Paul Bauschka

317-***-****

aczzzl@r.postjobfree.com

704A Gulf & Bay

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

Sarasota FL 34242

Summary

Excellent combination of strong developmental leadership, detail goal orientated management and effective interpersonal skills, resulting in growth accomplishments in revenue, profits, team member retention, guest loyalty while rectifying troubled locations. Ability to build/lead managers in identifying detailed areas of opportunity in daily operations, matched with precise resolve through proper training and one-on-one/management commitments, turning bottom feeder locations into top thriving and profitable stores.

Results achieved by leading by example, training/re-training and coaching associates, tightening accountable store operations, focused sales retention and growth and fine tuning COGS and labor productivity to produce consistent sales and profits. Able to instill an exceptional level of guest service and quality product, by developing a strong team commitment focused on improving overall guests experience, while empowering qualified Team Leads to assist management in regulating and upholding company standards of operations.

Key Attributes

Reputation and ability to quickly identify and change “indifferent work environment” to enthusiastic, employer of choice, energized restaurant, where the guests enjoy a great consistent dining experience. Confident, seasoned leadership that builds enthusiastic teams, focused on daily operational performance, exceeding guests expectations and earning recognition that fosters on-going great execution of the company’s systems and standards. Success in leading a store to sustainable sales and profit growth results is a combination of relentless adherence to policy/procedures, one-on-one situational management, individual and team developmental goals and recognition, accountable P&L reconciliation, monitoring of food quality/safety, while building brand awareness through active involvement in the local community.

Career History

Willie’s Locally Known 01/2016 – 01/2017

General Manager

Ground up new concept, hiring, training, menu planning and costing and all other aspects of new restaurant start-up including permits, equipment/supplies/product purchases, and setting up vendors.

Studio Movie Grill 03/2015 – 12/2015

Associate GM

Coordinating operations of 13 theaters with 160 team members, assuring guest satisfaction with food and beverage service and quality. Average weekly sales of $245,000, profit from ops 40%. Responsible for all schedules, F & B inventory and cost control and all other aspects of P&L, training and development for new store locations.

CarMax Indianapolis 05/2014-03/2015

Sales Consultant/Management Training

Responsible for guiding the customer through the appraisal and car buying experience, making them feel comfortable and confident in the purchase decision.

Red Robin Restaurants 01/2013-05/2014

Associate GM

Responsible for all aspects of the FOH including budgets and forecasting, scheduling, sanitation and readiness, LBW orders and inventory, staffing/retention, and guest overall satisfaction. Currently enjoying 9% sales growth with company average at 4%.

Ignite Restaurant Group, Brick House Tavern + Tap 06/2011-01/2013

General Manager

Responsible for the P&L and overall operation of a full service sports bar and restaurant with $3.1M in annual revenues located in Niles, Downers Grove Illinois, and Chesterfield Missouri. Managed a team of 68 employees consisting of 4 department managers, 4 hourly flex managers and 60 team members, as well as outside suppliers and service companies.

Achieved “same store sales” growth of 6.2% for the year after recovering from a deficit of -4.8% YTD at the end of the 2nd quarter, while raising our overall customer satisfaction score from 60% to 81% in secret shopper testing.

Company leader in raising funds ($6,000) for the “Leave No Kid Hungry” national charity, surpassing 153 other company restaurants.

Part of team that developed a new group party menu consisting of platters of food from single serving items on our menu, creating a “cocktail party” environment that was especially effective in attracting business from local sports teams and business groups.

Reduced COS variance to theoretical by .6%, resulting in an additional $10,500 profit to ROP per quarter.

Selected as the national test site for the company’s Research and Development program for new menu items based on our ability to execute new programs and quickly implement changes.

Colonial Café and Ice Cream 06/2010-06/2011

General Manager

Responsible for the overall operation of restaurant with annual revenue of $2.1M and a 19% ROP. Managed a team of 3 department managers and 45 associates.

Worked closely with company Chef in creating, costing and implementing new menu ideas for company locations.

Proposed and implemented an enhanced food safety and sanitation program throughout the company, insuring a clean environment and food safety for the guest, while lowering chemical supply cost by $80 per week/per location utilizing MSDS sheets and one-on-one coaching techniques, generated savings of $1,680 per Quarter Company wide.

Provided operational support for struggling restaurant using “promote from within” team members and managers, awarding them with additional responsibility and pay increases.

Developed community foundation and organized events to raise financial support for the local “Kicks 56” brain cancer charity for children.

Black Tie and Tableside 02/2010-06/2010

Business Owner

Professional catering business providing high-end food and beverage services for guest parties and corporate events. Full service offerings included a range of options from a “create your own menu” for fine dining, to providing a variety of box lunches for golf outings, to full service dinners holiday events and family gatherings.

Ted’s Montana Grill 02/2005-02/2010

Proprietor/GM

Took on struggling locations in Indianapolis Indiana and Wichita Kansas. Earned a reputation with Ted Turner as the “turn around guy” with the ability to achieve profitable sales growth in under-performing locations, reduce employee turnover by improving loyalty and moral. Annual revenues were $2.5M and managed 54 employees consisting of 3 department managers and 51 team members.

Awarded highest employee retention for three consecutive years in locations that were once considered “bottom feeders”, lowering team member annual turnover from 211% to 57%.

Earned extra bonuses for exceeding company “Standards of Operations” requirements in quarterly reviews.

Developed a business relationship with the Indianapolis Colts and the local executive airport that resulted in additional outside catering sales that represented 7.4% of total revenue, and great company exposure.

Reduced and maintained a 1% to variance on theoretical food cost with a “from scratch” kitchen while adhering to product specs and shelf life restrictions according to the food quality and safety line check system set forth by the SOP.

O’Charley’s 10/1996-02/2005

General Manager/New Store Openings

Worked 4 Midwestern states (Kentucky, Ohio, Indiana and West Virginia) opening restaurants in new markets as the GM. Hired and developed the opening team and my future replacement, set the store up for success, and then relocated to the next store opening.

Awarded “best kitchen” in company during “Kitchen Olympics” competing with 248 company restaurants on food quality/operational execution, team member development and food safety and sanitation.

Averaged $102,000 opening week sales as GM in new store openings, and retained 85% of sales after 6-month honeymoon period.

Served as test store for company research and development team, implementing and testing new product items including providing the necessary customer feedback to the R&D team.

Organized and supervised company team building events including weekend camping trips, paintball with other company markets and home office trips for structures team building events.

Took company “promote from within” program to higher level through constant development and training. Utilized monthly one-on-ones meetings and recognition to provide a constant flow of well- trained and motivated entry-level managers to replace managers chosen to open new stores.

US Navy, USS Midway Aircraft Carrier, Yokosuka Japan/South East Asia

Air Intercept Controller/Intelligence, Naval Gunfire Support, Nuclear Weapons Safety Team

Directed and conducted air intercepts using onboard fleet of 85 combat and support aircraft, identifying and escorting unidentified inbound assumed hostile air and surface contacts. Shipboard Anti Terrorist Team assigned to secure and eliminate threats to storage compartments while providing safety to personnel conducting maintenance or training exercises with nuclear warheads and torpedoes.

Selected as “Sailor of the Year” among crew of 5,000.

Traveled and ported several Southeast Asian countries gaining a better appreciation for their culture while learning their customs.

Honorable Discharge from the Navy in 1986.

Education

Northern Illinois University, DeKalb IL – BA General Studies

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