Support F&B teams on applicable systems for 50 full service hotels. Technology includes Point of Sale (Micros), Online Ordering (Shiji Digital Dine), Reservations (OpenTable), Revenue Management (Avero), Project Plans (SmartSheet), among others.Lead project is moving from older Micros versions to Micros Simphony Cloud. Leading projects for operations, including programming, training, vendor collaboration and schedules. Projects in hotels vary from 5-12 outlets (including full service, fine dining, coffee shops, retail, and banquets). Provide lead up support in training & building and in-person training and go-live hyper-care support for installation.Developed process documentation with recent team growth, promoting organization & accountability. Created project plans, guides detailing steps of project, resources including templates for meetings, emails, agendas, and call guides. Optimizing process whenever possible, continously improving based on external changes or updates discovered.Supporting launch of F&B Support Portal in ManageEngine Service Desk. Lead on team from IT turnover, customizing for team use, and creating internal protocols. Create & develop training content for online learning platform (LMS) and knowledge base documentation.

Optimize client’s business during periods of growth to maximize revenue, minimize cost and create sustainable practices for the futureDIGITAL ASSET MARKETING – COMPANY REBUILD- Created single company representation from dozens of sources to prepare for revamp, funding, and future client base.- Cost Mitigation, reducing annual and monthly costs by 35%- Optimized websites and templates (250 sites across 430 domains). Improved percentage of propagating sites from 41% to 44% in initial 6-week periodPROPERTY MANAGEMENT – TECHNOLOGY UPDATES- Conducted research & prepared recommendations for integrated property management systems and digital laundry solutions

Started Program Management leadership role in Operations & Training function of newly formed Central F&B Team, launched in August 2021. Direct Customer base included Region East of Colorado, leading engagement, participation, and buy-in for new programs. Leaned into agile leadership for continuously changing environment during first year of launchResponsible for creating and launching programs and tools (processes, guidelines, & documentation) to increase efficiencies of F&B leadership teams at 37 North American mountain resorts. Led complex projects for COE first year goals with analytical lens. Worked through radical candor with new team framework and strategic direction for robust restaurant experience and improved customer experience. Used data-driven decisions to embrace scale and nail the fundamentals, working to optimization of the team. Influenced field leadership (F&B Directors, Mountain VPs/COOs) and other functional leaders on new F&B mission and strategic direction. Defined & developed guest & employee service strategies, preparing for season ramp & opening processes across scale. Created and optimized operational guidelines, policies, and training resources. Owned feedback processes & new hyper-care process for season openings. Improved & published response times and accuracy of responses.Planned and executed cross-functional project for POS Centralization: First centrally managed POS screen management to enable SKU management, creating baseline for enterprise wide data analysis. Always learning by continuous improvement and radical candor to improve existing processes and identify new opportunities.Worked with internal and external stakeholders to improve guest and employee experiences.Integration lead for central F&B team, in 2020 & 2022.

Built first online toolkit in SharePoint for information sharing in central repository and training resources.Led execution of integration of F&B leaders at 17 new mountains from 2020 acquisition, including leadership training and POS launch & training. Included first ever virtual training events and virtual opening support.Provided enterprise support for on-mountain leaders through changing pandemic protocols and start of centralizing resource and planning initiatives. Launched first core menu items, supported technology roll out for reservation system to support capacity limits. Tasked to develop training materials from integration project for full enterprise new hires and internal promotions. Identified key performance metrics for audits and future baselines

Oversaw multi-unit food and beverage operations and guest experiences in all athletic spaces. Brought in to drive change in positive and collaborative team culture. Owned weekly, monthly, and annual financial forecasting, execution, & reporting. Created annual budget from company mandated top & bottom line financial targets. Led budgeting process for all departments by line item and coached from creation to execution for department heads. Developed standard operating procedures across venues and event types. Innovated for increased food quality and variety with limited permanent concession kitchens.Developed and improved workbooks for commission and subcontractor payments using VBA. Pilot location for “No Inventory” for concessions operations, developing processes to reduce labor hours, improve team morale, while keeping cost of goods at or below budget. Reduced post event close by up to 12 hours, including closing and reporting.• Increased point of sale across football stadium, streamlined menus to drive up sales• Worked with client to create new marketing plans for increasing catering throughout year, focus on social sector • Piloted and developed a walk-through concessions concept to drive down entire wait and line experience by 40% Increased transactions per hour by 200%• First season, increased building per cap by 26%; driven by 28% increase of concession sales• Decreased COS by 3%; labor by 5%

Managed all day-to-day premium operations, including 3 bar/restaurants, catering, concessions and suites with a team of 10 managers and chefs, 13 supervisors and over 100 hourly team members. Mentored and developed young management team, focused on getting right person into right role, including redesign of organizational chart. Owned operational forecasting and budgeting processes for controller, drove analytics and operational perspective. Managed client relationship, including event operations, premium services, and ticketing. Created plan for new fast casual restaurant concept to improve speed of service on level. Implemented new point of sale technology for in seat service.• Managed a 10% decrease of FY sales (driven by NBA/NHL reduced attendance of 23%) with reduction of food cost by 2.8% and flat variable labor percentages. Despite decreased attendance, increased per cap by $2.85 (9.2%)• Owned weekly, monthly, and annual financial planning and executionAwarded Guest Service award (Levy Legend) for thorough guest resolution for egregious cashier closing error.

Opened food & beverage team at TDECU Football Stadium in August 2014. Led team through construction to opening, including initial smallwares ordering, equipment placement, and managing change orders. Worked with Human Resources team for opening people forecasting, initial hiring, scheduling forecasts and conducting trainings. Created phased initial ordering plan, load in processes, including timeline adjustments based on construction turnover changes. Created procedures and policies for new location and managed compliance initiatives. Developed opening plan for conversion of lecture hall to concert venue. Developed and expanded menus across all Division I sport venues. Redeveloped and expanded menus across all Division I sport venues. Oversaw warehouse (inventory, ordering, receiving) and cash room operations• Improved athletic concession sales by 65% for FY14• Managed all sales, labor & COS, by pricing analysis, labor projections, & during-event food production projections• Worked directly with client to meet & exceed expectations during stadium opening and through season

Managed day-to-day concession operations, with a concentration on staffing, scheduling, and training. Worked with other departments to create solutions to system duplications using excel and VBA. Achieved highest JD Power scores in building history.• Created non-profit group payment tracker – made it user friendly for Human Resources to complete with a reduction of redundancies and simple mistakes, as well as simple for accounting to issue payments and accrue.• Created and improved unique Employee Appreciation programs for each football and rodeo seasons• In absence of company direction, I created trackers for high cost/high risk concession food items for easy dissemination across 25+ full concession stands and back of house tracking to have meaningful data

Denver Metro, CO - Pepsi Center, Dicks Sporting Goods Park, Paramount TheaterDeveloped concessions menu and staffing plans for first stadium concert, Phish. Coordinated 31 food trucks and vendors for 2010 Mile High Music Festival, including selection, health compliance, and event controls.• Increased gross sales and per cap 20% for 2011 season. • Decreased stand labor from 15.5% to 8.6% for 2011 season.