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My role is varied and fast paced, working to kpi’s set by internal stakeholders such as meal times, naps and general infant maintenance. I am proficient in the following - Domestic law enforcer and policy negotiator, including tantrum management and tiredness signal interpretation. Gained significant experience in ‘huff’ management. - Cleanliness and hygiene for semi grown stakeholders including bathtime, dental ‘best practices’ and biological waste production control. Lead role in training ‘emerging adult’ stakeholders to become self-sufficient medium to long term. Working towards certification in female ‘emerging adult’ hair management. - Lead role in health and safety engagement including back garden, kitchen and all sharp corners. Chief calpol dispenser, and responsible for all accident response management. - Ghost theory dispelling and monster checking to ensure no paranormal/supernatural and/or monster related activity, especially during night time operations. - Domestic kitchen management including a varied and ever changing menu, food production in line with ‘how mummy does it’ guidelines 2020 and all cuisine development. - Senior role in lost item relocating and all responsibility in occasions when losses arise, managing with pragmatism and empathy. Fully trained in ‘where did you have it last’ and ‘well if you put things away…’ management tools. - ‘Trip out’ co-ordinator including ensuring that all bottles have been prepared, dummys are clean and ready, changes of semi grown stakeholder uniforms are readily available and meal time provisions have been factored into all leisure activities. - Sleep technician and rapid response during night time disruptions in sleep provision. - Expert chauffeuring including entertainment has been provided during journeys- Non TV/screentime activity planner and provider. This is one of the most challenging parts of the role and one of the aspects that command the most attention.

Budgetary, financial reporting and full operational responsibility for high end food retail outlet comprising of fresh grocery, alcohol, confectionary and on-site butchery alongside a growing online hamper offer. - Designed and implemented a full food safety system including temperature controls, delivery checks and record keeping for the Food Hall and Butchery to maximise food safety and minimise risk. Awarded 5 stars by the FSA in September 2019. - Cemented the purchasing ethos and policy regarding local suppliers to maximise the use of produce from the Estate.- Redeveloped the customer journey in-store to fully optimise spend per head including the implementation of modernising refrigeration and point of sale. - Maximised internal purchasing opportunities from other departments on the estate to capture significant internal income and boost P&L.- Spearheaded a comprehensive hamper sales website including content, photography and pricing to capture the ever expanding internet retail market resulting in a £15,000 uplift in hamper sales during the Christmas period year on year.

Responsible for operational delivery of catering and conference business generating £3million annual turnover. Accountable for a multi-faceted business including internal and external hospitality, bar and cafe, everyday catering for up to 260 per service plus fine dining and hospitality across three function rooms. Planning the delivery and execution of all conferencing and hospitality events upholding the corporate standards expected of the University of Cambridge. - In my newly created role I was tasked with the unification of operational delivery of catering and conferencing into one area to improve guest experience. - Designed and developed induction training for new staff to embed organisational values and standards from day one of recruitment cycle.- Developed business plan and brand standards for the operations division to engage and motivate the existing team.- Controlled labour cost from 55% to 32%

General Manager for a high volume, leisure catering facility comprising of café, retail, events and kitchen management. Line manager to all staff across the division including kitchen and ancillary staff. Full business management responsibility including income, profit/loss, food/beverage costs, wastage and all relevant legislation compliance. Led the rebrand and opening of another heritage site in West Stow, Suffolk in conjunction with core role at High Lodge.• Worked in close partnership with Forestry Commission to deliver catering provision on brief, on brand and in line with tender expectations and demands. • First GM to break £1m turnover mark including highest ever day-trading across all forestry commission catering outlets, taking £!4,500 in an 8 hour day.• Developed Events Management aspect to recruit bespoke Wedding Coordinator to maximise all available revenue streams.

Full responsibility for the P&L, service delivery, all relevant legislation (Health & Safety, Food Hygiene, Licensing etc) and operations management across the Union’s two live music venues in Norwich with a capacity of almost 3,000 people per venue. Additionally, the Head of the high turnover campus-based pub and a recently opened 200-seater coffee house. Annual turnover of all Union Venues approx. £5 million in total.Responsible for all aspects of the Venues division such as entertainment booking programme, security, all commercial activity in bars (including food, coffee and hot drink offer), technical/stage management and support services including maintenance and cleaning.Direct line manager to Deputy Head of Venues, Head of Security, Technical Coordinator, Entertainment Coordinator and the Waterfront Coordinator with responsibility for overall staffing levels of 300 people over the full employment cycle.• Developed from concept the ‘Unio’ coffee house to opening day and beyond, keeping abreast of current high street trends and food safety legislation.• Led the rebrand and décor refurbishment of the Campus Pub incorporating its first ever hot food and quality barista coffee offer in response to current market trends.• Spearheaded the streamlining of two departments (‘Entertainments’ and ‘Bars’) and was the first ever Head of the new ‘Venues’ division after a substantial organisational restructure in spring 2014. • Championed and succeeded in putting student colleagues at the forefront of the business to improve their ownership, empowerment and future career skills. • Led the project from conception alongside student staff to completely redesign and overhaul company policies and procedures regarding core activity work such as cash procedures, operational manuals, rota and payroll, risk assessments and marketing.

Retail manager for seven “high-street” catering facilities on the University campus serving, over 15,000 students and 3,000 staff. Outlets include two restaurants (seating 300 and 160 people), a central barista café, two barista satellite units, a fresh snacks grab-and-go eatery and a café at the University hospital with an in-house bakery. Day-to-day operations management for the units, line managing 12 supervisors and up to 80 catering staff. Responsible for the full employment cycle of all front-of-house staff and the delivery of their training and development through self-designed programmes.Analysis of each business at strategic level to keep abreast of high street trends, instigating new products, concepts and campaigns designed to enhance the University’s student experience. Product development in liaison with Executive Head Chef in response to customer demand. Brand development including design of the in-house ‘Campus Kitchen’ umbrella brand, which went live in August 2012. Project-managed accompanying refurbishments of the outlets, and led on the concept and development of two new catering outlets opening 2013/14.Leading on sustainability across the outlets, to improve our status in the University’s Green League, acting as a consultant on the topic for Adapt, a low carbon consultancy company in 2013. Accountability for profit and loss, financial procedures, sales targets and other related KPI’s – including all HACCAP, Health and Safety, Average Transaction Value, and the income/labour cost ratios.• Over 20% increase in turnover year-on-year• Commended for contribution to the University’s number one rating for Student Experience in the Times Higher Education Survey 2013• Significant reduction of overheads in conjunction with TUCO University Procurement Framework• Introduced the UEA ‘Keep-Cup,’ halving the University’s disposable cup use

Managed the University’s demanding Hospitality and Function service, encompassing the Campus’ delivered catering service, functions / receptions catering and banqueting / fine-dining events – encompassing gallery openings at the Sainsbury’s Centre for Visual Arts, and the University’s Graduation week celebrations. • Spearheaded cessation of the use of external caterers, increasing the department’s market share to a monopoly• Formed, recruited and trained the University’s first bespoke Events and Functions Team• Reduced stock and equipment costs by over £30,000 per annum • Led on the introduction of segregated waste-bins throughout the wider catering business, resulting in a 64% decrease in waste disposal costs

Managed the pub-side of the Michelin and AA Rosette Mad Moose and 1Up Restaurant with accountability for KPI’s including sales/growth targets, wage percentage, gross profit and stock management. Recruited, trained and developed all front-of-house staff.• Increased average weekly takings from £12,000 to £18,000• Implemented cost saving measures across the Animal Inns outlets, including introducing a new line cleaning system, saving £13,000 for the Mad Moose alone• Rebranded the Mad Moose to a ‘Neighbourhood’ real-ale destination, focussing on customer experience, quality of product and excellence of service• Awarded Fuller’s Master Cellarman award and won the 2010 InBev Pub of the Year award

General Manager for brand new multi-level restaurant / bar / nightclub venue. Major role in setting up the business from conceptual stages to opening night. Responsibility for all initial product choices, staffing and establishing a marketing strategy. Full business culpability driven by KPI’s such as sales targets, stock control, wage percentages, wastage and Average Transaction Value. Focussed on brand development, designing marketing solutions to promote the business. Trained and developed both Kitchen and Front of House staff to maximise customer experience, and drive the brand forward. • Turnover increased year-on-year, peaking at a weekly average of £16,000 in 2008• First outlet in the Group to instigate and use Stocklink EPOS system• Instigated a Loyalty Card scheme to maximise customer footfall during the austere stages of the 2007/08 recession• Achieved and maintained a 5-star Food Safety award from Lincolnshire County Council• Planned and executed over 60 private functions in the 200-person capacity nightclub

Supported General Manager in the running of the fledgling business, including shift management, office responsibilities (cashing up, banking, balance sheets), recruitment/training and cellar/stock control. Responsible for wastage control, food hygiene and maintenance of the building.Developed customer experience through promotion of excellent service and product. • Contributed to an increase in weekly sales from £7,000 to £25,000.• Reduced cellar waste from 14% to 6%• Gained Personal Licence• Cellar management and customer service skills were attributed to the achievement of the Fuller’s Pride of Excellence award• Constantly displayed initiative and dedication to the Group and as such was asked by the Managing Director to set up and manage The Jubilee