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Click here or scroll down to respond to this candidateCandidate's Name
PHONE NUMBER AVAILABLE CellEMAIL AVAILABLESUMMARYGeneral Manager-Manager with over twenty years of demonstrated growth and success in enabling restaurants and country clubs to achieve their financial and operational objectives. High levels of expertise in: Quality leadership, competitive re-positioning, re-establishing upscale operations, strategic planning, and continuous quality improvement efforts. Innate ability to coach, mentor, and motivate club and management to win support for ambitious goals and create high productivity. Major strengths include:SKILL HIGHLIGHTSHigh Standards of Ethics & Integrity Financial Management & Cost ControlsEnsuring Effective Business Practices Implementing New Systems & MethodsSolid Blend of People & Business Skills Strategic Marketing/Turnaround PlanningPROFESSIONAL EXPERIENCEFLIK International, United Polaris Lounge, EWR, Newark, NJ April 2021 CurrentGeneral Manager The Polaris Lounge is Uniteds Polaris Class International Lounge. The Polaris Lounge has 130 plus employees with a $13,800,000.00 per year contract. With approximately 425,000 passengers annually. The lounge consists of a Main bar, dining room that seats 48, 10 shower suites, and seating for approximately 375.Jersey Street Productions, Fairfield, New Jersey May 2015 June 2020General Manager Director of Operations Jersey Street Productions is one of the leading Event Production companies operating in the tri-state area with a concentration in weddings and bar mitzvahs. In this position I guide the entire event production strategy and execution. My main focus is on managing the day-to-day operations including the creation of furniture and costume set dcor. Overseeing and communicating all events needs and changes throughout event planning and execution to Event Managers/Event Leads. Recruiting, hiring and training staff for event production and execution, maintaining staffing par levels and staff availability.Crestmont Country Club, West Orange, New Jersey November 2010 January 2015General Manager Crestmont Country Club has a membership of 250 golf members and 100 other membership classifications. Crestmont Country Club has an 18-hole golf course as well as an active tennis & swimming membership with gross total revenues of $7,055,000 including $2.05 million dollars in food and beverage sales. As the General Manager I was responsible for the general operations of the clubhouse, swimming pool & snack bar, halfway house and the mens lounge and all staff as well as all activities surrounding the clubhouse. I was also responsible for booking and execution all club and member functions. In this position I implemented new banquet menus and worked on updating all club menus, in 2014 we increased our catering revenue by over 40% over 2013 and 28% over budget. I added a system of checks and balances to ensure that all clubhouse scheduling falls in line with the budgeted amount in each department. I served as an ad-hoc member of all Committees and worked closely with the committees on the remodel and construction of the new clubhouse.American Golf Corporation, Staten Island, New York, November 2005 November 2010General Manager New York Magazine has named LaTourette Golf Course the Best of New York this was for all golf courses in the city. We completed a $2 million dollars golf course renovation at the end of 2006. During my time at LaTourette we attempted to get a new banquette facility approved and built. The plan was for it to be a free-standing building with seating for 250 people. LaTourette Golf Course is a high volume golf course doing 55,000 rounds and $2.5 million dollars golf revenue. As the general manager I was responsible for the complete operation of the golf course this included our learning center and driving range, event sales, golf course maintenance, food and beverage, and the clubhouse staff.Edgewood Country Club, River Vale, New Jersey, May 2002 November 2005Assistant General Manager Edgewood Country Club has a membership of 300 full golf members, with a 27-hole golf course with total gross revenues of $6.7 million dollars including food and beverage revenues of $1.9 million dollars. As the Assistant General Manager was responsible for all clubhouse staff. My position required that I served as an ad-hoc member of the House, Entertainment and Construction & Maintenance Committees. I have worked closely with the Construction Committee at Edgewood with the $4 million dollar interior and exterior clubhouse renovation project. I have helped to research and spec a new POS and back office computer system from Club Systems Group that was installed with the clubhouse renovation. The Assistant General Managers job required that I oversaw all functions held at Edgewood both club and outside functions from start to completion. With the implementation of new service systems and standards we have been able to reduce costs across the board as well as improving on our member/guest service.Shackamaxon Golf & Country Club, Scotch Plains, New Jersey, July 2000 March 2002Assistant General Manager Managing the Food & Beverage and Clubhouse staffs of a New York City suburb prestigious 85-year-old Tillinghast designed Jewish country club with extensive private function rooms, swimming complex and tennis courts. Upon completion of a $4.5 million dollar renovation I was recruited by the General Manager/COO, I installed POS, Banquet, Pro Shop systems throughout club in addition to the direct supervision of all private function-catering events. After working closely with the GM/COO and the vendor on the accounting program, I was asked by the President and the Treasurer to take over the controllers functions as well as my responsibilities for the Food & Beverage and Clubhouse Departments.Uno Restaurant Corporation, New York and New Jersey July 1996 to July 2000General Manager Was directly responsible for the daily operation of a $2.5 million-dollar a year New York City restaurant. As the general manager, I helped to develop the regional training center that is being used to train all front of the house employees for the 10 New York City restaurants. This location is used by the company to train new managers in the region, as well as to test new menu items before rolling them out to the rest of the company. As a general manager I opened one new restaurant (The Brew Pub), this restaurant is a new concept for the company. I conducted weekly and monthly inventories to control food and beverage cost and prepared the monthly profit and loss statement. I was also responsible for the reconciliation of the profit and loss statement on a monthly basis.Steak & Ale Restaurants, Michigan and New Jersey May 1989 to July 1996General Manager - Responsible for daily shift management of a high volume and highly visible chain Steak House. As a department manager, I was required to interview, hire and train all new employees for the department as well as schedule within the budget and without comprise to guest service. I conducted inventories to help control cost and identify areas of opportunity. Managers were responsible for daily book keeping, cash and credit card transactions.CERTIFICATION & PROFESSIONAL DEVELOPMENTClub Managers Association of America, 2000Investment in Excellence, The Pacific Institute, 1998Business Administration Kellogg Community College, 1984-1986United States Marine Corp, Presidential Security, 1980-1984 |
