General Manager Event Sales
Resume:
Doss Posey
*********@*****.***
Professional Experience
The 404 Kitchen
Nashville, Tennessee 37203
www.the404nashville.com
Director, Private Events July 2021-Present
- responsible for booking all events in the restaurant involving 12 or more diners
- communicating a clear time-line of the event to the front of house and back of house management for flawless event execution
- cultivating a culture of “Guest first thinking” and genuine hospitality
- working very closely with the staff to improve and increase beverage sales and staff knowledge
- executed contracts for all onsite and offsite events
- cultivated relationships with other meeting planners to ensure repeat events from their companies
- responsible for executing over 400 private events per annum
- generating revenue of 1.38 million dollars (net) in private event sales in 2022
- generating revenue of 1.56 million dollars (net) in private event sales in 2023
- generating revenue of 1.2 million dollars (net) in private event sales in 2024 Santo
3998 Hillsboro Pike
Nashville, Tennessee 37215
www.santonashville.com
General Manager/Wine Director October 2018-November 2020
- responsible for daily operations of restaurant and bar
- directing and cultivating talent within my staff, driving staff morale, maintaining consistency in all aspects of the front of the house operations, ongoing training on cuisine, service, spirits, and wine
- cultivating a culture of Guest first and genuine hospitality
- local marketing and social media
- working very closely with the staff to improve consistency and increase beverage sales and staff knowledge
- created and curated one of the premier Old World wine lists in Nashville
- consistent daily sales of 28-30% wine sales (as part of total sales)
- responsible for achieving budgeted labor cost in front of the house (consistently 3-7% below budgeted labor FOH)
- responsible for achieving budgeted total beverage cost
- staff hiring, coaching, counseling, discipline and dismissals
- Inventory management
- restaurant asset organization, cleanliness, and appearance
- cultivating a local, invested restaurant clientele, & maintaining close “neighborhood” ties with our guests.
- creating an unparalleled dining experience, regardless of the occasion (Tuesday business meeting or 50th anniversary)
Nada
202 21st Avenue, South
Nashville, Tennessee 37203
www.eatdrinknada.com
General Manager July 2017-July 2018
- responsible for daily operations of restaurant and bar
- directing and cultivating talent within my management team, driving staff morale, maintaining consistency in all aspects of the front of the house operations, ongoing training on cuisine, service, spirits, and wine
- cultivating a culture of “Guest first thinking” and genuine hospitality
- local marketing and partnerships with other businesses to drive revenue
- developing business and hotel incentive programs to drive revenue
- working very closely with the bar staff to improve consistency and increase beverage sales and staff knowledge
- achieved revenue to put sales above 4.5M per annum
- responsible for achieving budgeted labor cost in front of the house
- responsible for achieving budgeted total beverage cost
- meeting budgetary guidelines for 2018
- staff hiring, coaching, counseling, and dismissals Umi and Himitsu February 2016- July 2016
3050 Peachtree Road, NW
Suite 1
Atlanta, Georgia 30305
www.umiatlanta.com
General Manager
- responsible for daily operations of restaurant and lounge
- directing and cultivating talent within my management team, increasing staff morale, maintaining consistency in all aspects of the front of the house operations, ongoing training on cuisine, service, spirits, and wine
- marketing strategy for both Umi and Himitsu
- developing business contacts for patronage of both outlets
- private event booking and execution
- working very closely with the bar staff to improve beverage sales and staff knowledge
- created programs and systems to improve revenue year over year by 20-25%
- responsible for achieving budgeted labor cost in front of the house
- responsible for achieving budgeted total beverage cost
- meeting budgetary guidelines for 2016 (5.1Million at Umi, 0.8 Million at Himitsu)
- staff hiring, coaching, counseling, discipline and dismissals
- Inventory management
- restaurant asset organization
Sotto Sotto and Fritti October 2014 - February 2016 313 North Highland Avenue
Atlanta, Georgia 30307
www.urestaurants.net
General Manager
- responsible for communicating a clear strategy for handling the business demands lunch/ dinner upscale casual gourmet pizzeria (Fritti) as well as a dinner only casual fine dining authentic Italian Restaurant (Sotto Sotto) to my four other managers and beverage director.
- directing and cultivating talent within my management team, staff morale, on going training programs, maintaining consistency in all aspects of the front of the house operations
- marketing strategy
- working very closely with the Private Event Sales person to do daily visits to local businesses, media, concierges, hotels, residential buildings, etc. to increase awareness of the restaurant
- working very closely with the Sommelier to improve beverage sales and staff knowledge
- created programs and systems to improve revenue year over year by 7-20%
- responsible for achieving budgeted labor cost in front of the house
- responsible for achieving budgeted total beverage cost
- meeting budgetary guidelines for 2014 ($2.6 million dollars food and beverage sales per annum at Fritti and $3.2 million at Sotto Sotto)
Davio’s Northern Italian Steakhouse, Manhattan February 2013-February 2014 451 Lexington Avenue
New York, New York 10017
www.davios.com
General Manager
- responsible for communicating a clear strategy for handling the business demands of a 3- meal a day restaurant, including room service to my five other managers
- directing and cultivating talent within my management team, private event sales, and sommelier
- creating pre-opening staff training programs
- designing pre-opening strategy, count down, and all training materials
- pre and post opening marketing and making surrounding businesses, hotels, and clientele aware of our presence in a new city
- working very closely with the Private Event Sales person to do daily visits to local businesses, media, concierges, hotels, residential buildings, etc. to increase awareness of the restaurant
- working very closely with the Sommelier to improve beverage sales and staff knowledge
- had a soft opening but in spite of that we are having some $110,000 weeks (60 days after opening)
- created a 450 bin wine list in conjunction with the Sommelier including some old, rare wines available by the glass with zero loss due to oxidation
- created programs and systems at Davio’s Manhattan that were copied and instituted at all seven restaurants
- responsible for achieving 7% labor cost in front of the house and 11% in the back of the house
- responsible for achieving 24% total beverage cost
- responsible for working in conjunction with the Chef to achieve a 24% food cost
- responsible for achieving $7 Million dollars in food and beverage sales per annum
- responsible for maintaining corporate Davio’s standards in order to maintain consistency at all locations
MARC Restaurant Group August 2009-October 2012
1350 Broadway, Suite 2404
New York, New York 10018
www.marcrestaurants.com
A Voce (Columbus)
MARC Restaurant Group March 2011-October 2012
10 Columbus Circle, 3rd Floor
New York, New York 10019
www.avocerestaurant.com
General Manager
- responsible for the daily operations and maintaining Michelin Star status
- directing and cultivating talent within my three restaurant managers
- creating staff training programs
- working very closely with the Director of Operations to improve business volume and drive sales
- working very closely with the Corporate Beverage Director to direct the Sommelier team, improve beverage sales and staff knowledge
- meeting budgetary guidelines for 2011 ($10 million dollars food and beverage sales per annum)
- setting budgetary guidelines for 2012
Bistro du Midi
MARC Restaurant Group August 2009-March 2011
272 Boylston Street
Boston, Massachusetts 02114
www.bistrodumidi.com
General Manager
- responsible for the daily operations
- pre and post opening marketing and making clientele aware of our presence in a new city
- designing pre-opening strategy and all training materials
- creating staff training programs
- working very closely with the Director of Operations to improve business volume and drive sales
- responsible for meeting budgetary guidelines ($4 million dollars food and beverage sales per annum) 700 Drayton Restaurant &
The Mansion on Forsyth Park June 2007-July 2009
700 Drayton Street
Savannah, Georgia 31401
www.mansiononforsythpark.com
Director of Food and Beverage Outlets
- reversed F&B operations from $-67,000 net profit 2007 to $890,000 in 2008
- assumed all responsibilities of Food & Beverage Director after that position was eliminated and not replaced
The Ritz Carlton Buckhead October 2003- June 2007
3434 Peachtree Road, N.E.
Atlanta, Georgia 30326
www.ritzcarlton.com
Restaurant Manager, The Café, 2006-2007
-responsible for re-branding the Café as a steakhouse concept Dining Room Captain, The Dining Room, 2003-2006
Joël April 2001- October 2003
3290 Northside Parkway
Atlanta, Georgia 30327
Restaurant Manager
- pre-opening experience and hiring
- staff training and implementation of standards
- opening a 280 seat upscale brasserie with Michelin starred chef, Joël Antunes Seeger’s October 1999- April 2001
111 West Paces Ferry Road
Atlanta, Georgia 30305
Dining Room Captain, Bartender
Education
Associate’s Degree of Culinary Arts 1998-1999
The Culinary Institute of America
Hyde Park, New York
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