Areas of Expertise Project Management / Budget Approvals / COGS / Cost Control / Customer Service / Feasibility Studies / Financial Analytics / Forecasting System Development / Human Resources Management / Leadership Development / Marketing & Promotion / Negotiations / P&L Responsibility / Pricing & Costing / Process Improvement / Public Relations / Quality Assurance / Team Building, Leadership, Mentoring / Standard Operating Procedures / Strategic Planning / Training & Development / Root Cause Analysis & Problem Solving * A respected, accomplished business leader with the creative flare of a fine chef, recognized throughout career for balancing secure operations with cost controls while attaining ambitious revenue goals * A lifetime in successful, increasingly responsible management roles, from early days managing restaurants as a full-time college student, building and leading teams at every career stage and creating loyal, disciplined, and dedicated industry experts * Consistently beat the gates of all goals or incentives established * Proven record of leadership in turnaround and startup challenges, managing budgets as large as $30 Million * Always ensured the most professional and convivial service and outstanding product imaginable throughout my career Career Milestones * Sought as a consultant to El Dorado Festivals and Events to help create a vision of an entertainment district and market to a region in economic decline. Was hired on as the Vice President of Hospitality/Operation and General Manager in July of 2015 to work with architects and contractors to build a multi-venue district that opened in September of 2017. This is MAD (Murphy Arts District) and includes a Farm to Table Restaurant, 2,400 capacity Music Hall, 8,000-person Amphitheater and soon a Children's playscape, a Broadway Play House and an Art Gallery. * Led the grand opening of the Cleveland House of Blues, which was cited as Best Venue Opening in company's history during a period of economic decline, competing successfully with major well-established rock and roll venues * Immediately showed profit and exceeded several performance barometers, ie, turnover ratios, inspection scores, guest relations and quality assurance, and others on the company scorecard * Successfully turned around the grossly underperforming and under-budget New Orleans House of Blues despite $17 million in annual revenues, retaining 95% of staff and though modestly boosting revenues, generated higher profits than other venues ($2.5 million) * Recognized with Annual Apex Award for financial performance in a leading 1,700-hotel enterprise reflecting the performance of the San Antonio Riverwalk Holiday Inn, leading to repeated requests to work with other properties to develop financial tools to institute performance measurement standards. Also received the Holiday Inn Torchbearer Award * Received numerous awards for leading the Holiday Inn Crowne Plaza as the first company owned and operated hotel to bring in $1 million in F&B departmental contribution, when hotels are not typically known for the quality of their food * Led major changes to food service operations, some of which adopted throughout Major League Baseball. Negotiated one of the best FSP agreements between the Cleveland Indians and DNC, establishing both an inspection process and a quality assurance ambassador program * Achieved all-time high guest food & beverage satisfaction scores, nearly eliminating guest refund requests and improving confidence and communication tremendously * After 9/11, with $750K on the books for Super Bowl week in F&B revenue, hit all metric targets, an unheard-of accomplishment, with unprecedented 42% going to bottom line Accomplishments * Contributed 40% of revenue to exceed $10 million in 2011 for the Cleveland Indians Major League Baseball team, despite no price increases and a 25% decrease in attendance, growing revenue per capita 40% over 5 years * Directed operations of 28 concession stands, three full service restaurants and bars, up to 20 portable stands and up to 200 in-seat vendors, with a staff of over 800 * Opened the first House of Blues in 5 years in Cleveland, widely regarded as one of the company's most successful openings, in 2004 * As GM for both Cleveland and New Orleans House of Blues locations in separate consecutive positions, led several departments including Operations, Special Events and Membership Sales, Human Resources, Promotions, Marketing, Sponsorships and talent with an annual budget of $18 million for each site * Led and developed a team of 300 staff members, including 40 managers, at both venues * Consistently ranked in the top echelon of company's "mystery shop" scores and quarterly corporate inspections * Scored the largest positive turnaround in company history for any venue at the New Orleans site, continuing to focus on new revenue sourcing year after year * Directed daily operations for the House of Blues - Downtown Disney in Orlando, with an annual budget of $25M and a staff of 350, including 30 managers * Developed several key analytical systems that helped shape the direction of the House of Blues chain on a national level * Created the new concept Holiday Inn branded Convenience Court for its 652-room resort hotel in Orlando with 100+ Food & Beverage personnel * Oversaw all F&B functions of Cocoa Beach, Disney Maingate, Tampa, Orlando, and New Orleans properties, with combined revenues of approximately $15 million and 350 staff members in 8 hotels

Highlights:

• Dba (Database Admin)
• Leadership
• Chef
• Training
• APEX
• Budgeting
• Business Development
• CCL
• Cocoa
• Cocoa Programming