District & Sales Management

PATRICK D. MAKS

**** ***** ***** ***** ********, Ohio 43231 C: 614-***-**** E: ac186e@r.postjobfree.com

Business Development / Business Services / Franchise Operations

Successful Business Development and Franchise Operations-Business Consultant Management professional with track record including oversight of P&L for $44.6 million revenue operations with $12 million capital budgets and 35 locations, supported by 112 management staff and total of 958 employees. History of award-winning performances highlighted by recognition as best operator in Midwest region with “Wendy’s International Golden Eagle Award” for outstanding accomplishments. Offering strategic planning, systems implementation and productivity improvement strengths, achievements include posting $1.2 million in labor savings, growing labor margin controls by 35% and food management margins by 2%, and delivering near perfect client retention rates while improving management turnover by 58%.

Career Highlights

VICE PRESIDENT OF BUSINESS DEVELOPMENT & CUSTOMER SUCCESS, SYRUS, LTD.

Obtained $3.5 million/year three-year contract to service large QSR brand as sole back office provider, closing deals with other QSR business organizations valued at up to $225,000 annually. Serviced companywide back office reporting contracts consisting of enterprise and real-time reporting, integration of invoicing, payables, payroll, and GL integration features. Also provided automated restaurant sales forecasting, menu engineering and recipe cost, workforce management and scheduling, restaurant supply chain and business analytic tool capabilities.

VICE PRESIDENT OF BUSINESS DEVELOPMENT & CUSTOMER SUCCESS, SYRUS, LTD.

Devised and executed strategy to deliver $4.1 million in client food cost savings using client-centric consultation tools such as problem identification and analysis, solution analysis, and behavioral management change protocols within executive and restaurant management teams. Led entire refinement process involving extensive analysis of market cost/expense trends, leveraging market specific benchmark metrics to identify performance gaps, and developing comprehensive strategy to remedy shortcomings.

VICE PRESIDENT OF OPERATIONS, CEDAR ENTERPRISES (AKA WENDY'S)

Obtained $2.13 million in first-year savings and 3.6% food cost variance reduction by hiring new district leaders, restructuring and repositioning organization’s team functions. Further streamlined and re-organized operations yielding $380,000 in cost reduction by implementing programs focused on management retention & training, and teambuilding activities delivering exceptional sales results.

VICE PRESIDENT OF OPERATIONS, CEDAR ENTERPRISES (AKA WENDY'S)

Boosted market profitability by 112% while capturing sales improvements of more than 7.6% above plan. Results attained by focusing on unit sales increase initiatives while implementing local store marketing activities to enhance brand within community, while delivering sales and profit improvements. Lowered management overhead and operational expenses by instituting market-wide monthly P&L review and analyses, and establishing monthly targets and benchmarks.

BUSINESS SYSTEMS ANALYST, VINEYARD CHURCH OF COLUMBUS

Delivered $25,000 in annual labor savings complemented by improved reporting and efficiencies for all ministries, after formulating and implementing new strategy. Streamlined operations and revised church leadership/ministry work-flow processes, creating and defining reporting requirements and guiding project comprised of SQL development personnel. Led initiative – spanning multiple teams and ministries – to develop customized church reporting modules, once identified broken and overly complex internal processes used within childcare management services organization.

Professional Experience

VINEYARD CHURCH OF COLUMBUS, Columbus, Ohio (July 2015 – Present)

Large multi-campus church with five locations, average weekly attendance of 10,000, and annual revenues of $14.5 million.

BUSINESS SYSTEMS ANALYST

Oversee church’s information management system operation, managing systems security, Arena configuration and report generation functions. Act as chief technical support liaison to staff – troubleshooting system issues – and helping make requisite programming changes when needed. Develop ministry tracking and accountability tools facilitating analysis of data for senior leadership, reviewing all internal business process in order to recommend improvements and refinements.

Collaborate with executive ministry leadership to establish annual technology goals, developing reporting requirements, and defining project management parameters. Originate and implement tracking tools, delivering comprehensive means to monitor ministry/project progress, and recommending cost savings and changes to improve operational efficiencies. Created training manuals for Arena training classes, documenting new reporting features and report generation processes.

Streamlined childcare services operation – improving effectiveness while capturing approximately $25,000 in annualized savings – by identifying broken and overly complex internal processes in childcare services. Led effort to devise custom reporting application enabling ministry to capture specific data fields for event registration and childcare services.

Saved church more than approximately $6,000 in annual expenses while improving efficiencies behind event registration and payment processes. Spearheaded consolidation of church’s use of three database platforms into single platform managing 300+ events annually. Accomplished objective by working with developers to re-write event registration, childcare and payment gateway segments of database.

Improved productivity by helping eliminate or reduce potential church legal and cost liabilities, by devising custom reports for capturing, sorting and processing restricted member data.

Headed new hire database training, conducting ongoing educational sessions to help ministry personnel understand and utilize database to log and track ministry metrics, and run ministry reports to assess ministry progress against strategic objectives.

Served as key member of operating team which defined requirements, and tested and deployed new small group finder tool across church website. Contributions enabled system to track and log member interest, register new members and follow up with prospective small group members seeking to participate in small groups throughout city and across all campuses.

SYRUS RESTAURANT INFORMATION SERVICES, Columbus, Ohio (2000 – 2015)

Start-up Service as Software (SaaS) company founded 1997, with primary market presence in U.S. and Canada, $6.5 million in annual revenues and 30 employees.

VICE PRESIDENT OF BUSINESS DEVELOPMENT & CUSTOMER SUCCESS

Charged with oversight of operations department, associated $1.5 million budget, and 16 total employees – including operations manager, customer service manager, account managers and client care specialists – directed call center, data acquisition services, client management services and solution selling organizations.

Coordinated implementation and deployment of company software across variety of client locations. Created software requirement definitions and use cases for upgrades, outlining analytic delivery requirements and testing and deployment solutions. Established brand business logic covering food, labor, sales and product recipe algorithms, systematically polling data from QSR POS locations, food manufacturers/distributors and other devices within restaurant environment.

Integrated enterprise reporting platform – which involved deployment of daily, weekly and real-time reporting for owners and corporate executives – adding invoicing, payables, payroll for utilization, and distribution and GL integration functionality. Automated restaurant sales forecasting, menu engineering and recipe costs, workforce management & scheduling, and restaurant supply chain components. Collaborated with brand enterprise for product marketing implementation and reporting and analysis of advertising campaigns, conducting consultation services and training seminars, and performing touch point and return on investment activities.

Generated $4.1 million in food cost savings, by using client specific consultation services targeting problem identification and analysis, solution analysis, and behavioral management change processes.

Produced $3.6 million in quantifiable food cost savings for company with chain of 95 restaurants and $625,000 in comparable savings for 28-chain corporation.

Obtained $3.5 million annual contract to service large QSR brand as sole back office provider, acquiring numerous other contracts – valued at up to $225,000 annually – providing companywide reporting services.

Boosted client retention rate to 98%, by implementing new protocol which reduced client issue call escalation resolution time by 54.17% – or from 1.2 to .55 days – resulting in significant improvements in client satisfaction levels.

Serviced or helped obtain large company client base – including 35%+ or 1,600 Wendy's International franchise restaurants, Wendy's International supply chain (QSCC), Popeye’s Louisiana Supply Chain (SMS), Arby's, Raising Cane, Graeter’s and many others.

Captured $1.2 million in labor savings while enhancing client satisfaction. Used client-specific consultation services to analyze current labor management practices and develop gap analysis to determine opportunity areas. Included sales forecasting and labor-scheduling techniques, proper labor guide algorithms and management behavior practices.

Played key role in employer receiving TechColumbus Award – outstanding technology service award – personally receiving numerous written accolades by brand franchise owners and executives for crucial contributions to organization’s sales and profit successes.

Utilized custom analytical data to create "lost profit" reports identifying missed opportunities valued at up to $800,000 per incident. Entailed analyzing up to five key operating metric results versus goals, and highlighting "lost profit" opportunities per store and/or market. Efforts gave owners ability to drill down into markets / districts to determine new potential profit opportunities.

Introduced real-time mobile key metric data – helping customers monitor and view sales, labor and product movement by company and restaurant – with 98% adoption rate amongst clients.

Achieved quantifiable profit results per client of up to $650,000 on annualized basis, after implementing quarterly client reviews. New tool identified organizational sales/profit opportunities subsequently reviewed by executive corporate management.

Secured contract to be sole back-office provider for 70 corporate stores and over 1,800 Popeye’s Louisiana Chicken franchise restaurant locations across U.S. and Canada. Utilized negotiations expertise to obtain agreement to be sole back office provider for other corporate chain and franchise locations.

Increased sales by $198,000, by improving on-boarding processes after building internal implementation resource team comprised of IT and operations personnel. Tasked new brand representatives to formulate individual, client-based on- boarding planning process with key milestones and core objectives to measure success.

Reduced professional services operating expenses by over $160,000, by originating company job fairs and utilizing such online forums as Facebook and LinkedIn to source and secure employment needs.

Researched, scrutinized, and vetted large number of CRM systems and providers, positioning new technology to improve operational client specialist call center efficiencies and customer response times. Devised four-month implementation timeline, during which time all applications were built, tested and seamlessly integrated into system, ready for company-wide implementation.

Hosted or led variety of “profit seminars” throughout major U.S. markets on behalf of customers, sharing best practices of tool set utilization to drive sales and profits, while generating excess attendance income for employer.

CEDAR ENTERPRISES AKA WENDY'S, Columbus, Ohio (1995 – 2000)

Corporate franchise group with operations in six U.S. markets comprised of 210 restaurants.

VICE PRESIDENT OF OPERATIONS

Accountable for P&L of $44.6 million business with $12 million capital budget, 35 restaurants and 958 total employees – including 112 management staff, six district managers, six maintenance and office personnel and more than 840 crew associates – directed large scale operation in order to maximize sales and profits.

Recognized for superior leadership achievements by being honored with “Wendy's International Golden Eagle Award” given to best operator in Midwest Region, or one of top five operators in continental U.S.

Generated $1.13 million in savings during first year of implementing back office reporting service – measuring sales, food and labor management metrics – which reduced food cost variances by 2.6%.

Grew market profitability by 112%, simultaneously reducing overhead and operating expenses by focusing on unit sales increases via service processes. Also increased sales additional 4.6% above plan on average, by implementing back office reporting service for sales, food and labor management activities.

Improved sales results by 8% while reducing car service times – required to assemble and process payment for drive-through meals – by 40%. Objectives realized after implementing SOS (Speed of Service) timers in all restaurants. Actions improved customer satisfaction and customer service awareness as well as customer through-put.

Captured $850,000 in labor savings, by restructuring labor guideline algorithms and focusing on altering management behaviors with respect to in-store leaders.

Boosted labor margin controls by 35% and food management margins by 1.80%, through instigation of weekly sales and cost-management workshops. Entailed underperforming restaurants meeting with store leaders to identify root causes of poor metric performance areas and developing action plans to reverse such trends.

Reduce management turnover – improving metric by 58% at savings of $680,000 while cutting operating costs by over $380,000. Accomplished by implementing strategic "we are listening campaign" and related team-building activities.

Recovered maintenance expenditures – by initiating and leading R&M PM strategy covering improved means to utilize teams – re-negotiating existing contract provisions resulting in savings of $450,000.

Opened six new restaurants in market, participating in site selection, construction oversight, and contract negotiation activities, developing staff and training plan to ensure restaurant was fully operational on opening day. Enhanced community relations and positive perception of brand within neighborhoods.

EARLY CAREER HISTORY

Director of Operations & Franchise Consultant, Wendy’s International, Dublin, Ohio

EDUCATION

Bachelor of Arts in Political Science

Creighton University

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