General Manager for RMC, a franchisee for Pizza Hut, Inc. Manage the daily operations of a high-volume Pizza Hut restaurant in the Central Texas Market. Responsible for maintaining a positive cash flow, within the metrics set by RMC. These metrics include labor, delivery times, make times, and all inspections that relate to the operation. I have managed four restaurants and assisted the current Area Manager in two restaurants while preparing for inspections or new management. While managing the Round Rock restaurant the weekly sales average increased $25,500 to $32,500. The bottom-line performance in 2011 improved by $90K and continued to grow by 3% annually. Trained and developed 14 MIT’s, 5 Assistant Managers and 3 Area Managers to WCO Pizza Hut Guidelines. Conducted HQSC Pizza Hut inspections to under performing stores to assist them in the preparation for their semi-annual inspections. Assisted in the training of several areas in the Austin market on the new “Learning Zone” requirements. In addition to the Round Rock restaurant, I was responsible for the management of the Pizza Hut operation at Circuit of the Americas from 2017 to 2019. This included running two kitchens during the F1 Race, one kitchen during other events, ordering, prep, execution and finalizing all sales revenue with COTA. Sales for F1 week were in excess of $100K. Improved bottom line on a continual basis. In December of 2019 we opened the University restaurant where I hired and developed an entirely new team. In July of 2019 I moved to the AW Grimes restaurant, where the metrics have improved, and sales have remained steady after losing trade area and cash flow has improved.Named to the All American for the years of 2013 through 2019. Awarded Manager of the Year in 2013.

Clubhouse and Food & Beverage Manager for an 85-year-old, member owned Club with over 800 members. Responsible for the compilation, management and forecasting of the $2.9M Food & Beverage budget as well as Asset Management. Through hands on leadership and mentoring I was able to strengthen and improve key departments by retraining or replacing department heads, resulting in efficient oversight of Purchasing, Catering & Sales, and Maintenance. This resulted in an annual decrease of payroll by $75K. Oversaw the recruiting, hiring, training and mentoring of the department staff of over 150 employees. Implemented cost cutting through improved vendor relationships. Revised the maintenance schedule for the physical plant through improved training and consequently reducing the monthly maintenance expenses by 3%. Assumed the leadership role for a $2.5M renovation project, where the timeline was accelerated and completed three weeks ahead of schedule. This resulted in savings that allowed for upgrades for non-budgeted items.

General Manager for a member-owned, private club with 500 members and $800K in annual F&B revenue. I was responsible for turning a failing club to generating monthly profits by cutting food costs, increasing member and outside sales, and reducing monthly payroll. Directed all phases of a $1.25M pool renovation, completing on time and under budget. Reorganized kitchen staff, hired a new Executive Chef and streamlined kitchen staff creating a budget savings of $22K annually. Reduced turnover rate by 26% annually. Increased member participation by developing several recurring events which increased revenue.

Directed and oversaw all day-to-day F& B operations for an 82-year-old, member-owned club with 531 members and $1.1M in annual F& B revenue. Increased F& B revenue by 33% and generated average annual operating profit of 10.9%. Increased member participation at all events by 40%, and reduced employee turnover rate by 80%. Introduced new member events such as dinner-theater night, member-only wine events, and first-ever fireworks display.