Manager - Hopsitality, Food and Beverage, Multi-unit

KATHERINE KELLY-ROSS

**** **** ***** ******, ******** Springs, CO 80904

** ******** ****, ********** *****, VA 24473

719-***-**** ************@*****.***

Objective: A challenging Area Manager, Managing Partner or multi-unit position in a growing restaurant concept.

Summary

Over 25 years of successful management, training and supervisory experience. 29 years of experience in customer service and team support. Strongly collaborative leader.

Experience leading regions of up to nine restaurants, including regional fundraisers, management training retreats, regional weekly conference calls, mentoring new General Managers, developing and implementing training programs, and working with struggling GMs to diagnose/solve specific issues with financials, culture, training, food cost and sales volume in their own locations.

Selected for the Leadership Advisory Council of CPK in 2015, and as a delegate/presenter for the Women’s Foodservice Forum Leadership Conference in Los Angeles in 2016.

Proven track record of guest satisfaction, food safety, profit and sales growth in both low- and high-volume restaurants.

Excellent interpersonal and communication skills, both verbally and in writing. Resourceful, upbeat and confident.

Self-directed, able to set and meet deadlines and goals with minimal direction.

Experienced and committed mentor, with 20 years experience developing trainers, managers and General Managers. Copious experience in recruiting, hiring, and leadership development.

Extensive experience with POS systems, data integration and synthesis, HACCP, inventory, ordering, receiving, and scheduling.

13 years’ experience in facility maintenance and supervision, experience developing systems to comply with agency regulations and internal quality audits.

Fully bilingual, English and Spanish. ServSafe certified through 2021. Member of the Women’s Foodservice Forum. Also, I’m a hoot. I’m delightful. You’ll love me.

Experience

August 2018-Present

Hops n Drops Operations Director/ General Manager

Full scope of GM functions for the Stetson Hills restaurant.

Leadership of regional conference calls (5 units.) Selection and mentorship of new managers and GMs.

Leadership of company Operations Team, developing and executing operational changes, updates and initiatives (21 units.)

Opened the Stetson Hills location in 2018 as the General Manager, spearheading our hiring, training, stocking, staffing, permits, licenses and normalization process.

Developed, tested and rolled out our new Curbside Delivery model, DoorDash launch, Covid response action planning, Catering Menu Development, and Regional Marketing initiatives. This allowed us to re-open flat to PY after re-opening.

Overhauled two struggling restaurants in Washington state, as interim GM in the capacity of “clean-up expert” in preparation for the arrivals of permanent GMs.

Executed and trained several roll-outs of new food and beverage items per year.

Wrote and executed profitable and realistic plans and budgets. Responded profitably to massive adjustments during the Covid-19 paradigm shift. Profitable every quarter, staffed 100%.

Beat PY sales in the restaurant and in the region both years. On track to soundly beat 2019 at the moment, despite only being allowed partial seating. Facility management, including negotiating and scheduling building maintenance, service calls, PM agreements, information technology installations and updates within a specific budget.

Executed internal audits, projection analysis, staffing and trending reports, labor and maintenance budgets and multiple diagnostic and financial reports. Developed tools to aid in tracking and communication of goals and results.

Led weekly team directional and goal-settings, as well as weekly GM directional calls, training meetings and regional presentations.

November 2013-July 2018

California Pizza Kitchen Managing Partner

Achieved Managing Partner promotion within 18 months of assuming control of the restaurant.

Awarded the “Bad Ass Award” in the region (2014-2016) for sales and flow-through.

Developed managers, General Managers and certified trainers throughout the region (9 restaurants in Colorado, Utah and New Mexico.) Monthly culture-building events for team and morale support. Reduced turnover to approximately 60% annually in two years.

Profitably managed of all aspects of food cost and culinary execution, taking the AvT percentage of the restaurant from 4.26% weekly to .80% weekly, reducing food/liquor cost approximately 3.5% in one year. Executed multiple menu per year. Audit scores consistently led the company in overall results.

Increased sales through operational excellence and marketing, resulting in a booming +4-9% trend in volume, over three years. Executed weekly and monthly financial reporting/budgeting with flow-through consistently above 50% and positive sales and guest counts.

Participated in and trained all aspects of invoicing, waste/food cost management, labor management, interviewing and hiring, team-member mentoring and counseling, audit readiness, cost control, forecasting, budgeting, targeted cost-reduction projects, manager profit controls and flow-through maximization.

Handled all facility management, including negotiating and scheduling building maintenance, service calls, PM agreements, information technology installations and updates within a specific budget.

Execution of all internal audits, projections, staffing and trending reports, labor and maintenance budgets and multiple diagnostic and financial reports. Led weekly team meetings, as well as weekly General Manager directional conference calls, training meetings and regional presentations.

Regional mentor for new managers and GMs.

November 2009- October 2013

Panera Bread / Breads of the World General Manager

Succeeded as primary restaurant operator, scheduling and daily management of 40-60 team members, 2 caterers, 2 bakers and 4 managers, shift running, ordering and receiving of bulk food and produce, cash handling and POS management functions, invoicing, and guest satisfaction visits.

Invoicing, waste/food cost management, labor management, interviewing and hiring, team-member mentoring and counseling, management development, leadership development, HACCP/FDA compliance, audit readiness. Significant P&L responsibilities, such as cost control, budgeting, concept steering and marketing, as well as targeted cost-reduction projects and manager profit controls and maximization.

Facility management, including scheduling service calls, PM agreements, service agreements for data and phone, software updates, and continual maintenance of lighting, equipment, grounds and building.

Execution of weekly Operational Excellence audits, sales forecasting and projections, trending, staffing and reporting.

Regional awards for audit results, sales growth, turnover, culture and profitability.

Participated in new restaurant openings in Denver and Colorado Springs.

Acted as Interim Regional Manager (in addition to GM position) for 8 months.

September 2001 – November 2009

Olive Garden/Darden Restaurants Service Manager / Culinary Professional

Manager of operations of a diverse team of 100 servers, bus-persons, hosts and bartenders. Responsibilities extended to the entire staff of 120 team members. Full scope of FOH and bar management responsibilities.

Ordering and receiving of food and liquor. Ordering and maintenance of small wares, retail merchandise, linens, uniforms, safety gear and chemicals.

Primary supervisor in the culinary area, responsible for providing hot, delicious meals to an average of 400-600 guests per shift. Primary responsibility for HACCP compliance, Health Department inspections, ServSafe compliance, waste reduction, labor management and product ordering. Daily involvement with donation tracking through Care and Share as well as health department and independent audit inspections.

Developed/implemented a cleaning and sanitation program allowing the restaurant to earn scores of over 97% on internal Total Quality audits, an increase of 7+ points from previous scores.

Dramatically decreased turnover by developing a “people partners” training approach. In my first six months in this position, the restaurant’s guest satisfaction scores jumped a minimum of four points in each of four critical areas. Taught training classes once per month for servers, line cooks and bartenders.

Education

1997 University of Louisville School of Business Accelerated MBA Program

Accounting, Finance, Statistics, Human Resource Management, Business Research and Entrepreneurship.

1995 Stanford University: Stanford, CA Master of Arts

Master of Arts in International Relations with a concentration in Russian and East European Studies.

1994 University of Louisville: Louisville, KY Bachelor of Arts, Summa cum Laude

Bachelor of Arts in Soviet Area Studies/Modern Languages. Minor in Religious Studies.

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