• Assumed financial responsibility for $10 million in annual food and beverage revenues.• Assumed operational responsibility for two restaurants, lounge, room service, minibar, and a 30,000 square foot banquet operation, supervising 10 salaried and 115 hourly food and beverage employees.• Promoted to Boston as part of the pre-opening team for the newly constructed, $100 million Hilton.• Hired and developed new teams, including management and line staff for all food and beverage outlets and banquets during period of record low unemployment.• Developed comprehensive departmental reference guides, including job descriptions and training manuals for each position, for all outlets.• Implemented Hilton brand standards in all departments with great success, scoring consistently high marks in all service quality benchmarks. During first full year of operation, hotel received coveted “Hilton Pride Award” for surpassing all goals in the "Balanced Scorecard".• Developed and implemented yearly business plans for all outlets utilizing the Continuous Improvement Process in conjunction with outlet management team.• Presented financial analysis of food and beverage operations using monthly statements and month to date labor / revenue statistics at weekly department meetings.• Acted as property expert for installation and maintenance of all food and beverage related computer systems including Micros 8700 and Dometic 2001 Minibar systems.• Participated as integral member of hotel's quality assurance team, achieving the highest overall service score of all owned and managed Hilton properties during first quarter of 2002.

• Assumed financial responsibility for $6 million in annual beverage revenues.• Assumed operational responsibility for Main Bar, Cityscape Bar and a 100,000 square foot banquet operation supervising 43 full-time beverage employees and up to 52 banquet extras.• Implemented effective beverage controls in all outlets and banquets.• Restructured beverage department operations, streamlining and computerizing all administrative tasks allowing the department to run with only one manager.

Director of Restaurants February 1998 – September 1998• Assumed financial responsibility for $5.5 million in annual food and beverage revenues.• Assumed operational responsibility for four restaurants supervising 87 employees.• Reduced hourly payroll percentage from 23% to 19%.• Increased average check by 7% through implementation of menu engineering program, utilizing competitive analysis and micros sales abstracts to adjust menu offerings and fine tune pricing structure to meet competitive market demand.• Increased beverage revenues by 10% by introducing comprehensive wine and spirits training in conjunction with server sales incentive program.• Increased restaurant capture rate from 19% to 24% after substantially improving elevator signage, lobby restaurant displays and in-room table tents.

• Assumed financial responsibility for $4.25 million in food and beverage revenues.• Assumed operational responsibility for three restaurants supervising 75 employees.• Spearheaded implementation of new restaurant/menu concept for high-volume counter-service restaurant "Intermezzo".  Redesigned service areas crucial to facilitating high volume service needs. Implementing improvements costing over $65,000.  Improved efficiency by implementing new work procedures, team organization, work schedule, job descriptions and on the job training program to compliment new concept.  Effected a 40% increase in sales after implementation of new concept.• Implemented Hilton service standards and Performance for Excellence training for all positions in coffee shop surpassing all customer service benchmark goals.

• Assumed financial responsibility for $2.5 million in food and beverage revenues.• Assumed operational responsibility for restaurant, bar, and room service supervising 42 employees.• Supervised all shifts in all outlets on a regularly rotating basis, primarily as Restaurant Manager.• Responsible for scheduling personnel for all shifts.• Responsible for beverage controls - realized pour cost of 17.5% down from 28% before beverage controls were implemented.• Actively participated in staff training for service standards.• Created all printed material such as menus, wine lists, and promotions.• Responsible for yearly staff evaluations and counseling.