Professor in the Food & Beverage Management Program, excitedly learning to translate my industry experience to influence a new generation of passionate Hospitality Leaders

Developing, building and launching a new co-working brand under the DYMON umbrella

Reporting to the Senior Vice President, oversaw 3 existing full service and 1 market-style restaurant while planning and executing the opening of 2 additional locations with operations ranging from Montreal to Vancouver. Key responsibilities included creation and execution of vision and strategies, development of budgets and P&L’s, and implementation of KPI’s to measure all aspects of business health.• Managed successful opening of 2 new multi-million dollar locations through detailed planning and partnership management, leading to on-time and on-budget openings.• Created, communicated, and executed national strategies for mission, vision, and innovative and on-trend menus and service offerings, establishing both local and national brand identities.• Partnered with management teams to design, implement and continuously adapt operational strategies to drive sales and enhance profitability, leading to ongoing sales growth and continuously improving net revenues. • Developed and maintained national Policies & Procedures and Service Playbook.• Partnered with local restaurant management and store leadership to integrate and promote restaurant offerings as a key piece of store’s portfolio of elevated customer experiences.• Analyzed raw data to create financial reporting tools regularly distributed to Executive Team.• Established and nurtured a restaurant culture to match Holt Renfrew’s luxury experience.

Reporting to the Divisional Vice President, was responsible for all aspects of restaurant and catering operations. Redirected existing team while recruiting new members to embrace a culture of exceeding expectations and creating positive customer interactions through active leaderships and engagement with every guest. • Passionately pursued new relationships and partnerships to drive catering and event business resulting in a near tripling of sales.• Through engaged leadership and implementation of sales measurements and incentives, drove sales to an incredible 110% growth over 5 years, while maintaining gross margin of 69.5% and improving profitability with net as high as a 33.1% net for FY13.• Consistently exceeded Top and Bottom line Plans by 12 to 21% (Catering exceeding Plan by as much as 46%), by developing and executing menus and programs to improve sales of starters, desserts and add-ons. Additional focus on invoice and cost management programs drove bottom line. • Coached team for continuous improvement focusing service on sales as an integral part of service, resulting in an increase check average over 24% and a decrease in average stay by over 25%.

• Managed events ranging from 5 to 2500 people, from continental breakfast to 7 course formal dinners, and from corporate BBQ’s to intimate family celebrations. • Partnered with venue management to ensure success of events while respecting venue’s terms and regulations and exceeding clients expectations• Acted as liaison with clients to ensure expectations were exceeded• Personally interacted with guests creating memorable experiences and developing repeat business both personally and for the caterer. • Received email accolades from almost all events, becoming a sought after event manager.• Roles were truly all encompassing, from set-up to breakdown; food presentation to décor; relationship building to problem solving.

• FOH manager in a 300 seat restaurant and dance club licensed for 190, with a Team of 40 and annual sales of $3.2 million. • Personally interacted with all guests; coached staff to ensure high-level customer service. • Involved in the creation and implementation of training and corporate identity packages associated with a $1.2 million renovation and change of concept

• Hired, trained and developed a Team of 14 to manage renewal of support contracts on high-end computing systems. • Collaborated with internal groups to proactively manage the business and to develop and implement training for a “new” role within the company. • Responsible for annual revenue exceeding USD $160 million; surpassed renewal goals of 80% each quarter.

• Key contributor and lead pitchman on team managing long-standing, unionized, employee base of 1100 to embrace on-going radical changes to their work place. • Involved in development and implementation of first Quality Call assurance program within Bell and creation of new key behaviours and call centre mission statement. • Responsible for training, coaching and development of new hires to embody the new workplace standards and help shift the culture of a resistant existing team.