Tag: New Century Dynamics Executive Search

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A Useful Conversation

ITB Partners Members Meeting

Last week I moderated two separate networking group meetings.  That is not particularly interesting or noteworthy, except that they shared the same topic and presenter.  The subject was “Freelancing and the Fractional Executive as a Career Option.”  One group was primarily job seekers, whereas the other was composed of independent consultants and small business owners.  I found it interesting that a major topic of conversation in both meetings was how to become a more effective networker.  It is a fundamental issue worth further exploration.   Relationships develop by expanding your network.  It is how people find jobs and new customers. The ability to initiate and maintain a conversation is an essential skill in this regard. Even so, many demonstrate insecurity about their ability to have a meaningful discussion. If one cannot master this skill, your networking efforts will be frustrating. Share on X

If you spend your time watching national news broadcasts by the major networks or on cable news channels, you could easily conclude that the art of conversation is dead. Regrettably, much of what we see are professional propagandists talking over one another. It’s not much in the way of conversation.  Those programs are challenging, even painful to watch, unless you are into train wrecks.  They should never be confused with a thoughtful conversation or an exchange of ideas. Instead, we should seek out healthy conversations.  It’s how we humans learn, transact business, and build relationships.  It is fundamental to our survival and our ability to thrive.  Even so, it is mysterious and intimidating for many.  It seems like a lost art from our distant past.  I have good news, however.  Effective conversation is a relatively simple skill that anyone can master.

I spend most of my day in conversation, at work, and off, as you might imagine. Much of that time is helping professionals improve their networking skills. It is the one area that generates the most interest. Job seekers and business people trying to expand the reach of their brand know that they need help in this area.  My contribution is devoted to asking questions and listening carefully.

So what makes for a compelling conversation, especially with people you don’t know and have recently met?  An effective conversation is an exchange of information where both parties benefit.  On a deeper level, it is a dialogue that develops and strengthens a relationship.  The best way to establish a relationship is to show interest in the other person in the conversation.  Ask relevant questions and listen carefully to their response.  By showing interest in another, you begin to build a bond that can lead to a relationship.  Wait patiently for an invitation to discuss your interests. Waiting to talk is difficult for many people as they are anxious to present their background.  Networking Pros understand that they must help others first.  All good conversations develop by a respectful exchange.  Create goodwill with the other by asking thoughtful questions.  Practice active listening techniques.  Understand their motivation for the meeting so you can establish common ground and offer your help.

Key Factors for Effective Conversations

    • Demonstrate a genuine interest in the other person
    • Be respectful, don’t interrupt or overtalk
    • Use your active listening skills, verbal and non-verbal, to understand nuances.
    • Make the other comfortable; mirror, maintain eye contact,
    • Ask an open-ended question to understand and keep the conversation going
    • Ensure that the time, place, and situation is optimal
    • Use non-verbal communication to convey interest and understanding

I am sure that these points are familiar to you.  You have heard this before.  So why is it that you are still apprehensive about your ability to hold a conversation?  I suspect it is because you have avoided practicing these items.

If you want to become more effective as a networker, work on your conversation skills.  A good conversationalist is considered exciting and sincere.  You will experience greater success in building relationships that further your career and social life. Fortunately, like most things in life, the skills required to initiate and maintain an interesting conversation are easy to master.

For further reading in this connection, check out these articles.

https://www.fastcompany.com/3027801/5-ways-to-have-great-conversations

https://www.wikihow.com/Have-a-Great-Conversation

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

 

 

 

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Build for Success

This week I had an interesting conversation with a senior executive recently released from a major brand. Let’s call him John. He has the benefit of an Outplacement Program, which will be helpful as he has not had to look for a new job in a very long time.  He reconnected with me to discuss his situation and to seek my help. John was interested in my opinion of his goals relative to the current market for his skill set.

John gave me the background on his separation, saying that it related primarily to the COVID-19 pandemic.   His former company is restructuring to better adapt to the competitive situation, eliminating his position.  He went on to say that their culture has deteriorated. He said it had reached a point where he no longer felt comfortable working there.  He was upbeat about his prospects, however.

John’s recap surprised me as his company has executed a successful re-positioning program. It has been rocking the market.  I was disappointed to hear about their current situation. I had thought their culture was far stronger given their recent success.

When I ask job seekers to describe the ideal situation they seek, I usually hear the same response. People are looking for a growing brand with products they respect. They want to join a company that is a good corporate citizen with a healthy culture that rewards excellence.  You know, utopia.  More precisely, a major brand like the one they just left, only better.  John was not an exception.  He is looking for the same thing. However, he will soon learn that his opportunity is with emerging brands, not established companies.

The demand for people like John is with companies that can only aspire to his ideal at some future date. Even before the effects of the pandemic, employers were more focused on maintaining their competitive position and profitability than building a culture for long-term success. These companies are struggling to remain relevant.

I do not mean to say that no one is trying to create a great work environment. I have several clients, albeit mostly startups and emerging brands, that are making an effort to build distinctive cultures.  They are following established models that support standard management practices.  I applaud their wisdom and enjoy helping them staff their team.

Other clients have become spectacular failures, in part because they did not make it a priority to create a culture supportive of their ambitions. In some cases, the culture was rotten at the very top of the organization. In one situation, the Executive Team was so out of sync regarding strategy and execution that they inadvertently created a chaotic environment. The result was Chapter 11 reorganization and, ultimately, liquidation of the business.  I could write a book about that situation, but the short story is an excellent concept destroyed by incompetent leadership.

Maintaining a culture to support success through each stage of a company’s life cycle is not easy. Share on XOften, the people who helped you through startup, for example, are not viable as you move into rapid growth employing professional managers. Some people will be able to adapt to the challenge, but others won’t. How do you tell an employee that helped the brand achieve the initial success that they cannot go to the promised land? All you can do is make their separation as positive as possible, recognizing them for their contribution to the company.

Having completed a bit of research,  I found a rich bibliography for your consideration. Much of what I found describes how to build a culture of excellence.  I have provided links at the end of this article if you are interested in further reading.

Healthy cultures do not just happen.  It requires a concerted effort.  I have seen the powerful effect of a rigorous focus in this regard. Companies that build their cultures enjoy the benefits of sustained success, including a definite recruiting advantage.  If you believe you have a competitive product and an effective strategy, ensure success by focusing on your culture.  This effort will probably require the help of outside resources.  There are many firms to consider that will enrich your process with credibility and expertise.  Their experience will help you proceed at a quicker pace while avoiding common mistakes.  If you want to build a culture of excellence, I suggest you get started immediately and reach out to professionals for help and guidance.

https://www.hrexchangenetwork.com/hr-talent-management/articles/7-tips-for-creating-a-culture-of-excellence

https://medium.com/@andrewsenduk/how-to-build-a-culture-of-excellence-c9689b852d30

https://www.firedupculture.com/culture-of-excellence/

https://www.fingerprintforsuccess.com/blog/culture-of-excellence

https://www.bizjournals.com/bizjournals/how-to/growth-strategies/2014/04/3-key-steps-for-building-a-culture-of-excellence.html

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

 

 

 

 

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New Search – Director of Information Technology – Midwest-based QSR

 

Are you a restaurant GM who is savvy about restaurant management information systems and technology? Would you like to transition into an IT Leadership role? If so, my client wants to talk with you! Share on X

Job Description Summary

The Director of Information Technology will manage and direct the company’s information technology (IT) operations, ensuring the department provides efficient and effective technical support services. S/he will strive to always provide exceptional service to both internal and external guests and will be responsible for exemplifying the culture and commitment to guest satisfaction.

Essential Job Functions

    • Oversight of technological systems, planning, implementation, storage, back-up, and maintenance of IT systems and processes
    • Develops excellence at our corporate and franchise POS software and operations, is responsible for new installations, and makes sure that all help desk tickets are answered efficiently and communicated to the user.
    • Ensure technology system controls are in place to comply with corporate policy and PCI standards
    • Identify security vulnerabilities and recommend strategic solutions
    • Develops and implements business continuity protocols to minimize disruption to business operations in the event of emergency situations or data loss
    • Provide administrative access to POS files, tracking, reporting, and works with other departments
    • Establishes efficiency and efficacy standards, providing recommendations for improvement of IT infrastructure
    • Maintains Support Center hardware, software, and infrastructure
    • Repair and replace hardware in stores or at the Support Center
    • Analyzes IT infrastructure and systems performance to assess operating costs, productivity levels, upgrade requirements, and other metrics and needs
    • Develop, manage, and track the IT department’s annual budget
    • Oversees security of systems, networks, and enterprise information
    • Facilitates IT security audits or investigations
    • Develops and maintains relationships with external IT vendors and service providers
    • Position may require after-hours coverage to include late nights and weekends
    • Position requires oversight of the entire Information Technology team
    • Provide direction, guidance, training to IT staff including hiring and handling employee concerns
    • Performs other related duties as assigned

Experience and Education:

    • Bachelor’s degree in Computer Science or equivalent experience required
    • At least 5 years of experience as a Restaurant General Manager.
    • Prior experience working in a Restaurant Corporate office setting is preferred but not required.

Job Requirements:

    • Must be a United States citizen or possess a valid work permit
    • Must have a valid driver’s license and meet company driving standards
    • Must be at least 28 years of age
    • Must have excellent leadership and coaching skills
    • Must be a positive example for franchisees and team members
    • Ability to work well under pressure
    • Ability to accurately follow instructions, both verbally and written
    • Must be highly detailed orientated
    • Must have a strong working knowledge of office computers, hardware, and the internet.
    • Working knowledge of SpeedLine Point-of-Sale equipment and software
    • Working knowledge of SpeedDine Online Ordering System is a plus.
    • Working knowledge of PUNCHH Loyalty and Guest Engagement Platform is a plus.
    • Ability to work in a fast-paced environment
    • Ability to travel overnight for a week at a time for new restaurant openings
    • Possesses excellent listening skills
    • Possesses excellent communication skills
    • Must be professional in appearance and demeanor
    • Always ensure a teamwork environment
    • Ability to work a flexible schedule that may include evenings, weekends, and holidays
    • Ability to deal effectively, interact well with our franchisees, guests, and team members
    • Ability to resolve problems/conflicts in a diplomatic and tactful manner
    • Passion for creating a “Best in Class” experience for our franchisees, guests, and team members

Working Conditions:

    • Reports to the CFO and works with all departments regularly
    • Has supervisory responsibility for direct reports
    • Must be able to stand and walk throughout the shift
    • Must be able to lift, and/or, carry up to 25 lbs. at shoulder height and push/pull up to 75 lbs.
    • Must be able to perform simple grasping, fine manipulation; repetitive hand and arm movements frequently; squeezing and overhead reaching occasionally

Benefits and Perks:

    • F&B Discounts
    • 401K
    • Paid Time Off from Day 1
    • Medical Benefits
    • Sick Pay from Day 1
    • Vacation available from Day 1
    • Bonus paid annually
    • Base salary $60,000 per annum

 

This document is presented to you in confidence.  All communication, whether written, oral or electronic should be addressed to: 

Jim Weber, President
New Century Dynamics Executive Search

 James E. Weber, President 
New Century Dynamics Executive Search
9370 Stoney Ridge Ln.  
Alpharetta, GA  30022 

 

 

 

 

 

 

Tel. 770-649-7051; Cell 770-354-2817;

e-mail; jimweber@newcenturydynamics.com 

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How to Staff an Emerging Company

I work with many startups and emerging brands. They have become the core of my business. It gives me great satisfaction in helping them with their recruiting needs. When my colleagues and I created ITB Partners, our strategy was to focus on this sector. Companies in this phase of their life cycle face decisions that carry significant risk. One or two bad choices can sink an otherwise viable company, even if they have proof of concept. We believed we could help emerging companies achieve success by avoiding business-killing mistakes. Recruiting new employees is one of those high-risk activities.

A growing company will eventually need to increase its staffing level. They must approach this high potential risk with caution. For many of my clients, i.e., emerging brands, the first consideration is to find an outsourced solution. Many job functions can be outsourced, including accounting and human resources. A recent client had even outsourced most of their marketing function. However, a viable outsourcing strategy requires a strategic-level employee on staff to manage the outsourced function.

A good example is to hire a Controller or CFO to manage the outsourced accounting function and interface with the financial community and investors. Mission-critical job functions probably cannot and should not be outsourced. Early on, outsourcing non-mission-critical job functions may be a better use of a company’s resources. It is also a valuable way to reduce the risk associated with an expanding workforce.

Some Pitfalls.

    • Adding too much staff too soon.
    • Failure to use outsourced solutions
    • Lack of prioritization of positions to fill
    • Lack of processes for recruiting and selection
    • Lack of training for interviewing and selection
    • Lack of a coherent reason why someone should join your company

Recruiting for startups is different from hiring for a going concern. As I say, the risk is more significant. The costs for hiring a non-competent employee or someone whose behavioral issues negatively impact the culture may significantly affect a small company. Established companies have less difficulty attracting good employees.  They have people, processes, and systems to ensure an effective recruiting and selection process and lower risk profile.   They have an established culture and look to fill positions with people who reflect their mission.

Small, emerging companies have fewer resources, are less political, and have a bias for action. Speed rules! Entrepreneurs often have unconventional management styles. They can be chaotic. Employees working in these environments must demonstrate a high degree of flexibility and adaptability. Job roles have a wider scope, requiring employees to have a broader experience. It requires employees with greater self-confidence who are comfortable in an ambiguous, less-structured work environment. Many entrepreneurs lack training in recruiting, selection, onboarding, and retention. Job descriptions are challenging to create as ideal candidate profiles, and behavioral components may be more important than skills and experience. Finally, an emerging company may have more difficulty selling employment opportunities as their brands are unknown.

What to Do?

    • Begin with a plan!
    • Set staffing priorities w/timeline for hires
    • Can function/position be outsourced?
    • Establish processes for recruiting, selection, and onboarding.
    • Determine training needs of key managers and decision-makers.
    • Determine selection criteria (skills, experience, cultural fit)
    • Determine employer’s Unique Selling Proposition – Why should I join this company?

Let’s assume that you have a process in place to determine if a function should be covered by a contractor, an outside resource provider, or to hire W-2 employees. You have determined that you need a significant addition to staff in one or more mission-critical areas. Your solution is to hire employees to meet this need. How should you proceed?

As with any initiative in business or life generally, a successful outcome usually begins with a plan. Actionable data is required to develop an effective plan. So, what is the information you need? First, understand the work to be done and the importance of that work to the current year P&L. In other words, a cost-benefit analysis for each position you need to fill. This information provides the priority for filling each position.

The second consideration is the capabilities of the people involved in this project. One of the most significant issues I encounter is the lack of training and development among the people managing the recruiting and selection process. Share on X Often, they do not have the skills and experience to create and execute an approach that works. It is a common problem among emerging companies. To compensate, I must devote my time to help the client build those skills. If recruiting and selection skills are in doubt, consider training and development and the use of outsourced resources.

To summarize, you have determined that increasing your company’s employment base is necessary for growth. But adding employees carries risk. You understand that minimizing this risk is critical to your company’s survival. Fortunately, you can mitigate this risk by improving the skills of those responsible for recruiting and selection. The solution is to find a consultant or a program that will give your managers the training and development they need. The cost of failure in this regard cannot be understated.

Other Articles to Consider

https://thenextweb.com/news/hiring-mistake-marketers-early-stage-startup

https://www.bostonglobe.com/2021/07/31/business/nothing-actually-changes-boston-tech-workers-color-blast-sectors-attempts-be-antiracist/

https://www.entrepreneur.com/article/372420

https://www.entrepreneur.com/article/370136

https://www.benefitspro.com/2021/02/09/recruitment-needs-to-evolve-for-startups-heres-why/?slreturn=20210706113217

http://hrnews.co.uk/4-ways-to-simplify-recruitment-in-startups-in-2021/

https://sifted.eu/articles/hire-people-person/

Thank you for visiting our Blog!

Jim Weber – Managing Partner,  ITB Partners

Jim Weber – Managing Partner, ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

 

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Announcing a New Operations Manager Search Assignment

New Century Dynamics Executive Search is pleased to announce that we have been engaged to find an Operations Manager for a Pizza Take-Out/Delivery Company in Central Ohio.

Operations Manager | Job Expectations

 Reports to: Chief Operating Officer

Direct Reports:

    • Multi-Unit Manager
      • General Managers

Schedule expectations:

    • Variable shifts and days
    • Evenings and weekends as needed
    • 45-50-hour workweek

General Job Expectations:

    • Autonomy to meet the goals of the role position and company, bring value, and process improvements.
    • Create an economic system to meet labor profitability goals offsetting company overhead.
    • Execute the company’s core focus – Proud to always serve unmatched quality in both pizza and experience – in all areas of responsibility.
    • Review financial statements, sales or activity reports, or other performance data to measure productivity or goal achievement or to identify areas needing cost reduction or program/process improvement.
    • Coordinate activities between all departments for smooth and efficient implementation of food and beverage initiatives, service initiatives, operational updates, and training programs.
    • Direct and coordinate operations, service, menu, restaurant environment, cleanliness standards, management development service style/system, food safety, and internal marketing initiatives at the restaurant locations.
    • Minimize security threats, shrinkage, and profit loss through regular audits, develop loss prevention procedures and hold teams accountable to security guidelines.
    • Assist with planning and implementation of annual events and company meetings as required.

 Core Areas of Responsibility:

Customer Retention

    • Motivate all managers and team members to become knowledgeable, organized, and task-oriented so they may use their energy, passion, and drive to focus on the customer.
    • Monitor guest feedback and take action on trends.

Supervision

    • Lead manage and hold accountable direct reports using the EOS model.
    • Coach, train, and develop direct reports.

Quality Control

    • Ensure all product and customer service standards are met.

Process Management

    • Approve Operational Manual edits (all processes used in food production, sanitation, and customer service) and update the Operations Manual.

Catering

    • Prepare menus, budgets, and goals.

Vendor Relations

    • Facilitate open discussions and communication with managers, team members, and other business or vendor partners to improve organizational efficiencies and practices.
    • Implement or oversee environmental management or sustainability programs addressing issues such as recycling, conservation, or waste management.

For more information, contact Jim Weber.

 

Jim Weber – President
New Century Dynamics Executive Search

Jim Weber, President
NEW CENTURY DYNAMICS EXECUTIVE SEARCH
JimWeber@newcenturydynamics.com

 

 

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New Century Dynamics Executive Search Completes CMO/Head of Marketing Search

New Century Dynamics Executive Search places a CMO/Head of Marketing for a rapidly growing, northeastern-based,  direct-to-consumer, subscription meal delivery company.

Jim Weber, President of New Century Dynamics Executive Search, and Managing Partner of ITB Partners reports that he has found a CMO/Head of Marketing for his client.

Working with the senior leadership team, this Executive will drive the development and plan the execution of a comprehensive growth strategy to achieve the company’s objectives,  charting their path to the future. The Head of Marketing will evaluate and enhance the organization’s branding, digital & traditional marketing, partnerships, event planning, public relations, community outreach programs, and customer experience group.

About New Century Dynamics Executive Search

New Century Dynamics Executive Search is focused on providing Executive Search and Management Consulting to the Service Industry.

Jim Weber – Managing Partner, ITB Partners

We specialize in Food Service Distribution, Restaurant and Hospitality, and Franchising.

We are specialists in executing the Confidential Search,  placing C-Level Finance, Marketing, Operations, and Business Development, professionals.
Many of our clients are Private Equity Groups and their Portfolio Companies.
https://newcenturydynamics.com
JimWeber@newcenturydynamics.com
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Executive Chef – NE Ohio-Based Italian Restaurant Concept

POSITION: Executive Chef
REPORTS TO: General Manager (GM)
HOURS: OT exempt; Required weekly work for this position typically takes 55-60 hrs to complete
OUR VISION: “To be recognized in our market as the established casual fine dining experience of choice”
OUR MISSION: “We deliver big city dining with small-town charm and inspire lasting memories.”
OUR PURPOSE: “We enrich our community by creating connection, happiness & opportunity.”
OUR CORE VALUES: Hospitality, Leadership, Integrity, Respect & Communication.
 

POSITION

OVERVIEW:

With respect to the Company’s goals, vision, mission, purpose, and core values, the Culinary Manager is accountable for the overall smooth and profitable operation of the kitchen with a focus on quality control, fast ticket times, positive management, and solid teamwork.  The Executive Chef trains managers and hourly team members on proper BOH operation procedures, regulatory agency guidelines and provides ongoing training for updates and maintenance of training standards.

 ESSENTIAL FUNCTIONS:

 PRINCIPAL DUTIES

      1. Provides Leadership, Management, and Accountability for the back of the house (BOH).
      2. Maintains a positive work culture that will facilitate the overall success of the restaurant. Demonstrates the core values by “living” them.
      3. Routinely works all kitchen stations as needed to meet budget and quality goals.
      4. Accountable for focusing team efforts to ensure our mission as a memorable experience that guests will rave about, exceptional guest experiences, and the constant building of guest loyalty.
      5. Accountable for facility safety & security, maintenance, and cleanliness by monitoring the physical premises daily.
      6. Accountable for recruiting, hiring, performance management, compensation management, employee relations, ACA compliance, terminations of the BOH staff.
      7. Accountable for initial and ongoing training of BOH team members with the goal of developing associates to their full potential.

LEADERSHIP, MANAGEMENT, ACCOUNTABILITY

      1. Directs the work of kitchen staff.
      2. Oversees semi-annual evaluations for all team members and completing evaluations for direct reports.
      3. Conduct all necessary kitchen staff evaluations and meetings. Daily line up, monthly kitchen meetings, wrap meetings as needed.
      4. Communicates menu/operational changes to the rest of the team.
      5. Manages kitchen staff during pre-service, service & closing hours. Management includes:
        • Executing kitchen schedule, quickly increase or decrease staffing per shift as needed, coordinating with the management team.
        • Provides direction, instruction, and coaching to the team members (daily), executing prep list/cleaning.
        • Monitors team members’ performance. Comments/corrects. performance through proper use of performance documentation.
      1. Expedites all orders for dining room, carry out, catering & special events
      2. Participates in weekly meetings with the leadership.
      3. Work with the management team to prepare for kitchen and all-team meetings
      4. Interacts effectively and maintaining good rapport and professional presence with team, customers, purveyors, community, and owners.
      5. Maintains a healthy lifestyle, promoting a stress-free and vigorous management style.
      6. Knowledge of and the ability to use company resources to resolve issues
      7. Recommends updates to training material and SOPs
      8. Establishes and maintains contact with vendors and service providers
      9. Updates job knowledge by participating in educational opportunities, attending seminars, reading professional publications, etc.
      10. Maintains a professional appearance. Follows current Uniform policy.
      11. Ensures sufficient staffing levels to meet guest satisfaction, team engagement, and business requirements.  Assigns cook stations

HEALTH INSPECTIONS & FOOD SAFETY

      1. Complete line checklists: AM/PM
      2. Monitoring daily the kitchen and storage facilities, as well as related equipment.
      3. Ensures proper food handling procedures are followed at all times per regulatory agency guidelines and company standard operating procedures.
      4. Maintains a clean & sanitary work/storage area with regard to the health dept.
      5. Helps manage proper food handling on the serving line, per ServSafe requirements.
      6. Manages on a shift by shift basis all necessary cleaning (daily & weekly)
        • Checks out all BOH team members at end of shifts (station and cleaning).
        • Assigns cleaning tasks as needed to keep BOH areas sanitary and immaculate.

 

MENU MANAGEMENT & INNOVATION

      1. Contributes to ongoing menu development. Menu production will include appropriate costing, training, recipe documentation.
      2. Demonstrate creativity in results of product offerings using culinary techniques, market trends, sales data, and originality.
      3. Monitoring and effectively planning for specials, seafood, weekly, monthly, and others.
      4. Menu development, including:
        • Monthly Specials (apps, entrees, dessert, etc.)
        • Weekend Features
      5. Assist with seasonal menu changes, draft “new stuff” monthly memo

CULINARY EXECUTION

      1. Testing, costing, and implementation of new menu items.
      2. Maintain food recipe database and printouts, including cooking methods.
      3. Monitoring and effectively planning for specials, features, special events.
      4. Mis en Place & Line checklist.
      5. Preparing and monitoring prep list at every shift.
      6. Maintains ticket times and food quality throughout all hours of operation.
      7. Inspires team members to perform at their highest level through ongoing recognition of behaviors that align with core values.

FOOD & DRY ORDERING AND INVENTORY CONTROL

      1. Maintaining FIFO and inventory levels – managing waste.
      2. Ensures inventories are completed accurately and on time.
      3. Maintain proper food and disposable inventory needed for efficient and profitable restaurant operation. Maintain food cost ratios set forth by management.
      4. Communicate with purveyors regarding ordering and delivery schedule.
      5. Processes paperwork, invoices, and reports as needed.
      6. Maintains accurate and comprehensive record keeping.
      7. Broadline ordering – Sun/Tues/Thurs.
      8. Chemical ordering – Once a week.
      9. Protein ordering – Sun-Thur.
      10. Disposable ordering – Weekly.
      11. Inventory – weekly.
      12. Disposables Inventory – Monthly.

 PHYSICAL REQUIREMENTS

 Ability to stand and walk continually throughout service shifts

      1. Ability to frequently lift 30lbs from the stove and trays from the oven.
      2. Ability to occasionally lift 50lb for product delivery and restocking.
      3. Ability to communicate easily to guests and team members.

QUALIFICATIONS

      1. 3+ years of management experience required.
      2. Bachelor’s degree and/or Culinary degree preferred.
      3. Prior training experience is a plus.
      4. Advanced knowledge of culinary, baking, and pastry techniques.
      5. Proficient knowledge of kitchen equipment, time management, and sanitation regulations.
      6. This position regularly requires long hours and frequent weekend work.
      7. Reliable transportation for the required trips for errands (bank, store, printing, etc).

 

Please note this job description is not designed to cover or contain a comprehensive listing of activities, duties, or responsibilities that are required of the employee for this job. Duties, responsibilities, and activities may change at any time with or without notice.

 

Jim Weber – President
New Century Dynamics Executive Search

For more information, contact Jim Weber, President
NEW CENTURY DYNAMICS EXECUTIVE SEARCH
JimWeber@newcenturydynamics.com

 

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General Manager Job Description-Ohio Based, Italian Casual Dining Brand

General Manager  Job Description

REPORTS TO: VP of Operations

HOURS: OT exempt; Required weekly work for this position typically takes 55-60 hrs to complete.

OUR VISION: “To be recognized in our market as the established casual fine dining experience of choice.”

OUR MISSION: “We deliver big city dining with small-town charm and inspire lasting memories.”

OUR PURPOSE: “We enrich our community by creating connection, happiness & opportunity.”

OUR CORE VALUES: Hospitality, Leadership, Integrity, Respect & Communication.

POSITION OVERVIEW:

With respect to the Company’s goals, vision, mission, purpose, and core values, the General Manager is accountable for the overall smooth and profitable operation of the designated restaurant. The General Manager trains managers and hourly team members on proper restaurant operation procedures, regulatory agency guidelines and provides ongoing training for updates and maintenance of training standards.

ESSENTIAL FUNCTIONS:

A. PRINCIPAL DUTIES

1. Provides Leadership, Management, and Accountability for the designated store by following the EOS guidelines
2. Maintains a positive work culture that will facilitate the overall success of the restaurant. Demonstrates the core values by “living” them.
3. Accountable for the overall financial performance of business units based on annual budget expectations.
4. Accountable for expanding business volume to meet growth goals set by leadership. The GM will recommend ways to increase demand for the
restaurant in our market.
5. Accountable for focusing team efforts to accomplish our mission with
exceptional guest experiences and the constant building of guest loyalty.
6. Accountable for facility safety & security, maintenance, and cleanliness.
7. Accountable for recruiting, hiring, performance management, compensation management, employee relations, ACA compliance, terminations.

B. LEADERSHIP, MANAGEMENT, ACCOUNTABILITY

1. Leads management team by following defined success routines
2. Directs the work of all team members.
3. Manages restaurant electronic systems including POS, gift cards, delivery platforms, data management software, and credit card processing. Updated 01/21/21 JS
4. Follows  EOS best practices including weekly L10 meetings
5. Establishes and maintains contact with vendors and service providers
6. Maintains store files including trainee folders, Health Policy Agreements, and daily sales.
7. Updates job knowledge by participating in educational opportunities;
attending seminars, reading professional publications, etc.
8. Interacts effectively and maintains good rapport and professional presence with team, customers, purveyors, community, and owners.
9. Maintains a professional appearance. Follows current Uniform policy.
10. Ensures proper food handling procedures are followed at all times per
regulatory agency guidelines and company standard operating procedures.
11. Protects all critical company and customer data, including proprietary
information, recipes, accounting statistics, credit card information &
customer/vendor information.

C. GUEST SATISFACTION

1. Daily management of events, private parties, beer classes, guest feedback platforms, and reservation/wait-management systems.
2. Assigns server sections; monitors seating and rotation; adjust sections based on business volume.
3. Checks on guests throughout meal service with a focus on guest satisfaction during high volume periods.
4. Follows our brand guidelines to ensure consistent, accurate, and high-quality food, beverage, and service levels for all guests at all times.

D. EMPLOYEE SATISFACTION

1. Inspires team members to perform at their highest level through ongoing recognition of behaviors that align with core values.
2. Maintains a healthy lifestyle, promoting a stress-free and vigorous
management style.
3. Oversees the creation, maintenance, and communication of schedules through scheduling platforms.

E. LOCAL STORE MARKETING

1. GM is accountable for executing the Local Store Marketing (LSM) strategy.
2. Works with Marketing Manager to maintain an accurate calendar of events, dates, and times for store and local market.
3. Accountable for ensuring office supplies, marketing materials, menus, and retail items are in good condition and at sufficient levels

F. HUMAN CAPITAL MANAGEMENT

1. Ensures sufficient staffing levels by predicting store sales to meet guest satisfaction, team engagement, and business requirements
2. Oversees semi-annual evaluations & quarterly People Analyzer Reviews for all team members and completes evaluations for direct reports.

3. Manages all team members during pre-service, service & closing hours. Management will include:
i. Provides direction, instruction, and coaching to team members (daily)
ii. Monitors team members’ performance.  Updated 01/21/21 JS
iii. Commends/corrects performance through proper use of performance
documentation
4. Develops future leaders to meet succession planning needs.

G. FINANCIAL PERFORMANCE

1. Attains the financial goals/budgetary goals of the company by monitoring and making adjustments as necessary.
2. Dispersing properly and effectively the budgeted capital, including but not limited to advertising, donations, decorations, bonuses, and promotions.
3. Follows success routines including weekly side-by-side, inventories, invoice processing, payroll processing & monthly P&L reviews.
4. Ensures inventories are completed accurately and on time.
5. Maintains accurate and comprehensive record keeping.

H. FACILITY MANAGEMENT

1. Utilizes daily success routines to monitor the physical premises.
2. Orders repairs and refurbishments as needed. Assists the Business Support team to maintain Resource Manual. The manager uses approved contractors who maintain competitive services and pricing.
3. Maintains a clean & sanitary work/storage area with regard to the health dept.
4. Manages on a shift by shift basis all necessary cleaning (daily & weekly)
i. Checks out all team members at end of shifts (station and cleaning)
ii. Assigns cleaning tasks as needed to keep BOH areas sanitary, clean and safe, and public-facing areas immaculate

I. PHYSICAL REQUIREMENTS
A. Ability to stand and walk continually throughout service shifts
B. Ability to frequently lift 30lb trays of food and drinks
C. Ability to occasionally lift 50lb for product delivery and restocking
D. Ability to communicate easily to guests and team members
QUALIFICATIONS
A. 3+ years of management experience required
B. Bachelor’s degree preferred
C. Proficient knowledge of P&Ls, budgets, inventory systems, financial statements and
ability to read & interpret business reports
D. This position regularly requires long hours, nights, and weekend work
E. Reliable transportation for the required trips for errands (bank, store, printing, etc)

Please note this job description is not designed to cover or contain a comprehensive listing of activities, duties, or responsibilities that are required of the employee for this job. Duties, responsibilities, and activities may change at any time with or without notice.

Jim Weber – Managing Partner, ITB Partners

For more information, contact Jim Weber, President
NEW CENTURY DYNAMICS EXECUTIVE SEARCH
JimWeber@newcenturydynamics.com

 

Posted on

Rapidly Growing Direct-to-Consumer Subscription Meal Delivery Company seeks Head of Marketing.

POSITION SYNOPSIS:
As a key member of the senior leadership team, the highly entrepreneurial Head of Marketing will drive the development and execution of a comprehensive marketing plan and growth strategy to align with the company’s objectives. The position oversees the organization’s branding, digital & traditional marketing, partnerships, event planning, public relations, community outreach programs, and customer experience group.

Key qualities for success include:

● Entrepreneurial
● Can get things done tactically while moving a business forward strategically.
● Has successfully built a team, in a phased approach.
○ Balancing readiness for the investment against spend for agencies.
● Understands and believes in holding consultants accountable via contracts with performance metrics.
● Understands that a budget is a guideline, everything must be evaluated as time and direction change.
● Is fanatical about the numbers — especially about CAC and conversion
● Ability to shift between tactical and the strategic
● Has managed an e-commerce DTC brand – either someone from food
delivery or someone who comes to the table with great ideas on how to
apply their experience to food/meal delivery.

KEY RESPONSIBILITIES:

● Work collaboratively with other members of the leadership team to define objectives, KPIs, develop budgets, strategies, and achieve targets in line with founders’ vision and the company’s mission
● Lead development and execution of a differentiated, consumer insight-driven brand strategy.
● Diversify the mix of digital and analog acquisition channels to more effectively target prospective higher affinity customers, increase conversion and LTV, reduce CAC, and scale.
● Monitor and optimize the payback period of each cohort of users making the necessary adjustments in the quality of acquisition.
● Set up frameworks to create successful funnels. Design an acquisition mix that is truly user-centric and leads media buying to bring traffic that converts to new users that meet our growth targets.
● Design, develop and execute formal customer retention strategies and programs.
● Identify and engage key strategic partners to increase brand awareness and drive growth.
● Develop and manage the consumer-facing digital and offline experiences.
● Oversee the company’s customer experience group
● Develop value-add presentations to engage key internal stakeholders, investors, and partners.
● Drive company vision, messaging, and brand consistency; instill a growth-minded culture.
● Full P&L responsibility for the marketing department
● Recruit and lead talented internal and outsourced teams

QUALIFICATION REQUIREMENTS:

● Minimum 10 years of marketing experience, and a successful track record formulating and leading marketing strategy, implementation, and team building for direct-to-consumer e-commerce companies.
● 5+ years of marketing experience driving customer acquisition across marketing channels (PPC, Display, Paid Search, Paid Social, Retargeting, etc) – startup experience preferred.
● 5+ years of marketing leadership experience
● Subscription experience is preferred
● Experience working with ad-serving platforms and digital monitoring tools, as well as offline marketing tools and strategies as well.
● Experience in leading and managing A/B testing, embedded media, and marketing program optimization
● Demonstrated data insights (KPI’s, traffic, revenue, conversions, ROI) to improve marketing efforts
● Demonstrated interest and/or experience working with or coaching a fast-growing company.
● Excellent oral and written communication skills with the ability to effectively communicate with and influence colleagues at all levels.
● Excellent eye for design and can understand and interpret design language (digital and analog), experience managing designers, developers, and agencies.
● Sense of urgency in assisting the brand to navigate the ever-changing landscape to commercialize opportunities.
● Strong leadership, talent mentoring, and talent development skills.
● Enthusiastic, can-do approach, with the ability to prioritize effectively in a rapid-paced environment.
● Self-motivated with critical attention to detail, deadlines, and reporting.
● Bachelor’s degree in Marketing, Communications, Business Administration, or related field of study. MBA Degree preferred.

Compensation and Benefits

● This position is an “at-will”, full-time, salaried, exempt position. The salary will depend upon the candidate’s relevant experience
● Competitive benefits are available – medical, dental, vision, life, disability, and 401k

Location

We work in the East Coast Time Zone. The majority of work is remote. Available for periodic meetings – after the pandemic in greater NYC. Relocation expenses are not available.

The Company is an equal opportunity employer. We value a diverse workforce and an inclusive culture. We encourage applications from all qualified individuals without regard to race, color, religion, gender, sexual orientation, gender identity or expression, age, national origin, marital status, disability, and veteran status.

Ideal Candidate Profile

    • Who comes from a Tier 1 D2C Meals Company that has grown to become a market/sector leader:
      HelloFresh
      Freshly
      Factor
      Tier 1 D2C Consumer Brands:
      Magic Spoon
      Stitch Fix
      Allbirds
      Warby Parker
      Away
      Bonobos
      Glossier
      Casper
      Harry’s Razors
      Dollar Shave Club

Or Tier 1 Early Stage Branding Agency who has helped companies like the
above ideally early on that led to a growth inflection point: e.g. Red Antler.

We need a marketing person who can do this:
https://prezi.com/2mcy25316bkn/factor-75-marketing-overview/

Speaks like this (regularly in podcasts and interviews):
https://www.youtube.com/watch?v=_CAe2X65Wfg

And who has the creative foresight and nuts and bolts e-comm
experience to create this: https://www.needleseyemedia.com/

And who comes from an e-comm business that we aspire to
emulate.

Jim Weber – Managing Partner, ITB Partners

For more information, contact Jim Weber, President
NEW CENTURY DYNAMICS EXECUTIVE SEARCH
JimWeber@newcenturydynamics.com

 

Posted on

How I Became a Marketing Researcher (and Loved It)

If you asked a group of Kindergarteners what they wanted to be when they grow up, you’ll get a lot of answers like Doctor or Firefighter or Teacher or Athlete, but I would wager that no little boy or girl would say, “I want to be a marketing researcher”.  Even if you asked a group of High School students, I don’t think a single one would state that their ambition was to become a marketing research professional.  So, how do people wind up as researchers?  Well, for most, it’s a combination of fate and opportunity, and the path is rarely straight.

When I was a little boy, obsessed with dinosaurs, I wanted to be an Archeologist.  By the time I got to High School, growing up with the space program and watching men land on the moon, I thought I wanted to be an Aerospace Engineer.  Taking Physics in High School made me realize that I didn’t really want to be an Aerospace Engineer.  So, instead of going to an Engineering School, I enrolled at Oneonta (NY) State and selected Statistics as my major. So, how did I wind up as a marketing research professional?   Basically, I can attribute the beginnings to two Professors at Oneonta (NY) State College.

Dr. Esmat Nouri, the Head of the Statistics Department at Oneonta and my academic advisor was the first major influence on my chosen profession.  Dr. Nouri was a brilliant statistician and excellent teacher (though because of his thick Egyptian accent he had difficulty pronouncing the word “statistics”). He was laid-back, easy to talk to, and he really cared about his students. At the beginning of my Junior year, it was about time that I started to think about what kind of career I could expect when I graduated with a BS in Statistics, and I set up a meeting with Dr. Nouri. During the meeting, Dr. Nouri told me that most Statistics graduates entered the field of actuarial sciences. He explained in detail the type of work that Actuaries did, the series of exams that they needed to pass, the good earnings potential, and the stability of the career path.

Let me state emphatically that I have a tremendous amount of respect for the men and women who work in the actuarial profession, and I understand that it is an excellent, important, and lucrative career. But, at the time, my 20-year-old brain could not fathom a more boring thing to do for the rest of my professional life. I left the meeting depressed and anxious. Did I need to change majors? Would it delay my graduation?  Is my life ruined? (Yes, I could be very dramatic back then.)

Enter, the second person to influence my career at this early stage.  I had picked up an Intro to Marketing course as an elective in my Junior year taught by George H. Webster. Mr. Webster was energetic, enthusiastic, and smart.  His teaching style made Marketing fun and interesting. During one lecture, soon after my depressing meeting with Dr. Nouri, the topic of marketing research was discussed. Wow! A light bulb lit up. There was the answer. Combining the rigor and logic of statistics with the excitement and creativity of marketing was the answer to my problem. I now had a goal. Share on X

Well, I graduated with my degree in Statistics and took enough business courses to earn a minor in Business Economics.

I took a year to figure things out. Then, I returned to academia and pursued an MBA in Marketing at SUNY Albany.  Upon graduation from Albany, while most of my classmates were getting jobs in New York City, I decided to move to Atlanta. Although Atlanta was then a growing city, it was not a hotbed for marketing research and my degrees from Albany and Oneonta did not impress any potential employers in the South.

Through a stroke in fate, my father saw a job posting in the Wall Street Journal for Lecturer positions at my alma mater, Oneonta State. He encouraged me to apply, even though I had no interest in teaching nor felt that I had the experience or academic qualifications for the job. But, to please my father, I went ahead and applied, not believing that I had a shot.

To my surprise, I got the job and joined the faculty at Oneonta State. I enjoyed three years teaching Accounting, Intro to Business, and Marketing and, finally, in Year 3, I got to teach a course in Marketing Research. But in the back of my mind, I still had that goal of becoming a professional marketing researcher.

While teaching at Oneonta, I got a flyer in the mail from the University of Georgia promoting a new academic program leading to a Masters in Marketing Research (MMR). As a member of the business faculty, I was supposed to talk to my students about the program and encourage applications. Not only did I share the information with my students, but I decided to apply for the program myself, was accepted and enrolled.

After completing my MMR, I finally had the marketing research credentials to combine with my Statistics degree and Marketing MBA to reach my goal and I landed my first professional marketing research job in Atlanta.

So, my path wasn’t direct, but I eventually found my way. My career has had its up and downs and twists and turns, but I have worked in the marketing research profession now for more than 35 years!

I’ve got Dr. Nouri to thank for being forthright and honest with me about what careers to expect with an undergraduate degree in statistics, highlighting what I didn’t want to do. Unfortunately, Dr. Nouri passed away in 2003 and I never got the chance to thank him for his influence. I am appreciative of George H. Webster for sparking my interest in Marketing with his enthusiasm and expertise for the subject, helping me to discover what I did want to do.  I don’t know what has happened to Mr. Webster, but if he’s out there and reading this… Thanks!

How about you? What was your professional path? Was it full of twists and turns? Who were the people who helped put you on the right road? What’s your story?  I’d love to hear about it.

Carl Fusco

Carl Fusco is an accomplished Marketing Research Consultant who helps businesses more effectively solve problems by applying research techniques and data-based insights.  For more information, email him at carl_fusco@yahoo.com or call him at 770-364-7160 .

 

 

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Jim Weber – Managing Partner,  ITB Partners

Jim Weber – Managing Partner, ITB Partners

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