Lee Bennett Email & Phone Number

Global

Las Vegas, Nevada, United States

• Working directly alongside the divisions VP of F&B and the F&B directors’ team to strategize and help drive the division to achieve an annual F&B budget of $300Million+.
• Aide the VP of F&B with our F&B external partners to ensure all parties are content with the ongoing collaborations and that their vision for their operation aligns with the Caesars Entertainment vision. Our partners.
• Collaborate with new incoming partners to assist in bringing their brand to Las Vegas and integrate them into the Caesars Palace F&B family.
• Help develop critical paths from the design stage all the way through to opening of the new upcoming operations. This includes but not limited to creating the OS&E, labor forecasting, recruiting, training and marketing.
• Conduct scheduled 1:1’s with direct reports to ensure they have the support needed to meet their targets.
• Host skip level meetings and town halls to stay connected with the driving force of the F&B team and to ensure they have the tools and resources needed to provide exceptional guest experience.

Las Vegas, Nevada Area

• January 2017 - PresentMGM Resorts InternationalParkMGM & NoMadLas Vegas, NevadaPosition: Property Chef
• Working directly alongside the Divisions VP of F&B to strategize and guide the F&B director’s team to help the division achieve an annual F&B budget of $126 million.
• Aide the VP of F&B with our F&B external partners to ensure all parties are content with the ongoing collaborations and that their vision for their operations merges into the MGM vision.
• Train and guide my assistant chef to oversee the food budget of $84 million for the culinary division and controlling food COGS of 25.3%. This is generated through catering & banquets, room service, pool operations and.
• Direct collaboration with the executive room chefs to monitor, train and develop the understanding of controlling the operational costs. This is monitored on a daily, weekly and monthly basis to ensure they fully.
• Providing oversight to the chef’s management team to set up their annual GOALS and leadership plans to comply with company expectations then sitting in one on ones quarterly to review their ongoing progress.

Las Vegas, Nevada Area

• Personal chef to an affluent family in their primary residence in Las Vegas as well as helping to oversee several other estates around the US
• Travel with the family both domestically and internationally when required
• Day to day hands on cooking and arranging of formal high end restaurant standard nightly dinners as well as less formal lunches
• Planning and executing of any special events and parties

Santa Clara, California

• Heading up all 3 operations at the Levis Stadium with an annual revenue budget of $13million.
• Overseeing a team of 50 BOH staff over the three operations during peak season. Guiding the sous chefs of each kitchen in how to run the teams. In December all 3 operations could do a combined cover count exceeding.
• Tailgate on game days bring in between 600 – 800 customers at a standard price of $500. After which the operation is then open for post-game for general fans were we can feed up to another 350 customers between the.
• Accountable for budget and revenue alongside the operations director. Monitoring daily revenue and COGS and reporting weekly to the corporate team on weekly managers meeting.
• Day to day responsibility of all general HR issues liaising with our HR manager from the corporate office Responsible for the maintenance budget, contracts and call outs
• The writing and control of 18 different quality menus throughout the three departments using only the best quality seasonal produce ensuring the food costs are controlled to the budget set

Leeds, United Kingdom

• Executive chef of D&D London's first operation outside of London.
• Involvement in the design of the kitchens and operational concept from the design stage with Conran & partners
• Helping a team of 9 company directors execute the critical path leading up to the opening
• Day to day running of 2 operations with different concepts on 2 levels with a team 22 chefs and a total number of 74 personnel throughout the whole business
• Accountable for budget and revenue alongside the general manager. Monthly financial revenue meetings are held were together with the general manager the reports are presented directly to the board. Crafthouse and.
• Day to day responsibility of all general HR issues liaising with our HR manager who comes on site once a month

Singapore

• Day to day running of 4 kitchens over 5 outlets with in the Equinox complex overseeing a team of 45 chefs
• Accountable for budget and revenue alongside the assistant F&B manager. Quarterly financial revenue meetings were held were together with the hotels FnB director and executive chef. Equinox complex generated a little.
• The writing and control of 30 different quality menus, which included, a la carte, various buffet menus, grand Sunday brunch, bar tapas, after hours dinning
• Liaising with the hotels Marcomms team in what promotions to run and when
• Ensuring the sous chefs are controlling the ordering and maintaining the high standards in the kitchen that such a highly acclaimed operation deserves
• Multiple personal appearances around Singapore doing live demos, guest chef dinners and acclaimed industry magazine articles to feature the Equinox and hotel brand

London, United Kingdom

• Day to day running of 2 restaurants, 2 private rooms and a bakery. Taking command of 28 chefs and a total number of 90 personnel through out the whole business
• Accountable for budget and revenue alongside the general manager. Monthly financial revenue meetings are held were together with the general manager the reports are presented directly to the board. Le Pont de la Tour.
• Day to day responsibility of all general HR issues liaising with our HR manager who comes on site once a week
• The writing and control of 12 different quality menus using only the best quality seasonal produce
• Liaising with the PR company ‘Sauce Communications’ in what promotions to run and when
• Ensuring the sous chefs are controlling the ordering and maintaining the high standards in the kitchen that such a highly acclaimed restaurant deserves

London, United Kingdom

• Savoy Grill. ( note the operation closed January 2006 for Savoy hotel refurbishment) Accountable for day to day running of 2 restaurants, a private dining room and a chefs table.
• Responsible for 55 members of staff. 41 chefs and 14 kitchen porters. Staff training, writing rota’s, arranging holidays and quarterly assessment’s
• Control of purchasing to ensure the best quality produce is brought in line with the margin
• The restaurant generated £7.2million GROSS revenue per annum

London, United Kingdom

• Reorganising the pastry section to the level of standards Gordon Ramsey expects
• Day to day supervising of 4 pastry chefs
• Daily purchasing of the produce for the section and working with the other sous chefs on daily purchasing of the produce for the main kitchen

Paris Area, France

• 6 months working between the garnish section and the larder
• 6 months working on the fish overlooking 2 commis’s

Paris Area, France

• 7 months in the bakery were the bread was prepared fresh every day and cooked just before each service
• 8 months in the pastry aiding the pastry chef with mis en place and service
• A promotion was achieved during my time here

Dubai

• Responsible for the supervising of 8 chefs and 3 pastry chefs over all the sections
• Daily purchasing of produce
• Running the kitchen in the chefs absence
• Aiding the chef with his margins and stock control
• Doing the monthly stock take