RESTAURANT MANAGEMENT

EMPLOYMENT

District Training Supervisor - Train and develop new Assistant Managers. Provide training seminars and supervise the floor training during the four month program. Work closely with the District Manager and have played a key role in taking the district from the lowest rated to the second highest rated in the region.

Division Manager - Oversee the operations of three full service restaurants and have responsibility for sales, yearly profit and loss budgets, marketing and special promotions, menu development, hiring entertainment, and management training. Visit restaurants weekly and work closely with managers to develop their staffs and create ways to improve service to the customer. Developed and introduced numerous promotions that have been popular among customers and have helped establish a more loyal clientele. During the past three years increased profits an average of 18% per year.

General Manager - Supervise a staff of 30 at this full service dinner house and have full profit and loss responsibility. Established new procedures which cut food and labor costs by over 25%. Introduced incentives among wait staff that have decreased turnover 75%. Built an entirely new menu and wine list that better matched the changing clientele and established a strong repeat business. Promotion of community events and contests has significantly increased customer loyalty. Annual sales have increased an average of 38% per year and gross profit margins have increased from 56% of sales to 71%.

Opening Supervisor - Had major responsibilities in the opening of fifteen restaurants in Texas, California, and Hawaii. Interviewed, hired, and trained new staff, and oversaw publicity efforts. Provided thorough training for each position and worked closely with the staff during the first two weeks of operations. Instilled in staff the Denny’s way and the Denny’s concern for quality and service. Generated an excitement among staff for opening day that resulted in some of the most successful openings Denny’s has ever had. Established staff schedules, contracted with vendors, and set up inventory and ordering procedures. Quickly became on of the top trainers in the corporation and received special assignments for the most important openings.

District Manager—Supervised five locations with 50 managers and over 300 crew people for this rapidly growing fast food chain. Yearly sales exceeded $14 million. Demonstrated ability to take on problem stores and turn them around. Opened three new stores with each becoming a top producer. Increased the profit margins of the five stores from 29% to 32%, adding over $250,000 in profit for each of the last three years.

Managed the process of installing computerized systems in each location which significantly enhanced productivity and communication between stores. By developing strong working relationships with all managers and assistant managers, maintain the lowest management turnover rate within the 12-state western region.

Store Manager—Took over a low-volume store that had the chain’s lowest rating (FF) for cleanliness, customer service, and food quality, and in one year took it to the highest rating (AA). Increased sales 21% and profitability by 26%. Reduced staff turnover by over 60%. Transferred to another low-rated store and within one year took it to the AA rating. Increased its sales 22% and profits 24%. Trained six future store managers who are still with the organization.

General Manager—Took over a troubled restaurant which was experiencing high employee turnover, poor service, and a loss in the customer base. Within nine months stabilized the operation. Resolved serious morale problems, instituted an effective training program, and developed a strong support staff for consistent service. During the first year increased sales 21% and reduced staff turnover by 50% and labor costs by 10%. Provided excellent wine training for the staff and significantly increased wine sales.