● Through system creation sorting through SKUs and managing suppliers to lower food cost, with initial opening at 34% down to 27% in the first 2 months. ● Worked with management team to streamline daily operations, including equipment set up, line design for execution, maintenance, and preventative maintenance. Continual streamlining brought a lower labour dollar spent on daily operations from 20% of total sales to 11% labour spent from total sales. ● Collaborated with HR, and vendor suppliers to devise training modules for new staff and improve performance standards. Training and supplier relationship worked towards a better quality of final dish as well as removing steps in daily processing and operations.

● Updated outdated systems and procedures to meet dynamic operational and kitchen requirements. ● Organized and transformed an aging kitchen into a more efficient business unit. ● Liaised with the owner and General Manager to develop accounting systems, source more information on food costs, and create a more compelling menu to suit a growing customer base. ● Coordinated with the Assistant General Manager to create programs with both back of house and front of house, and grow business within an evolving and competitive landscape.● During the year overseeing systems to bring food cost from 37% to 30%, staff turnover rate to 10%, and back of house labour cost from 18% to 12%.

● Led the training and development of a large staff that operated in different capacities. ● Supported the Chef in managing the logistics of a new kitchen and updating and implementing SOPs.