Experience

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  Pollo Tropical

  • Regional Human Resources Manager

    • Jul 2009 - Present

    Span covers 52 restaurants (and growing), Director of Operations, 7 District Managers, 200+ Managers and 1500+ hourly employees. Responsible for all human resources functions in Region, largest span in company. Initiated, created, developed & implemented first Assistant Manager Development Program in company. The first program yielded 7 of 8 promotions to the General Manager Position. Created, initiated, developed and implemented first succession planning process in the region and the practice, implementation went companywide in 2010.Achieving 89% HR Audit Compliance in 2012, 85% in 2011, began with 66% in 2009. HR Audit is implemented in every restaurant every year. Created an HR Audit Guide that went companywide and used as the foundation for future company audits including the Operations Superiority Audit.Sourced, influenced and ensured fully staffed districts and markets – 110% staffing levels of management.Achieved lowest turnover metrics in the region, 81% hourly turnover rate and 10% management.Developed, facilitated and participated in multiple workshops throughout company.Supported through staffing and people dynamics 7 new store openings, expanding in new states.Unemployment win rate at 91.06% in 2012 and 87% in 2011.Zero EEOC, Labor Department or lawsuits during tenure. Seven open cases upon joining the company. Created and implemented first Hourly Manager performance appraisal in Company. Improved, developed and implemented salary manager performance appraisal.

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  Burger King Corporation

  • Senior Human Resources Manager

    • Jan 2005 - Jan 2009

    Span covers 90 restaurants, Director of Operations, Market Manager, 14 Company Business Managers, 300 Managers and over 2,300 hourly employees. Position was the largest span with highest sales volume per restaurant. Serve as field manager providing leadership and direction with acquisitions and mergers. Promoted twice in less than 3 years based on performance, contributions and positive metrics.Achieved a significant reduction of turnover at all levels exponentially. Both markets achieved lowest turnover ever in area. Team Turnover: Orlando/Daytona Market had a reduction from 181% to 118%, Philadelphia Market reduced turnover from 182% to 121%. Management Turnover: Orlando/Daytona lowered from 47% to 17%, Philadelphia 40% to 21%. Exceeded diversity initiatives and goals at all levels which led the company. Increased multi-unit female managers from 1 to 5. Increased internal promotion rates from 52% to 77% at all levels of management through a relentless focus on the strategic development of people, the identification of internal talent, and having a consistent hiring/promotion process and succession planning initiative.Supported most difficult markets in the company, Philadelphia, NJ, Orlando and Daytona. Efforts resulted in the Orlando and Daytona markets transitioning from having the worst people metrics to the best. Metrics included; turnover, internal promotion, and regulatory compliance in the Southern division which makes up one half of all company restaurants in Orlando and Daytona. The Philadelphia market transitioned from the worst to exceeding standards. Developed and implemented consistent people practice processes and held operators accountable resulting in 5 promotions to multi-unit managers within market. Participated in 6 DOL audits, resulting in zero fines. Initiated, developed and implemented a development program and centralized orientation within market and company.

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  Boston Market Corporation

  • Human Resources Manager

    • Jan 2001 - Jan 2005

    personal span covered 2 Regional Managers, 14 Area Managers. Coverage includes 6 states, 121 restaurants, 260 Salary Managers and 2,000 employees. Supervised Northeast Recruiters.Served as lead company representative for labor relations activity. Achieved a 92% vote for the company, which ceased all future union activity in company.Analyzed, developed and executed a high potential development program. Internal promotion ratio increased from 35% to 65%. Interpreted data relevant to staffing, turnover, and transfers. Made staffing and retention recommendations that had a positive impact on the business. Significantly reduced manager turnover from 45% to 25% in one year. Team member turnover was reduced from 245% to 140%, which exceeded expectations and standards. Focused on, educated and held operators accountable on issues such as safety procedures, people practices and compliance to policies. These efforts reduced workman’s compensation claims from $2.45M in 2002 to $1.62M in 2003, representing a 34% reduction. Unemployment claims reduced from $3M in 2002 to $517,000 in 2003.Influenced input to Regional leadership on the effective and equitable utilization of the compensation program (employees and managers).Actively participated in the strategic business planning process at the Regional level and led the development of people initiatives such as Compliance, Retention, Diversity, Succession Planning, Recruiting, Promoting, Rewards and Recognition.Partnered with the legal department to resolve crisis management situations. Provided counsel to field management regarding activities and responses to government agency requests.

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  Ames Department Stores

  • HR Field Training Specialist II

    • Jan 1999 - Jan 2001

    Developed and drove management development programs, continuously evaluating efficiency and effectiveness of all programs. Rolled out programs to corporate associates and conducted Train-the-trainer classes for Field Training Managers.Created, oversaw, led and monitored a 6 month Field College Training Program which contributed to improved company manager turnover numbers including having only a 5% turnover of this group in their first year of employment.Continuously managed and enhanced the Executive Training Program which all newly hired and promoted salary managers participated.Developed a 2-part certification process which ensured consistency of achieving high standards to become a Training Store.Created, implemented and rolled out the training of Performance Appraisals for corporate employees, including executives, and field managers.

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  Taco Bell Corporation

  • Market Training Manager/Multi-Unit Manager

    • Jan 1993 - Jan 1999

    Ranked among top 5 for high profit percentages throughout tenure.Consistently produced results that exceeded the expectations of supervisors. Received outstanding performance reviews.Served as a turn around specialist, and ignited stagnant and declining operations, in 2 states.