Profitable food and beverage director reviving, energizing and improving business operations in high-end, fast-paced hotel, resort and conference center environments. Expert in presenting positive image for brand and employer.

  • Skilled in selecting and directing staff to service excellence and inspiring personal growth and development.
  • Adept in assessing operations, identifying improvement opportunities and implementing short- and long-term plans for ongoing growth.
  • Accomplished in managing varied expectations and interacting with individuals from diverse backgrounds.

Work History

Work History
Apr 2011 - Present

Director of Restaurants

Interstate Hotels and Resorts

Directed restaurants, bars and coffee shop revitalization of double-hotel complex and convention center – triple-branded: Marriot (315 rooms), Embassy Suites (146 rooms), Starbucks Coffee Shop and 176,000 square-foot Benton Convention Center – covering three city blocks. Oversaw profit and loss (P&L) from six revenue centers – food, beverage and room service for all facilities.


2006 - 2010

Food and Beverage Director, Multiple properties

D.W.E. Inc.

Food and Beverage Director, Multiple properties

The Islander Inn, Ocean Isle, NC; The Pearl Golf Course Bar and Grill, Calabash, NC; The Isles Restaurant and Beach Club Ocean Isle, NC

(Served as General Manager for The Isles Restaurant & Beach Club 2006-2010 and The Islander Hotel 2008-2010; at the same time.)

~Concurrent positions: Accepted additional facilities and functions, while retaining previous responsibilities~

Hired to revive under-performing food and beverage services at $6 million multifacility resort, featuring a 350-seat, fine-dining restaurant. Managed restaurant operations to a break-even point by the second year and more than $160,000 profit in years three and four – up from six-figure operating loss under prior management. Accepted leadership of other facilities operating under the D.W.E. Inc. umbrella during tenure because of increases in service, profitability and facility use – beach club/tiki bar, four pools, 71-room oceanfront hotel and 27-hole golf course – 23% revenue increase in first year. Established operating procedures, evaluated menu and services, reviewed ingredient sources and introduced controls and balances.

­Identified opportunity to expand events hosting opportunities – business events, political functions, fundraisers, ocean front weddings. Developed preferred vendor list for planners boosting local businesses and creating far-reaching referral network. Took hosted events from 22 to 145+ annually in only three years Developed venues and designated space to host up to ten concurrent events increasing customer choices and business opportunities. Added $45,000 to bottom line with ancillary equipment rental. 

­Re-dedicated restaurant space enabling more customized event opportunities – for minimal $2300 investment, after locating buyer for used fixtures. Provided seating and sizing flexibility for private and semi-private events while protecting public space income. Pursued and earned corporate event business. Began offering on-site catering for local events reinforcing business recognition and creating off-season revenue streams. Booked 50 semi-private events the first year, with redesign and newly-created space.

­Re-designed and simplified The Pearl Golf Course menu making it more conducive to venue and customer needs. Reduced prices, improved quality yet increased revenue by 17% with menu adjustments and vendor contract renegotiations. Hosted and planned food service for tournaments serving more than 375 golfers. Transitioned operation from guest amenity to profit-center status.

­Introduced best practices for accurate costing, pricing and negotiations in addition to creating inventory, portion and shrinkage control policies. Established cohesive operation throughout sister properties and increased buying power with multifacility vendor negotiations. Built award-winning wine list, as recognized by “Wine Enthusiast”, three years’ running.

­Negotiated supply costs for 80+ food item and 30+ specialty drink ingredients. Created pricing calculations ensuring profitability. Oversaw more than 100 staff members across all facilities and in all functions. Managed customer expectations.

­Forecasted, budgeted for and responded to seasonal fluctuations, closing some locations during off-season. Re-opened “new restaurant” each season – hired and trained two-thirds of staff; renegotiated vendor contracts.

­Assessed existing talent, culled lackluster performers, hired motivated individuals and instilled service excellence atmosphere. Brought sense of ownership to all employment levels. Improved guest experience and generated countless operating ideas from an interested, motivated team.

­Used Web 2.0 marketing techniques to engage and endear guests. Integrated social media, via Twitter and Facebook, into advertising plan. Worked with web developer to enhance website search engine optimization (SEO), Internet presence and brand recognition. Managed four Facebook fan pages, hotel Twitter account, two vacation and beach wedding planning blogs, new wedding website and Google pay-per-click and Facebook advertising campaigns.

­Secured ABC permits and appropriate licensure and insurance for The Island Inn and converted un-used pool shed into Tiki Bar, netting $50,000 additional income between Memorial and Labor Day the first year in operation. Upgraded from continental to deluxe breakfast and earned #1 ranking on Trip Advisor with expanded services (up from last or near-last place previously.)

2001 - 2006

Restaurant Manager

River Enterprises

Starter as a busser, ascended to server in one month and subbed as assistant manager after six months – managed peers. Earned lead server after sixteen months and manager in two years for a $4 million casual, fine-dining restaurant employing 100+ servers, chefs and administrators – attained with no prior restaurant experience. Directed, trained and scheduled employees.

­Assisted with menu development for three individual serving areas. Coordinated space allocation and arrangements for wedding parties and other special events. Reduced perishable product waste with careful planning and communication.

­Analyzed operational reports, forecasted trends and weighed projected versus earned income providing budgetary oversight. Suggested and implemented cost control measures in support of expanding operations. 



B.S. Business Management & Administration

Western Governor's University



Quality in Operations

Restaurant Operations

Customer & Guest Services

Staff Development

Hospitality Marketing & Web 2.0

Inventory Controls & Management

Staff Development

Budget Management


Dec 2010 - Present

Certified Foodservice Management Professional

National Restaurant Association
Sep 2010 - Present

Serve Safe Food Protection Manager

National Restaurant Association