Alpha Gassama Sr.

o Implemented a H.U.T service culture which creates an atmosphere of hospitality, service, urgency, and thanking guests for their visits which increases customer loyalty index to 90%

o Improved crew retention to 90% as well as nurture an average of 6 team members yearly to supervisory positions

o Increased weakly sales revenue from $17,000 to $30,000; reduced inventory costs from 27% to 23% and maintaining a labor cost of 25% of gross revenueImplemented a H.U.T service culture which creates an atmosphere of hospitality, service, urgency, and thanking guests for their visits which increases customer loyalty index to 90%

o Overturned a 6 % negatives sales growth to a consistent positive growth of 3% each year.

o Reduced inventory costs by 4% by implementing cost effective systems of ordering goods, controlling waste and progressive discipline methods.

o Cut labor cost by $253,43 on an annual budget of $602,483 and increased productivity by 30%.

o Reduced staff turnover from 200 % to 64% by establishing a “coaching, counselling, and recognition” program.

o Generated a profit of 17% 0f net sales and expanded a cashflow to 9%

o Successfully cultivated a network of loyal guests which bolster the customer satisfaction index from 50% to 88%

o Reduced staff turnover from 200% to 60% and developed 12 team members to supervisory positions during my tenure in the store

o Overturned a 6% negative sales growth to a consistent yearly positive growth of 4% , decreased inventory costs by 5%, cut labor costs by 20% and increased productivity from 40% to 80%

o Achieved yearly sales growth of 3%; inventory costs of 25% and labor costs of 30%

o Effectively attained a control profit of $17,000 monthly from a gross monthly revenue of $36,000

o Lowered staff turnover from 136% to 10%

o Restored customer confidence which increased our hospitality score to 95%

• Responsible for the management and operations of seven restaurants, averaging $400,000 monthly revenue, generating a net profit of 15% and overseeing the training and growth of 150 employees.
• Monitored and analyzed daily stores results to evaluate their financial and customer service positions, then clearly communicate expectations and actions to general managers to maximize performance.
• Managed facilities maintenance to ensure all restaurants are clean and contractual obligations were completed timely.
• Enthusiastically droved guests service to consistently achieved the company objective of 88% customer satisfaction and reducing customer concerns
• Clinton, MD (November 2005-December 2011)
• Fort Washington, MD (November 2003- December 2005)
• Forestville, MD (September 1994-September 2004)