General Store Manager

• Aug 2020 - Present

DM at K-Bobs Steakhouse

• Jan 2018 - Aug 2020

General Manager

• Jul 2015 - Aug 2020

As the general manager of the establishment, I’m responsible for weekly P&L, Customer relations, employee resources, building events, handling all cash to balance day to day operations and safe. Handling any building maintenance, any maintenance of the POS system, daily meat counts, weekly inventories, scheduling, ordering, receiving,training of all personnel, and training in operations for new GM hired at other locations, and marketing. Oversee the entire operations in Lamesa Texas and helping with other locations hoping soon to be a new District Manager or Super Manager! Training store for new GM's... Holding Labor costs at 16%, food costs at 34%, and liquor costs at 30%. Food and beverage revenues of 30,000 per week. Show less

GM

• Feb 2014 - Oct 2014

Redneck has 6 pool tables, arcade games, full bar, food delivery service, live bands every Friday and Saturday. Gross revenues of liquor sales run 2.5 million per year. Dropped the liquor cost from 25% to 18% in a very short time. Through portion controls, inventory controls, and working with the bar staff. I’ve put together order guides so there is no more over and under ordering. Authored new employee handbooks, bartenders, and servers manuals for all bars the owner has. As the general manager of the bar, I’m responsible for monthly P&L, Customer relations, employee resources, building events, handling all cash to balance day to day operations and safe. Handling any building maintenance, any maintenance of the POS system, deputes with-in the bar, and marketing the bar. Show less

General Manager

• Jul 2010 - Nov 2013

As the clubhouse manager of the club, I'm responsible for annual and long-range capital budgets. Member relations, employee resources, recreational management, marketing of the facilities, building and facilities management, and implementation of board policies. Attendance at all board and committee meetings As the clubhouse manager of the club, I'm responsible for annual and long-range capital budgets. Member relations, employee resources, recreational management, marketing of the facilities, building and facilities management, and implementation of board policies. Attendance at all board and committee meetings

GM and COO

• Jul 2003 - Jun 2008

As General Manager of the club, I'm responsible for annual and long-range capital budgets. Member relations, employee resources, sports and recreational management, marketing of the facilities, building and facilities management, and implementation of board policies. Attendance at all board and committee meetings. As General Manager of the club, I'm responsible for annual and long-range capital budgets. Member relations, employee resources, sports and recreational management, marketing of the facilities, building and facilities management, and implementation of board policies. Attendance at all board and committee meetings.

GM and COO

• Jul 1999 - Jun 2003

As the General Manager of the club, I am the administrator of a staff of 30 employees to include the head golf professional, golf course superintendent, chef, assistant manager, and other various club positions. As General Manager of the club, I was responsible for annual and long-range capital budgets. Member relations, employee resources, sports and recreational management, marketing of the facilities, building and facilities management, and implementation of board policies. Attendance at all board and committee meetings. Show less

GM and Director of Operations

• May 1993 - Jul 1999

• Plainview Country Club has a membership of 375 with an 18-hole golf course, swimming pool, and newly built clubhouse of 35,000 square feet. Gross revenues of $ 2. Million, which included food and beverage revenues of $ 550,000. • As the General Manager of the club, I was the administrator of a staff of 40 employees to include the head golf professional, golf course superintendent, executive chef, and other positions. • As general manager of the club, I was the administrator of the entire operations. To include golf operations, forecasting of current budgeting, long range budgeting, and planning member relations, employee relations, implementation of board policy, and marketing of the facility. Attendance at all board and committee meetings. • Converted Plainview Country Club from doing all Accounting functions manually to a computer generated system. • Changed a bottom line loss of $150,000. in 1992 to $63,000. profit in 1998 by increased revenues and tighten expenses. • Management planning and construction of a new clubhouse to include all financial planning, also: included entailed purchasing kitchen equipment, furniture, and forecasting opening expenses Show less

Clubhouse Manager

• Jan 1980 - Jul 1993

• Green Tree Country Club had a membership of 1100 with a 27-hole golf course, eight tennis courts, two swimming pool, four racquetball courts, weight room, and clubhouse of 50,000 square foot. Gross revenue of 8.5 million, which includes food and beverage revenues of $ 1.5 million. • As Clubhouse Manager, I was the administrator of a staff of 55 employees to include executive chef, membership director and assisted with all daily operations of the clubhouse. This included managing and training personnel from food and beverage, housekeeping, and maintenance. Also, responsible for the operation of food and beverage areas, marketing and sales, establishing and maintaining budgets and interacting with members, public, and vendors. • Worked on Hogan Tour and major Golf Tournament events, to include planning of functions up to 1000 people. • Changed a bottom line loss in food and beverage operations from $200,000. in 1989 to break even in 1993 by lowering product costs and controlling labor. Show less