Professional and highly skilled Domestic and International Operating Executive who has worked with Multi billion dollar restaurant companies. A Proven track record of building high performing organizations and proficient in taking control of portfolios and maximizing their value. A history of meeting and exceeding company goals and objectives. Background includes senior level general management, and deep experience in Real Estate-Construction, Marketing and Financial analysis. Demonstrated strengths in leading change to increase ROI, maximize productivity and achieving increased company revenues while delivering higher sales and profitability to franchise and company business units.
PROFESSIONAL SKILLS
• Supply Chain - Vendor Management • P & L Responsibility
• Strategic Planning and Development • Time Management
• Matrix Management • Operational Discipline
• Sales Support • Cross-functional Team Management
• Development of profitable franchisees • Operations Excellence
• Market Analysis • Staff Development
• Project Management • Customer Communications
• Global Leadership • Real Estate and Construction
SUMMARY OF MANAGEMENT EXPERIENCE
Pollo Campero USA – A division of Multi – Corp, Guatemala
Director of Development and Construction December 2007 - November 2008
Responsible for creating a future track, system and process for managing all development and construction functions of a growing and developing organization. Using Previous experience applying strengths/Weaknesses/Opportunities/ Threats (SWOT) Analysis to the entire enterprise, therefore providing strategic and informed assessments of the current business relative to potential marketplace opportunities.
Have demonstrated outstanding project management skills, including previous experience managing a division by writing and introducing a company and system wide development manual. This has resulted in the company being able to better understand revenue stream and franchise store operating months.
Has Demonstrated is a short time the ability to lead the organization through major changes without losing momentum and with the ability to inspire continuous focus on key business drivers as well as meeting Campero’s overall business and store opening objectives for 2008. Was responsible for assuming 2 new store construction projects that were completed on time and below budget. Sourced and negotiated multiple national contracts that saved the Pollo Campero system in excess of 3mm. By Completing a national development manual this also allowed Company Executives and Franchisee’s to track and plan store openings and number of months needed to complete and new store by DMA. Was given the additional role of facility management to help the company reduce costs. This was accomplished by setting up R&M contracts and a process for operations to get work completed in a timely and cost effective manner. Helped designed with input from operations and marketing a complete new production and display system for our product. Worked with our architect to change store layout to enhance efficiency and production.
TERADATA – A division of NCR June 2006 – Dec 2007
Sr. Industry Consultant – Restaurants, Gaming, Lodging
Lead consultant to restaurant companies worldwide. Consult on all facets of the enterprise to include: Real Estate, Franchise and Company operations Marketing, Finance, Training and Supply Chain. Provide in depth technical, business analytics and intelligence solutions coupled with metrics to drive profitability and better enterprise operational performance. This includes a hand on approach to all facets of the restaurant enterprise.
ARBY’S RESTAURANT GROUP 1995- April 2006
Vice President of Franchise Management 2004 - 2006
Maintain full P&L responsibility for franchises in Canada, Latin America, and the Middle East. Division Revenue totaling $900M. Turned around entire Canadian franchise organization, overcoming embedded management skepticism, achieving vital cohesiveness to see individual problems as universal opportunities and restart growth for the Arby’s brand.
Sole accountability for the Arby’s business in 7 geographical and culturally diverse nations. Directed regional operations, marketing, sales executives and supervised training. Designed and established strategic systems to improve coordination and drive growth in Canada and Western United States. Was able to handle multiple projects and deadlines to meet overall company objectives.
Delivered a 6% reduction in overall cost of goods by stream lining distribution and securing better pricing for company as well as franchise operations.
Led new Real Estate development processes (I.E. project management, site selection, construction time lines) leasing negotiations and financial modeling to help franchisee’s secure sites for new stores.
Senior Director of Franchise Management 2002-2004
Facilitated new operational launches and developed comprehensive marketing plans.
Negotiated and gave final approval for key licensee options agreements, defaults, license terminations, co-op settlements, and advertising default resolutions.
Coordinated national meeting of 56 franchisees in Canada who owned multiple outlets located across multiple provinces. Developed and introduced key initiatives to impact marketing from a national perspective and tied its effects to purchasing, real estate and distribution. This resulted in a 22% comp sales increase.
Spearheaded introduction, and roll out of a new national menu program within given time frame and on budget.
Developed and introduced customized systems and processes for multinational operating companies and multiple cultures. This included operating platforms and guidelines that ensured compliance with governmental agencies and local bodies.
Director of Franchise Management 1997-2002
Was solely accountable for operational and territorial performance with regards to sales, new unit growth, revenue and operational execution. Grew customer satisfaction scores by 3% in the first year with the introduction of a company wide store rating process and evaluation system.
Introduced a formal business planning cycle that addressed all facets of any given restaurant unit or organization.
Opened and grew highly successful franchises around the nation in numerous countries and four continents.
Franchise Business Manager (1995-1997)
Built Best Practices tool kit for solving system wide problems, including standardized methods for eliminating waste and improving operational efficiencies.
Introduced and implemented a proven account management philosophy to treat each retail outlet as a distinct, indispensable account instead of an independent link in a long chain of unconnected units.
Increased comp sales 4.73% within one year. Responsible for opening 9 units.
Prepared and controlled a $3.2M general and administrative budget.
PEPSICO RESTAURANT INTERNATIONAL 1993-1995
Field Service Manager
Provided consulting and business development services, including identifying operating goals, developing cross-functional teams, conducting on-location audits, and performing key analysis.
Improved real estate management and development processes to increase growth. Developed and implemented new marketing, operational, and construction programs in the Caribbean and the Latin America region, thus ensuring the attainment of all business goals and objectives.
Supervised operational functions for three globally known brands. Directed and deployed a new sandwich program. Established a pro forma model to improve franchisee profitability by showing opportunities for cost savings and margin improvement.
Provided hands-on supports to geographically dispersed operations, identifying areas for improvement and generating profitable growth.
Oversaw budgets and improved marketing plans to drive profitable exposure and growth for 47 locations.
Opened 3 new countries and 7 new Retail outlets. This included in charge of all Construction.
PEPSICO RESTAURANTS 1988-1993
Market Manager
Held P&L accountability for 14 business units, including hiring, developing, and supporting teams. Oversaw store launches. Increased sales by 10% and area controllable profits 30%.
Completed a successful Re-launch of the brand in the Indianapolis market.
EDUCATION
Bachelor of Science, University Of Albuquerque
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