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Professional Summary: Management professional with expertise in productivity and efficiency. Eager to contribute and make an immediate impact on a progressive organization. Consistently employs out of box creative approaches to problems as well as identifies potential costly issues in a proactive manner. Management/Supervision Team Cultivation Strategic Planning Processes Staff Development Revenue/Profit Increases Quality/Safety Assurance Procurement Management Cost Control Practices Customer Loyalty/Retention Logistics Planning & Coordination Budgetary / Financial Analysis Labor Plans / Manpower Allocation

Bachelor of Science: Class of 1992, Conrad N. Hilton College of Hotel and Restaurant Management, University of Houston.

Strong multi-tasking background with the ability to work independently on multiple projects simultaneously, including: formulation of policies and procedures, client services and customer resolution techniques, organization development, project management, strategic negotiations, in-depth problem analysis and solutions, operational process implementation, as well as development and execution of strategies to increase client retention and loyalty. Ability to deliver simultaneously improved guest experience and increased financial goals. Second area is to motivate and develop team members. Excel in defining and implementing policies, procedures and operational systems that boost productivity, efficiency and quality of operations. Consistently focus on ensuring development of high-standard delivery methodologies. Skilled at communicating and working cross-functionally in order to ensure knowledge sharing is prevalent between departmental lines. Embraces corporate culture and actively promotes and leads company initiatives.

Loews Philadelphia Hotel July 2012 October 2013 Director of Food and Beverage: 581 guest rooms with 47,000 square feet of meeting

space. Annual Food and Beverage revenues of $18M.

Guided the property through a $24M hotel renovation including guest rooms, addition of 5 meeting rooms and 4 million dollar restaurant development including rebranding. Improved food cost by 1.1 points and beverage cost by 1.6 points Increased revenue per group room by 8.7% with menu evaluation and change in selling strategies.

Hilton Hotels Corporation: 2004-2012

CAPITAL HILTON July 2008 July 2012 Director of Food and Beverage: 544 guest rooms with 30,000 square feet of meeting space.

Annual Food and Beverage revenues of $14M.

Coordinated $30M hotel renovation including meeting space and repositioning of restaurant and lounge. Improved overall Food & Beverage guest satisfaction scores by 14%. Lowered food cost by 4.2 points and beverage cost by 5 points. HILTON MCLEAN TYSONS CORNER November 2006 July 2008: Director of Food and Beverage: 458 guest rooms with 27,000 square feet of meeting

space. Annual Food and Beverage revenues of $10.4M.

Brought in to assist with transition into a union environment. In first year able to reduce food cost by 1.8 points and beverage cost by 1.9 points. Increased Food & Beverage team member satisfaction scores by 22% and guest satisfaction scores by 16%. Total outlet revenue increased by 10.4% per occupied room night. Increased revenue per occupied group room by 9%. Improved Food & Beverage Balanced Score Card from 23 points 2006 YTD to 130 points 2007 YTD, out of a possible 150 points. WASHINGTON HILTON HOTEL March 2004 November 2006: Assistant Director of Food and Beverage: 1119 guest rooms with 110,000 square

feet of meeting space. Annual Food and Beverage revenues of $30.5M with 27.2% net profit.

Directly responsible for all aspects of operations regarding this 3 meal restaurant, dinner steak house, sports bar, room service, lobby lounge, and quick serve location generating $8M in revenue. Responsible for supporting roles of all aspects of food and beverage operations including development of fiscal year budgets. Increased team member satisfaction scores by 16% DAVE AND BUSTERS November 2001 March 2004: Restaurant Manager: 33,000 square feet of food and beverage, private meeting

space, and entertainment complex. Annual revenue of $9.5M with a net profit of 39.4%.

Responsible for the direction of 130 staff member team to ensure overall service level and development of team members. Reduced beverage cost 3.5 percentage points. Increased mystery shopper scores from 84 to 92. SORA MANAGEMENT/DBA OMNI RICHARDSON HOTEL February 2001 October 2001: Director of Food and Beverage: 342 guest rooms with 16,000 square feet of meeting space. Annual Food and Beverage revenue of 4.7M Implemented comprehensive marketing plan for food and beverage department Increased outlet guest capture ratio by 68% Reduced payroll by 18%

Wyndham International: 1996-2001

WYNDHAM CLEVELAND AT PLAYHOUSE SQUARE October 1999 January 2001: Director of Food and Beverage: 222 guest rooms with 14,500 square feet of meeting space. Annual Food and Beverage revenue of 3.9 Increased average guest check by 13% Raised guest satisfaction from 87.5 to 92 WYNDHAM FT. LAUDERDAL RESORT AND SPA December 1998 October 1999: Assistant Director Food and Beverage: 560 guest rooms with 45,000 square feet of meeting space. Annual Food and Beverage revenues of 10.5M Task force manager for hotel opening of Chicago Wyndham , reflag of Wyndham Orlando and task force F&B Director of Wyndham Cleveland WYNDHAM ANATOLE July 1996 December 1998: Restaurant Manager: 1620 guest room hotels with 310,000 square feet of meeting space. Annual Food and Beverage revenue of 44M Generated weekly forecast and operating guidelines for 8 outlets Coordinated $600,00 renovation on the main restaurant EARLIER EXPERIENCE July 1995 July 1996: Restaurant Manager, New England Restaurant Company/DBA Chilis January 1992 July 1995: Restaurant Manager, Walt Disney World November 1987 December 1991: General Manager, Byron Franklin Catering