Roger Chamness Email & Phone Number

Member of the Restaurant Group Team at Prolman and Associates a Restructuring/Consulting Firm

Co-founded this company to provide restaurant management consulting services and acquire controlling interest in restaurant chains. For more details, please refer to www.K3Rcapital.com.

Member of executive management team responsible for all strategic and tactical decisions in managing a $500 million, wholly-owned subsidiary of Pacific Life Insurance. Directed all administrative functions for this organization that is engaged in import/export trade financing of commodity related assets. Served as Compliance Officer. Prior to this position, served as Independent Member/Board Director of College Savings Bank. One of two outside Directors for a wholly owned subsidiary of Pacific Life Insurance Company. Met monthly to review financial accomplishments and provide guidance in all matters of bank performance. Served as Compliance and Audit Committee Chairman.

Drove all performance aspects of 170-unit restaurant division with $300 million in sales. Reported to CEO of Prandium Inc. (holding company) with three restaurant divisions: Chi-Chi's, El Torito, and Koo Koo Roo. 1996 marked a six-year decline in comparable sales, $10 million EBITDA loss for 1995 with double digit sales decline, a $5 million EBITDA loss with 15% sales decline and 70% management turnover for the first quarter of 1996. Reengineered operational processes to dramatically reduce costs and implemented sales enhancing strategies. Provided vision and achieved a dramatic and profitable turnaround by meeting with 170 management teams to introduce my management philosophy and imbue them with my enthusiasm for the future and by organizing a team of 25 managers, chefs, district managers, and trainers from two regions to create changes and implement my vision, test upgrades in their restaurants and region, and assist in training and giving testimonials as improvements rolled out to the entire company. As a result, while comparables sales in 1997 were 20% lower than 1995, Chi-Chi's still achieved breakeven EBITDA versus a $10 million loss in 1995 due to a $40 million reduction in costs. Sales in 1998-1999 were slightly up from 1997 despite continued customer count declines due to average check increases achieved through menu redesign. Continually improved efficiencies resulted in $6 million EBITDA in 1999 despite flat sales. An 18-month development, testing and rollout of a new menu program was completed in April 2000. Comparable sales and guest counts were up double digits in first quarter of introduction.

The Family Restaurant Division of Grace Restaurant Company (which subsequently became Restaurant Enterprises Group, Inc. and later Prandium, Inc.) which had approximately 350 domestic restaurants under the names Coco's, Carrows, and jojo's with 240 restaurants licensed overseas in Japan and Korea. While in this position, recognized Marriott's Bob's Big Boy sale as a lucrative real estate/strategic acquisition and conversion opportunity. Convinced J. Peter Grace, Jr. to proceed with the purchase and subsequent conversion to Coco's and Carrows, which resulted in the production of $30 million incremental annual cash flow. From 1985 - 1996, average sales rose more than 50% and division cash flow increased from $4 million to $60 million.This division was sold to Denny's (Flagstar) in May 1996 for $360 million. I prepared selling documentation and coordinated the road show presentations for this transaction.

Mba, Finance & International Business

Mba; Ba, Finance & International Business; Business - Economics