Gregory Wittig

• Spearheaded implementation of process improvements and cost-saving initiatives to increase value and maximize profits.
• Collaborated with senior management to develop and execute long-term corporate goals and objectives.
• Analyzed business operations and implemented strategies to improve operational cohesiveness.
• Worked collaboratively with functional leaders to implement new procedures and corrective actions to improve quality.
• Oversaw successful implementation of operational strategies and policies to drive organizational growth and productivity.

Directed three Irish pubs, two steak houses, and a coffee shop totaling 19 million in sales.

• Led the Milwaukee Pub to 20% sales increase YTD in 2010
• Beat regional budgeted sales and profit last two quarters of 2009 and the first two quarters of 2010
• Created successful ladies night program in pubs
• Hired and trained ten managers including two partners
• Instituted weekly financial drill down
• Reduced food cost by 1.8%. Reduced bar cost by. 3.1%.

Directed 9 casual theme restaurants and sports bars with 24+ million in sales in five states.

• Developed Operational Systems in FOH and BOH
• Created Management Training Program for the restaurants
• Hired five General Managers in first six months
• Opened two restaurants including High Velocity in the World's Largest JW Marriott

Directed 9 units totaling $28 million in sales. Generated budgets, staffing plans, and menu implementation roll outs.

Administered operational reviews and follow-up action plans.

• Led the division in food safety as measured by Ecosure in 2006.
• Achieved third in the company in operational unit review scores performed by Ecosure in 2006.
• Opened three free standing units.
• Won the Taste of Food Award for the division in 2006 and 2007 by drilling down on line checks and recipe knowledge through KM development and training.
• Reduced operational defects by 25% in 4th quarter of 2007 by addressing recipe adherence and food expediting system.
• Reduced food cost from 3.6% to 2.4% of theoretical in 2007 through defect reduction and store culinary challenges, which raised the recipe knowledge of all team members.
• Rated in the top 20% of the company on manager and employee experience survey conducted by Gallup in Fall of 2006 and 2007. Gallup independent survey ranks job satisfaction in many areas, including: environment, development, recognition, communication, and training.
• Attained best performance to MOP Regression budget in Midwest in 2007 through food cost and defect gains along with reducing labor by significantly impacting overtime and training costs.

Augmented and integrated systems for a growing business. Directed eight stores totalling $22M in sales.

• Developed and structured unit visit for directors. Focused on disciplines in key results areas of food cost, labor cost, sales growth and facility cleanliness resulting in cosnsitency of operations.
• Opened two new units of and assisted on two others. Formulated management teams. Developed budgets, organized kitchen and dining room schematics, hired 159 team members per unit.
• Delivered highest Gallup guest scores in franchise by focusing on training of all staff members.
• Realized 15% cost savings through food cost reduction and restructuring of linen contracts.
• Systematized line checks and manager schedules, resulting in higher quality of operations.
• Mentored two General Managers to Director positions.
• Promoted to Director of Operations in 1999 based on store profitability, cost savings, and operational excellence.
• Increased store profitability by 10%. Accomplished this by reducing turnover and addressing payroll and food waste.
• Awarded training score status in Summer of 1998. Decision was based on my development of existing unit managers and key team members.
• Set single day sales record of $23, 146 in 1999. Accomplished this by goal setting, forecasting, staffing, and executing the plan.

Directed units in Indiana, Iowa, Illinois and Minnesota

Guided all aspects of business, sales, profit, budgeting, training of managers, standard adherence.

• Opened five units in 10 months in IN utilizing proactive manpower planning.
• Led the Midwest division in bottom line achievements in 1996.
• Increased profit after controllables by 2% in 1996.
• Increased MN same store sales by 8% in 1997.
• Promoted to GM in 1993. Promoted to Director of Operations in 1995.
• Restored Mall of America to highest weekly sales average in the Midwest division.

Responsible for raising quality of operations in all aspects of food and beverage operations in the Formal Dining Room, Grill Room, pool, Golf Shop,banquets and on the golf course.

• Developed formal training program for servers that included increasing check average and proper banquet service.
• Incorporated gourmet and table side service into quarterly menus to satisfy upper end clientele.
• Implemented extensive wine list overhaul, including the wine of the month program, resulting in doubling of wine sales.
• Planned and executed themed events, including Creek Fest and New Years Eve at the Club. Both of these events had live entertainment and created new sources of revenue.
• Initiated catering program. One of the results was the Thanksgiving to-go program, which grew to $2,000 in sakes on a day club was normally closed.
• Turned a negative cash flow history positive in 1987.
• Increased sales through elimination of server tip pool program thereby equating server income to their individual sales. Dramatic increases in wine and dessert sales resulted.