ROBERT G WHITE

St. Inigoes, Maryland *****

Mobile: 301-***-****

ac64ci@r.postjobfree.com

Twenty years of unit and multi-unit experience building teams delivering solutions that positively influenced the organization for many years. This along with a winning attitude and a desire to deliver an exceptional guest experience and it all spells a winning combination.

SKILLS

Operations management

Stable work history

Strong team leader

Full service and QSR background

Multi-unit supervision

Customer focused

Human Resources Administration

Staff talent development

Hiring and training

Management development

Proven sales record

Microsoft Office

POS Systems

EDUCATION-MEMBERSHIPS-CERTIFICATIONS

B.S. Psychology/Sociology, Culver Stockton College

Continuing Education: Cornell University, Ohio State University, & University of Michigan

Memberships: ASTD, SHRM, NRA, Lambda Chi Alpha Fraternity, Christian Church (Disciples of Christ)

Certifications: SHRM (SPHR, PHR), FMP, NRA, ServSafe, ServSafe Bar, TAMS, Certified Mixologist

PROFESSIONAL EXPERIENCE

POTOMAC FAMILY DINING GROUP

Applebee’s Grill & Bar

FOH Manager

(2005-2013)

Providing guidance for the staff and introducing a “Guest-First” mentality while maintaining company objectives.

Operational Highlights:

Hired in as FOH Manager

Responsible for the development of a staff of 30-40

Reduced staffing turnover by +10% by improving recruitment and interviewing processes

Developed a “People-First” mentality with unit management

Developed a pride in hospitality standards by instilling confidence and a “Guest-First” mentality

Attained high marks with Silent Shopper reports and Corporate/Franchise field inspections

Increased sales by +6% over menu during a challenging sales environment

Maintained sales during a 2 year encroachment by competitive businesses by leading a unit effort focused with a “People-First” and “Guest-First” mentality

During this time frame losing only three staff to new competitors with two of the three requesting to return

Met organizational metrics on a regular basis

(Reason for looking: Returning from retirement)

DAMON’S GRILL & BAR

Regional Area Director

(2003-2005)

Engineered a turn-around for a sport-themed restaurant concept within a competitive market (Washington DC, N. Virginia, and S. Maryland)

Operational Highlights:

Hired in as Regional Area Director

Supervised five units averaging $3.5mm - $4.6mm, sixth unit averaging $8.6mm (record setting sales for this sports-themed concept)

Staffing for 30+1 management and staffing of 550+ by improving the recruiting and interviewing process

Implemented a monthly management development program to improve management skills and to share success stories

Reduced staff turnover to within monthly avg. goals of three FOH and two BOH staff

Increased sales by 3% over menu by developing a “People-First” and “Guest-First” mentality

Opened and maintained the highest volume operation in company history

(Reason for leaving: Sought new opportunity after business ceased operations)

PACIFIC BELL

Taco Bell

District Manager

(2001-2003)

Stabilized operations for a district within a Taco Bell franchise experiencing marginal sales and profits.

Operational Highlights:

Hired in as District Manager

Unit Sales averaging $2.8mm-$3.5mm

Recruited a management team of 21 and staff of 160+

Management teams were closely bonded by creating trust, understanding, and a “People-First” mentality

Introduced a quality improvement system targeting management hiring resulting with a staffing level of 100%

Profitability was successfully improved by implementing monthly management development meetings sharing successes and learning from unsuccessful efforts

Increased overall customer satisfaction meeting company standards and earning excellence ratings with Silent Shops

Metrics improved to meet company standards

(Reason for leaving: Desire to move into casual dining)

BOB EVANS FARMS, INC.

Vice President Human Resources, District Manager, General Manager

(1975-2000)

Impacting company success over many years by practicing a “People-First” and a “Guest-First” mentality positively influencing the organization by leading results for management effectiveness, leadership, and development.

Field Operation Highlights:

Quickest promote to general manager

As both a unit and multi-unit leader leading the company in sales growth, management and staff turnover, controllable, labor and food controls

Training store certified GM working ongoing with as many as 2-6 management trainees

Transferred multiple times to store or district locations in need of vision or cultural improvements

Transferred as newly promoted GM to the one and only store to experience a union drive, successfully turning the tide in company favor

District Manager responsibilities of between 5-9 stores, staffing 20-36+1 managers with a staff of 250-450+

Built the reputation for developing management with well-built leadership skills

Promoted most GM to DM during DM tenure

Moving unit sales ranging from $1.5mm-$2.6mm from below menu to either meeting or exceeding menu increases

Corporate Highlights:

Designed management development courses, utilizing cutting edge processes building upon developing management skills, implemented and required for all company management. Regular updates of material to remain current with business opportunities

Introduced a library of video based management skills to assist with field training efforts

Designed an advanced learning program for general managers partnering with two institutions of higher learning to further develop managerial skill levels, annual budget of $250,000

Implemented strategic planning within the organization utilizing a bottom-up process

Managed the annual strategic planning process

Designed a compensation system for all levels of management and executives including the Board of Directors linking performance to the strategic plan, industry recognized as a cutting edge compensation system

Guided the human resource function to include management recruitment and development, payroll, workers compensation, record keeping and archiving, local, state, and federal reporting, management and executive compensation and retirement, strategic planning, implementation of company attitude surveys, insurance programs, responding to legal inquires and litigation, and office administration

Annual sales of $1B employing 2,500+ management and staff of 35,000+

(Reason for looking: Sought new opportunity after retirement)

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