Sales Manager

Michael J. Behan 480-***-****

*************@*****.***

EXECUTIVE LEVEL STRATEGIC AND OPERATIONAL RESTAURANTEUR

Restaurant operations executive with progressive responsibility within the

casual and fine dining segment.

Proven results oriented operator with recognized achievement in

organizational team building with

strategic operational and financial success. Results driven and goal

oriented leader who inspires

results through interpersonal skill and shrewd financial acumen. Ability to

set short and long term

goals in collaboration with leadership and team to achieve the vision and

mission of the organization.

Experience

June 2012-Present Olga's Kitchen Detroit, MI

Market Director

Supervision of 12 restaurants, 1 fast casual and 11 casual dining.

. Attain the financial objectives of the business through

effective management of people, product, service and

facility processes. Focus on the revenue and profit

components with implementation and accountability to daily

systems and processes. Profitability flow through increased

to over 66% annualized.

. Develop, train, coach and lead the operations team to

achieve best-in-class results and elevate their

performance. Proactively develop regional and management

level talent to minimize turnover and to promote from

within the organization to enable successful restaurant

growth.

. Assumed responsibility for the two newest concept locations and made

both locations profitable for the first time since opening over a year

previously.

September 2008- January 2012 Roaring Fork Austin,

TX

Director of Operations

Developed and expanded a highly crafted food concept that was

not only unique, but sustainable to its commercial approach for

successful expansion. Span of control included oversight of all

operations, human resources, marketing and facilities.

. Collaborate with direct reports and the executive team to develop a

comprehensive strategy

and provide inspiring leadership necessary to grow the organization

. Near term focus to assess and improve operating systems,

day-to-day execution, cost controls, and building bench

strength.

. Responsible for the expansion of the restaurant concept; kitchen

design, menu item development, menu engineering and design to achieve

budgetary requirements and sales growth.

. Expanded to 4 locations in two states with direct reports of a

culinary director, 12 managers and 11 culinary chefs.

. Implemented comprehensive programs for recruitment, selection,

orientation and training of all staff and management. Established

discipline and processes for coaching, counseling, and

accountabilities relative to the values and mission of the

organization. Created a performance based culture while producing

value-added employee results

. Incremental annualized sales of 13% with over a 50% flow

of profitability. Increasing concept revenue by two

hundred sixty thousand in second year. Opened new

prototype realizing 3.8 million in sales the first year

and profitable within thirty days of opening.

September 2007- September 2008 Applebee's

Milwaukee, WI

Senior Director of Operations

Direct supervision of five restaurants and management oversight

of 2 additional Directors of Operations with five

restaurants each.

. Responsible for the roll out of new sports bar concept in test

location.

. Stabilized market within first 90 days by achieving staffing levels in

both hourly and management.

. Developed implementation outline for new computer software program to

include web based systems for P&L, inventory and invoicing.

. Achieved financial budgetary requirements within the first year.

October 2005-August 2007 Don Pablo's

Detroit, MI

Regional Manager

Recruited for the Michigan Market which did not have supervision for

8months and in a sales decline for seven consecutive years.

. Responsible for the supervision of 8 restaurants in the

State of Michigan.

. Profitability of the region increased from seventh in the

corporation to third.

. Reduced sales declines from 20% to eight percent in twelve

months.

. Achieved reduction in management turnover from 75% to

twenty four percent.

. Reduced hourly turnover from one hundred twenty percent to

87%

. Number 2 in the organization in hourly staff productivity

levels by increasing heart of the house efficiency.

June 2003 - October 2005 Longhorn Steakhouse

Detroit, MI

Regional Manager

Opened and developed new Michigan Market for Rare Hospitality

. Responsibilities included hiring of all management and

hourly staff, overseeing training, local store marketing

and P&L execution.

. Region was number 3 in mystery shop results in the first

year.

. Region was number 1in mystery shop results in year two.

. Achieved new cost model for opening units in relation to

food cost variance to theoretical, labor productivity and

controllable opening expenses.

Maintained food cost variance to theoretical less than 1%

for region.

March 2001 - June 2003 Chevy's Restaurant

Detroit, MI

Regional Director

Responsible for the supervision of the State of Michigan.

. Complete autonomy for P&L, staffing and implementation of

local store marketing for nine restaurants.

. Developed and implemented hosted happy hour program for

local business owners.

. Developed and implemented non-profit organization

fundraising program.

. Increased sales from negative 20% to positive 3%.

. Profitability increased same year with flow thru 60% at the

profit after controllable line.

September 1999 - June 2001 Peasant Restaurants

Atlanta, GA

Director of Catering

Recruited to develop a strategic plan to revitalize 3 fine dining

restaurants in the Atlanta Market.

. Additional responsibilities of re-concepting an existing

property to an upscale steak house with prime beef at

choice prices.

. Simultaneously created, managed and marketed a catering

department under the banquet department umbrella.

. Hosted the AT&T Tennis Challenge and provided meals

prepared on site for the players, press and VIP's during

the event.

. Catered the only horse racing event in Georgia at Horse

Shoe Bend. The 2 events resulted in an additional $40,000

in incremental profits to the corporation.

August 1993 - August 1999 Macaroni Grill

Atlanta, GA

Area Director

Hired as the General Manager for the first restaurant in Atlanta,

Georgia. Developed the Atlanta market as the area director after

the second successful opening.

. Managed the first multi-concept site within the company.

. Increased sales from $50,000per week average to over

$70,000 per week.

. Developed in house sales and banquet manager

. Opened seven new restaurants in four major markets

. Sales increased in region by an average of 6% to 8%

annually.

. Recognized for promoting 3 General Managers to Area

Director as well as 7 managers to General Manager.

April 1986 - August 1993 Olive Garden

Atlanta, GA

Regional Director

Joined the Olive Garden as a General Manager when there were only 15

restaurants in the concept.

. Promoted to Regional Director after my second opening with

annual sales averaging over $3.7 million dollars per

restaurant.

. Responsibilities grew to 8 restaurants in the State of

Georgia.

. Hired and trained managers for rapid growth in other

markets.

. Growing at over 40 restaurants per year the need for well

trained managers to multi unit managers was immense.

August 1979 - April 1986 Steak and Ale

Atlanta, GA

General Manager

Hired as an hourly employee and subsequently recruited for

management. Promoted to general manager

References available upon request

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