Simulacra NYC is a brick and Mortar and e-commerce athleisure and lifestyle clothing brand, located at 287 Court Street, Brooklyn, and www.simulacra.nyc. Role includes management of the retail store at Court Street, as well as installation and management of markets including Winter Village at Bryant Park, Artisans Market in Fort Green, Grand Bazaar in Manhattan, and Field and Supply in Hudson Valley and Charleston. Marketing focuses of the role are SEO optimization, new product launches, and email campaigns and landing pages.

General Manager of the restaurant and rooftop space as a representative of Creative Culinary Management in conjunction with Jean-Georges Management, Howard Hughes Development, and LiveNation. Direct report to the Director of Operations. Managed $25M annual revenue with weekly KPI analysis, monthly P&L analysis, allocating COGS between the various restaurant and revenue centers. Managed 23 concessions during concerts at a capacity of 3500 people, working closely with production team. As GM of The Greens restaurant, managed a staff of 85 line employees and a management team of five.

Managed the re-branding of ITrulli Restaurant's second dining room as the new concept Ristoro del Cinghiale. Key focuses were the creation of a culture of Italian hospitality, attracting a new and regular guest base, hiring service staff, creating and maintaining service standards, and managing the wine program.

Increased revenue 12% year over year while improving margins, achieving a 2019 profit versus a 2018 loss. Successfully worked with promotional brands, including Bacardi, Maker’s Mark, Dewars, & Founders Brewery, to increase revenue and exposure. Supervised a staff of 50 nightly, including beverage, music, stage, and site production personnel, and security professionals.

Improved margins by 20% using improved pricing control and usage discipline, and migration to the MarginEdge software system for inventory control of goods sold. Enhanced cash flow by instituting bi-weekly p&l flash reports. Created a front of house framework of systems for the hiring of a new general manager.

Responsible for complete direction of the front of house, including service, human resources, budgeting and margin analysis. Directed a management team of 8, and service staff of 50 employees. Averaged 26% labor and 29% beverage COGS, and increased revenue 75% in seven years, from 1.6m to 2.8m. Responsible for all aspects of the beverage program, including direction of the beverage selections, inventory control and margin and p&l analysis.

Direct responsibility for modernizing a storied institution with a thirty-year history of success. Re-imagined a 200-bottle wine list, building to 400 bottles & a $200,000 inventory. As general manager, responsible for all aspects of the front of the house, including hiring, service philosophy and education, and daily service and administrative duties. Worked the floor nightly as sommelier and floor manager.

Responsible for all aspects of the restaurant as envisioned by the executive partners Michael Schlow and Christopher Myers, including direction of the management team, service philosophy & manual, hiring, management & training of 75 employees, guest & community relations, & purchasing & vendor relationships.

Wine director & floor sommelier for Radius restaurant, designing wine pairings for 6 & 9 course prix-fixe on a nightly basis. Wine director for newly opened Great Bay restaurant, and the room wine list selection for the 200-room hotel.