In my most recent position, I oversee the efficient running and profitability of the restaurant while ensuring compliance with licensing, hygiene, and health and safety legislation/guidelines. I develop and recommend long-term and short-term strategies and plan, budget, and forecast. In addition, I formulate and implement marketing strategies that target revenue growth.The following are highlights of the value I’ve brought to the company: Project managed the overall renovation and led the successful reopening of Davis’s only high-end restaurant operations.Created best practices; reducing food COGS from 38% to 28%, beverage from 52% to 16%, and labor from 42% to 32% cost.Developed food and beverage program for adjacent hotel that re-brand as a Hilton Garden Inn.

During this time, I oversaw the daily operations of The Lodge at Pebble Beach’s main restaurant, including hiring and training of team members, finances, and P&L. I evaluated labor costs and developed schedules based open hotel occupancy as per budget and previous year’s totals. I also supervised the day-to-day operations of the dining room facilities. The following are highlights of the value I’ve brought to the company:Enhanced productivity of 35+ employees, managers, and team leaders through motivational training and mentoring.Drove sales and increased profits through exceptional guest service, word of mouth advertising and marketing.Recorded the single most gross revenue day in Pebble Beach History in restaurant.

My main responsibility for this position was to partner with the leadership team of privately owned bars, restaurants, and events across multiple venues in Southern California to provide coordination, insight, and recommendations on strategic initiatives. I executed new and improved operating systems, which included staffing, budgets, and cost analysis while overseeing the selection of liquor, inventory, menu, health codes, safety issues, and cost control for 14+ concepts.My clients include: Perkins/Marie Callender’s (2017 to 2018) Chaired daily operations of a 15,000sq ft, 450-seat flagship restaurant. Managed and mentored 70+ employees and 4 managers.  Hospitality Collaborative (2016 to 2017)Planned and oversaw daily tasks to ensure key completion of catering and events management operations. Conceptualized internal growth business plans and originated company-operating policies. Soup’s Sports Grill (2006 to 2015)Oversaw, monitored and streamlined the construction, opening, and operations of the sports bar concept for the Major League Baseball Player Jeff Suppan. Smoke City Market (2010 to 2015)Led the daily operations of a Texas Hill Country BBQ concept. Led management team and oversaw the financial controls, operations, people development, and guest service. The Den of Hollywood (2009 to 2010)Achieved a $1M remodel, opening, and operation of a Hollywood hotspot. Table 8 Restaurant (2005 to 2006)Provided governance to the remodel and operations of a fine dining restaurant for Celebrity Chef Govind Armstrong. Assisted in meeting the financial targets by executing and enhancing the annual marketing plan. Vintage Bar Group (2005 to 2010)Guided the owner with annual business planning process and tracking of performance metrics to deliver key performance targets. Directed the construction, opening, and operation of six world-renowned bars and restaurants in Hollywood, which included The Well, The Woods, Nobar, Bar 21 and The Fifth.

As a General Manager of Operations, I provided leadership to daily operations while ensuring the financial stability of Foodco West which owned and operated six concepts, including Broadway Deli, Capo, The Brentwood, Brass cap, Rebecca’s, and Cora’s Coffee Shop. I motivated 15 managers and 225 employees by streamlining daily restaurant activities.The following are highlights of the value I’ve brought to the company:Drove profit margin, boosting annual sales from $22M to $25M by adding wine programs and delivering training to wait staff based on sales techniques.Directed efforts in reducing costs by 10% through setting up a collective purchasing system for all restaurants to gain buying power and lower costs for all venues.Preserved COGs by 5% through accumulation of sales to labor budget to remain at a constant 25%.Achieved the financial budget set by management by maximizing revenue, minimizing cost, and increase productivity