Mark Hunter

7 million in annual sales including 1 million in annual banquet sales. 24% average COGS, RCP average 21.6%, total labor 32% or less, hourly labor 18.5%. Director of operations, MIT trainer, in charge of all hiring, accounts payable and receivable, facilities maintenance, local marketing and promotions.

• Oversaw daily operations across multiple departments, ensuring seamless coordination and efficient execution of tasks.
• Oversaw successful implementation of operational strategies and policies to drive organizational growth and productivity.
• Conducted regular performance reviews to assess team progress, providing constructive feedback and guidance for continuous improvement.
• Managed budgets and resources, optimizing allocation for maximum impact on business objectives.
• Established strong partnerships with vendors, suppliers, and key stakeholders to improve collaboration and ensure alignment with business requirements.

• Tap 42 Aventura General Manager Opening Diector 2019 6 million plus total sales. Total Restaurant Labor decreased from 18% to 15.5% & Food Cost lowered from 33.2 % to 29.1% after first year. Raised profitability from negative cash flow to $62,000 net income in 6 months. Located at the Aventura Mall
• Tap 42 Miami General Manager Opening Director 2017 5.5 million in total sales. Sales in January of 2017 $415,000 and in 2018 $481,000. Developed MIT program both front and back of house. Situated in Midtown Miami
• Tap 42 Doral General Manager Opening Director 2020 5 million total sales. The first opening with positive cash flow the first month of operation. Situated in downtown Doral.
• Tap 42 Davie General Manager Opening Director 2021 6.5 million total sales. 10,000 square foot restaurant. Busiest restaurant in Davie and highest volume of all Tap 42 properties.
• Opening director, store controller and general manager of 4 gastropubs in the heart of Miami and surrounding Broward County, specializing in hand crafted-local beers, local fish and seafood, prime steaks and delicious bar food. Voted Best Brunch of Miami and best restaurant concept in south Florida. Currently, fastest growing restaurant group in south Florida.

4.5 million sales, 31% food cost and 7.5% BOH labor.
Increased sales by insuring the highest level of culinary excellence through daily taste plate, line checks, purchasing of quality and pristine ingredients from local purveyors, recipe execution, seasonal menu changes and hiring and training of the right individuals to form sales building chefs and kitchen employees with a get it done mentality. Successful planning, roll outs and staff training of new menus and menu items. Lowered food cost by implementing food waste and tracking systems, aggressive pricing through purveyor relations and rebate programs, daily invoice tracking and food cost examination, teaching employees the importance of the "Every grain of rice mentality", Added new menu items with lower food cost percentages to help make food cost more competitive. Constantly searched for better and more efficient operating systems to increase profitability. Organized community outreach events through the Denver Rescue Mission. Winner Peoples Choice Award at the Cherry Creek Food & Wine Festival 2012, 2014 & 2016.

4.5 million in sales food cost 31.5% and 7% BOH labor.
Very successful opening in the Fanuiel Hall market place. Prime steaks, sushi, seafood and fresh fish. Sourcing of local products, corporate trainer for the whole fish filleting program, extensive work with the Foley Fish Co. and other local seafood purveyors in developing company fish and seafood programs. Controlled kitchen labor with precise daily tracking sheets, elimination of costly training with very little attrition and developed managers to help with daily food prep. and work line support during slow times. Monitored food cost daily with invoice tracking programs, credit and waste logs and through competitive pricing and purveyor rebate programs.

7.5 million in sales, food cost 30% and BOH labor 7.5%. Lowered food cost through waste management, inventory control, awareness, staff education and care, aggressive and competitive purchasing from local purveyors and negotiated rebate programs with national broad line accounts.
R&D development of a new sushi bar and bakery within an already very busy upscale casual concept. Hiring and training of kitchen staff sushi chefs and bakers. Organized various tracking systems for daily purchases and food cost to insure that all managers were on the same page. Weekly culinary meetings with my team of assistants to discuss progress, opportunities and staffing.

• GM of the Rutherford Grill in ST Helena and regional wine buyer.
• Store opener, AGM, director of service and beverage director for Houston's San Francisco and Santa Monica CA.
• Regional director of wine and spirits training northern California.
• MIT mentor, coach and trainer .
• Implemented company wide Servsafe programs, rolled out sushi and on site baking programs protocol.
• Director of training and unit accountant-controller.
• Participated in all aspects of FOH operations.
• Managed budget implementations, employee reviews, training, schedules and contract negotiations.