Simon Zanotto

• As the Regional Chef of Florida, I was responsible for the management of multi-unit operations generating 40 million in sales annually. Needing independence in standards in all the restaurants, I was responsible for being the source-of-truth for standards in the region to ensure consistency between all restaurants. Within this 2 year time I opened back to back new locations at Miami World Center and Las Olas in Fort Lauderdale having the quickest ROI turnaround in the companies history.

• Ensured brand standards were upheld in timeless and safe environments.
• Conducted semi-annual store visits to each location, 8 times a year impact visits along with monthly store P&L meetings that include a full scope off all Health and Safety Standards being followed and all branding of the restaurant reflect the standards of the company
• Oversee all Food and Beverage Purchasing between all four locations.
• Full schedules of partners hired according to the companies “Hiring Awesome” guidelines
• By-the-book training programs and a full Management grids at all restaurants
• Integrity to financial commitments - Daily profit Reviews, Weekly Profit Presentations and Monthly P&L’s with each restaurant.
• Integrity to company goals
• Integrity to the company’s recipes
• Responsible for training and overseeing the rolling out of new menu items and new company programs at each restaurant.
• Conduct 2 Menu Launch Training Seminars and 4 General Manager / Head Chef Meetings a year to teach new menus and quarterly company initiatives.
• Reviewing 90 Day Business Plans and Budget Planning
• General Manager and Head Chef Development
• Front of House Salary Management and Sous Chef Development on Monthly cadences
• Local People Operations representation for investigations and escalation issues
• Development of local supplier and vendor relationships
• Development of local people pipelines (schools and organizations)
• Managing all budgets through development and impacting through the Head Chefs and General Managers.
• Coordination with the Marketing Team around initiatives and brand standards that fit my restaurant’s current markets.
• Working with our Procurement department on sourcing the highest quality ingredients and bar products based on the locations my restaurants are positioned.
• Working directly with Construction and Design Departments on new restaurant kitchen designs and renovations to old designs that fit specifically to our current menu and kitchen layouts.
• Monthly Health and Safety Walk throughs with General Manager and Chef to ensure full compliance with all Florida Health Department codes and regulations
• Hosting Training and Development courses for new upcoming managers through a two day training course.
• Stores under my direct management were Earls Kitchen + Bar Las Olas, Fort Lauderdale / Earls Kitchen + Bar Dadeland, Miami / Earls Kitchen + Bar Miami World Center, Miami / Earls Kitchen + Bar Mall at Millenia, Orlando

• As the Regional Chef of York Region, I was responsible for the management of multi-unit operations generating 32 million in sales annually. Needing independence in standards in all the restaurants I was responsible for being the source-of-truth for standards in the region to ensure consistency between all restaurants.
• Ensured brand standards were upheld in timeless and safe environments.
• Conducted semi-annual store visits to each location, 8 times a year impact visits along with monthly store P&L meetings that include a full scope off all Health and Safety Standards being followed and all branding of the restaurant reflect the standards of the company
• Oversee all Food and Beverage Purchasing between all four locations.
• Full schedules of partners hired according to the companies “Hiring Awesome” guidelines
• By-the-book training programs and a full Management grids at all restaurants
• Integrity to financial commitments - Daily profit Reviews, Weekly Profit Presentations and Monthly P&L’s with each restaurant.
• Integrity to company goals
• Integrity to the company’s recipes
• Responsible for training and overseeing the rolling out of new menu items and new company programs at each restaurant.
• Conducted 2 Menu Launch Training Seminars and 4 General Manager / Head Chef Meetings per year to teach new menus and quarterly company initiatives.
• Reviewing both restaurants 90 Day Business Plans and Budget Planning
• General Manager and Head Chef Development
• Front of House Salary Management and Sous Chef Development on Monthly cadences
• Local People Operations representation for investigations and escalation issues
• Development of local supplier and vendor relationships
• Development of local people pipelines (schools and organizations)
• Managing all budgets through development and impacting through the Head Chefs and General Managers.
• Coordination with the Marketing Team around initiatives and brand standards that fit my restaurant’s current markets.
• Working with our Procurement department on sourcing the highest quality ingredients and bar products based on the locations my restaurants are positioned.
• Working directly with Construction and Design Departments on new restaurant kitchen designs and renovations to old designs that fit specifically to our current menu and kitchen layouts.
• Monthly Health and Safety Walk throughs with General Manager and Chef to ensure full compliance with all Florida Health Department codes and regulations
• Hosting Training and Development courses for new upcoming managers through a two day training course.
• Stores under management were Earls Kitchen + Bar Burlington, ON / Earls Yorkdale, ON / Earls Kitchen + Bar Vaughan, ON

• As the Regional Chef of Southwest Ontario, I was responsible for the management of multi-unit operations generating 25 million in sales annually. Needing independence in standards in all the restaurants I was responsible for being the source-of-truth for standards in the region to ensure consistency between all restaurants.
• Ensured brand standards were upheld in timeless and safe environments.
• Conducted semi-annual store visits to each location, 8 times a year impact visits along with monthly store P&L meetings that included a full scope of all Health and Safety Standards being followed and all branding of the restaurant reflects the standards of the company
• Oversee all Food and Beverage Purchasing between all four locations.
• Full schedules of partners hired according to the companies “Hiring Awesome” guidelines
• By-the-book training programs and a full Management grids at all restaurants
• Integrity to financial commitments - Daily profit Reviews, Weekly Profit Presentations and Monthly P&L’s with each restaurant.
• Integrity to company goals
• Integrity to the company’s recipes
• Responsible for training and overseeing the rolling out of new menu items and new company programs at each restaurant.
• Conducted 2 Menu Launch Training Seminars and 4 General Manager / Head Chef Meetings per year to teach new menus and quarterly company initiatives.
• Reviewing both restaurants 90 Day Business Plans and Budget Planning
• General Manager and Head Chef Development
• Front of House Salary Management and Sous Chef Development on Monthly cadences
• Local People Operations representation for investigations and escalation issues
• Development of local supplier and vendor relationships
• Development of local people pipelines (schools and organizations)
• Managing all budgets through development and impacting through the Head Chefs and General Managers.
• Coordination with the Marketing Team around initiatives and brand standards that fit my restaurant’s current markets.
• Working with our Procurement department on sourcing the highest quality ingredients and bar products based on the locations my restaurants are positioned.
• Working directly with Construction and Design Departments on new restaurant kitchen designs and renovations to old designs that fit specifically to our current menu and kitchen layouts.
• Monthly Health and Safety Walk throughs with General Manager and Chef to ensure full compliance with all Florida Health Department codes and regulations
• Hosting Training and Development courses for new upcoming managers through a two day training course.
• Stores under management were Earls Kitchen + Bar Burlington, ON / Earls Kitchen + Bar London, ON / Earls Kitchen + Bar Vaughan, ON / Earls Kitchen + Bar Lincoln Park, Chicago, IL

• Liaison between the Executive Chef and Regional Chef to the Training Team
• Ensured training was delivered 100% to all staff.
• Ensured training was being followed “As per manual” by every training team member and providing recognition and feedback/correction for any misses form the trainer in training.
• Responsible for the Training Teams Schedule, Hotel, Accommodations and Per Diem.
• Responsible for Training Teams Engagement
• Responsible for Training Teams team building events and dinners.
• Responsible for coordinating with the Marketing Team to plan and host the Grand Opening Party. This included decor, custom food menu, custom drink menu, restaurant reconfiguration for event, food, liquor, wine and beer ordering, event rental ordering, scheduling and full ownership of ensuring budgets were hit.
• During practice runs and family/friend runs, I was responsible for being the safety net in service to ensure if there was loss in coordination or standards dropping. It was my job to course correct the team and get the ship steering back in the correct direction.
• Daily morning and evening meetings with the training team to provide recognition and feedback for the day’s training, review people inventory, grading performance of cooks.
• Daily morning and evening briefings with Front of House Lead Trainer, Executives, General Manager and Chef to align for days focuses and previous days feedback.
• Responsible for operating areas of the kitchen/restaurant along with the training team to ensure everything operated at its most productive and efficient manner.
• Lead Trainer of entire training team for 6 weeks at Earls Sherway Gardens opening

• As the Executive Chef of the Test Kitchen for the company I was the direct liaison between our Culinary + Bar Development and Operations. Our goal was to take the culinary vision of the department and the new menu items created, and launch a test form at the restaurant receiving direct feedback from our guests and working together to make daily adjustments to all recipes and executional challenges. It was my responsibility to ensure the execution and recipes were 100% sound before we looked to launch to the rest of the company or flagship locations.
• Weekly Monday inventory routine for counting all food and bar products.
• Reviewed all kitchen and bar ordering guides to ensure 100% synced with proper ordering amounts.
• Reviewed all Kitchen and bar prep charts to ensure 100% synced with proper pars based on four week forecasted sales trends.
• Responsible for writing all kitchen schedules ensuring it was written to guest counts, item counts and 4 week sales trends. No schedule was ever posted above our operational kitchen labour budgets.
• Weekly review of the Succession Planner ensuring proper development of all current and upcoming Sous Chefs. This ensured that we were always ready to promote the next Sous Chef.
• Weekly Development Sessions with General Manager, Assistant Chef and all Sous Chefs focusing on a variation of hard/soft skills and personal development using Radical Candor as the form of how to give the most impactful development to the manager.
• Be present at daily line checks, bar checks, cooler checks and H&S checks everyday before opening with the team ensuring we are 100% prepared for service and any corrections are impacted in the moment and adjustments are made for next day .
• Be present and speak in daily pre and post shifts to give recognition to the team along with the daily focuses for the day based on what we saw as opportunity from the previous day’s service.
• Weekly in depth store walks to inspect all areas of the restaurant to ensure all cleaning routines, preventative maintenance plans and any lingering repair and maintenance were completed.
• Host weekly team meetings with all salaried leaders. We would have them present their business reporting on sales goals, average guest check, environment roles and responsibilities and people grids.
• Weekly profit presentations and daily profit reporting emails to Regional Team to present business and ensure all financial and company goal metrics are being achieved and delivering solutions to any that are not.
• Responsible for all hiring, onboarding and orientations for new hires
• Responsible for all initial day one training to ensure expectations are clear prior to commencing the rest of their training with the Assistant Chef or Sous Chef.

• Liaison between the Executive Chef and Regional Chef to the Training Team
• Ensured training was delivered 100% to all staff.
• Ensured training was being followed “As per manual” by every training team member and providing recognition and feedback/correction for any misses form the trainer in training.
• Responsible for the Training Teams Schedule, Hotel, Accommodations and Per Diems.
• Responsible for Training Teams Engagement
• Coordinated Training Teams team building events and dinners.
• Coordinated with the Marketing Team to plan and host the Grand Opening Party. This included decor, custom food menu, custom drink menu, restaurant reconfiguration for event, food, liquor, wine and beer ordering, event rental ordering, scheduling and full ownership of ensuring budgets were hit.
• During practice runs and family/friend runs, I was responsible for being the safety net in service to ensure if there was loss in coordination or standards dropping. It was my job to course correct the team and get the ship steering back in the correct direction.
• Daily morning and evening meetings with the training team to provide recognition and feedback for the day’s training, review people inventory, grading performance of cooks.
• Daily morning and evening briefings with Front of House Lead Trainer, Executives, General Manager and Chef to align for days focuses and previous days feedback.
• Responsible for operating areas of the kitchen/restaurant along with the training team to ensure everything operated at its most productive and efficient manor.
• Lead Trainer of entire training team for 3 weeks at our high end seafood concept The Beach House Restaurant opening

• I was selected as the new Executive Chef to open our first Vancouver restaurant in over a decade in the most affluent area of Vancouver. It was my responsibility to take on the full pre opening calendar three months prior to opening playing a role in the menu design, kitchen design, hiring, management selection, coordination of trainers and all aspects of the pre-opening leading to the eventual opening of the restaurant with its first year projection being 6.5 million and finishing its first year at 9.5 million.
• Weekly Monday inventory routine for counting all food and bar products.
• Reviewed all kitchen and bar ordering guides to ensure 100% synced with proper ordering amounts.
• Reviewed all kitchen and bar prep charts to ensure 100% synced with proper pars based on four week forecasted sales trends.
• Wrote all kitchen schedules ensuring it was written to guest counts, item counts and 4 week sales trends. No schedule was ever posted above our operational kitchen labour budgets.
• Weekly review of the Succession Planner ensuring proper development of all current and upcoming Sous Chefs. This ensured that we were are always ready to promote the next Sous Chef.
• Weekly Development Sessions with General Manager, Assistant Chef and all Sous Chefs focusing on a variation of hard/soft skills and personal development using Radical candor as the form of how to give the most impactful development to the manager.
• Be present at daily line checks, bar checks, cooler checks and H&S checks everyday before opening with the team ensuring we are 100% prepared for service and any corrections are impacted in the moment and adjustments are made for next day .
• Be present and speak in daily pre and post shifts to give recognition to the team along with the daily focuses for the day based on what we saw as opportunity from the previous day’s service.
• Weekly in depth store walks to inspect all areas of the restaurant to ensure all cleaning routines, preventative maintenance plans and any lingering repair and maintenance was completed.
• Host weekly team meetings with all salaried leaders. We would have them present their business reporting on sales goals, average guest check, environment roles and responsibilities and people grids.
• Weekly profit presentations and daily profit reporting emails to Regional Team to present business and ensure all financial and company goal metrics were being achieved and delivering solutions to any that were not.
• Responsible for all hiring, onboarding and orientations for new hires
• Responsible for all initial day one training to ensure expectations are clear prior to commencing the rest of their training with the Assistant Chef or Sous Chef.

• As the Executive Chef of North Vancouver it was responsibility on top of my normal job to oversee the closure of this location as we prepared to open the Ambleside Beach location down the road. I was the direct report for all restaurant closing procedures and coordinated with the developer on the final walks and punch list before handing over the key.
• Weekly Monday inventory routine for counting all food and bar products.
• Review of all kitchen and bar ordering guides to ensure 100% synced with proper ordering amounts.
• Review of all Kitchen and bar prep charts to ensure 100% synced with proper pars based on four week forecasted sales trends.
• Responsible for writing all kitchen schedules ensuring it is written to guest counts, item counts and 4 week sales trends. No schedule was ever posted above our operational kitchen labour budgets.
• Weekly review of the Succession Planner ensuring proper development of all current and upcoming Sous Chefs are following the plan to ensure we are always ready to promote the next Sous Chef.
• Weekly Development Sessions with General Manager, Assistant Chef and all Sous Chefs focusing on a variation of hard/soft skills and personal development using Radical Candor as the form of how to give the most impactful development to the manager.
• Be present at daily line checks, bar checks, cooler checks and H&S checks everyday before opening with the team ensuring we are 100% prepared for service and any corrections are impacted in the moment and adjustments are made for next day .
• Be present and speak in daily pre and post shifts to give recognition to the team along with the daily focuses for the day based on what we saw as opportunity from the previous day’s service.
• Weekly in depth store walks to inspect all areas of the restaurant to ensure all cleaning routines, preventative maintenance plans and any lingering repair and maintenance were completed.
• Host weekly team meetings with all salaried leaders. We would have them present their business reporting on sales goals, average guest check, environment roles and responsibilities and people grids.
• Weekly profit presentations and daily profit reporting emails to Regional Team to present business and ensure all financial and company goal metrics are being achieved and delivering solutions to any that are not.
• Responsible for all hiring, onboarding and orientations for new hires.
• Responsible for all initial day one training to ensure expectations were clear prior to commencing the rest of their training with the Assistant Chef or Sous Chef.

• Liaison between the Executive Chef and Regional Chef to the Training Team
• Ensured training was delivered 100% to all staff.
• Ensured training was being followed “As per manual” by every training team member and providing recognition and feedback/correction for any misses form the trainer in training.
• Responsible for the Training Teams Schedule, Hotel, Accommodations and Per Diem.
• Responsible for Training Teams Engagement
• Coordinated Training Teams team building events and dinners.
• Coordinated with the Marketing Team to plan and host the Grand Opening Party. This included decor, custom food menu, custom drink menu, restaurant reconfiguration for event, food, liquor, wine and beer ordering, event rental ordering, scheduling and full ownership of ensuring budgets were met.
• During practice runs and family/friend runs, I was responsible for being the safety net in service to ensure if there was loss in coordination or standards dropping. It was my job to course correct the team and get the ship steering back in the correct direction.
• Daily morning and evening meetings with the training team to provide recognition and feedback for the day’s training, review people inventory, grading performance of cooks.
• Daily morning and evening briefings with Front of House Lead Trainer, Executives, General Manager and Chef to align for days focuses and previous days feedback.
• Responsible for operating areas of the kitchen/restaurant along with the training team to ensure everything operated at its most productive and efficient manner.
• Lead Trainer of entire training team for 6 weeks at Earls Prudential opening

• I was selected as the new Executive Chef to open our Orlando location. It was my responsibility to take on the full pre opening calendar three months prior to opening playing a role in the menu design, kitchen design, hiring, management selection, coordination of trainers and all aspects of the pre-opening leading to the eventual opening of the restaurant.
• Weekly Monday inventory routine for counting all food and bar products.
• Reviewed all kitchen and bar ordering guides to ensure 100% synced with proper ordering amounts.
• Reviewed all Kitchen and bar prep charts to ensure 100% synced with proper pars based on four week forecasted sales trends.
• Responsible for writing all kitchen schedules ensuring it was written to guest counts, item counts and 4 week sales trends. No schedule was ever posted above our operational kitchen labour budgets.
• Weekly review of the Succession Planner ensuring proper development of all current and upcoming Sous Chefs. This ensured that we were always ready to promote the next Sous Chef.
• Weekly Development Sessions with General Manager, Assistant Chef and all Sous Chefs focusing on a variation of hard/soft skills and personal development using Radical Candor as the form of how to give the most impactful development to the manager.
• Be present at daily line checks, bar checks, cooler checks and H&S checks everyday before opening with the team ensuring we are 100% prepared for service and any corrections are impacted in the moment and adjustments are made for next day .
• Be present and speak in daily pre and post shifts to give recognition to the team along with the daily focuses for the day based on what we saw as opportunities from the previous day’s service.
• Weekly in depth store walks to inspect all areas of the restaurant to ensure all cleaning routines, preventative maintenance plans and any lingering repair and maintenance were completed.
• Hosted weekly team meetings with all salaried leaders. We would have them present their business reporting on sales goals, average guest check, environment roles and responsibilities and people grids.
• Weekly profit presentations and daily profit reporting emails to Regional Team to present business and ensure all financial and company goal metrics are being achieved and delivering solutions to any that are not.
• Responsible for all hiring, onboarding and orientations for new hires.
• Responsible for all initial day one training to ensure expectations were clear prior to commencing the rest of their training with the Assistant Chef or Sous Chef.

• Hosted orientation for all new staff members training on the station.
• Trained cooks on the station to our recipes.
• Trained cooks on Health and Safety regulations based on the states regulations.
• Trained cooks on proper cleaning and closing of their station.
• Identified top talent and presented them to the Executive Chef for further conversation for future management training.
• Executed the Grand Opening Party.
• Trained Grill Station in Earls Tyson's Corner opening.

• Hosted orientation for all new staff members training on the station.
• Trained cooks on the station to our recipes.
• Trained cooks on Health and Safety regulations based on the states regulations.
• Trained cooks on proper cleaning and closing of their station.
• Identified top talent and presented them to the Executive Chef for further conversation for future management training.
• Executed the Grand Opening Party.
• Trained Grill Station in Earls Lincoln Park opening.

• I was selected to be the Executive Chef at the Flagship location where I was responsible for testing the new menu items that needed to have further testing from the Test Kitchen. I executed the recipes and provided feedback to the culinary development team before we would launch to the rest of the company. This was an addition to my normal Executive Chef roles and responsibilities.
• Weekly Monday inventory routine for counting all food and bar products.
• Reviewed all kitchen and bar ordering guides to ensure 100% synced with proper ordering amounts.
• Reviewed all kitchen and bar prep charts to ensure 100% synced with proper pars based on four week forecasted sales trends.
• Responsible for writing all kitchen schedules ensuring it is written to guest counts, item counts and 4 week sales trends. No schedule was ever posted above our operational kitchen labour budgets.
• Weekly review of the Succession Planner ensuring proper development of all current and upcoming Sous Chefs. This ensured that we were always ready to promote the next Sous Chef.
• Weekly Development Sessions with General Manager, Assistant Chef and all Sous Chefs focusing on a variation of hard/soft skills and personal development using Radical Candor as the form of how to give the most impactful development to the manager.
• Be present at daily line checks, bar checks, cooler checks and H&S checks everyday before opening with the team ensuring we are 100% prepared for service and any corrections are impacted in the moment and adjustments are made for next day .
• Be present and speak in daily pre and post shifts to give recognition to the team along with the daily focuses for the day based on what we saw as opportunity from the previous day’s service.
• Weekly in depth store walks to inspect all areas of the restaurant to ensure all cleaning routines, preventative maintenance plans and any lingering repair and maintenance were completed.
• Hosted weekly team meetings with all salaried leaders. We would have them present their business reporting on sales goals, average guest check, environment roles and responsibilities and people grids.
• Weekly profit presentations and daily profit reporting emails to Regional Team to present business and ensured all financial and company goal metrics are being achieved and delivering solutions to any that were not.
• Responsible for all hiring, onboarding and orientations for new hires
• Responsible for all initial day one training to ensure expectations are clear prior to commencing the rest of their training with the Assistant Chef or Sous Chef.

• Host orientation with all new staff members training on the station.
• Trained cooks on the station to our recipes.
• Trained cooks on Health and Safety regulations based on the states regulations.
• Trained cooks on proper cleaning and closing of their station.
• Identified top talent and presented them to the Executive Chef for further conversation for future management training.
• Executed the Grand Opening Party.
• Trained Prep, Broil & Appetizer Stations in Earls Miami opening

• Weekly Monday inventory routine for counting all food and bar products.
• Reviewed all kitchen and bar ordering guides to ensure 100% synced with proper ordering amounts.
• Reviewed all kitchen and bar prep charts to ensure 100% synced with proper pars based on four week forecasted sales trends.
• Responsible for writing all kitchen schedules ensuring it is written to guest counts, item counts and 4 week sales trends. No schedule was ever posted above our operational kitchen labour budgets.
• Weekly review of the Succession Planner ensuring proper development of all current and upcoming Sous Chefs. This ensured that we were always ready to promote the next Sous Chef.
• Weekly Development Sessions with General Manager, Assistant Chef and all Sous Chefs focusing on a variation of hard/soft skills and personal development using Radical Candor as the form of how to give the most impactful development to the manager.
• Be present at daily line checks, bar checks, cooler checks and H&S checks everyday before opening with the team ensuring we are 100% prepared for service and any corrections are impacted in the moment and adjustments were made for the next day .
• Be present and speak in daily pre and post shifts to give recognition to the team along with the daily focuses for the day based on what we saw as opportunity from the previous day’s service.
• Weekly in depth store walks to inspect all areas of the restaurant to ensure all cleaning routines, preventative maintenance plans and any lingering repair and maintenance were completed.
• Hosted weekly team meetings with all salaried leaders. We would have them present their business reporting on sales goals, average guest check, environment roles and responsibilities and people grids.
• Weekly profit presentations and daily profit reporting emails to Regional Team to present business and ensure all financial and company goal metrics are being achieved and delivering solutions to any that were not.
• Responsible for all hiring, onboarding and orientations for new hires
• Responsible for all initial day one training to ensure expectations are clear prior to commencing the rest of their training with the Assistant Chef or Sous Chef.

• Weekly Monday inventory routine for counting all food and bar products.
• Reviewed all kitchen and bar ordering guides to ensure 100% synced with proper ordering amounts.
• Reviewed all kitchen and bar prep charts to ensure 100% synced with proper pars based on four week forecasted sales trends.
• Responsible for writing all kitchen schedules ensuring it was written to guest counts, item counts and 4 week sales trends. No schedule was ever posted above our operational kitchen labour budgets.
• Weekly review of the Succession Planner ensuring proper development of all current and upcoming Sous Chefs. This ensured that we were always ready to promote the next Sous Chef.
• Weekly Development Sessions with General Manager, Assistant Chef and all Sous Chefs focusing on a variation of hard/soft skills and personal development using Radical Candor as the form of how to give the most impactful development to the manager.
• Be present at daily line checks, bar checks, cooler checks and H&S checks everyday before opening with the team ensuring we were 100% prepared for service and any corrections were impacted in the moment and adjustments are made for next day .
• Be present and speak in daily pre and post shifts to give recognition to the team along with the daily focuses for the day based on what we saw as opportunity from the previous day’s service.
• Weekly in depth store walks to inspect all areas of the restaurant to ensure all cleaning routines, preventative maintenance plans and any lingering repair and maintenance were completed.
• Host weekly team meetings with all salaried leaders. We would have them present their business reporting on sales goals, average guest check, environment roles and responsibilities and people grids.
• Weekly profit presentations and daily profit reporting emails to Regional Team to present business and ensure all financial and company goal metrics are being achieved and delivering solutions to any that were not.
• Responsible for all hiring, onboarding and orientations for new hires
• Responsible for all initial day one training to ensure expectations were clear prior to commencing the rest of their training with the Assistant Chef or Sous Chef.

• Host orientation with all new staff members training on the station
• Trained cooks on the station to our recipes.
• Trained cooks on Health and Safety regulations based on the local regulations.
• Trained cooks on proper cleaning and closing of their station.
• Identified top talent and presented them to the Executive Chef for further conversation for future management training.
• Executed the Grand Opening Party.
• Trained Oven Station in Earls London opening.

From 2006 to 2012 I was positioned at Earls Bridgepark working my way from a dishwasher, through all line and prep stations eventually getting me promoted to Sous Chef and working my way all the way up to the top Senior Sous Chef position.

• Responsible for all food ordering in the restaurant
• Responsible for all adjustments of prep charts and order guides to match 4 week sales trends.
• Responsible for schedule writing
• One on One feedback conversations with cooks as part of daily routine
• Training all new line cooks and prep cooks
• Managing labour and budgets based on daily sales.
• R+M of all kitchen equipment and cleaning routines.
• Setting up the kitchen for all new menu launches with new ingredients and allocated homes for each product.
• Weekly development sessions with upcoming leaders taking them through the Sous Chef Competency Checklist.

• Externship program working in fine dine restaurants.
• Preparing all cold food items
• Preparing all seafood items
• Cleaning and Health and Safety standards of all equipment
• Preparing daily staff meals for the entire team prior to opening for dinner service
• Working Garde Manger and Frying stations during dinner service.
• Receiving and rotating all inventory products.

• Running the cashier
• Order Taking
• Fry Station preparing fish and chips and fries.
• Griddle Station preparing burgers
• Cleaning of all equipment
• Stocking and rotating products
• Receiving orders and placing them in allocated homes with proper rotation.