PATRICK f. gREYARD dIRECTOR OF OPERATIONSCONTACT 214-649-7137 pgreyard@gmail.comPROFILEMulti-award-winning executive directly responsible for the successful opening of 40+ new restaurants, management of budgets exceeding $10M, restoration of profitability and the development of 300+ existing restaurants across the globe. Analytical, solutions-driven, guest-oriented leader, open to new ideas and embracing the need for change. Provide support to multi-unit operations, specializing in the establishment of entire franchise business and restaurant operations, the development of business strategies, the training of a highly effective workforce and the institution of quality programs and incentives. An influential, natural-born leader, well-versed in the latest tools and trends in restaurant environments. Take charge in all elements of operations management including operational excellence, gap analysis, human resources and training initiatives.SKILLSfood health & safety continous Improvement processmulti-unit operations & developmentp&l budget & resource managementbrand standards & systemsstrategic analysis & planninginventory management & controlsales trends & forecastingchange & turnaround managementEXPERIENCEDickey’s BBQ Director of Finance & Operations Dallas, TX2020-2020Analyze business opportunities and areas of improvement at the store levelDrive profitability at the store, district and company levelsWork with Franchise Owners to meet or exceed store level sales and profit expectations while maintaining standards in all areasWork with members of the Operations and Home Office support teams to determine action plans intending to drive store-level profitabilityImplement and follow up upon action plans developed to drive profitability and/or store sales driving initiativesAssist Franchise Owners with driving sales that will increase profitabilityEvaluate store level activities to ensure systems/tools in place to ensure maximum profitabilityIdentify gaps in operational excellence and create corrective action plans to close the gaps; follow up until operational excellence is achievedDiscuss and follow up on action plans regarding financial stabilityFogo De Chao Director of Operations Excellence Dallas, TX2017-2020Instrumental in the leadership and direction of executive-level operations for a major restaurant chain, took charge of both daily and weekly management of corporate business development initiatives, as well as the implementation of strategies with goals aimed at improving the Fogo De Cha?o brand. Managed a team of 50, including eight area managers and 42 general managers, leading all efforts in the creation and implementation of initiatives targeting operational skill gaps and the comprehensive management of global corporate operations. Acted as a trusted advisor and consultant in the pre-opening/opening of new restaurants, the remodeling and modernization of existing restaurants and the turnaround of failing operations, worldwide. Oversaw daily operations across multidisciplinary business units, engaging in all aspects, including sales, marketing and the optimization of an effective business structure. Further engaged in all aspects of accounting, event planning, Human Resources, IT, training and administrative services for all domestic and international franchise operations. Continually expanded upon the management team’s proficiency and ability to drive brand culture in efforts to fulfill the promise of “extraordinary guest experiences.” As a key member of the executive leadership team, took a more hands-on approach in the strategic planning and execution of management development and talent management strategies. Engaged in ongoing hiring cycles, workforce optimization and the development of training staff, providing expert analysis and insight in the process of staffing and resource management, development of the customer experience, oversight of management, training and all hourly personnel, new restaurant openings (NRO) and training initiatives, around the globe. Handled all aspects of training team selection, lodging, flight and compensation logistics for onsite, domestic and international New Restaurant Openings and remodel projects.Darden Inc. Operations Training Manager, Human Resources2010-2016Critical to supervisory operations, served as the key provider and facilitator in Train-the-Trainer programming, managing partner and leadership courses. Created and developed curriculum in support of training and staffing operations, on behalf of Darden’s Olive Garden Brand in the Southeast region of the United States, taking charge of a170-store, while overseeing human-resource-related operations for 15K+ employees and 200 stakeholders across the Southeast. Critical to the performance of each store within the region, provided expert-level management to store operations, worked with restaurant leaders, developing the skills they needed to efficiently manage restaurant operations. Provided consultative sales strategy to all areas of diverse, cultural, transformational and change management procedures. The go-to in operational excellence training for the 170-restaurant division, conducted three-day training programs, on behalf of individuals providing restaurant managers with insight on corporate policies, procedures that would help them to succeed. Coached restaurant teams on how they could be more efficient in the workplace, introducing them to strategies that would enrich the customer experience, while increasing the speed, performance and productivity of their teams, therein. Continually improved curriculum, reference and support materials, transforming programs, while focusing on the overall impact to the guest dining experience. Redefined long-term business goals and strategies, tracking key performance targets and driving increased corporate value. Managing Partner & Director of Operations Longhorn Steakhouse 2003-2010Managing Partner Carrabba’s Italian Grill 1998-2003Launched and managed the very first Longhorn Steakhouse store in Texas, requiring the comprehensive development of a new market prototype, built through assessment and analysis of local community. Rated 1 out of 150+ managing partners company-wide, earning the title of Managing Partner of the Year in 2000 and 2002 for Carrabba’s Italian Grill Brand. Further ranked at #1, amongst 300+ locations, for the overall execution of metrics two years in a row, earning the trust of mystery shoppers, conducting stringent testing on site. Managed an annual revenue of $5M+ as managing partner, well above forecasted levels of expectation, before going on to open six additional restaurants after the first year, again exceeding restaurant projections. Earning a number of additional rewards, acknowledged as an expert in people development, went on to demonstrate excellence in creating capable and influential management teams, while increasing the sales and profits of five different restaurants over time. Turned around failing and under-performing operations. Oversaw $40M in annual revenue, leading eight different locations and their workforce to operational greatness. Conducted monthly Hazard Analysis and Critical Control Point (HACCP) food and safety inspections, auditing inventory for health and safety-related concerns, checking expiration dates, observing food preparation and ensuring the quality of food servedkey contributionsLeadership & OperationsEstablished quality standards and establish a certain echelon of criteria in which must be met by each Center of Excellence (COE), including meeting and/or exceeding corporate goals for people retention, restaurant sales, profits, health and safety inspections and customer service, committed to training future leaders towards oncoming growth.Drove vision throughout the organizational infrastructure, created plans for increased retention and acquisition, communicating tasks, milestone dates, status and resource allocation.Introduced new ways to schedule the workforce, based on need, budgets and area of specialization; minimized waste due to downtime, while maintaining adequate manpower and forecasting seasonal demandTraining & DevelopmentReduced the cost of opening each new restaurant by $350K, creating the new trainer program and more accurately project NRO costs, associated with onboarding, labor and training processes; resulting in an overall savings of $1.25M in both 2018 and 2019 and what was projected to be $3M for 2020, pre-COVID19.Regularly evaluated trainee performance, increasing the effectiveness of the course content and retention; measured both classroom aptitudes and field performance through a variety of formats, classroom participation and execution of field activities.Educated franchisees concerning the complexities of franchise operations, introducing the importance of upholding standard operating procedures (SOPs), as related to each brand, statement of quality and strategic business model; pushed for more focus to be spent on specific customer feedback metrics, greatly impressing a simple yet significant impact on operations improvementsAwards & HonorsLed the #1 Training Restaurant, Corporate-wide – Longhorn Steakhouse, 2010People Developer of the Year for “Excellence in Creating Capable and Influential Management Teams” – Longhorn Steakhouse, 2010Sales Award – Longhorn Steakhouse, 2010Ranked #1 for “Overall Execution Metrics” – Longhorn Steakhouse, 2008, 2009Rated #1 for Food Waste Reduction – Longhorn Steakhouse, 2007, 2008Managing Partner of the Year – Carrabba’s Italian Grill, 2000, 2002
