As the VP of Operations I create a culture throughout CompostNow’s operations that delivers the highest quality Member experience to every Member, every time, in every market. Pride, productivity, and perfect execution are the pillars of this operational culture.As VP of Operations I ensure that every Operations Team Member has clear expectations of how s/he will contribute to CompostNow’s mission, has the framework and tools necessary to perform above and beyond these expectations, and will be held accountable for these expectations.It is then my job as VP of Operations to use data to evaluate whether these contributions achieve CompostNow’s vision, business goals, and how to leverage existing operations to achieve increased results or sustain continued growth. I present these finding to and work with the rest of the executive leadership team to continuously develop and execute an operational strategy to achieve CompostNow’s vision and support future business growth, both in new lines of business as well as new markets.

I founded Food FWD with my wife as co-owners. Our mission was to make diverting food from landfills to composting facilities the easiest and economical choice for the Triangle food industry. We specialized in servicing commercial businesses, but also provided services for special events and distributed compostable single-use serviceware like plates, cups, and utensils. While that was our mission, what motivated us to start the business was the opportunity to deliver impactful and meaningful employment to hard to employ individuals. We delivered reliable, simple solutions to our customers and grew the business from $0 in revenue to $500,000 annual revenue. I designed and implemented all our operational procedures to be replicable by multiple team members. I analyzed our collections and route data to determine more effective routing and scheduling to drive the business's profitability.

I was promoted to manager in October of 2011 and was placed as the front of house service manager. My main responsibilities involved scheduling, coaching, developing, and hiring more than 20 front of house employees that would deliver an amazing guest experience every time. I then became a bar manager where I assumed responsibility for ensuring our bartending practices remained compliant with all local rules and regulations. I was responsible for managing our liquor inventory and handled all beer and wine purchases.I ended my time at Chili's as a Kitchen Manager, overseeing all back of house operations. I managed a kitchen staff of more than 20 employees, which included hiring, training, scheduling, coaching, and developing team members. As Kitchen Manager I lead multiple new menu rollouts which required training both kitchen and front of house team members on the new menu items, their cooking procedures, and their presentation. While I was Kitchen Manager I implemented waste tracking procedures that reduced food cost variances by 80%. I also deployed new kitchen equipment and implemented the resulting new cooking procedures. I was responsible for generating sales forecasts that were used to adjust staffing levels for the anticipated level of business to align labor costs with revenue.

I coordinated and evaluated the training program at fourteen different restaurants through meetings, assessments, and round table discussions.

Quickly and accurate prepare drinks upon request or per my recommendation with flare.