Experience

Meridian Restaurants Unlimited, L.C.

• United States
• Restaurants
• 1 - 100 Employee

• President & Chief Operating Officer

  • Nov 2021 - Jul 2022

  While I was brought in to turn this large company around, I was never really given the opportunity to implement my strategies. “This is how we have done it in the past” was how I was met at each corner. And while the managing partners claimed to be entirely transparent with the condition of operations, they were not so about financial conditions. Six months into the company I found out that we were $9M in arrears to vendors. I could not help my team members with simple things like uniforms nor… Show more While I was brought in to turn this large company around, I was never really given the opportunity to implement my strategies. “This is how we have done it in the past” was how I was met at each corner. And while the managing partners claimed to be entirely transparent with the condition of operations, they were not so about financial conditions. Six months into the company I found out that we were $9M in arrears to vendors. I could not help my team members with simple things like uniforms nor complex needs such as air conditioners. I choose to leave due to such blatant misinformation. I now see that the Company has since filed for bankruptcy. It didn’t have to happen. I do hope the best for the entire team. Show less While I was brought in to turn this large company around, I was never really given the opportunity to implement my strategies. “This is how we have done it in the past” was how I was met at each corner. And while the managing partners claimed to be entirely transparent with the condition of operations, they were not so about financial conditions. Six months into the company I found out that we were $9M in arrears to vendors. I could not help my team members with simple things like uniforms nor… Show more While I was brought in to turn this large company around, I was never really given the opportunity to implement my strategies. “This is how we have done it in the past” was how I was met at each corner. And while the managing partners claimed to be entirely transparent with the condition of operations, they were not so about financial conditions. Six months into the company I found out that we were $9M in arrears to vendors. I could not help my team members with simple things like uniforms nor complex needs such as air conditioners. I choose to leave due to such blatant misinformation. I now see that the Company has since filed for bankruptcy. It didn’t have to happen. I do hope the best for the entire team. Show less



Alvarado Restaurant Nation

• United States
• Restaurants
• 1 - 100 Employee

• Vice President Of Store Operations Pizza Hut & Taco Bell

  • Nov 2016 - Jul 2021

  VP Operations, Palo Alto, Inc., 2016 – Present Lead operations for 35 restaurants and 500+ employees through New Mexico and Colorado. • Achieved 2% sales growth in Year 1, and 5% growth in Years 2 & 3, despite a trend in losses throughout the company. Implemented improved operational and marketing strategies to generate revenue increases, combining Speed of Service improvement with advertising timing. • Reduced labor expense 7%, increased store operating profits by 350%, and… Show more VP Operations, Palo Alto, Inc., 2016 – Present Lead operations for 35 restaurants and 500+ employees through New Mexico and Colorado. • Achieved 2% sales growth in Year 1, and 5% growth in Years 2 & 3, despite a trend in losses throughout the company. Implemented improved operational and marketing strategies to generate revenue increases, combining Speed of Service improvement with advertising timing. • Reduced labor expense 7%, increased store operating profits by 350%, and raised deliveries record to 6th best in the country of 87 organizations. • Reduced annual Restaurant General Manager (RGM) turnover from 120% to 38% via 4-pronged approach: 1) built a culture of recognition, 2) instituted a performance- and bonus-based reward system, 3) increased success through use of accountability map and tools, and 4) improved quality of communication. • Example: Retained valuable RGM who was threatening to quit. Analyzed his frustrations (hours, Area Coach relationship) and proposed a lesser role under a different Area Coach at the same pay. Strategy worked, and within 3 months he resumed a new RGM position. • Implemented annual Performance Review (PR) process with required steps to award raises. Trained Area Coaches on the process, and ongoing, provide them with performance data to objectively evaluate each RGM every year. • Took initiative to ensure equipment operates as peak performance. Developed strategy comprised of both corporate and vendor repair / maintenance services and complaints from RGMs about faulty equipment have fallen significantly. Show less VP Operations, Palo Alto, Inc., 2016 – Present Lead operations for 35 restaurants and 500+ employees through New Mexico and Colorado. • Achieved 2% sales growth in Year 1, and 5% growth in Years 2 & 3, despite a trend in losses throughout the company. Implemented improved operational and marketing strategies to generate revenue increases, combining Speed of Service improvement with advertising timing. • Reduced labor expense 7%, increased store operating profits by 350%, and… Show more VP Operations, Palo Alto, Inc., 2016 – Present Lead operations for 35 restaurants and 500+ employees through New Mexico and Colorado. • Achieved 2% sales growth in Year 1, and 5% growth in Years 2 & 3, despite a trend in losses throughout the company. Implemented improved operational and marketing strategies to generate revenue increases, combining Speed of Service improvement with advertising timing. • Reduced labor expense 7%, increased store operating profits by 350%, and raised deliveries record to 6th best in the country of 87 organizations. • Reduced annual Restaurant General Manager (RGM) turnover from 120% to 38% via 4-pronged approach: 1) built a culture of recognition, 2) instituted a performance- and bonus-based reward system, 3) increased success through use of accountability map and tools, and 4) improved quality of communication. • Example: Retained valuable RGM who was threatening to quit. Analyzed his frustrations (hours, Area Coach relationship) and proposed a lesser role under a different Area Coach at the same pay. Strategy worked, and within 3 months he resumed a new RGM position. • Implemented annual Performance Review (PR) process with required steps to award raises. Trained Area Coaches on the process, and ongoing, provide them with performance data to objectively evaluate each RGM every year. • Took initiative to ensure equipment operates as peak performance. Developed strategy comprised of both corporate and vendor repair / maintenance services and complaints from RGMs about faulty equipment have fallen significantly. Show less



CENTURY 21 Gavish Real Estate

• United States
• Real Estate
• 1 - 100 Employee

• Realtor

  • Nov 2012 - Nov 2016

  Real Estate Sales, Las Vegas, NV 2013 - 2015 Real Estate Sales, Las Vegas, NV 2013 - 2015



Pizza Hut / Wingstreet Franchisee

• Washington State

• President / Director of Operations

  • Jul 1985 - May 2012

  President | Director of Operations, Columbia Basin Pizza & Emerald City Pizza, 27+ years - 2012 • Multi-unit operations leadership of 120+ restaurants (60+ self owned), 1500 employees, and budgets up to $60 Million President | Director of Operations, Columbia Basin Pizza & Emerald City Pizza, 27+ years - 2012 • Multi-unit operations leadership of 120+ restaurants (60+ self owned), 1500 employees, and budgets up to $60 Million