BARRY SBORDY

*** ********* ****

Woodstock, CT **281

860-***-****

PROFESSIONAL SUMMARY

Over thirty years experience in the field of management and training including three years as a regional training manager. During this time, controlled unit finances; recruited, trained and directed management teams in New England; managed multi-unit locations and initiated programs to increase sales. Among my qualifications are proven abilities to control events; initiate action; lead people; problem solve in a fast paced environment.

PROFESSIONAL EXPERIENCE

Director Food Operations 2015-Present

Davis Family Farm Adventures Sterling, MA

Directed administration of sales/operations for multiple food venues including menu development and recipes. Trained and developed personnel, including supervisors. Established procedures and systems for daily operations resulting in the highest seasonal sales in 20 years for all food venues, and a 17% increase in controllable profit.

Food Service Director 2010-2014

Putnam Public Schools Putnam, CT

Initiated multiple programs including district wide free breakfast and after school supper programs resulting in 10% increase in revenue. Obtained grants to promote nutrition initiatives. Established partnership with Food Corps to promote nutrition education through classroom education and implementation of school gardens.

General Manager 2007- 2010

Uno Restaurant Corporation Millbury, MA

Assisted management teams in multiple locations, developed sales strategies and cost controls resulting in 4% sales growth and 7% cost reductions.

Food Service Director 2001-2007

Southbridge Public Schools Southbridge, MA

Directed administration of sales/operations for multiple schools. Maintained compliance with all State/Federal rules and regulations. Promoted the development of a work force resulting in Employer of the Year honors.

Self Employed 1997-2001

Hartford, CT

Successfully started and managed a catering business. Coordinated all aspects of planning and budgeting.

Multi-Unit/Regional Training Manager 1996-1997

Au Bon Pain Corporation Hartford, CT

Directed administration of sales and operations for multiple locations. Established systems, policies and procedures. Recruited, trained, and developed personnel. Average unit sales increased 25%, controllable profits increased 30%.

Multi-Unit/Regional Training Manager 1994-1996

Panda Management Corporation Massachusetts and Connecticut

Developed comprehensive training program for the New England Market. Created a regional training center. Monitored development of managers throughout New England. Coordinated planning and budgeting of multi-unit finances. Saved the company $100,000 a year in training relocation costs.

General Manager 1991-1993

Restaurant Associates Sturbridge, MA

Initiated comprehensive marketing program which impacted sales 30% on an annual basis.

General Manager 1989-1991

Cobblestone Restaurant Group Framingham, MA

Administered the centralization of financial reporting for three locations. Directed the implementation of standardized reporting. Ensured timely receipt of financial reporting. Strengthened controls which resulted in $118,000 reduction of costs annually.

General Manager 1988-1989

Vernon Stiles Inn Thompson, CT

Managed administration of sales/operations. Promoted employee incentive program reducing turnover by 20%.

Assistant General Manager 1987-1988

Barrett Family Restaurant Company Quincy, MA

Successfully opened and managed a 75 person capacity seasonal restaurant on time and within budget. Exceeded revenues from previous years by over $165,000.

Assistant General Manager/Service Manager 1983-1987

Stouffer Restaurant Corporation Philadelphia, PA; Boston, MA

Coordinated planning and budgeting of unit finances in excess of three million dollars. Implemented marketing strategy which impacted sales growth by 25% and resulted in “Best Happy Hour” honors in Philadelphia Magazine.

EDUCATION

Bachelor of Science in Business Management 1983

Fairleigh Dickinson University Rutherford, NJ

COMPUTER SKILLS

Numerous POS systems, Excel, Microsoft Word

PROFESSIONAL ACHIEVEMENTS

Conceptualized the establishment of systems and policies that standardized safety procedures in all aspects of operations. Coordinated receipt of current procedures; evaluated process and effectiveness of procedures; initiated action plan to standardize; assembled committee to develop standardized procedures; scheduled meetings with committee; evaluated committee recommendations; planned presentation; communicated to managers procedures and implementation date; arranged training for staff; directed the implementation of standardized procedures; monitored the results.

Results: Improved efficiencies by 20%, establishing standards above regulatory compliance levels resulting in an annual savings of $50,000.

Controlled the opening of a seasonal restaurant. Researched demographics of area; analyzed research; determined staffing levels; developed business plan with goals and due dates; promoted plan to management; obtained approval; researched advertising; designed staff recruiting ads; organized hiring materials and forms; interviewed, selected and hired staff; established procedures and systems for daily operations; trained staff; communicated with chef for necessary supplies; negotiated and placed orders; designed and placed ads for re-opening; managed opening and daily operations; monitored daily operations and problem solved on a regular basis.

Results: Successfully opened and managed a 75 person capacity restaurant on time and within budget. Exceeded revenues from previous years by over $165,000.

Initiated train the trainer program throughout New England market. Conceptualized trainer certification program; scheduled meetings with managers throughout the region; planned presentation of concept; communicated concept to managers; designed work groups to develop program and initiate input; establish procedures and guidelines for trainer participation; trained staff members on new program; initiated bottom-up communication; coordinated with management and training teams to work effectively; monitored process.

Results: Reduced staff turnover by 20%. Improved productivity and overall performance for the New England market by 14%.

Trained management teams throughout New England. Recruited and interviewed candidates; evaluated work history; conducted orientations; developed training schedule; initiated training agendas; assessed the skills of the trainees; conducted weekly evaluations; analyzed problem areas and developed solutions; monitored the progress of trainees; organized presentations and lectures; implemented tests and compliance with company standards; communicated progress and results to company; designed tracking report to measure performance; evaluated performance and initiated ongoing training missions.

Results: The creation of a regional training location saved the company $100,000 a year in training relocation expenses.

Administered the centralization of financial reporting for three locations. Observed the inefficiencies and discrepancies of differing reports; initiated action to standardize forms and information; conceptualized structure of processing; assembled team to establish procedures; established systems to audit process; communicated to managers procedures and implementation date; arranged training to ensure compliance with new systems; directed the implementation of standardized reporting to central location; coordinated receipt and compilation of information; evaluated the process; planned ongoing auditing.

Results: Ensured timely receipt of financial information resulting in reduction of annual costs by $118,000.

Analyzed service times to identify sales opportunity. Monitored present operating performance; analyzed results; diagnosed service time as percent of revenue; instituted and utilized systems to establish time standards; set goals; scheduled meetings with staff; communicated new standards and goals; implemented productivity improvement to raise standards and improve performance; trained staff on new performance standards and directed supervisors on new responsibilities.

Results: 20% increase in customer count, resulting in sales increase of $88,000.

Communicated with hourly work staff safety and sanitation program. Established H.A.C.C.P. procedures; designed and provided critical travel paths to ensure safe handling of products; coordinated deliveries; organized safety committee to monitor proper adherence to procedures; implemented procedures to follow-up on programs success.

Results: Staff became fully aware of safety and sanitation issues. Became more active in workplace safety, resulting in savings of $25,000-$50,000 a year.

Controlled multi-location operations. Established standardized policies and operational procedures; directed managers and staff on new procedures; monitored effectiveness and modified as required; instructed and trained new managers and staff; performed evaluations; negotiated action plans, goals and effectiveness; implemented marketing plan; problem solved and diagnosed potential problems; established systems to evaluate sales and cost trends.

Results: Impacted sales growth 28%.

Solved problem with downward sales trend at multiple locations. Evaluated the operations; diagnosed and analyzed problems; monitored sales and cost controls; implemented training programs; evaluated staff performance; designed procedures to measure performance; coordinated the upgrading of staff; developed sound business plans; initiated open communications; provided continual input on which to build a strong team environment; established systems, policies and procedures; monitored systems.

Results: Average unit sales increased 25%. Controllable profits increased 30%.

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