Manager Quality Assurance

Vincent G. Jourdain

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

Lewiston, New York 14092

phone: 716-***-****

Email *********@*******.***

Gmail *******@*****.***

Multi-Unit Food and Beverage Director

Currently self employed as Co-Owner Of “Trio’s Pizzeria and Restaurant “ a independently developed concept which has been very well

received and highly praised in the local community and is poised for future growth. I possess a very strong background in Multi-Unit

/ Multi-Concept operations and thrive in a fast paced, dynamic, growth oriented environment.

Multi-Unit Multi- Concept High Volume Upscale Operations

Key Skills

Integrity to Concept Standards Quality of Operations

Team development Focused on Financials

Strong Guest Satisfaction Profit and Growth Motivated

Independent / Entrepreneurial Spirit Strong Culinary and Back of House Skill Set

Collective Bargaining Background Multi-Concept Operator

Communications Interpersonal Skills

Experience

2007 – Present Trio’s Pizzeria and Restaurant

2131 Sawyer Dr.

Niagara Falls, New York 14304

Developer/Co-Owner/Operator

Initially the concept developed for Trio’s was a high end upscale bistro, however after a dispassionate review of the business plan and

objective review of future economic conditions changes were implemented that would position us very effectively in a down turn

economic environment. Trio’S has carved out a rapidly growing niche in a highly competitive market. Through aggressive marketing

and a focus on community relations we have received high praise and positive reviews(Buffalo News) resulting in positive growth.

2006 – 2007 Sonoma Grille

3725 Main St.

Snyder, New York 14272

General Manager

Served approximately 8 months as an interim General Manager for a fine dining upscale restaurant/bar and banquet facility. I

conducted and completed a comprehensive profit and loss review of the operation and presented the findings to the owners.

My responsibilities included oversight of approximately 60 team members .

I operated 4 separate banquet facilities, worked with external business partners, scheduled entertainment, conducted inventories,

managed an extensive wine list and processed payroll for the organization.

1998 – 2006 Romano’s Macaroni Grill

2353 Crenshaw Blvd

Torrance, California

1998 Completed Manager in Development Program

1999 Utility Manager (BOH Manager)

2000 Competed FOH Manager assignments

2000 General Manager

2005 Managing Partner

Successfully advanced through all management disciplines and was promoted to General Manager after 18 months, in 2005 I was

promoted to Managing Partner. I was considered to be promotable and was a candidate for an Area Director prior to my departure.

I provided leadership, direction and development to a staff of approximately 100-120 team members and managers.

Outcomes:

Consistent year over year sales and customer count growth.

Torrance out performed in bottom line profitability

focused development I had five of my direct reports placed into GM positions.

Maintained one of the lowest turn-over rates in the company.

Key team members developed and placed into Corporate opening team positions.

Had one of the highest Quality Assurance scores in the company.

I was tasked with leading region wide conference calls with peers and near peers on issues related to profitability and execution.

Core Metrics established in 2005 saw Torrance rated #3 out of 270 locations, it would remain in the top 5 through my departure.

Upon my departure I was praised by both my superiors and the incoming leadership for in their words “turning over a machine” that

was able to continue to operate with a great degree of success.

1995 -1998 Consessions Management Services

8939 South sepulveda suite 414

Los Angeles, California 90045

Operations Manager

I was hired as the Operations Manager for CMS which was a fledgling start up minority venture, partnership with Host Svcs, my

previous employer. I reported directly to the President of CMS and was responsible for providing the knowledge and experience of

airport food and beverage operations to the organization. My relationships within my former company were of critical importance as

they provided the majority of logistical support to our operation. I managed approximately 100 employees under a collective

bargaining unit, in 6 different locations and multiple concepts. My duties also involved continuing operations through new facility

build outs and closures. I was involved in all phases of development from concept development to construction, training and opening.

Outcomes:

Smooth transition from previous ownership of facilities to CMS from other contractors.

Initial selection training and deployment of entire staff.

Development of key employees to management positions.

Organized and executed transition facilities allowing ops to continue during construction phases allowing CMS to out-perform budget.

Developed and trained external business partners in airport ops.

Acted as a consultant to external CMS business ventures.

Finalized and completed build outs of all locations.

1990 – 1995 Host Marriott / Host Services

201 World Way

Los Angeles, California 90045

Multi-Unit Food and Beverage Manager

Began employment as a Food and Beverage Manager responsible for one facility, would eventually be promoted through the ranks to

Multi Unit Food and Beverage Manager. I provided oversight to in excess of 200 employees under a collective bargaining unit. I

operated multiple locations in the busiest terminal (Terminal 1) at Los Angeles Airport (LAX). As a new manager I took complete

advantage of all the self development courses, seminars, workshops that Marriott had to offer. I completed Total Quality Management

and was selected as project leader on a number of occasions. The contract that Host operated at LAX would eventually be renegotiated

by the City of Los Angeles resulting in a significant change in operations. I successfully managed during the transition in which 40%

of the staff and facilities were let go.

Outcomes

Developed inter personal skills through course work

Financial analysis and in depth Profit and loss skills were gained

Detailed knowledge of both State and Federal Labor Laws were gained.

Ability to manage through progressive disciplinary methods.

Conduct labor union negotiations.

Rolled out new vendors.

Upgraded food offerings increased profits and lowered costs.

Lead a project group to develop/foster communication.

Maintained the largest profit center

Education

LaSalle Senior High

Niagara Falls, New York

Graduate

Niagara County Community College

2 semesters no degree

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