I travel to various Marriott properties to provide support to the property's F&B department to include Banquet department as well. I provide technical, operational, and administrative support to the department. I help with staffing, scheduling, training, and performing inventories.

• • Implemented a new inventory system that resulted in a more sustainable par level.• Improved the washing process, which reduced the number of sub-standard linen guest complaints from 203 complaints in 2016 to 57 complaints in 2017 to 32 complaints in 2018.• Reduced outsourcing expenses from $100k in 2016 to $38k in 2018.• Provided support and collaboration to all departments at the location.• Employee engagement at 95% due to creating teamwork, support, and creative feedback.• Created weekly preventive maintenance schedule.• Submitted quarterly reports regarding evaluation of infection and sanitation control.

• Immediately increased of Profit Margin by 2% in YOY budget• At the onset, presented hands-on, consistent leadership role leading to much improved customer satisfaction, recognized by senior management• In consultation with local purveyors, created a local Texas Beer brand marketing campaign

• Advised on start-up of new concept of service for semi-portable kitchen.• Initial P&L costs, labor projections, compliance and code regulations based on city and state laws.• Worked closely with senior executives on geographic marketing targets and precise community insertion for loyalty and mass exposure for each dollar spent.

• Developed a proven business plan to increase loyalty for underperforming dealerships. Strategic execution of my business plan started with 150 dealerships, primarily on the East Coast. My sales grew 300% and expanded to over 500 dealerships throughout the United States in 3 months• Financial business plan included basic business growth modeling, such as specific time blocks each day given to underperforming dealerships and as elaborate as designing funding resolutions prior to escalation.• Ranked #1 ranked for the month of June 2013 in sales contract awards(both new and existing) with $2.5M in contract values

• Full management and operations responsibility-Managed 55-person staff with PNL responsibilities exceeding $3.5M annually• Developed a business plan focusing on all variable costs o Targeted lower labor costs to sales, trend improved from 33% to 29.8% o Lowered employee turnover by 40% o Led existing management team to first bonus in 2 yrs• Raised Bi-annually internal audit scores from 830 to 885 (scale to 1k) • Coached and mentored new employees on specification, procedures

• Full management/operations responsibility - Managed 40-person staff with PNL responsibilities exceeding $3.1M annuallyo Improved labor costs by 3% o Reduced employee turnover rate by 25% o Reduced total overhead by 10% by modifying facility cost management • Delegated scheduling, facility management, and marketing to subordinate managers

• Full management/operations responsibility –Managed 45-person staff with PNL responsibilities exceeding $4M annuallyo Raised Restaurant Level Profit by 5% o Implemented recognition programs to lower employee turnover by 15%• Piloted new technology program to streamline guest satisfaction-“pay at the table” concept• Developed CSAT (Customer Service Action Team) to be rolled out to all 15 locations. • Developed technical and team leading skills for three assistant managers