Business Development Customer Service
Resume:
James A. Townsend
Middletown, DE 19709
*******@*******.***
Personal Profile: Operations and Business Development Executive with experience in the planning, organization, introduction, and direction of programs, functions, and operations enhancing business opportunities.
Professional proficiencies include Engagement, team building, strategic planning, marketing, advertising, budgeting, financial/cost control, procurement, operations, customer service. An excellent communicator, facilitator, and leader with a unique background of
Employment Experience:
Townehouse Media Pa 5/2023- present
Responsible for 5 separate Restaurants, each concept unique,
Trained each manager for all Restaurants.
Responsible for ordering, hiring hourly staff.
Repair and maintenance
3/2016 to 7/2021
Bertucci’s Restaurants
Area Manager
Responsible for overseeing daily operations of 8 units as Area Manager, when promoted to Divisional VP in 2020, total annual sales volume 4m reporting directly to the VP of the company. Core duties include Branding, establishing new market presence, monitoring social media scores as well as direct marketing. Hired Trained in markets General Managers who were responsible for front and back of house Restaurant operations. In addition, writing and managing quarterly, yearly budgets, labor forecasting, capital budgets. improved existing hourly and manager training programs, incorporating higher levels of performance results within area first year.
Directly involved in implementation of 5 Virtual brands to full operation in all units in division.
Turn around operation of 3 locations that were underperforming in their respected markets, improved guest survey scores, traffic flow and per person spend.
09/2014 to 12/2015
Red Star Craft House and Kildare’s Irish Pubs
Area / General Manager
Responsible for overseeing daily operations of six units, total annual sales volume 26m reporting directly to CEO of company. Core duties include Brand rebuilding, re-establishing market presence, improved store awareness and involvement. Hired new team of leaders both front and back of house to refocus energy, passion, and day-to-day Restaurant operations. In addition, writing and managing quarterly and yearly budgets, labor forecasting, capital budgets. Introduced direct purchasing. Hiring of all management personal, improved existing hourly and manager training programs, incorporating higher levels of accountability. All promotions in store and companywide written and helped execute in units. Approved the negotiations and sign- off of all maintenance contracts, equipment purchases and new store lease agreements as well as new store construction.
Instrumental in rollout of first multiple forecasting tools for company, manager training systems, and guest focus initiatives introduced brand wide. Worked to improve the approach to local market branding by working through existing relationships and building base of new partnerships in each market
Margaritaville Restaurants 03/2013 to 9/2014
GM/Area Director
Atlantic City, NJ
Supervised daily operations of 12m operation including Main Restaurant, Casino floor bar
Margaritaville Breakfast Café became a test pilot for company
Margaritaville retail operation, significant operation
Directly supervising 17 managers
Responsible for profitability and financial planning of monthly, qtr. and annual budgets
Casino and state regulations, ensure compliance in all areas
Responsible for all liquor programs, execution, and profitability of large-scale promotions
Responsible for food costs, inventory, labor forecasting
Iron Hill Brewery & Restaurants 01/2003 to 2/13
Director of Operations
Greater Philadelphia area
Started in role of single unit as GM, responsible for 6M operation for nine months and then promoted to current position of running day to day operations. Responsible for overseeing daily operations of eight units, reporting directly to president. Core duties include writing and managing quarterly and yearly budgets, labor forecasting, capital budgets and direct purchasing. Hiring of management personal, including general managers, mid-level managers including floor managers, and assistant general managers. Managed the negotiations and signoff of all maintenance contracts and equipment purchases for new store construction.
Instrumental in rollout of first daily and then weekly labor forecasting tools for company, in addition, revised and improved weekly and monthly food cost counting and reporting systems, manager training systems., guest focus initiatives. Worked to improve the approach to local market branding.
Introduced a key hourly program that enabled hourly employees to be exposed to basics management duties. This program became a steppingstone for hourly employees into careers with the company as salaried managers as well as in the hospitality industry. Retention rate of employees promoted through this program has been at or below 10% for thirty-two months running. Six of the existing general managers have graduated from this program.
T.G.I. Friday’s 10/2000 to 1/2003
General Manager
Delaware, Newark
Supervised daily operations
Responsible for profitability and financial planning
Responsible for all liquor programs, execution, and profitability of
Responsible for food costs, inventory, labor forecasting
Establishment of company records, such as:
oFirst Carlson Company unit to set sales record after September 11th, 2001
oScored unit record for unit review inspections of 99.5%
Insured the satisfaction of all guests and the overall performance of the operation.
oBuilt guest frequency program into 23% of all unit sales
Contact this candidate