Steve Durler Email and Phone Number

Franchise partner expanding the brands of Grub Burger Bar, Texas Roadhouse and Bubba's 33 through the CA markets.

Real Estate - Leading the Strategic Brand expansion, site evaluation, feasibility analysis, LOI negotiations, Lease negotiation.Construction - Manage A&E design, permitting & entitlements, project bidding, contractor selection and project management.Facilities - support education of management and vendors of the specific needs for the Brand, conduct regular site evaluations for risk assessment and prioritization of repairs or capital improvements.

VICE PRESIDENT OF REAL ESTATE & DEVELOPMENT (2009- 2013)• Reported to the CEO & President and was responsible for all aspects of Real Estate Site Acquisitions, Development, Design, Construction and Facilities Maintenance. Direct reports included Director of Real Estate, Director of Construction, Director of Facilities and staff of 9. Annual budget accountability of $32 million.Key accomplishments:• Creation of a new expansion prototype that allowed for rapid growth, improved ROI, reduced lifecycle maintenance costs while significantly decreasing the cost to build. • Increased Landlord Tenant Improvement contributions by more than $200k per project.• Opened 18 new prototypes in five states.• Established solid track record of meeting construction timelines and outperforming Pro-formas.• Partnered with Forum Analytics to build a Garden Fresh specific site selection predictive model.• Instituted annual facility evaluations developing project lists, estimating, executing and auditing key projects; Maintenance Capex project selection based on formula of guest touch points, EBITDA contribution, business sales risk, liability risk, marketing spend and equipment life cycle analysis.• Relocated GFR Food Service Distribution Center to new 65,000 sq. ft. facility. Successfully negotiated lease, creatively financed $1.6 mil in TI work and built new facility that doubled in size yet lowered annual operating costs by $110,000.• Implemented sustainable practices model and energy efficient retrofits that enabled the Garden Fresh to be the 1st National Chain to be awarded with the “Green Restaurant Association 2 Star Certification”. • Creatively outsourced Construction Management team to eliminate fixed overhead costs.• Designed Non-traditional brand expansion prototype for growth into Airport, College/University campuses and Corporate dining.

• Directed the opening of 18 new units in five states. • Lead design and construction of a new 15,000 sq.ft. Central Kitchen to service new store expansion.• Established costs effective resolutions for retrofitting ADA compliance upgrades.• Implemented asset tracking program database gathering age, model and maintenance expense that allowed for improved capital budgeting, reduced store closures and overall cost savings of $180,000 per year.• Conducted comprehensive analysis of maintenance cap expenditures and R&M spending resulting in preventative maintenance protocol establishing standard service calendar, updated scopes, regional fee schedule for national key services with global visibility and well defined audit process.• Implemented value engineering methodology to Facilities Dept. leveraging their knowledge to reduce component lifecycle costs through improvements of building materials and equipment.• Working with Marketing, Branding, Designers and Architects, created a cost effective remodel package for a national refresh program. Implemented the refresh program across 42 stores, on time, successfully leveraging marketing spend, re-engaging the guests while motivating the management and crew.

• Opened 38 new units in ten states• Personally conducted all site visits to develop accurate build budgets, managed all due diligence, entitlements, construction document development, permitting & construction management, monitored construction schedules, coordinated meetings, identified and resolved discrepancies between CD’s and design intent; represented Garden Fresh at all civic meetings for planning and zoning.• Negotiated and issued all contracts with Architects, Engineers, General Contractors, Kitchen Equipment supplier and all owners provided contracts.• Relocated corporate offices requiring the conversion of a 30,000 sq.ft. Industrial shell to class A office. Directly responsible for space planning with Corp. Dept. heads, CEO & CFO; budget development, coordination of Designers, Architects, MEP Engineers, directed all phases of conversion from pre-construction to occupancy.• Implemented National Account purchasing programs for key equipment components saving the company $18,000 per project while reducing construction schedule due to timely delivery of materials.

• Opened 33 new units across 8 states directing kitchen designers, Architects, kitchen equipment specs and value engineering to reduce lifecycle costs.• Designed and opened 10 central kitchens, facilitating more rapid growth in new markets, improved product quality, leveraging labor, food and other operating costs through centralization.• Working with the IT team created a proprietary bill of material system for Central kitchen production, ordering, recipe compliance and efficiency measures.• Franchisee support - provided on-site setup of production and ordering systems, conversion of recipes to metric standards, crew hiring/training for 1st Franchisee in New Zealand.

• Menu development, training manager, developing training materials, conducted on site training of managers and crew, QA, equipment procurement and specification writing. • General Manager, Production Manager including all new manager training, creating manuals, schedules and certifications.• Developed in conjunction with IT team the proprietary “Production Bill of Materials” system which encompassed a raw material ordering system, food production system and a recipe yield analysis system. • All crew positions front and back of house