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Sales Customer Service

Kapolei, Hawaii, United States
October 22, 2016

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PATRICK JOHN FAAS 808-***-****

Director of Food and Beverage Multi-unit Operator Regional Director Performance driven, results focused professional with more than 20+years of qualified experience and senior leadership in the Hospitality Industry. Leverages talent in Luxury Resort management, Food and Beverage management, talent recruitment, training and retention, coaching, strategic marketing, and promotional campaigns. Expertly manages all budget guidelines. Increases profit margins by improving service, business relations, and increasing efficiency. Customer Service oriented with strong follow-through skills and effective time management ability. Director of Food and Beverage Turtle Bay Resort Kahuku, HI 03/16 - Present

• Repositioned all Food and Beverage outlets on property and assisted in the on-boarding of a new outside National vendor (Roy’s Beach House)

• Restructured and reorganized both the Front of House and Back of House leadership team to create efficiencies in the workload while raising standards and service levels to better represent the brand

• Leading property wide initiative to align the property with AAA Diamond standards with a goal to receive a AAA 4 Diamond Certification by March of ’17

• Reduced department expenses by 25% and introduced cost containment measures now adopted by the entire property achieving greater flow-through and profitability hotel wide

• Property sits on 850 Acres - introduced several events to utilize outdoor space (extreme sporting events and concerts) resulting in more than $750K (including room nights) within the first 5 months of employment Director of Food and Beverage / Dir. of Ops Pacific Beach Hotel Honolulu, HI 02/13 - 3/16

• Increased F&B departmental income from a 6.3% to a 13.2% (within 2 years) by introducing efficiencies, aggressive accountability, labor analysis, e- engineering of menus / recipes and overall purchasing guidelines to exceed budget.

• Raised guest loyalty measurements to a 9.0 Medallia score and increased our internal Associate satisfaction by 18% for our F&B department.

• Created several green initiatives for the hotel winning the WIA “Hoowehiwehi” Eco-Friendly Award for our reusable water bottle program.

• Reopened one of our outside cafes introducing a beach side BBQ experience contributing 2.8M annually. Won the 2014 Hale Aina gold medal for our Seafood buffet which was the first time in our 35 year history.

• Added Revenue Center by adding a successful (three nights per week) Polynesian Dinner Show production contributing 3.6M to top line F&B revenues with 86% flow through. Increased total property F&B revenues by nearly 7M in two years to top 28M in annual total revenue.

• Completed Senior Leadership Training program encompassing all departments. Certified Task-Force Team Member.

• Improved Employee and Union relations by forming an associate body to provide valuable feedback which we turn into actionable plans.

• Created full conceptual design and detailed pro forma for post renovation F&B and Banquet operations with revenues to exceed 30M.

• Introduced fresh new Farm-To-Table concept through an exclusive contract with a local organic farm growing produce to our specification.

Director F&B Complex Aulani A Disney Resort and Spa Kapolei, HI 05/11 – 02/13

• Opened the first Disney Resort & Spa of its kind. Showcased a mixed-use property of a combined 1060 rooms for Vacation Club Members and Hotel Guests. Responsible for hiring 350 Food and Beverage Cast Members

• Created a successful resort-wide F&B forecast with a 2- to 5% margin of error (+ or -) allowing staffing guides to reduce labor cost by 35% in first year of operation. Outperformed and increased productivity target (0.79) by 10%

• Capitalized restaurant capacity by optimizing a new reservations system, altering the restaurant’s physical floor plan, cast efficiency training making it possible to facilitate 3600 seated covers for all total meal periods. Exceeding the expectation by 825 covers

• Responsible for a two-acre pool deck and beach front with over 2700 chairs. Outperformed budget by 2.3 Million for opening year. Increased the daily capture rate by 20% of Hotel population through streamlining menu options, improved check averages (+$2.25 per person over budget), enhanced service standards and extended service hours in order to maximize top-line sales. Pool Guest Survey Measurement scores reflected the highest Guest Satisfaction rating (11 to 15% higher than any other pool environment within Company portfolio).

• Reformed requisition processes and ordering procedures for all outlets. Reduced the collective food cost for entire property from 39.3% to a consistent average of 28.7% at the end of the first year

• Increased Cast Satisfaction by 37%, achieving a 93 on F&B Cast Satisfaction Survey. Food & Beverage as a department demonstrated the highest increase, as well as boasting the highest overall score for all departments

• 27% increase on Guest Service Benchmark for Disney’s Signature restaurant with a 275 seating capacity General Manager Lucky Strike, Entertainment Houston, TX 08/09 – 05/11

• Opened a 40.000 Sqft Entertainment Complex in market without brand recognition. Exceeded first year’s budget by 1.5 Million in banquet sales. This resulted in a 24% EBITDA margin up 2.7% from a projected 21.3%

• Implemented new company wide Gallup Employee Engagement Survey. Decreased employee attrition numbers by 12% company wide. Estimated cost savings of $875K in training costs

• Completed a national beverage program with a projected cost savings of 1.3 Million annually in product, collateral and inventory reduction

• Exceeded budget requirements due to leadership and team exercises with well-structured procedures. Labor posted at 14.4% against a budget of 16.5%. Food Cost came in a full percent below budget at a 25.2%, while liquor cost outperformed the company standard by 1.9%. Regional GM Yard House Ontario CA / Honolulu, HI 10/05 – 08/09

• Exceeded revenue budget for Victoria Gardens location by 8% (896K) while decreasing overall costs dramatically earning GM of the year award

• Opened Honolulu, Hawaii location and oversaw final construction project eliminating outside vendor cost by $30K

• Exceeded first year’s projected sales by 5.2% grossing 12.3 Million. Grew sales 7% each year reaching14 Million in annual revenue.

• Recruited, hired and trained over 280+ hourly employees and management team. Maintained the lowest attrition rate in the company for 3 years

• Created opening budgets for three new stores representing 38+ Million in revenue General Manager Dave & Buster’s Denver, CO / Ontario, CA 10/03 – 10/05

• 85.000 square foot Entertainment Complex producing 18+ Million in annual revenue. Grew special events sales by 15% and lowered all prime costs by 5% over prior years. Posted highest comp store sales becoming the second highest volume store in the chain.

• Effectively coached / developed 325+ employees. Successfully lead a team of 15 managers and mentored all new General Managers in region

• Functioned as a liaison between the “ABC” and the Dave and Busters California region. Established a “Responsible Alcohol Service” program avoiding revocation of liquor license due to previous mismanagement EDUCATION: University of Utrecht, The Netherlands Bachelor of Science Communications / Sociology Currently enrolled in a master Certification program with Cornell University for Hotel Management & Administration with a focus on Finance and Revenue Management

General Manager Hard Rock Café, INTL Dallas, TX / Denver, CO 01/01 – 10/03

• Increased retail sales by 4% after 911 over prior year and 12% over budget. Started server sales program increasing signature glassware sales by 108K annually. A program adopted by western region resulting in 900K of incremental sales

• Increased incremental late night sales by 33% ($250K+) creating a strong music and events programs inclusive of local and “national” acts

• Capitalized on corporate and community events promoting HRC’s charitable agenda President / Director of Operations Osaka Nouveau Las Vegas, NV 9/1991 – 01/01

• Purchased existing failing business and turned it around within 18 months – increasing annual revenues by 43% through redefinition of concept and brand by meeting market trends and adjusting to a new demographic (from 1.2M to 2.8M) while improving the bottom line from negative cash flow to +15% reflecting a 35% swing

• Received a Sushi master certificate in Osaka Japan to better understand cost controls and the art of sushi while furthering my ability to provide better leadership for the Japanese chefs employed. Voted best Pacific Rim restaurant 5 consecutive years.

• Actively served as Director of Operations for 4 units with total annual revenues of $16.8 MM. Responsible for creating all budgets and strategic planning for growth and recruiting the best possible talent in the industry

• Developed three new locations from conceptual design, real estate, build-out to grand opening within a 5 year period. Locations varied from two freestanding

“A” rated locations (8K to 10K sq. ft.) to one strip mall location (4500 sq. ft.). All locations had an optimal Food and Beverage sales mix of 65 / 35 with a blended food cost of 32.6% and Beverage cost of 22%

• Direct report for 23 managers. Focused on implementation of coaching and developmental programs sharply reducing management attrition

• Developed new compensation and benefit plan for all hourly associates (increasing longevity, consistency in quality and service by being one of the first small businesses to offer a limited healthcare plan based on hours worked.

• Unique menu profiles and specialized beverage events enhanced our sales, profitability and market share by focusing on the latest trends from LA and NYC. We were leading and setting the pace for a new modern vibe for the LV restaurant scene

• Continued focus on reduction of prime costs through better product sourcing, unifying menus, consolidation and restructuring of debt on real property, contract negotiations and better practices at the unit level resulted in an increased EBITDA margin of 2.5% (or a 20.2% - for all locations combined)

• Held seat on Board of Directors for the Nevada Restaurant Association • Chairman of the convention committee for the NRA • Awarded Best in Las Vegas by the Review Journal Readers Poll for five consecutive years • Spoken Languages: English, Dutch, German, French • Certified Sushi Chef – (8 month training program and apprenticeship)

• Currently board member on the Hawaii Restaurant Association and chair of the legislature committee EDUCATION: University of Utrecht, The Netherlands Bachelor of Science Communications / Sociology Currently enrolled in a master Certification program with Cornell University for Hotel Management & Administration with a focus on Finance and Revenue Management

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