Jeffrey Brown

Working directly with teams to improve processes & profitability, including identifying and implementing sales, retention and growth initiatives. Build and maintain exceptional relationships with senior leaders , directors, and their teams. Balance the need for preserving each unique culture, while ensuring future positive growth and innovation Revenue and Profitability Leadership Plan, develop, and implement strategies to increase revenue and profits within the division while achieving budget plans. Manage operations to ensure production efficiency, quality, service, and cost-effective management of resources. Strategic Context Partner with sales for strategic business development and key corporate planning opportunities that positively impact the overall business People, Performance, and Culture Drive the organization initiatives supporting people, overall organization performance, and maximization of culture for the organization Act as a thought leader for all Associates. Develop management strategies based on past experiences, considering changing market/labor conditions. Account Retention Set performance goals tailored for the regions within the area of responsibility in the sector Develop operational goals for the Division which are innovative, yet obtainable, and tied to short and long-term goals for the business. Innovation and Operational Excellence Creates a hybrid approach of cost containment, operational throughput, and a stable workforce Maintains sustainable cost reduction efforts and workforce stability. Establish cost-effective controls including operating costs, quality control, and scope.

Directed all facets of contract management food service operations to include restaurants, cafeterias, QSR outlets, Starbucks and other coffee concepts, catering and fine dining for 22 hospitals in California with a total managed volume of $48 million and profit of nearly $2 million. Increased profitability from prior year by over $800,000. Provided leadership to 22 direct reports and a workforce of over 800 in both union and non-union environments. Full responsibility for bottom-line factors including company vision and values, strategic planning, budgeting, capital investments, district finances, management and associate development, implementation of corporate programs, safety, new business growth and client retention. Key Achievements: Sold and opened 10 new accounts in the past year with added revenue of $10 million. Maintained 100% client retention. Increased profitability by 117%. Implementation of management and staff safety training, full compliance on all safety programs and instilled safety as a value and reduced Workers' Compensation charges by $347,000. Introduced process improvements and technology that improved productivity while successfully reducing staffing and operating expenses by 27%.

Served as District Manager for all housekeeping facilities and support, plant operations and maintenance, project, energy and asset management, mailroom and security for a $25 million region with 8 accounts that netted a profit of over $3 million. Managed and guided 15 managers and a team of 600 in both union and non-union environments for Sports and Entertainment, Higher Education and Business and Industry sites. Full responsibility for bottom-line factors including company vision and values, long- and short-range strategic planning, budgeting, capital investments, district finances, management development, implementation of corporate programs, safety, new business development, vertical growth and client retention. Key Achievements: Increased annual company revenue from $22 million to $25 million in one past year. Exceeded new business growth targets by $1 million. Received the Sodexo leadership award for operational excellence.