BROAD EXPERTISE IN BOTH BACK-/FRONT-OF-THE HOUSE OPERATIONS
Excels in driving revenue growth & improved profitability
Provides rigorous management in cost containment and quality control
Proven leadership in employee engagement and talent development
Highly accomplished and successful regional manager with 20+-year track record in conceiving, leading, and executing upon effective strategy to drive revenue, contain costs, and improve profitability across multi-unit operations; consistently exceeds all goals. Provides hands-on, incisive leadership; excels in engaging employees, developing talent, and managing the diverse needs of franchise, corporate, and privately owned stakeholders. Leverages extensive background in back-of-the-house operations; provides judicious oversight of costs, quality, and operational efficiency.
Game Works, Tampa, Fl | 2000 – Present
Promoted within one year to take over strategic leadership and direction of eleven stores throughout the United States. Responsible for overseeing up to $85M in revenues and $65M operating budget. Currently support 900+ employees and 9 Store Managers.
HUGELY SUCCESSFUL IN INCREASING OVERALL PROFITABILITY
Serve as instrumental contributor to GM’s success in winning ‘GM of the Year’ award in 2010; consistently producing one of the most profitable stores in the region (beating out 16 stores) for 8 out of 11 years.
Exceed annual goals year over year; averaging 85% in mystery shoppers across the board.
Achieve 15% over budget within first year of leadership; executing aggressive sales and cost containment strategies.
Decrease food costs 2% and back-of-house labor costs .5% in first year; leveraging extensive back/front-of-house expertise and industry best practices to identify areas for improvement and reallocate resources accordingly.
Slash skyrocketing attrition in half; reversing existing culture of employee distrust and dissatisfaction by providing a hands-on, supportive leadership style, empowering staff, and treating employees with respect and dignity.
Maximize productivity and resource allocation; rescheduling labor resources during peak times, instituting new operational processes, and mandating cross-training of all employees.
EXCELS IN DRIVING REVENUE GROWTH AND MARKET PENETRATION
Grew incremental revenue 10%-15% annually; executing a well-targeted strategy to entice new corporate clients.
Maintain revenue goals during deep economic downturn; adapting sales and pricing strategy and crafting resourceful promotions to further develop local following and increase corporate clientele post 9/11.
Drive increase in repeat and referral business; cultivating new culture of service excellence by training staff and management to be more aware and involved with the overall guest experience.
Spearhead ambitious community outreach strategy; leading new direction to cultivate community relations by donating time and resources to local charities, fundraising events, and school activities.
Expand marketing and advertising reach on a limited budget; developing cross-promotional strategies with local nightclubs, bartering trade with radio stations, and leveraging a local public relations strategy.
PROVEN LEADERSHIP IN LEADING, ENGAGING, AND DEVELOPING STAFF
Excel in developing employees for future leadership roles; training, mentoring, and grooming 6 management candidates later chosen to head up and lead other store operations.
Successfully lead, empower, and engage staff and management; providing a hands-on, participatory leadership style to encourage employee engagement and involvement in bottom-line objectives.
Rebuild crucial trust with employees; treating staff with respect and dignity, listening to concerns, and delivering as promised upon new initiatives and proposed remedies.
Overhaul and spearhead new training program; authoring much-needed training and procedure manuals to ensure consistency and incorporating new standards of excellence into all procedures.
TONY ULSES •(813)-***-**** • email@example.com PAGE 2
Planet Hollywood, Chicago, IL | 1998 – 2000
MULTI-UNIT GENERAL MANAGER
Provide strategic direction and oversight for two stores in Chicago generating $14M annually; overseeing 22 store managers and 400+ employees.
Drove revenue growth and overall profitability; overseeing all aspects of sales, marketing, public relations, operations, and merchandise departments.
Increased incremental revenues 10-15% within one year; executing effective merchandising strategy.
Cooker Bar and Grille, West Palm, FL | 1996 – 1998
Played an integral role in expanding operations and regional market penetration; overseeing 20 stores throughout the Southeast region generating $60M+ annually.
Slashed food costs across the board by 6% within 2 years; overhauling product mix and instituting rigorous controls.
Grew food sales by 10-percent; revitalizing stale menu by introducing new product ideas.
Decreased labor costs by 3% in one year; restructuring back-of-the house operations and improving labor utilization.
Provided strategic direction for 15 store openings; forecasting/developing budgets for kitchen labor, food costs, and sales.
Grisanti’s, Omaha, NB | 1990 – 1996
Managed all areas of operations, sales, marketing, and P&L oversight for chain of 6 restaurants throughout the Midwest region generating $20M annually.
Drove significant improvement in operations, sales, and service; introducing new operational procedures to reduce costs, manage inventories, and improve quality consistency.
Increased sales by 10% within 6 months; spearheading and executing upon ambitious community outreach strategy, improved advertising mix, public relations strategy, and crafting creative promotions.
Romano’s Macaroni Grill, Overland Park, KS | 1989 – 1990
Developed, implemented, and conducted new hire training programs for newly opened restaurants; conducting classroom training, writing training manuals, developing job descriptions, and evaluating new employee job performances.
BS degree in Business Administration with an emphasis in Finance
Rockhurst College, Kansas City, MO
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