JOE ELMIGER

(512) 497-2507 * je997778@westpost.net

FOOD & BEVERAGE DIRECTOR* GENERAL MANAGER

Hotel and Restaurant Foodservice Management / Multiple Venue Operations / P&L Re
sponsibility
An accomplished and results-driven F&B/Operations/General Manager with over 23 y
ears of experience in Hotel and Restaurant Foodservice Management, Operations, H
uman Resources Management, Budget Development, Food Cost Performance and Evaluat
ion, Team Development, Financial Control, Grand Openings, Re-Grand Openings and
Customer/Employee Relations. Define operating procedures and establish short/lo
ng-term goals that ensure efficient and profitable operations. Have demonstrated
success improving P&L performance for all restaurant and hotel venues while pro
viding award-winning operational leadership in highly competitive markets. Adep
t at driving of unit volume, market share and company profits.

Strategic Operational Planning and Direction Improving Operational Efficiencies

Budget Development * P&L Management * Driving Financial Growth Maximizing Orga
nizational Performance
Catering, Banquet and Special Event Management Safety & Sanitation Management
Languages: fluent in English, German, French, Spanish and Italian Creating Eff
ective Employee Training Programs

PROFESSIONAL EXPERIENCE

Louie's 106 * Sardine Rouge * Dan McKlusky's Steakhouse * Baby Louie's * Louie B
's; Austin, Texas 1986-2010
Owner * General Manager
* Created the concept, developed the business plan and opened, directed, manage
d and orchestrated daily operations of each of these fast-paced, ever-changing r
estaurants
* Interviewed, hired, managed and trained 20-50 associates as well as Managers
and Assistant Managers on how to bring brand awareness alive, how to participate
and get involved within the community as well as provide a level of service tha
t exceeded customer/company's standards
* Instructed and educated on operations, preparation of financials and P&L repo
rting as well as front and back store operations
* Delegated responsibilities, evaluated performance, counseled on career advanc
ement and mediated conflicts
* Promoted and developed individuals into middle management from within each re
staurant; decreased employee turnover and increased morale
* Prepared budgets, forecasts, cost controls and financials, overseeing full P&
L responsibility while keeping food costs below standards
* Created effective strategies, consistently building comprehensive revenue pla
ns that served as a successful roadmap, aligning business development with visio
n, modeling, structuring and bringing menus, marketing and each concept to fruit
ion
* Continually analyzed current business climate, including competition, market
penetration, positioning, advertising, pricing, inventory forecasting, quality a
nd training
* Consistently monitored overhead expenses, inventory, labor and operating cost
s; ensured operations stayed within/under budget
* Negotiated lowest annual pricing with multiple vendors and suppliers, ensurin
g consistent food cost
* Set performance matrixes and business process flow; rectified operational di
fficulties and supplier problems
* Delivered presentations to personnel covering goals, customer service, servin
g etiquette, processes, operations, company standards and issues, quality excell
ence, OSHA/safety/sanitation regulations, yearly projections, and responsibiliti
es of each operation and company as a whole
* Kept up on food trends by reviewing industry publications, attending conferen
ces and revising menus on an annual basis in order to keep food cost in line, ne
w items on the menu as well as choice for repeat customers
ACHIEVEMENTS
* Louie's 106 was an upscale Mediterranean style restaurant, seating 260 with t
hree (3) banquet rooms; took sales to a healthy $3M within a 6-year period, kept
turnover low and monthly F&B costs below 30% as well as acted as Sommelier orde
ring $30K on a monthly basis
* Sardine Rouge was a high-end French restaurant seating 120 with annual sales
topping $1.8M; kept F&B costs below 30% with Sommelier responsibility exceeding
$10K monthly
* Dan McKlusky's was a well-publicized mid-scale steakhouse seating just over 5
00 with annual sales surpassing $6M with food and liquor costs hovering at 29%
* Baby Louie's was a quant neighborhood restaurant seating 60 with annual reven
ue at $750K and F&B below 32%
* Louie B's was a California style cuisine seating 120 with annual sales at $1.
2M and monthly F&B at 32%

JOE ELMIGER
Page 2

The Westin St. Francis Hotel; San Francisco, California 1981-1986

The Hyatt Regency; Phoenix, Arizona * San Francisco, California 1980-1981
Food & Beverage Director
* Led and directed 20-30 direct reports with management responsibility of 300-6
00 employees servicing up to 1200 rooms with various food and beverage venues wi
thin each
* Prepared, analyzed budgets, forecasts, P&L reports, work schedules, inventor
y and sales reports
* Elevated associate satisfaction scores through relationships, idea-sharing, i
ncentive programs and acknowledgement/recognition awards
* Achieved national recognition, drawing visitors and tourists through excellen
t community relations with businesses, organizations and local associations; est
ablished corporate and community programs in order to over achieve F&B revenue
* Increased overall customer satisfaction by double-digit percentages through m
otivating and empowering team members with incessant training and retaining prog
rams
* Maximized top-line performance through yield and revenue management strategie
s; boosted profits through detailed cost-control tactics and a sound vendor sele
ction process
* Developed weekly manager meetings and practiced decentralized management to d
evelop up and coming employees
* Coordinated events from conception to completion, including menu selection, e
vent logistics, staff management and vendor negotiations
* Developed innovative techniques in accommodating large-scale conferences, ban
quets, meetings and special events
* Applied client engagement management skills wherever possible; exceeded busin
ess goals and captured new client concepts
 * Maintained labor budgets as well as increased liquor/wine sales to combat ris
ing food costs

EDUCATION: Hotel Mirabeau (Cook Apprentice Program); Lausanne, Switzerland

Hotel School; Lausanne, Switzerland
Commercial School; Lausanne, Switzerland