Responsible for overseeing management team and all areas of the restaurant including budget, payroll, purchasing, inventories, scheduling, staffing, guest relations, human resources, and all FOH and BOH operations for a restaurant with approximately $3.5 million in annual sales
Responsible for maintaining status as a “Center of Excellence” training store
Regularly participate in the interview process and shift-follows for potential TGI Friday’s managers
Chosen to mentor and develop new General Managers as well as underperforming General Managers in the New England market
Created COVID-19 outside dinning model for all Corporate Locations to follow
Proving to be a finical success and continues to outperform prior year performance in some cases by double digit results.
T.G.I. Friday’s
Newington
General Manager
09.2001 - 04.2016
Job overview
Responsible for overseeing management team and all areas of the restaurant including budget, payroll, purchasing, inventories, scheduling, staffing, guest relations, human resources, and all FOH and BOH operations for a restaurant with approximately $2.5 million in annual sales
Responsible for maintaining status as a “Center of Excellence” training store
Regularly participate in the interview process and shift-follows for potential TGI Friday’s managers
Chosen to mentor and develop new General Managers as well as underperforming General Managers in the New England market
Introduced a culture hospitality program that retrained employees in raising the company’s standards and enhanced customer satisfaction
Implemented a self-service building and grounds maintenance initiative that produced a $36K annual savings
Received the Corporation’s “Crystal Award” for ‘Out of the Box Thinking’ for this accomplishment.
T.G.I. Friday’s
Hyannis
Kitchen Manager
02.2000 - 08.2001
Job overview
Opened a new TGI Friday’s restaurant in Hyannis, MA as Kitchen Manager
During the opening, responsible for all BOH staffing, forecasting, food inventory and ordering, training of new staff, recipe adherence, employee evaluations and retention, employee recognition programs, as well as general setup and many other aspects and logistics of opening a new restaurant
As Kitchen Manager, responsible for all BOH operations including food costs, staffing, scheduling, ticket times, inventories, ordering and receiving for a restaurant with approximately $2.5 million in annual sales
Assisted General Manager in daily operations, HR, Guest Relations & Financial results.
T.G.I. Friday’s
Seekonk
Service Manager / Beverage Manager
02.1998 - 01.2000
Job overview
Responsible for all staffing, scheduling, labor cost, training, dining room management, FOH retention, guest survey scores, employee recognition and motivation and all FOH R&M for a restaurant with approximately $3.2 million in annual sales.
T.G.I. Friday’s
Seekonk
Expediter / Trainer / Coach
05.1997 - 02.1998
Job overview
Responsible for providing great customer service to guests of TGI Friday’s
Also responsible for training and coaching new employees.
Cathy’s Country Kitchen
Pawtucket
Owner / Operator
03.1983 - 05.1997
Job overview
Created from the ground up including equipment, furniture and small wares, purchasing, dining room and kitchen design, blue prints and facility schematics
Responsible for menu design including menu items, recipes and food cost breakdown per menu item
Complete control of sales environment including local marketing, advertisement and community involvement
Fully responsible for staffing, training, sales, profit, quality of operations, accounting, as well as daily operation of the business
Voted #1 by Pawtucket Times readers for “Best Breakfast in Town” for 1991 & 1992
Built a strong foundation in the community while getting to know each one of our patrons
Continually focused on diversity among a multi lingual neighborhood was the key to running this successful operation.
Seiler Food Service
Waltham
Multi-Unit Manager
01.1980 - 01.1983
Job overview
Responsible for complete industrial catering operation which included three independent locations
Responsibilities included staffing, development of training, menu development, retention, quality of operations and P&L
Personally, established account (CVS corporate headquarters) through marketing strategies and negotiations
Through employee research was able to enhance operations by adding additional service stations which in turn increased sales from $1.2 million to $2.1 million by 1983
Solely responsible for CVS Corporate yearly outings which included outside dining for two meals for up to 2300 people (1983 head count).