• Managed Sawyer & Co., a Cajun-inspired diner in downtown Austin, involving hiring, training, development, and overseeing cleaning and service protocols; turned profits around by $120K in the first year• Led operations for other Happy Goods hospitality group entities, to include integrating food and staff distribution between businesses to support surges, planning and executing large events for catering company, and opening new taqueria cantina• Contributed to the team to design the service model, develop the menu, and lead hiring efforts for the newly established airport food service contract, yielding $2.9M within the first year• Restructured restaurant set up and developed standardization to reduce bottlenecks and ensure consistency in service; decreased lunch service ticket time from 18 to 12 minutes, which increased lunch business by 40%• Standardized safety and quality protocols, which involved changing prep schedules to maximize food quality and provide customers fresher and more consistent product• Built an empowered team by identifying, developing, and promoting leaders to help manage restaurant operations, leading to a reduction in turnover from 150% to 35%

• Oversaw kitchen daily operations, to include hiring, managing the floor, installing and maintaining equipment, and ensuring safety protocols for sanitation and equipment were met• Completed an assessment on preventative maintenance for equipment, identified deficiencies, and implemented a plan for equipment servicing, which resulted in a 35% reduction in overall equipment repair and maintenance cost• Provided coaching and continuing development to enhance team member knowledge in basic culinary skills, resulting in greater team buy in and performance

• Managed all aspects of operations for a $6M+ restaurant with 75-100 employees• Served as frontline leader for opening new Cedar Park store, to include training new management on company processes and procedures, managing staff, and establishing safety protocols• Increased profits to the top 10% of the company profitability matrix by improving staff/customer engagement, empowering staff to make a difference in the dining experience, and redesigning the prep schedule to increase efficiency and reduce prep hours• Consulted onsite at four restaurant locations to motivate and mentor employees, provide performance coaching and career planning, and facilitate team building, resulting in a higher level of performance, 20 promotions into management and restaurant opening operations roles, and a 50% reduction in turnover

• Took over management of poorly performing restaurant and implemented improvement strategies to turn profits around, increasing revenue by $700K and growing net profit from a loss to $300K in four years• Improved employee engagement and reduced turnover to below 30% by implementing cross training and individual empowerment, providing employees with a career development plan• Became the expert training manager for the region, producing nine new managers from existing staff and providing onsite “finishing” for recent partner training graduates to ensure success as Operating Partners• Awarded 2011 and 2012 Partner of the Year due to growth of sales volume by 38.6% and 47%

• Directed operations for golf courses, swimming complexes, tennis facilities, and clubhouses, and managed staff of up to 225 employees for private club that hosts events such as golf tours and banquets attended by up to 3,000 guests• Conducted a membership drive and referral program that resulted in a 50% increase with 300 new members• Achieved greater member engagement by integrating a user-friendly website, creating social committees, offering new events and programs, and enhanced the tennis membership privileges, resulting in increased member retention from a 9% decline to a 25% increase per year• Implemented new operating software to automate manual sales, membership dues, and payroll processes• Lowered food cost by 15% and reduced payroll liability by designing menus using ingredients that were easily utilized in other areas of the club and by outsourcing laundry service• Decreased outstanding debt by $1.2 million through stock buyback program