As the general manager, I am in charge of the entire operation. This is a 3.7 million-dollar operation, and is almost like running four restaurants at once (hot choice, cold choice, bakery, and meat rooom). I have approximately 60 employees, including a kitchen manager, a hospitality manager, and two leads in both of those positions. As well as keeping all of our controllables inline with expectations, I have also secured new vendors, local marketing, come up with a catering menu to boost sales, etc.
As the general manager, I was in charge of leading approximately 30 employees, including managers and shift leaders. This was a relatively high volume store, particularly during blockbuster movie openings and the holidays, as it was located in the Grand Prairie location. I was ultimately in charge of maintaining costs, as well as keeping drive-thru times low and a clean, accommodating atmosphere for my guest.
This is the longest tenured job I had, and I learned a lot by working there. As an associate manager, our responsibilities changed every quarter, from the following four areas: food, supplies, labor, and employee development. Although I was successful in each area, my greatest success came from employee development. I believe that is because I am able to build a strong, positive rapport with my staff while still holding them accountable.
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