Senior Hospitality Operations & Turnaround Executive

Jesse McPherson

704-***-**** **********@***********.***

Executive Profile

Senior restaurant and hospitality executive with more than 25 years of experience leading multi-unit operations, financial performance, talent development, acquisitions, and growth initiatives across franchise and corporate environments. Demonstrated success driving operational turnarounds, integrating acquisitions, and executing large-scale transformation and expansion strategies. Proven ability to lead high-volume operations, build high-performing teams, and deliver sustained improvements in revenue, profitability, and organizational performance. Core Competencies

• Enterprise Operations

• P&L Accountability

• Strategic Growth

• EBITDA Improvement

• Mergers & Acquisitions

• Talent Management

• Operational Excellence

• New Restaurant Development

• Board & Stakeholder Relations

• Organizational Development

• KPI Performance Management

• Franchise Operations

PROFESSIONAL EXPERIENCE

GDG PLAY BALL FLORIDA 12/22 – 5/26

dba Glory Days Grill

Chief Executive Officer

• Led company operations and partnership initiatives with full P&L accountability for a privately held sports-themed casual dining restaurant, dba as Glory Days Grill, and operating 35 locations in Virginia, Maryland and Florida; reported to Chairman of the Board

• Led a team of direct reports including Vice President of Operations, Chief Marketing Officer, Chief Financial Officer, and Director of Human Resources

• Grew from 7 restaurants with $20M in sales to 35 restaurants with $120M in sales

• Developed and executed short- and long-term strategic plans aligned with revenue and profitability objectives including back of the house prep project eliminating ~1000 hours a period, generating $1M annual savings.

• Managed company budgets including $10mm capital allocation, and resource planning to maximize operational performance

• Spearheaded brand transformation initiatives and implemented best operational practices to improve efficiency and guest experience; integration of customer feedback data increased guest satisfaction from 3.8 to 4.1 stars

• Identified and executed market expansion opportunities driving sustained growth; grew off premises delivery services with UberEats, DoorDash, and EZCater, resulting in$10M revenue growth

• Partnered cross-functionally with leadership teams to implement integrated marketing and operational strategies

• Evaluated, selected, and negotiated restaurant site opportunities and real estate initiatives

• Directed 10 new restaurant openings and operational integration initiatives with AUV’s exceeding $4M

• Built strategic partnerships with stakeholders, vendors, and guests to strengthen brand positioning

• Led the acquisition and conversion of 22 Glory Days Grill restaurants including complete menu change, POS conversion and back-office conversion

GLORY DAYS GRILL, Tampa, FL 12/16 – 12/22

President

• Led 15 locations operating across Florida with full P&L leadership of $45M in annual revenues

• Led and developed Director of Training, Director of Marketing, Director of Operations, Chief Financial Officer, and Director of Human Resources

• Led market growth, restaurant operations, integrations, and partnership initiatives aligned with company objectives

• Directed leadership development initiatives and organizational talent planning; reduced management turnover by 20% yearly

• Led the conversion of 7 LeRoy Selmon’s restaurant operations into Glory Days Grill

• Developed and implemented new menu initiatives and operational standards; increased revenue from $20 Million to over $25 Million – in Off premise food, Delivery, Togo and Catering. CARRABBA’S ITALIAN GRILL, TAMPA, FL 6/95 – 11/16

Regional Vice President, Operations 5/13 – 11/16

• Promoted to lead regional operations, talent development, compliance, guest experience initiatives with full P&L accountability for 120 restaurants operating in Northeast region with annual revenues exceeding $400M; reported to the Vice President of Operations

• Led and developed 10 Joint Venture Partners

• Partnered with cross-functional departments to drive continuous operational improvement to achieve productivity initiatives, sales results, and overall strategic goals of the brand

• Identified operational gaps and implemented process improvements increasing efficiency – Reducing ticket times by 10%, increased table turns by 10-15%.

• Evaluated restaurant performance metrics and KPI execution across the region; grew profitability by $3 Million, EBITDA by 2%, and increased health inspection scores by 5% Director of Strategic Integration 1/11 – 4/13

• Led corporate strategy integration initiatives, reporting, and guest experience projects for the entire portfolio of 250 Carrabba’s Italian Grill operating in 40 states with systemwide sales of $850M; reported to President of Carrabba’s

• Developed and implemented strategic initiatives aligned with operational KPI objectives, including the standardization of operation procedures, ensuring consistent guest experience and compliance across all locations

• Collaborated cross-functionally to align operational standards and performance goals; led the integration of front- of-house and back-of-house operations across 250 locations; improved service efficiency and reduced ticket times by 10%

• Managed integration workstreams for new restaurant openings, aligning training, operations, technology and supply chain functions

• Facilitated operational training and development initiatives across teams; partnered with operations and culinary teams to integrate new menu rollouts into training programs, ensuring consistent execution and guest satisfaction

• Led $10M cost savings initiatives which included ToGo packaging restructuring, reduction in prep hours, and product improvement

Joint Venture Partner 9/01 – 1/11

• Full operational leadership for 18 restaurants operating in North Carolina with sales exceeding $60M; reported to the Vice President of Operations

• Led and developed 18 Managing Partners, 70 Managers, and 1000 hourly employees

• Grew region from 5 to 18 restaurants and grew revenue from $15M to $60M

• Strong focus on health, safety, and food preparation compliance standards across operations; improved EcoSure scores from the 80’s to over 90%

• Participated in community engagement and local marketing initiatives increasing brand awareness; SMG scores improved from the 80’s to over 90%

• Built strong relationships with franchise partners, vendors, and corporate stakeholders EDUCATION:

DAVIDSON COMMUNITY COLLEGE, Charlotte, NC

Business studies

ECKERD COLLEGE, St. Pete, FL

Leadership Development Program

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