Curtis Dye

• Support Branch Manager in all aspects of running a successful branch
• Knowledgeable in products and offered solutions
• Support and promote successful customer relations through communications and order fulfillment
• Train team members
• Support sales and technical staff

Responsible for all in-store management activities of the Orem and Provo, Utah locations.

• Successful in implementing changes necessary for these stores to operate at a level consistent with corporate standards and expectations
• Lowest team member turnover rate in Region three consecutive years
• Effected a bottom-line turnaround of over $15,000 following the assumption of responsibility for these locations
• Increased corporate contribution by over 4% from these locations
• Improved secret shopper scores by 25% over previous average
• Developed and promoted five individual team members to Assistant GM and GM positions
• Grew year-over-year catering sales by nearly 20%

• Developed new and unique BBQ concept.
• Managed all aspects of store and brand development including: Recipe creation; restaurant design; procurement of equipment, furniture and fixtures; development of vendor relations; and the hiring & training of managers and staff.
• Managed in-store operations through a successful launch that led to a positive net income in the first year of operations.
• Grew the restaurant into the number one rated restaurant in Spanish Fork on Yelp and maintained a Facebook following of over 1200 with a review rating of 4.4 out of 5.
• Named "Best Smokehouse In The State" by Utah Valley Magazine in January of 2016.
• Retained over 80% of the opening staff through the development of a positive work environment, and consistently being fair and transparent in employee recognition and compensation.

• Responsible for all operational aspects of Fat Cats Fun Centers, including seven food outlets, as well as bowling, arcade, mini golf, and theaters. 
• Developed and managed corporate and local budgets.
• Hired and trained four new general managers.
• Standardized operation and training procedures across all locations, with appropriate manuals for each.
• Created and implemented new and innovative marketing programs that increased customer traffic and retention and also expanded the customer base. An example of this was the introduction of the $0.99 Summer program that nearly tripled revenues over prior summers.
• Consistently grew month-over-month revenues during the twenty-six months I was responsible for operations and marketing. Year-over-year revenues also increased from year one to year two.  This was despite the negative impact that a poor economy was having on the industry as a whole.
  

• As Director of Marketing: Developed, implemented and managed a corporate marketing strategy that was scalable and customizable for various market sizes and their respective budgets.
• Managed in-house creative team to develop quarterly corporate campaigns.
• Managed vendor relationships for production and multii-medium distribution, based on individual markets, budgets, etc.
• Gathered relevant marketing and sales data and produced reports for corporate management peers, local managers and franchisees.
• As Executive Board Member: Worked with Operations, Training, Finance and Development teams to develop and manage an effective, efficient and synergistic corporate management model.
• Helped grow brand from 13 units to 36 units in thirty months.
• Helped transition company from Subway ownership to private ownership.
• Helped transition company and franchise stores into Costa Vida stores following exhaustive market research that resulted in the determination that this merger would be a win-win for both brands and their stakeholders.

• Worked on executive-level corporate team to develop and launch a new cafe concept to be implemented in major company sales offices throughout the world.
• Developed localized recipes and menus for each cafe.
• Created in-store operations manual and training programs. This included working with translators to localize the manuals for new international stores.
• Hired and trained in-store management and staff for three stores, including two in Japan.
• Developed performance and bonus standards for store managers.
• Launched one store in Utah, two stores in Japan and one store in Brazil 
• Trained in-store managers and teams on operational systems and procedures.