MICHAEL PACIE

• As a Service Technician, I play a crucial role in delivering preventive maintenance services to a designated list of clients. I routinely respond to emergency calls from customers who rely on me to reduce downtime on their leased equipment used for kitchenware washing, hotel laundry facilities, and public swimming pools.
• In addition to my technical responsibilities, I also work as a Sales Representative, providing clients with the right concentrated chemical products and offering training to ensure effective and comprehensive cleaning. My efforts help maintain a safe environment for both staff and guests.

• Under the guidance of the Director of Operations, our four-member management team implemented a P&L fiscal budget that increased our average weekly sales to $130,000, securing a top-three position among 72 units company-wide.
• This core management believed in a recycled approach to team service training, exercising sales-driven incentives, and supporting the needs of our 80+ hourly personnel. This effort results in a consistently high level of returning guests and a top level of satisfaction in customer reviews.

• Collaborated with upper management to reconcile inventory cycles, create daily task lists for hourly staff, and analyze unique order traffic.

• Conducted daily communications with the Assistant General Manager (AGM) regarding sales and revenue data, proposed updates for plan-o-gram enhancements, and facilitated staff training.
• Review employee performance, providing continuous feedback and coaching to improve and strategize goals.

• Due to Covid, the restaurant closed
• During my tenure as an AGM and subsequently promoted to General Manager in early 2019, I was responsible for managing a 141-seat full-service dining establishment, an on-premise catering venue, and a live band/bar operation
• To ensure profitability, I spearheaded and developed a fiscal plan to achieve an annual sales target of $3.2 million
• This budgetary initiative was focused on reducing total labor costs by 18% through the use of forecast scheduling guidelines for our 55 employees
• I also took charge of redesigning the menu to improve food costs and customer retention
• The changes included quicker service times, the introduction of new menu ideas, and reduced food purchases
• As a result, we achieved a 15% reduction in production shrink and ingredient cost

• Extensive experience in Direct Store Delivery of bakery goods and promoting them in major grocery chains
• By implementing a sales strategy, the practice of shelf allocation and competitive pricing schedules increased category dominance
• By collaborating with grocery store managers I ensured accurate inventory and upheld FIFO quality standards
• Additionally, I created impactful marketing POS materials in retail outlets to bolster trade programs and corporate brand sales initiatives

• Daily management cycles included A/R balancing, aggressive sales prospecting, and presentation of new commodities

• Direct supervisor of New Store Set Team associates
• Installed beam bracing and shelves, display fixtures, and setting of 58k SKUs of hardware and tool products