Multi-Unit Restaurant Operations Executive

MARK A. COPANZZI EXECUTIVE RESTAURANT OPERATIONS

MARK A. COPANZZI

RESTAURANT OPERATIONS EXECUTIVE MULTI-UNIT LEADERSHIP Pasadena, MD 21122 240-***-**** *********@*****.*** EXECUTIVE PROFILE

Restaurant operations executive with extensive experience leading multi-unit portfolios, building restaurant concepts, improving profitability, and executing growth strategies. Track record includes helping scale a restaurant division to a projected $50M in gross revenue in 2026 and projected $64 million by 2028, and delivering measurable improvements in sales, cost control, operating income and restaurant reputation.

CORE COMPETENCIES

Multi-Unit Operations • Strategic Leadership • P&L Management • Financial Planning & Forecasting • Revenue Growth • Labor & Productivity Management • Food & Beverage Cost Control • Leadership Development • Succession Planning • Guest Experience • Operational Standardization • Talent Acquisition & Retention • KPI Analysis • Brand Standards & Quality Assurance • Food Safety & Regulatory Compliance • Budgeting & Capital Planning • Executive Communication PROFESSIONAL EXPERIENCE

Thompson Hospitality Vice President of Operations March 2018 – Present

• Oversee multiple concepts across the Thompson Restaurant portfolio, representing more than $50 million in gross revenue, with current construction and new restaurant openings supporting a projected $64 million portfolio by 2028.

• Helped drive the growth of the Thompson Restaurant division from 10 locations to more than 70.

• Helped created the Makers Union brand in 2020; the concept has grown into a $24.5 million business with a projected $43.5 million scale by 2028.

• Support a diverse portfolio including 13 units with Cut 132, Makers Union, Hen Quarter Prime, The Delegate, The Ridley, Velocity Bar and Kitchen, and Austin Grill. Executed a growth plan with 3 new restaurant leases for Makers Union and 2 airport locations.

• Developed and executed operating strategies to improve revenue, profitability, guest experience, and growth.

• Partner with underperforming locations to establish goals and action plans that improve sales and achieve budgeted profitability.

• Coordinate new openings, remodels, brand conversions, and closures; delivered 11 new restaurant openings in three years.

• Collaborate with culinary and R&D teams on menu development, portioning, specifications, and scalability.

• Experience across full-service, Marriott food and beverage hotels, and fast-casual operating models. Fireman Hospitality Group Managing Director

2013 – March 2018

• Delivered a $550,000 year-over-year turnaround at the National Harbor locations, moving from a $250,000 net loss to $300,000 in net income.

• Grew Fiorella revenue from $1.9 million to $2.5 million in the first year.

• Increased Fiorella takeout sales by more than 50% by launching an expanded takeout program, developing a new pizza shell, and joining delivery platforms.

• Reduced food cost at Fiorella from 22% to 18% and at Bond 45 from 36% to 28%; reduced beverage cost from 20% to 18%.

• Expanded Fiorella staffing from 21 to 85 employees through a focused recruiting process.

• Promoted three hourly employees into management and developed two managers for Assistant General Manager roles. Outback Steakhouse Proprietor, Food Technician & Manager Maryland Region 1998 – 2013

• Increased sales by $357,071 (11%) from 2011 to 2012 while delivering 41% flow-through to total controllable income.

• Increased total controllable income by $186,483 (23%) and store cash flow by $76,481 (17%) from 2011 to 2012.

• Grew beer, wine, and liquor sales by $33,918 (8.6%) over the same period.

• Maintained guest survey scores averaging 6% above the company average.

• Expanded staffing from 42 to 80 employees and promoted two hourly employees into salaried management positions.

• Earned Managing Partner of the Year, Immaculate and Organized Restaurant, Serious Food Award, and Platinum President’s Club Award in 2012.

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