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Click here or scroll down to respond to this candidateCandidate's Name
PHONE NUMBER AVAILABLE EMAIL AVAILABLEFOOD & BEVERAGE DIRECTOR GENERAL MANAGERHotel and Restaurant Foodservice Management / Multiple Venue Operations / P&L ResponsibilityAn accomplished and results-driven F&B/Operations/General Manager with over 23 years of experience in Hotel and Restaurant Foodservice Management, Operations, Human Resources Management, Budget Development, Food Cost Performance and Evaluation, Team Development, Financial Control, Grand Openings, Re-Grand Openings and Customer/Employee Relations. Define operating procedures and establish short/long-term goals that ensure efficient and profitable operations. Have demonstrated success improving P&L performance for all restaurant and hotel venues while providing award-winning operational leadership in highly competitive markets. Adept at driving of unit volume, market share and company profits.Strategic Operational Planning and Direction Improving Operational EfficienciesBudget Development P&L Management Driving Financial Growth Maximizing Organizational PerformanceCatering, Banquet and Special Event Management Safety & Sanitation ManagementLanguages: fluent in English, German, French, Spanish and Italian Creating Effective Employee Training ProgramsPROFESSIONAL EXPERIENCEHilton garden inn hotels January 2022 to April 30 2022Food and beverage director for 2 hotels new Braunfels and san marcosSpecs Fine Wine and Spirits June 2014 to August 2021 Austin TXWine ConsultantOne Elm LLC October 2013 to May 2020 Austin TXConsultant for 2 Bars and Catering businessTwin Liquors November 2010 to May 2014 Austin TXStore Manager responsible for 400000.- inventory, scheduling, purchasing,customer relationsLouies 106 Sardine Rouge Dan McKluskys Steakhouse Baby Louies Louie Bs; Austin, Texas 1986-2010Owner General Manager Created the concept, developed the business plan and opened, directed, managed and orchestrated daily operations of each of these fast-paced, ever-changing restaurants Interviewed, hired, managed and trained 20-50 associates as well as Managers and Assistant Managers on how to bring brand awareness alive, how to participate and get involved within the community as well as provide a level of service that exceeded customer/companys standards Instructed and educated on operations, preparation of financials and P&L reporting as well as front and back store operations Delegated responsibilities, evaluated performance, counseled on career advancement and mediated conflicts Promoted and developed individuals into middle management from within each restaurant; decreased employee turnover and increased morale Prepared budgets, forecasts, cost controls and financials, overseeing full P&L responsibility while keeping food costs below standards Created effective strategies, consistently building comprehensive revenue plans that served as a successful roadmap, aligning business development with vision, modeling, structuring and bringing menus, marketing and each concept to fruition Continually analyzed current business climate, including competition, market penetration, positioning, advertising, pricing, inventory forecasting, quality and training Consistently monitored overhead expenses, inventory, labor and operating costs; ensured operations stayed within/under budget Negotiated lowest annual pricing with multiple vendors and suppliers, ensuring consistent food cost Set performance matrixes and business process flow; rectified operational difficulties and supplier problems Delivered presentations to personnel covering goals, customer service, serving etiquette, processes, operations, company standards and issues, quality excellence, OSHA/safety/sanitation regulations, yearly projections, and responsibilities of each operation and company as a whole Kept up on food trends by reviewing industry publications, attending conferences and revising menus on an annual basis in order to keep food cost in line, new items on the menu as well as choice for repeat customersACHIEVEMENTS Louies 106 was an upscale Mediterranean style restaurant, seating 260 with three (3) banquet rooms; took sales to a healthy $3M within a 6-year period, kept turnover low and monthly F&B costs below 30% as well as acted as Sommelier ordering $30K on a monthly basis Sardine Rouge was a high-end French restaurant seating 120 with annual sales topping $1.8M; kept F&B costs below 30% with Sommelier responsibility exceeding $10K monthly Dan McKluskys was a well-publicized mid-scale steakhouse seating just over 500 with annual sales surpassing $6M with food and liquor costs hovering at 29% Baby Louies was a quant neighborhood restaurant seating 60 with annual revenue at $750K and F&B below 32% Louie Bs was a California style cuisine seating 120 with annual sales at $1.2M and monthly F&B at 32%Candidate's Name
Page 2The Westin St. Francis Hotel; San Francisco, California 1981-1986The Hyatt Regency; Phoenix, Arizona San Francisco, California 1980-1981Food & Beverage Director Led and directed 20-30 direct reports with management responsibility of 300-600 employees servicing up to 1200 rooms with various food and beverage venues within each Prepared, analyzed budgets, forecasts, P&L reports, work schedules, inventory and sales reports Elevated associate satisfaction scores through relationships, idea-sharing, incentive programs and acknowledgement/recognition awards Achieved national recognition, drawing visitors and tourists through excellent community relations with businesses, organizations and local associations; established corporate and community programs in order to over achieve F&B revenue Increased overall customer satisfaction by double-digit percentages through motivating and empowering team members with incessant training and retaining programs Maximized top-line performance through yield and revenue management strategies; boosted profits through detailed cost-control tactics and a sound vendor selection process Developed weekly manager meetings and practiced decentralized management to develop up and coming employees Coordinated events from conception to completion, including menu selection, event logistics, staff management and vendor negotiations Developed innovative techniques in accommodating large-scale conferences, banquets, meetings and special events Applied client engagement management skills wherever possible; exceeded business goals and captured new client concepts Maintained labor budgets as well as increased liquor/wine sales to combat rising food costsEDUCATION: Hotel Mirabeau (Cook Apprentice Program); Lausanne, SwitzerlandHotel School; Lausanne, SwitzerlandCommercial School; Lausanne, Switzerland |
