Manage 15-35 employees performing dining room and banquet services Maintained proper staffing according to business events and golf related conditions Analyzed beverage inventory and maintained par levels to support business requirements Responsible for ordering inventory required to support ala carte and banquet operations Implanted country club procedures such as member recognition Improved the efficiency of the two in house restaurants and the members/guests dining experience

Managed the front of house and the kitchen Managed restaurants on and of premises cateringManaged personnel including hiring/training along with terminating non performing workerstraining/hiring and yet Developed operating procedures and recipesAnalyzed food/beverage cost and adjusted pricing to achieve business profitability

Managed 25-75 employees to perform dining room and event responsibilities.Reduced financial costs by appropriately managing staff hours and food/beverage costs resulting in meeting budget costs.Responsible for inventory ordering to support dining and event operations.I also worked here from February 1992-1999 as server and promoted into management positions.Both my stints at Forest Hills included club renovations that included keeping dining operations open to membership while juggling the various available dining spaces to meet member and their guest needs.The entire time we generated revenue to keep up financially.Partnered with the GM, Executive Chef and Membership Director to improve all aspects associated with private club management. During difficult economic times as membership was dwindling due to increased assessment for much need improvements we raised membership from a low of 325 golfing members in 2011 back to 475 golfing members as I left in 2016. This was implemented by proper management and great team work in every area of the club from our golf operations, course renovations and much needed repair to neglected infrastructures. The overall dining experience was raised to an impressive level not seen in many years prior with an awesome Chef and caring well trained professionals in the food and beverage department. The leadership and overall guidance of the 2-General Managers I worked with. Along with a board that brought the expectations back to what they were during the 6 LPGA events held during my first stint.While here from 2011-2016 helped improve quality of dining experiences

Dining Room Manager in charge of ala carte services. Implementing the basic country club standards of name recognition, exceeding expectations and proper hiring helped raise the bar. A great club where the board make some exceptional and innovative decisions in regards to a primarily Jewish member owned country club. They sold off property to pay down a large portion of debt, much needed renovations were accomplished and allowing the gentile population to join was all great innovative ways to keep a great golf course and historic club from falling by the wayside. Again every business needs great leadership and professional staff that I had the pleasure of helping create and we all worked side by side. I was very lucky to be a part of another well drafted team.

I joined Lucas Park 1 year after they opened and were doing fantastic numbers in food and beverage. The numbers were incredible but the overhead in payroll was not cost effective. I helped drop labor costs that was 50% of the total generated revenue the first year they were open by $225,000 dollars. Typical weekend nights of Friday and Saturday evening generated $40-$50k because we were a club environment after 9pm. The bustling downtown loft district became what it is today because all theowners helped develop many properties on the main corridor between 14th and 12th street (Tucker Ave).