• Oversaw Cougar Woods dining common and camps in the spring and summer of 2021• Reopened Moody Dining Towers after being closed during the pandemic• Oversaw the daily operations of Moody Dining Towers with a budgeted revenue of $12M annually in FY2022• Reviewed the Inventory Analyzer and Financial reports with the culinary team and Controller• Conduct audits of the BOH to ensure they were meeting sanitation and company standards• Review the weekly financial numbers with the Operations Controller• Worked with the Marketing team to rebrand Moody before reopen• Develop action plans based on audits and customer comments• Conducted bi-weekly meetings with the Residential Operations team• Coordinate and communicate with maintenance on issues at Moody• Performed monthly origami safety audits• Work with the POS department to ensure registers were set up for the residential halls• Developed PDP plans for all the ADDS and meet with them weekly to review progress• Meet with Auxiliary Services and Maintenance weekly to review work orders.• Work with Marketing to implement weekly and monthly specials

• Oversaw the daily operations for the Texas Culinary Center and Revolution partners with a budgeted revenue of $22.6M annually in FY20 and $19M in FY21• Reported KPIs to the COO and finance team daily based on the monthly budgets• Set processes in place to achieve 100% fulfillment daily• Presented monthly operating review to the Executive Team with actionable items to achieve throughout the current month for any financial misses• Worked in partnership with the corporate finance team to create a budget for Texas culinary center and satellite depot locations• Reviewed the weekly COGS with the finance team and COO• Recreated the distribution model for the satellite depots in Dallas and San Antonio to lower costs by $20K monthly• Delivered on average 250 meals to 150 to 200 locations daily throughout Texas• Before and during COVID, produced 150,000 to 400,000 meals to be distributed throughout Texas, Louisana, Colorado, Florida, and New York• Worked with the Sales team and Regional Partnership Manager on bid extensions and new RFPs proposals• Developed Action plans based on on-site audits and customer comments• Conducted client business reviews weekly to ensure meeting client needs as well as contract standards• Implemented waste program at the culinary center and individual partner locations

• Managed contracts ranging from $10 to $15 million annually• Oversaw daily operations in the Gulf of Mexico and West Texas• Mobilized three-man camps ranging from 100 to 300 customers per site• Worked hands-on with the team to ensure mobilization goals were met to open camps• Created weekly and monthly financial reports for locations• Audited locations to make sure they were meeting company standards• Created all month-end paperwork that was submitted to the regional financial team• Communicated with clients weekly to ensure meeting contract standards• Developed Action plans based on on-site audits and customer comments• Ensured waste tracking was conducted at each site to ensure there were inventory controls in place• Quoted needed equipment for each location to provide the team had the right tools• Monitored and reported weekly KPIs to regional and corporate offices• Evaluated daily POBs to ensure staff levels meet contractual agreements• Interviewed potential staff for each location• Trained staff to ensure standards were met by the teams• Ensured monthly safety themes were presented to the team and turned into the HSE department• Reviewed weekly and monthly cost trackers to ensure teams were meeting their budgets• Worked with dieticians with quarterly menus for each region and demographics • Reviewed SSQs and CSRs in the CMO to see if actions needed to be developed based on poor performance• Tracked various audit reports had been completed by assets based on the Governance calendar• Developed guides for Camp Bosses to ensure proper entries into the CMO system

• Oversaw daily operations for a staff of 105 located in the Gulf of Mexico, Trinidad, and Canada• Managed contracts ranging from $8 to $10 million annually• Ensured optimum return to the company by achieving its business objectives of budgeted turnover, profitability, contract retention, and growth• Confirmed supplements, non-conformance reports, personnel on board, and manpower reports were completed monthly• Verified all month-end paperwork was completed and submitted to appropriate departments• Provide offshore management and multi-services to a high standard that meets client requirements/expectations• Ensured continuous improvement and growth, and delivers the companies mission and objectives• Prepare and present quarterly performance reviews based on contractual KPIs for clients achieving a 92% rating based on customer feedback.• Ensure monthly and quarterly safety themes and info shares are presented to Chef Managers• Audited assets bi-annually to ensure compliance with company guidelines and ISO’s• Met with potential clients to present Entier and the advantages of business opportunities• Reviewed business proposals before submissions to companies• Verifier for competency assessments conducted by certified assessors• Trained (11) Chef Managers and (90) crew members on Radical and Entier Management Systems for induction into the company• Coordinated logistics for crew change and provision delivery• Quoted and procured small and large equipment for clients • Mobilized assets globally based on a POB ranging from 50 to 256 crew• Developed waste management guidelines and tracking reports reducing waste by 5% annually• Reconciled bond cash in different currencies ranging from $500 to $1500• Applied for exemptions with the U.S. Coast Guard for foreign labor• Reviewed daily, weekly and monthly snapshots and monthly reports to ensure assets were meeting budget goals• Developed annual projections of the assets to meet financial revenue returns

Provide managerial staff training in computer skills, strategies for an effective workplace, Texas Department of Human Services Summer Program guidelines, and National School Breakfast /Lunch Program Guidelines. Manage daily product distribution and maintenance activities for 94 service locations. Directed and Coordinated 94 schools (58,677 students) and 481 employees. Accountable for marketing, quality assurance, employee recognition and productivity, budgeting, forecasting, profit and loss compliance, program guideline implementation, staffing, menu planning, quality control, and client satisfaction. Instituted staffing initiative, which reduced labor cost by $2 million. Administered over 1.6 million Summer Food Service Program meals in 2011. Developed training modules for Substitute Helpers, Senior Food Service Attendants (Cafeteria Managers), Area Managers, and Team Lead Academy candidates. Created a Catering Manual and implemented district wide food service catering program for $600,000 dollars in revenue. Oversee daily field operations for the west district through coordination of five area managers. Implemented the Fruit and Vegetable Bar at Highland Heights Elementary serving over 200 customers daily.

Reviewed menu planning with Manager of Nutrition and Executive Director of Production Kitchen, as well as worked with internal clients to assist in the development of specifications. Created requisitions as needed for the procurement of food and non-food items within the food service facility. Balanced inventory levels in food service facility on a weekly, monthly and yearly basis. Developed and requested bids, quotations and RFP's when required for procurement needs. Directed and coordinated the purchase, storage and distribution of over $4.3 million in USDA donated commodities and $45 million in total cost of goods.

Assisted in the management of a $10 million dollar district Responsible for the daily operations of forty schools and four supervisors Prepared weekly and monthly financial reports for the region, corporate, managers, supervisors, and the client Developed marketing promotions for Marketing Manager and Vendors Reviewed and proofed any marketing materials coming out of the department Redeveloped Salad Express menu and standards Monitored the summer foodservice program Developed action station concepts for secondary schools to increase sales Responsible for the completion of projects issued by the Director Updated nutritional information for District website Co-chaired weekly and monthly meetings with Supervisors and Managers Purchased large and small equipment for schools around the district Started converting the district over to beverage vending through Coca Cola Surveyed students on test products from vendors Updated information in FSA weekly (prices, products, inventory, etc.) Attended Student Advisory Committees around the district

Assisted in the management of a $9 million dollar district Responsible for the daily operations of twenty-three schools and three supervisors Prepared weekly and monthly financial reports for corporate, region and the client Prepared monthly reports for managers and supervisors Generated reports for federal reimbursement of meals Prepared payroll bi-weekly for ARAMARK and maintained vacation and PTO records Developed marketing promotions for Marketing Manager and Vendors Coordinated Spike nutritional education shows for elementary schools Responsible for concessions at football stadium with sales of $165,000 Redeveloped catering menu and standards Prepared and coordinated the SMI and CRE audit with only two total findings for both audits Monitored the summer foodservice program Chaired weekly and monthly meetings with Supervisors and Managers Developed recipes around the district that needed updating Purchased large and small equipment for schools around the district

Responsible for the 6-week menu cycle with 1500 different recipes Developed and maintained 30 menus in various cash operation locations Helped plan and coordinate special events throughout the semester Prepared and submitted bids for all aspects of the department; i.e., cash operations, board plans, and catering Converted all ordering from a central warehouse to a prime vendor Contract administrator for all outstanding purchase orders Responsible for all testing and researching of new products Maintained a relationship with vendors Maintained the recipes and nutrition in the menu management system CBORD Handled any dietary concerns by customers Developed and maintain a Menu Development Committee on a yearly basis General Services Commission certification for the State of Texas Knowledgeable of kitchen equipment and specifications of each Coordinated quarterly rebates with manufactures exceeding $40,000.00 annually Purchased equipment based on budget requirements exceeding $1,000.00 to $100,000.00 Created menus, purchase equipment, and development order guides for new locations Ensured quality, quantity, portion and cost control in food production Generated bids ranging from $500.00 to $5,000,000.00