/requests. • Increased Patient Loyalty Scores by exceeding KPIs and achieving high rankings among hospital systems nationwide. • Improved safety through the Digital Red Book Pilot Program and lowered incident rate from double digits to 2.9. • Enhanced retail guest satisfaction scores by reinforcing compliance with Aramark programs, implementing customer service training, and establishing a customer service mindset among employees. • Served as a member of the collaborative team that extended Aramark’s contract with Northshore Health System for 3 years with projected $90 million in future revenue. • Surpassed corporate expectations (growth, cost, profitability, and delivery on financial commitments) every year by providing the overall vision, planning, direction, and operational control of food service operations.

Promoted to this district leadership role to manage the Eli Lilly & Company account with $12 million in annual revenue that included 15 food service operations (cafes, Executive Board Level meals, catering, vending, and convenience store) in Central Indiana with 160 hourly employees and 12 managers. • Reduced $1 million in expenses over 3 years by streamlining processes, reducing labor, negotiating lower food costs with vendors, and minimizing waste at all 15 food service areas. • Key role on the design team that opened a new innovative kitchen concept for Business Dining and was chosen as one of 20 individuals in the Midwest Region to implement/execute the concept. • Selected for the newly created Regional Fresh Eyes Team to visit underperforming locations, analyze operations, identify issues and implement programs to increase financial outcomes and client satisfaction. • Chosen as a Regional Safety Team Member that provided input on developing and implementing new initiatives to reduce potential for workplace injuries. • Negotiated a 5-year contract extension valued at $20 million with Eli Lilly. • Prior to this Resident District Manager role, exceeded company expectations as General Manager, overseeing the $1.1 million food service operation and design/implemented a new business plan that increased profits $200,000+.

• Managed a foodservice operation consisting of 16 hourly associates and 1 salaried executive chef that exceeded $1.1M in revenue/year. Designed and facilitated a new business plan which resulted in an increase profitability of over $200K. • Established and maintained systems and procedures for the inventorying, ordering, receiving, storing, preparing and serving of food and related products, as well as menu planning and development.• Assisted with crafting a unique, exciting culture-enhancing on-site experience that drove unprecedented participation as well as leading the Central Regions Fresh Eyes Team in improving account retention by making recommendations to improve profitability and sustainability • Ensured proper labor scheduling and staffing to comply with café and catering business needs to ensure exceptional guest satisfaction

• Assumed a management role in which responsibilities include running a successful, energetic shift by ensuring staffing and food pars are at proper levels and customer satisfaction is at its highest• Duties also include compiling daily sales reports, nightly deposits, restaurant closing procedures and securing restaurant and merchandise prior to closing