Tim Rawlins Email & Phone Number

• Working with a restaurant brand I generated a portfolio of candidates filling a total of 43 positions from management to junior team in a 6-week period.
• Using contacts from my career as an Operations Manager I put in place suppliers & contractors for food, beverage, cleaning & POS.

London, England, United Kingdom

• Total restructuring of the business in terms of labour, food & beverage costing, resulting a 12% labour reduction, a food GP of 73% (previously 61%) & a beverage GP of 71.5% (previously 59%).
• Working with the Directors & marketing manager to set up beer tasting events that fitted the USP of the business, resulting in an uplift in additional private hire revenue of £5-8k gross per week.
• Working with external companies to hire out the business for private events, resulting in an uplift of up to £10k per month in gross revenue.
• Implementing new food menus such as fixed price lunch offerings, resulting in an uplift of lunch covers of 12% per week.
• Working with the Czech Beer Association & Czech Breweries to source & import traditional Czech beers.

• Launching & managing the Taproom for 2021.
• Working with the MD & FD to install new efficiencies to the business such as extending opening hours, resulting in an uplift of revenue by 15% per week, with no change to the labour percentage.
• Sourcing, programming & installing new POS, bookings & payment systems, resulting in savings of 47.65% in credit card transactions alone.
• Managing existing beekeeping & brewery tour experiences & working with external tour operators to bring in additional revenue of up to £1k per week.

• Responsible for all aspects of the running of the holiday park
• Managing HODs (F&B, Reception, Housekeeping, Maintenance, Sales, Admin)
• Support & training of the HODs & their management of their teams
• Ensuring that guests & owners are having the best experience possible while staying with us
• Managing P&Ls through HODs

London, United Kingdom

• Initial opening of the ground floor bars & restaurants at the hotel.
• Improving labour costs by implementing productivity principles, resulting in labour costs of 23%.
• Working with the Executive Chef on menu design, costings & staff training.
• Attending daily HOD meeting in order to represent the F&B team.
• MOD of the entire hotel on various occasions (3 days at a time).
• Running HOD meeting during MOD shifts.

• Looking after six restaurants within the group and playing a key role in launching a second brand (One Bourbon, West Hampstead, London).
• Implementation of weekly P&Ls into each site, resulting in savings on all areas of the business such as consumables, labour & GPs.
• Enhanced weekly reporting from each site to Ops Manager and owners, creating mare business awareness from the managers.
• Scrutinised existing food and beverage costings and enhanced these by up to 6% via creating accurate recipes and ongoing training.
• Using Planday labour reporting and weekly P&Ls improved labour costs by 8% across the company.

• Directed rebrand of the concept in order to improve customer awareness and improve revenue by 10% per week.
• Creating accurate recipes and recipe cards in order to improve quality and GPs of 74% (previously 67%)..
• Setting up Pop Up version of the concept within Selfridges that ran for 2 months, with an additional revenue of £3k per week.

London, United Kingdom

• Managing 6-10 sites.
• Spearheading a productivity improvement concept for the company which saw my area improve variable labour costs to 18% and total labour to 23%. Based on these results the project was rolled out across the Carluccios.
• Weekly and monthly team meetings in each site in order to assess productivity, GPs, training, and other points.
• Heading up the menu development team in order to improve consistency and develop new dishes.
• Working with marketing team to improve customer awareness of the brand and improve sales.

• Managing 7 sites.
• Working closely with the kitchen teams on design and costing of new menus.
• Working with all F&B suppliers in order to get the best quality and prices, keeping the GPs to 74% for food & 73% for beverage.
• Assisting owners with new site acquisition and refurbishment of existing sites, mainly focusing on kitchens & restaurant areas.
• Opening five of the seven gastropub/restaurants.