Overseeing their brands - The Fig House, The Harper, Roomforty, and Pharmacie, along with banquet operations, facilities and contractual venues.Operational System• Developed reporting systems for the budgeting and forecasting of revenue. • Created purchasing accountability through declining budgets. • Evaluating buying relationships to lower costs. • Reviewing physical inventory systems and pars to establish best practices for efficient event operations. • Creating a preventive maintenance schedule for vehicles and facilities related to an established budget. • Launched new payroll and HRIS system.• Developed an employee handbook to evenly apply policy companywide.• Established an IT platform to secure intellectual property.• Introduced phone systems to increase sales productivity.• Leading opening venue development for The Harper, a 300-person venue and meeting space in Orange County.Financial • Stabilized controllable expenses to establish positive revenue returns each consecutive month since the start of my tenure.• Exceeded bottom line revenue goals by almost 2%, starting from an operation with lack of structured systems, during a heavy growth year.Teambuilding and mentoring• Working operationally with team to meet/exceed client expectations by using top industry principles and best practices.• Review organizational chart to determine growth opportunities and establish a foundation for the company’s evolution. • Working to establish line level job descriptions companywide.• Re-organizing the teams while training to meet establish company values. • Developing channels of communication from the bottom up and top down.Leadership• Worked as company champion to implement Hospitality Collaborative culture values across all departments of the company.• Developed and launched the companies first Vision Day looking at where we came from, where we are, and where we are going.• Worked with senior management team to implement StratOp.

Repositioned the dining program• Modernized the Club’s dining program to hold relevance with top local restaurants. • Aided in the design, planning, and layout for the Club’s public spaces. • Redesigned all Club menus with a strong focus on local products and quality. • Implemented a craft bar program highlighting barrel-aged cocktails, fresh ingredients, and local beer selections through established relationships with local vendors. • Created one of the top 20 wine programs for private clubs in the country. • Selectively built a team though the development of consistent hiring practices, orientations, and training.Teambuilding and mentoring• Worked extensively with the food and beverage leadership team to perform above expectations. • Assessed and restructured compensation across the entire Food and Beverage program.• Integrated mid-level staff to assume responsibility in budget decisions. • Guided the team to grow their departments by using top industry principles of execution. • Challenged the team to exceed expectations of the membership daily.• Hands-on training and mentoring through working on the floor regularly with the team.• Organized channels of communication from the bottom up and top down to improve morale and commitment to new goals.Systems and procedures• Migrated to a new point of sales system for the Club in an effort to reduce cost and better evaluate the department’s performance.• Created a staffing model to maximize labor and reduce costs for full-time and hourly staff.• Rewrote all job descriptions and department manuals to be consistent with Club values.• Implemented checkbook accounting for the department.Leadership• Working towards becoming a Certified Club Manager. Have completed two of three Business Management Institute courses - II Leadership Principles and III General Manager/Chief Operating Officer.• Sat on numerous committees as the Club’s operation liaison.

Director of Food and Beverage for the Los Angeles Country Club, overseeing front of house, culinary, catering, club events, and purchasing operations for the property.• Service and trainingRepositioned the Club’s service culture focusing on member satisfaction and performance. Implemented an employee recognition program. Comprehensive orientation training was created for new hires. Key standards were created and training manuals were developed. All team members underwent a 90-day recertification process.  A train-the-trainer program was enacted to develop a greater web of leadership.• StaffingMoved staff into new classifications, resetting standards and expectations for each position. Establish a rating format to review individual performance. Simplified commission structure. Moved staffing to a more seasonal format to work with the business cycle of the club. • BudgetWorked with FTEs to set yearly goals for reductions in labor cost. Developed training and staffing ratios to meet budget goals. Created a checkbook format to better monitor the general ledger. Trained team on cost control measures. In the first quarter 2012-13, reduced food cost to 32.7% under a budget 40%. Increased top line revenue by 7% in 2012 through a mix of pricing changes and introduction of new products. Worked to implement forecasting to better gauge budget goals. This year bottom line revenue is 8% ahead of budget.• Dining, Catering, and Club EventsHands-on contributions in all operational aspects of dining services. Improved the service and dining experience in the Club. Installed a reservation system to control and understand member usage. Developed a kitchen garden. Rewrote and formatted the menus to be in line with member preferences. Created several menu concepts to serve membership. Implemented a new catering and event management system. Redesigned catering menus and catering guidebook.Worked on plans for renovation of public dining areas.

• Focused on improving customer service and guest relations through working directly with the staff and guests on the floor.• Stabilized department operations after an absence of a director for two years. Worked a great deal on team building and manager development.• Brought beverage costs in line to budgeted goals of 20% hotel-wide and food cost to 29%. In this time bottom line profit grew from 7% to 11% in the 1st year and anticipating 13% to the bottom line in 2011.• Developed marketing stratagise to increase top-line revenue realizing the doubling of business on targeted days.• Reshaped entire beverage program and headed the team working on the corporate/national program.• Launched a new culinary concept while developing three seasonal promotions to help drive revenue in the department.• Developed and implemented multiple training courses throughout food and beverage.• Transitioned the property to new ownership.• Sat on the executive committee and contributed to the direction of the hotel and its growth.

• Recently recognized as one of the top restaurants in the United States for service by the James Beard Foundation 2010, OpenTable Top 50 Restaurants in the United States for service 2010, Zagat top three restaurants for service in Los Angeles 2010, Gayot’s top 10 hotel restaurants in the United States, and various other publication awards.• Reoriented service and implemented measurable standards conforming to guidelines set by Michelin, Mobile, AAA, and Leading Hotels of the World.• Developed new comprehensive training courses and trained staff in the corresponding positions, including a junior management-training program.• Implemented new product lines including wine purchases, comprehensive cheese collections, innovative coffee and tea selections, along with service training to back them.• Coordination of brand growth, including implementing a new website, which achieved a Silver Magellan award from Travel Weekly.• Involved in all aspects of planning $1.8 million remodel for The Dining Room.• Implementation of a new wine and beverage program including product sourcing, cellar procedures, inventory and requisition systems. Reduced total beverage inventory by $70,000, brought beverage cost from 35% to 22.4% hotel-wide.• Was recognized with both a Wine Spectator Award of Excellence and Wine Enthusiast Award of Distinction within the first year running The Dining Room.• Involvement in all aspects of restaurant operations.• Directly supervise and train other outlets in the Hotel.

• Development of two restaurant concepts: Blue Velvet Restaurant and Moxie Cafe.• Developed concepts from inception.• Brought practical experience to the development of restaurants.• Managed construction and build-out of the restaurant.• Instated vision and responsible for direction of brand and business collateral.• Involvement in all aspects of operations.• Implementation of strategic growth initiatives.• Coordinated public relations and marketing.• Was Nominated for a James Beard Award in 2007/2008.• Won an AIA Award for restaurant design.

• Worked pre-opening to develop and implement kitchen organization structure.• Strategic planning and creation of policy to generate sustained growth.• Responsible for $10.2 million/year budget for the Food and Beverage Department.• Responsible for daily operation.• Head of the banqueting department.• Developed purveyor relations.• Hands-on directing of staff/training.• Menu development.

Executive Sous Chef responsible for the entire hotel’s food service program.• Supported hotel goals in receiving first Five Star/Five Diamond rating.• Responsible for $4.3 million/year budget for the Food and Beverage Department.• Developed and implemented revised kitchen organization and production standards; re-staffed, trained, and managed 34 employees.Improved profitability for Food and Beverage Department:• Developed and implemented new inventory/ordering system, including new purveyors.• Developed in-house uniform program resulting is substantial cost savings.• Developed cost-effective scheduling; management of timekeeping and payroll.• Developed new menus for bar, room service, restaurant, banquets, amenities, and mini-bars.