Scott Pickett Group runs a stable of premium dining and event spaces across Melbourne and the Mornington Peninsula. Restaurants including Matilda, Estelle, Chancery Lane, Smith St Bistrot and of course Longrain. Within the Continental Sorrento, we also feature Audrey’s Restaurant. Feel free to reach me on matt@scottpickettgroup.com.au for any enquiries

Spotless were the catering partner for the MCG. From a hospitality point of view, the MCG features 28 dedicated function spaces, high-end dining offerings within the Committee Room and Members dining areas, and a massive footprint of retail concessions. Being a Member-driven and high-profile environment, standards are very high and there is a strong feedback culture amongst the stakeholders.In my role, I was the ‘lead’ role on this contract. My areas of responsibility included:• Financial accountability for the sites ~$100M+ P&L.• Operational management. This role was responsible for the successful delivery of all hospitality offerings within this iconic and complex ground. • Sales leadership. My role provided oversight of the sales function, including creation and delivery of a sales strategy, marketing of special events, working with my team on familiarisations and other showcase events, and client relationship building and liaison.• I was ultimately accountable for operational compliance for the site including liquor licensing, risk management, workplace health and safety, and food safety areas. • This role provided leadership to a full-time team of approximately 70 FT staff and a casual workforce of around 3,500 staff.

• Melbourne Racing Club operates a multi-faceted and diverse food and beverage offering including 3 racecourses, 13 pubs (at the time) and an artisan bakery chain. My role provided leadership and oversight to all food and beverage offerings across the group.• Provision of non-race day conferencing and events within the Caulfield and Mornington racecourses. This included creation of function kits, service delivery, curation of bespoke menus for large and small VIP events, client liaison.• Sponsor and supplier management, including leading the negotiation and renewal of major beverage agreements with groupwide financial impacts, including beer, Champagne, spirits and wine partnerships. This improved groupwide COGS lines by 2.2% and created new sponsorship avenues.• Delivery of all food and beverage for Spring Racing Carnival including pop-up spaces, corporate spaces, sponsor activations, associated events including launches – VIP events with very high standards of food presentation, service delivery etc.• Curation of race day hospitality offerings with a focus on contribution to Members, growth, customer service and innovation.• Financial management of the F&B function across the group including budgeting, reporting, cost control and adapting to trends within the business.• Management of the Club’s artisan bakery chain – this involved management of franchise agreement, lease negotiations, staff management and marketing efforts. The club ultimately decided that this area was not consistent with the strategic direction of the club, and I negotiated an exit arrangement for the club out of this space.

• Overall contract management of this tri-partite agreement between Tennis Australia and Melbourne and Olympic Parks Trust. Site revenue of ~$40M. The contractual arrangements under this contract led to a high degree of complexity and stakeholder management. • Collaboration with Melbourne Park sales team on bespoke menus, special events, marketing activities such as famils.• Operational responsibility for the site for both year round and Australian Open operations. This also included mobilisation of Birrarung Marr for the Australian Open.• Project management of the food and beverage areas for the Australian Open, including site logistics, staff onboarding of 2200 staff, supplier management, reporting requirements, customer service leadership.• Managing food and beverage requirements for sponsors of the Australian Open - a critical part of the AO experience.• Liaison with regulators including City of Melbourne, Victoria Police, VCGLR.• Contribution to the site Masterplan and detailed design components for Rod Laver Arena, 'Tennis HQ' and Centrepiece event space. • The implementation of a scheduling / time and attendance system for the site which provided greater labour accountability and reduced risk.• This role also provided leadership and oversight to some other smaller contracts including Royal Botanic Gardens and Sovereign Hill.

• Overall contract management for the provision of food and beverage within this 52,000 seat stadium. This role provided oversight to all retail concessions, Medallion Club and other membership areas, restaurants, corporate suites, official functions, and back of house areas such as media and team catering.• My role provided leadership and oversight to a full time team of 35 staff and a casual pool of 2000 staff.• Collaborative working with stadium sales and marketing teams regarding non-match day conferencing and event sales activities. The client was base was very cost-sensitive, however standards and reputation needed to be maintained.• Fostering relationships with stadium hirers, corporate suite clients, Medallion Club members all with a service delivery focus. • Procurement processes including tender management, supplier reviews, contractual aspects.• Profit and loss responsibility ~ $35M. This role required a significant focus on labour and COGS management especially when crowd attendances were soft, yet service levels needed to be maintained. • Initially, the stadium experienced poor customer service scores and the contract was 'at risk'. Through significant increases in customer service levels and transparency with stadium leadership, the contract has improved significantly and is still in place today.

• Epworth Richmond is Victoria's largest private hospital with 450 beds and serving 500,000 meals per annum. Epworth Healthcare prides itself on a focus on Patient satisfaction and values based leadership.• This role provided oversight of facilities management, catering, environmental services, waste management, Patient transport, reception and security. Staffing numbers of around 550 full-time staff. All services were managed in-house.• The role also had a functions delivery component for internal and ancillary bodies including internal and external meetings, chapel services, board room events for potential benefactors of the hospital. We even delivered a funeral within the hospital when a long term member of staff passed away! • In this role I was also the specialist regarding back of house areas for the Richmond redevelopment specifically catering, waste management, patient transport and cleaning.• Employee relations were an integral part of this role including liaison with several Unions and renegotiation of EBA's. With an aging workforce and self-insurance, areas including OHS, fitness for work, absenteeism and return to work were high priorities within this role.• Patient satisfaction increases despite reduction in staffing levels. • Project management of many areas including a cafeteria, research laboratory, data-centre relocation and a new PABX installation. The largest project I oversaw represented expenditure of ~$30M.

Perth's largest five star hotel with 496 guest rooms and a large banqueting area, the food and beverage operation serviced approximately 30,000 covers per month. Reporting to the General Manager, the Director of Food and Beverage was an integral part of the hotel's operations and overall strategic direction. My key responsibilities included:• The position sat on the hotel Executive Committee and also liaised with the hotels owners and representatives on budgets, P&L reviews, strategic plans and capital expenditure.• Oversight of three kitchens, hotel conferencing, all day dining restaurant, lobby bar, in room dining, minibar.• Financial management was a focus including turning around several underperforming or unprofitable outlets, and driving profitability on the banquet floor.Key achievements included:• Following closure for several years, I reopened a fine dining restaurant within the hotel, including re-fit of the space, new FF&E, new culinary team, PR and media engagement and staff employment and training. • I also opened a stunning boutique meeting space for more intimate and upmarket meetings, to capture the high end ‘board level’ meetings which take place in Perth.