Donald E. Bishop III6942 Grand Junction Ave.Las Vegas, NV 89179702-445-0675Don.niabishop@yahoo.comApril 2020- CurrentColeman Research FirmNew York, New YorkHospitality Advisor/ExpertGiving professional consultation to Fortune 500 companies, Hedge fund and Capitol investment companies on trends, strategies and financial future estimations involving Restaurants, Bars, Concert Venues, Hotels and overall Hospitality related businesses.September 2019- April 2020 (Laid off due to Corona virus pandemic)Sysco Food ServicesLas Vegas, NevadaMarket Associate/ Retaurant ConsultantCreate new sales accounts/revenue for Sysco through prospecting new clients and penetrating current clients.Facility MarketingSignage & Logo CreationMenu DevelopmentInterior & Exterior DesignFacilitate city, county and state licensingBar & Beverage innovation and implementationBrand DevelopingNutritional Menu AnalysisStrategic Financial partnering to insure financial growth.Provide direction on keeping expenses and costs in line to attain suitable profitability.February 2018- CurrentRepair your ReviewHouston, TX/Las Vegas, NevadaCEO/Owner Restaurant ConsultingTrademark and Patent ProcessingFacility MaketingSignage & Logo CreationMenu DevelopmentInterior & Exterior DesignFacilitate city, county and state licensingBar & Beverage innovation and implementationBrand DevelopingNutritional Menu AnalysisStrategic Financial partnering to insure financial growth.Provide direction on keeping expenses and costs in line to attain suitable profitability.February 2017- February 2018 (laid off due to budget restraints)House of BluesHouston, TXGeneral ManagerMutil-faceted venue-2 full dining restaurants, 2 concerts halls and a retailshopStaff consists of 341 people to include 8 directors, 35 managers, 6 supervisorsAnnual revenue of 26 millionWill exceed budgeted 2017 revenue by 8 percentResponsible for overall schedule review, maintaining service appearance and standards.Responsible for maintaining all assigned budgeted fiscal goals and costs to include labor cost, food cost and EBITDA.Conduct monthly one on ones and quarterly staff meetings to insure communication expectations with direct reports and staff.May 2014- April 2016 Dave and Busters Entertainment FacilityCharlotte, NCGeneral ManagerIncreased Revenue from 9.8 million to 11 million in overall annual revenue.Currently managing a staff of 137 people to include gametechs, servers, kitchen staff and front desk personnel.Raised service level scores from last in the company to a respectable 42nd out of 77 stores.Salesmanship Scorecard (overall sales categories amongst service staff) rose to 36th from 69th over the last fiscal year.Responsible for overall schedule review, maintaining service appearance and standards.Responsible for maintaining all assigned budgeted fiscal goals and costs to include labor cost, food cost and EBITDA.Conduct monthly one on ones and quarterly staff meetings to insure communication expectations with direct reports and staff.January 2012- April 2014 Ruth’s Chris Steakhouse (transferred within Caesars Corp.)Las Vegas, NVOpening General ManagerResponsible for the entire operation of the restaurant to include scheduling, training, and ordering.Managing a staff of 115 to include service staff, bar staff and culinary team.Annual Revenue of 12 million plus.#1 rank in service scores and profit for all Caesars Entertainment steakhouses.#1 franchise in profit for the Ruth’s Chris Corporation.Responsible for overall schedule review, maintaining service appearance and standards.Responsible for maintaining all assigned budgeted fiscal goals and costs to include labor cost, food cost and EBITDA.Conduct monthly one on ones and quarterly staff meetings to insure communication expectations with direct reports and staff.November 2010- January 2012 – Sugar Factory American Brasserie Restaurant/Paris(Caesars Entertainment)Las Vegas, NVOperations Director Responsible for the Overall operation of the American Brasserie Restaurant, Chocolate lounge and Chateau Beer Garden-(24-26 million annual revenueEnsure guest satisfaction and operation profitability goals are met daily.Ensure celebrity guest events are delivered to service guidelines and standards.Responsible for overall schedule review, maintaining service appearance and standards.Responsible for maintaining all assigned budgeted fiscal goals and costs to include labor cost, food cost and EBITDA.Conduct monthly one on ones and quarterly staff meetings to insure communication expectations with direct reports and staff.February 2008- November 2010 Rio Hotel & Renata’s CasinoLas Vegas, NVRestaurant Manager & Food & Beverage ManagerImplemented food and labor cost measures that exceeded budgeted goalsDrove and motivated staff to a service level of top 5 in the company.Responsible for scheduling of staff of 150 December 2002- January 2008 Hilton Houston Southwest-(transferred within same company)Assistant General ManagerResponsible for all operational departments to include housekeeping, engineering, front desk, and all Food & Beverage outlets.Drove food and Beverage division to an increase in overall service (salt) scores by 15% year over YOYDrove a 7% increase in room revenue through strategic local sales marketing program (local room/entertainment packages that I initiated.Responsible for overall schedule review, maintaining service appearance and standards.Responsible for maintaining all assigned budgeted fiscal goals and costs to include labor cost, food cost and EBITDA.Conduct monthly one on ones and quarterly staff meetings to insure communication expectations with direct reports and staff.July 2002- November 2004 Hilton Southfield-(transferred within same company)Southfield, MichiganFood and Beverage DirectorDrove service scores 44% into the positive.Created a dessert menu that increased food and beverage revenue by 3 percent.Created and implemented new seasonal local centric menu that increased walk in traffic for the restaurant by 8 percent.Responsible for overall schedule review, maintaining service appearance and standards.Responsible for maintaining all assigned budgeted fiscal goals and costs to include labor cost, food cost and EBITDA.Conduct monthly one on ones and quarterly staff meetings to insure communication expectations with direct reports and staff.January 2000- October 2001 Radisson Lansing -(transferred within same company) Lansing, MichiganBanquet DirectorDrove service scores 21% into the positive leading to 9% bump in overall catering revenue.Won Radisson Service Manager of the year .Created off site catering standards & service programs for the catering/sales department.Responsible for overall schedule review, maintaining service appearance and standards.Responsible for maintaining all assigned budgeted fiscal goals and costs to include labor cost, food cost and EBITDA.Conduct monthly one on ones and quarterly staff meetings to insure communication expectations with direct reports and staff.September 1998- January 2000 Hyatt Regency LouisvilleLouisville, KentuckyAssistant Banquet ManagerManaged all convention service operations from an attendance level of 10- 10000.Managed all offsite events to include all Kentucky Derby and Breeders cup events.Managed all nighttime events on and off premise.Responsible for overall schedule review, maintaining service appearance and standards.Responsible for maintaining all assigned budgeted fiscal goals and costs to include labor cost, food cost and EBITDA.Conduct monthly one on ones and quarterly staff meetings to insure communication expectations with direct reports and staff.
