Family Service Advisor - Archdiocese of Milwaukee - Milwaukee, WI
(2024-08 - 2026-04)
Managed complex customer journeys requiring accurate documentation, service coordination, follow-up, and cross-functional handoffs across customers, finance, operations, vendors, contractors, clergy, and service partners.
- Designed performance dashboards and sales trackers for monthly goals, activity requirements, pre-need/at-need performance, historical results, commissions, and year-to-date progress; reverse-engineered targets into controllable daily outreach goals.
- Standardized CRM callback workflows and built structured follow-up logs, task prompts, and pre-need/at-need work queues to improve consistency across a high-volume pipeline.
- Created reusable, dropdown-driven communication templates and automated letter/envelope preparation, increasing personal outreach capacity to approximately 60 letters per day versus an expected 20; documented the process in an SOP for team reuse.
- Designed bilingual family communications for seasonal cemetery cleanup, closing an operational handoff gap between families and grounds teams.
- Provided consultative monument design and sales support, guiding granite selection, layout, inscription strategy, future-use planning, and cost tradeoffs while coordinating families, funeral homes, clergy, grounds, finance, contractors, and monument providers.
Director of Operations - BRX Restaurant Group - Milwaukee, WI
(2007-05 - 2024-08)
Led food-service operations across four restaurants and a banquet facility with approximately 270 employees and 24 department managers while building scalable standards, training, reporting, onboarding, and accountability systems.
- Shifted leadership from reactive quarterly review to a data-driven operating cadence by creating KPI, sales-forecasting, and cost-analysis systems organized into 13 four-week periods with weekly leadership reviews and visibility down to day and shift performance.
- Redesigned high-volume production and service flow across kitchen stations, runners, expediters, paging, bar traffic, service-bar operations, and ticket routing; reduced average ticket time from approximately 16 to 11 minutes and customer waits from as long as ~2 hours to ~20 minutes.
- Built operating playbooks for two restaurant concepts covering recipes, ingredient standards, approved vendors, prep and cooking methods, quality controls, service expectations, leadership routines, training, and accountability.
- Established financial and operational controls for cash reconciliation, deposits, petty cash, tip distribution, purchasing, inventory, and management reporting; centralized procurement through shared purchasing guides, authorized vendors, price monitoring, and a dedicated purchasing role.
- Built employee and manager onboarding, departmental training, job expectations, coaching, development, benefits, performance management, and succession systems for a workforce of approximately 270 employees.
- Led a new restaurant opening from planning through stabilization across hiring, onboarding, procurement, equipment, vendors, inventory, technology, training, marketing, inspections, culinary readiness, and guest experience.
- Built scalable food-production planning tools that translated guest counts and menu selections into ingredient quantities, recipes, prep requirements, production plans, serviceware, staffing, and execution needs.
- Stabilized an unexpected POS transition after being brought into the implementation immediately before launch; rapidly learned the platform, coordinated vendor support, maintained team morale and operating continuity, and applied lessons learned to simplify the next location rollout.
- Stepped into kitchen leadership after the sudden departure of a long-tenured chef while continuing broader operations responsibilities; rapidly learned production operations and created chef training infrastructure to reduce dependency on individual knowledge.
- Partnered directly with ownership and senior leaders, influencing decisions without final authority by translating performance data, operational risk, capacity constraints, and downstream complexity into actionable recommendations; ultimately documented the Director of Operations role and training materials to support succession.
Assistant Manager – Prepared Foods & Bakery - Whole Foods Market - Wauwatosa, WI
(2019-03 - 2021-04)
Originally selected for a traveling Prepared Foods training role; transitioned into Milwaukee-based leadership when COVID halted travel and led high-volume food operations through enterprise change and pandemic disruption.
- Led high-volume production operations spanning staffing, scheduling, inventory, production planning, quality standards, customer experience, and daily execution.
- Translated enterprise-level changes following Amazon's acquisition into practical frontline systems, documentation, training, and daily routines while maintaining food quality, safety, and customer experience.
- Led through rapidly changing COVID-19 health, sanitation, staffing, supply, and production requirements while maintaining essential food-service continuity and training teams through repeated changes.
General Manager - Roaring Fork Restaurant Group - Wauwatosa, WI
(2008-10 - 2010-04)
Advanced from frontline service to General Manager in under one year in fast casual, built one of the stronger-performing restaurants in an approximately 50-store group, and supported openings and manager development.
- Owned staffing, training, inventory, production, food safety, service execution, financial performance, and customer experience in a high-volume fast-casual restaurant.
Project, Sales & Office Manager - A. Bishop Construction - Milwaukee, WI
(2004-02 - 2007-05)
Managed 15–30 concurrent projects from customer requirements through execution and completion, building the project-tracking and stakeholder-coordination discipline later applied to food-service programs.
- Managed 15-30 concurrent residential construction projects from estimating through completion, coordinating customers, field crews, subcontractors, materials, equipment, permits, inspections, schedules, contracts, invoices, and payments.
- Created efficiency reporting that combined job-site hours, invoices, mileage, crew performance, and cost data to support resource allocation and operational decisions.
- Served as the central liaison among customers, field teams, vendors, and subcontractors, proactively resolving dependencies and execution issues to keep projects on schedule and within scope.
- Served as the primary liaison between customers, field crews, vendors, and subcontractors, proactively resolving issues to keep projects on schedule and within scope.
