Driven and focused operations expert with years of progressive experience in the hospitality sector. Able to seamlessly establish standard operating procedures that improve sales and lend to staff development. Skilled in introducing strategic plans that touch on resource allocation and customer service best practices. Ixxxxxxentive and well-organized with a track record of developing proven methods for account growth, revenue generation and profit boosting. Creative and hardworking professional with a drive to attain client satisfaction and retention.

• Reduced glassware breakage and increased ixxxxxxentory for a 170K square-foot coxxxxxxention operation; also decreased wine and champagne costs due to the introduction of newer, sturdier glassware (The Mirage)
• Served on the green operations committee to create and set forth common sets of operational processes and guidelines that drove service consistency and efficiency (The Pierre)
• Opened two new F&B revenue centers, 2 East Lounge and London s Le Caprice Restaurant; also managed the opening of Sirio Maccioni Restaurant, including the allocation of all related equipment (The Pierre)
• Reduced stewarding labor cost by $500K over the previous year, while ensuring proper resource coverage (New York Palace)
• Removed food and beverage service linen shortages, thus reducing annual linen cost by $60K (New York Palace)
• Recognized for organizing employee survey action teams, successfully increasing ESI and ISI scores (Atlantis)
• Phased in new china and glassware for 15 revenue centers; developed color-coded racking system for entire property; introduced upscale reusable plastic drinkware for pool, beach, and outdoor functions (Atlantis)
• Negotiated and secured a cleaning chemical contract; yielded a 40% material savings and a 5% reduction in labor costs (MGM)
• Reduced Room Service delivery time through proper scheduling, time studies, and table retrieval systems (MGM)

THE MIRAGE HOTEL AND CASINO

Director of Stewarding (2012 Present)

• Manage all stewarding and in-room dining operations; oversee daily operations for seven casual restaurants and five fine dining establishments, including the Heritage Steakhouse
• Work as a member of the F&B executive team, the green advantage team and the water management team; commenced use of green products Orbio and Spectank, which cut cleaning and supply costs by $200K from 2012 2015
• Supervise and mentor a team of over 230 employees in the hotel and casino stewarding department
• Opened various restaurants thus far including Tom Colicchio s Heritage Steak, The Pantry 24-Hour Restaurant, Center Bar Lounge, The Still Restaurant, Pantry Pronto 24-Hour Delivery and LVB Burger between 2013 and this year
• Also reopened and remodeled the California Pizza Kitchen, Portofino Restaurant, Carnegie Deli and EDR Oasis Staff Cafeteria from 2013 until 2015
• Received $30K in free glassware through negotiations and educed chemical and supply cost by $100K year over year.
• Worked as the Room Service & Stewarding Director from 2013 2014; hired more staff members while simultaneously increasing the bottom line
• Included the development of two in-room dining menus to increase the selection available to patrons
• Slashed supply costs and heightened profit levels in 2014 vs. 2013 s revenue reports
• Purchased $1.5M worth of big banquet supplies and negotiated $200K in additional free support items, e.g. racks, glassware and dollies; consisted of three total large-scale items
• Refurbished 150 chafers and pieces of hollowware; also secured a flight dish machine for 80% less than its listed market price

THE PIERRE HOTEL

Director, Back of House Operations (2008 2012)

• Acted as an executive team member to open a $100M, newly-renovated, five-diamond flagship location for Taj Corporation
• Provided short and long-term planning and management for daily operations of an 18K square feet of banquet space; helped ensure all health and safety standards were consistently applied in a high-volume exxxxxxironment
• Ensured adherence to customer service and quality standards using active floor service management and open communication as it related to property policies

THE PIERRE HOTEL, Continued

• Delivered information to managerial personnel regarding daily statistics, commonly-encountered complaints and noteworthy improvements in individual, team, and queue performance levels
• Actively and tenaciously supported a $40M catering operation during a kitchen renovation project; done to keep operations innovative and ultimately lend to patron satisfaction
• Consolidated Human Resources from 50 staff members with seven different titles to 40 consistent Floor Stewards; allowed for efficacy, steadier retention rates and more skilled team members

THE NEW YORK PALACE HOTEL AND TOWERS

Director, Back of House Operations (2006 2007)

• Managed stewarding for a 55-story luxury hotel and spa including the Gilt and Istana restaurants, as well as newly-expanded banquet and conference facilities
• Cross-functionally collaborated to assess processes and craft improved corporate methods, key performance indicators (KPIs), standards and workflows
• Managed procurement and Lean-inspired ixxxxxxentory control, including food and beverage purchasing efforts
• Partook in the weekend Manager on Duty initiative; scheduled and managed employees to help them meet service standards and adhere to budget constraints while synchronously increasing customer service scores to reach higher than the company average
• Eliminated food and beverage service linen shortages, which reduced annual linen costs by $60K; also cut stewarding labor cost by $500K over the previous year while ensuring proper resource coverage across operations

ATLANTIS RESORT HOTELS-OCEAN CLUB GOLF COURSE, CASINO AND MARINA VILLAGE

Senior Director of Stewarding (2003 2006)

• Drove workflows for 350 staff including 25 Managers in overseeing functions for kitchen and outdoor food and beverage venues; including eight gourmet dining rooms, three buffets, three casual dining rooms, nine express restaurants and golf course services
• Crafted strategic plans; identified key success factors, founded priorities and allocated resources as needed
• Scheduled vacation time, chemical and safety trainings, daily lunch breaks and assignment schedules; also organized banquet security cage systems, restaurant and banquet cleaning schedules, and banquet event set-up sheets
• Developed and enforced guidelines and banquet procedures for new facilities; defined event order standards in conjunction with Group Sales to align with the ever-changing and diverse needs of guests
• Opened five restaurants: Jean-Georges Vongerichten Caf Martinique, Nobu, Seafire Steakhouse, Carmine s and Bimini Road

Assistant Director of Food & Beverage, MGM Grand Hotel & Casino

Assistant Director of Food & Beverage/Executive Steward, The Plaza Hotel

Executive Steward, Rihga Royal Hotel

Chief Steward Supervisor, Omni Berkshire Place

Executive Steward, Drake Swissotel

Executive Steward/Room Service Director, Sheraton Park Avenue Hotel

Assistant Steward, Vista International Hotel

Steward Manager, The New York Helmsley Hotel

Purchasing Coursework, Baruch College (Purchasing Management, International Purchasing, Purchasing and the Law)

Diploma, Electrical Maintenance, Opportunities and Industrial Center of New York, Inc.

Fire Safety Standards | Train the Trainer | Food Service Sanitation

One-Minute Manager | Dun & Bradstreet s Managing Multiple Properties | Effective Discipline & Grievance

Time Management | Anthony Robbins Personal Power | Windows on the World Wine Course