JOSE SILVA

1024 Borden Lane, Milton, Ontario L9T 5N9 ▪ 905-876-4152 ▪

AZORES14906@AOL.COM

HOSPITALITY & RESTAURANT OPERATIONS MANAGER

Expertise: Turning Around & Strengthening Underperforming Service Operations

Positive Feedback + Consistent Training + Policy Enforcement + Customer Service Rewards

Passion for Exceptional Service—Improving Guest Experience—Increasing
Customer Loyalty
True Owner’s Mentality—Making Customers Feel Welcome & Appreciating
Their Business
Managing Metrics Leading to Service Excellence & Guaranteed Restaurant
Profitability

Well-qualified, action-driven and knowledgeable in all procedures/ areas of restaurant operations,

managing budgets and resources, along with a naturally high attention to detail, quality and
service delivery. Extremely reliable, realistic and disciplined yet innovative and willing to take
risks that achieve success or effect change in vital areas. Known as a cost-containment
strategist, launching programs that slash overhead, and for surpassing financial and service
objectives through tactical recruitment efforts, customer service training, labour controls, quality
assurance initiatives, lean operating methods and incentive-driven rewards for team
achievement. Leveraging intense drive for clear results to reinvigorate hospitality growth and
deliver impact within highly competitive marketplaces, and inside a tight economy.

CORE STRENGTHS

Managing, Monitoring & Improving Full Profit & Loss Accountability

Controlling Food & Labour Costs
Inventory & Cash Control Systems
Avoid Overly Complicating Processes
Creating Sense of Ownership in Teams
Actively Coaching to Repair Bad Habits
Innovative and Willing to Take Initiative
Rewarding Consistently Good Behaviour
Great Hands-on Change Agent
Maximizing P & L Controllables
Reducing Employee Turnover
Cross-functional Team Training
Positive Team Building and Motivation
Developing People, Sales Plans & Strategies
Proactively Planning my Work & Working my Plan

CAREER PROFILE

25 Considerable experience and skill to successfully manage a restaurant operation within the
policies and guidelines of a company to ensure exemplary customer satisfaction, uniformity &
profit maximization
26 Well-rounded hospitality experience at the GM level—oversee total operational and financial
responsibility for restaurants with an emphasis on increasing sales, developing people and
providing great service
27 Proven day-to-day experience in leadership, team building, training, management and
motivation
28 Strong ability to interpret P&L statements, create and adhere to a budget using effective cost
controls
29 High energy go-getter with the ability to lead, grow and inspire a team
30 Hands-on management style with strong organizational/ implementation skills and the ability
to prioritize and correct/ resolve problems on an ongoing basis within high-volume settings
31 Passion for hospitality and work hard towards delivering the best in customer service
 consistently
32 Clear, direct communication and relationship forging skills essential to success in the
business
33 Exceptionally strong analytical, financial, strategic and planning skills
34 Competency to ensure a safe working and customer experience environment by facilitating
safe work behaviours of the team
35 Reveal high degree of ownership, accountability, delivery and timelines in an output-focused
environment
36 Expertise and patience to deal with customers concerning legitimate or unreasonable
complaints; work effectively to correct the problem, so customers leave happy and will return
to dine there again
37 Recognize that profitability and effective management are directly determined by having a
motivated, well coached and effectively challenged staff

CAREER CHRONOLOGY & ACHIEVEMENTS

General Manager Qdoba Mexican Grill, Nebraska 2008 – 2009

General Manager Chipotle Mexican Grill, Nebraska 2005 – 2008
Dining Room Manager Summer Kitchen, Nebraska 2003 – 2005
General Manager Papa Johns, Nebraska 1997 – 2003
Kitchen Manager Outback Steakhouse, Nebraska 1993 – 1997

Originated hospitality career as Kitchen Manager, gaining Steakhouse experience and

orchestrating all aspects of the kitchen’s day-to-day operations. Recruited next as General
Manager to restore franchise profitability for the 3rd largest take out and delivery pizza chain in the
US. Earned increasingly responsible General Management positions, culminating in the
turnaround and revitalization of 2, high-energy restaurant operations specializing in Mexican Grill
cuisine. Maintained the highest level of results in people, profitability, quality of operations and
sales via a consistent demonstration of leadership, attention to detail, ability to implement
empowerment of entire team, and education of team on achieving overall results of the company
and restaurant

Key Impact Areas

38 Increased profit margins 25-55% for restaurants in the first year through operational
efficiencies
39 Recognized as first manager to uphold costs at optimal levels to show yearly profitability
40 Earned top honours with “Manager of the Year” Award in 2001
41 Controlled food/ labour costs via economic purchases and good security measures, setting
up “par” sheets, monitoring both waste & storerooms, regularly scheduled inventories and
knowing the business inside-out
42 Improved tracking systems for employee scheduling/ payroll and monitoring labour costs
43 Significantly reduced employee turnover rate from 380% to 80% as General Manager
44 Reduced guest complaints by over 90% by training staff on proactive customer service and
cleanliness
45 Increased market share, quality score and customer satisfaction within crowded, competitive
environments
46 Revitalized establishments by introducing new menus and offering guest-driven catering
47 Created fresh labour pool/ roster by scheduling English classes for inexperienced residents
ready to learn
48 Exceeded employer expectations with extra effort and “above and beyond” focus to make
them look good
49 Completely trusted by owners and bosses to consistently apply good judgement and
decision-making
50 Remained focused to avoid getting sidetracked or switching into reactive mode to manage
the business
Team Training/ Customer Service
51 Directly performed hands-on work to regularly train employees, respond to customer needs,
and role model appropriate behaviours in the restaurant
52 Educated team members on all aspects of the business and the essential steps to achieve
results based on restaurant goals
53 Responded immediately and accurately to guest/ employee needs by taking the time to get to
know them
54 Insisted that all employees treat their customers like honoured guests
55 Trained staff to fix mistakes with accountability, even if the error was not their fault
56 Met, greeted and solicited feedback from customers in fast-paced work environments
57 Conducted regular meetings to review expectations and communicate upcoming changes/
specials
58 Reinforced good behaviour and looked for what staff was doing right, to build team morale
59 Earned team respect by proving that I offered both knowledge and understanding of their
position
60 Helped each staff member feel valued as they invested in the success of the restaurant
61 Challenged team members to work in other areas of the establishment
62 Recognized that “motivation by fear” only leads to resentment, insecurity and job turnover
63 Set a tone for employee attitude to create a friendly work and guest atmosphere
64 Observed and eliminated any dissatisfaction or disadvantages that eroded business

Operating & Financial

65 Oversaw the day-to-day operation of the restaurants, including floor play layout, table
settings, menu planning and the daily and overall theme of the restaurants while building on
guest trends
66 Worked closely with chefs or cooks to determine menu plans on a daily basis, for special
events or occasions, groups or parties
67 Created formal operational systems, policies, procedures, standards, job descriptions &
performance goals
68 Implemented the use of a day planner and intercommunication book
69 Proactively planned each day to minimize blunders and increase productivity and proficiency
70 Consistently addressed the 4 C’s of cost, customer service, consistency & cleanliness
71 Constantly achieved profit and loss objectives through highly effective budget management
72 Ensured Preventative Maintenance Plans based on Company Standards, WHMIS,
Occupational Safety and Health Acts and safety/ regulatory codes, safety and security
policies were met
73 Verified correct procedures were conducted in ordering, receiving and storage of all
restaurant items

Sales and Marketing

74 Advertised and promoted restaurants and corporate/ local marketing programs within the
community
75 Presented a professional image to team members and guests

CERTIFICATIONS AND TRAINING

Business Management & Financial Controls, Metro Community College; In-house Hospitality
Training Programs; SafeServe Training (SmartServe equivalency); Envision Security Systems