Process Service Culture is chartered to revolutionize operations through service focused business optimization identification and implementation. We partner at client business ground level focusing on customer wants, marketing promises, and brand integrity. Our partnership yields service improvements, operational changes and demand based schedules. My Process Service Culture functional role is a change agent and implementer. My managing partner responsibilities include leading technical and analytical visions. I partner to manage financial, sales and daily internal/client management duties. Our client partnerships create customer focused cultures. We are hands-on practitioners, in the business. Our approach delivers answers and implements "what" and "how" service and profits can be increased.

Gang of Three (GO3) was founded on the idea that blending analytics with holistic business common sense would lead to improved business EBITDA. We focused on ever-moving service standards, unique guest expectations, hours of operation, and pricing. As CEO and co-founder I led GO3 from a startup to over $100M+ in annualized EBITDA improvement in two years. We accomplished this while improving service! Grew GO3 from $0 to $3M in annualized run rate revenue and from three to 13 employees. Led company to profits 22 of 25 months of the company history while avoiding need for capital funding. Roles included CEO, COO, CFO, CIO, marketing leader, salesperson, and company visionary.Other Duties:- Led team through innovation for sustainability- Passionate change agent for partner clients- Led and grew teams of practitioners- Partnered with CMO in sales and relationship building- Stood up and managed IT department- Managed daily tactics and long-term strategies- Managed company balance sheet and income statement- Recruited, hired and trained new employees- Followed GO3 sales process from CMO selling and maintaining new partner clients

Caesars corporate labor management team was created in 2007 to help reduce labor expense. The team I joined in 2010 focused on weekly trends, created labor analytics and worked at the executive level to reduce labor expense. I became the leader of this function in late 2011.Being a former operator, I knew that operators needed a partner. The department needed transformation into an “in the business, for the business” model. My vision centered on the principle that operators were best at operating and needed a partner to support “moment of truth” level analytics, questions and insights. To be successful we needed to:• Create reports at the hour level with service based targets• Build operational forecasting that programmatically understood events• Continually observe and adapt• Build scheduling and ad hoc tools for operators to answer questions about their business• Negotiate union acceptance where applicable• Facilitate alignment from company CFO level to line-level managementBy early 2012 my team of three were piloting at Flamingo Las Vegas. The focus on pricing, service, hours of operations, best demonstrated practices and time motion studies focus was an instant success. Soon we were growing and implementing at multiple properties at a time. By the time of my departure in 2013 my team had implemented over 50 departments across 17 resorts and realized in excess of $20M in annual incremental EBITDA improvements. Demand Based Scheduling had successfully created a model where department EBITDA expectations were built from our tools, not P&L or budgets estimates based mostly on past trends. The return on fully loaded expense was over 20x.

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