Founder—PJD Hospitality
June 2023-Present
Created a restaurant consulting company, PJD Hospitality, focusing on growth strategies, operational excellence and leadership development.
Clients include:
Medium Rare Restaurants, Washington DC
Giuseppe’s Italian Market and Restaurant, Boston, MA
Monven Group Restaurants: Leo’s, Burntwood Tavern, M Italian, M Bevy, Aaron & Moses, The Inn at Chagrin Falls, and Taberna Burntwood
Not Your Average Joe’s Inc.
Milton, MA
Chairman and CEO
September 2017-2023
Joined as a potential successor to Founder/CEO Steven Silverstein.
Became CEO and Chairman in March 2018, replacing Steven Silverstein.
Closed legacy restaurants in Medford, Beverly, Newburyport, Needham, and Lansdowne.
Implemented a turnaround plan to control operating costs, capital investments, and pre-opening costs.
Right-sized corporate structure.
Increased adjusted EBITDA from $3.4 million to $4.8 million (+40%) with one fewer unit.
Improved adjusted EBITDA margins by 220 basis points.
Paid down $3.0 million of debt service by 2019, reducing leverage from 3.8x to 2.1x.
Refined restaurant prototype, saving $1 million in construction and $500K in pre-opening costs.
Increased traffic by reducing marketing discounts and introducing more menu changes and LTOs.
Launched a new marketing plan focusing on brand awareness through new menus, happy hour, promotions, and seasonal LTOs.
Rebuilt a new unit pipeline starting with Hyannis and Boston Logan.
Focused on operational excellence and people development.
Managed the closure of all locations and furloughed 1800 employees during COVID-19, reopening gradually with to-go services.
Matchbox LLC
Washington, DC
CEO and President
2014-2017
Joined as COO and implemented tools for operational excellence, people development, and cash flow management.
Managed two concepts: Ted’s Bulletin and Matchbox.
Implemented a formal Board for oversight after receiving investment.
Reduced founders’ salaries and repositioned their duties to control costs.
Created a new restaurant opening process with dates, timelines, and tasks.
Hired a Director of Training, HR Vice President, and VP of Operations to improve staff performance.
Separated Ted’s Bulletin from Matchbox to prevent crossover of talent and funds.
Oversaw hiring staff and managers to open two Matchbox locations in VA and one Ted’s Bulletin in Maryland.
The Cheesecake Factory Incorporated
Calabasas Hills, CA
President and Chief Operating Officer—The Cheesecake Factory Restaurants
2004-2017
Full P&L responsibility for a high-growth, upscale casual restaurant company with 2006 revenues of approximately $1.4 billion.
Reported to the Founder, CEO, and Chairman of the Board.
Managed 13 direct reports, including 5 Regional Vice Presidents, an EVP of Kitchen Operations, a VP of Purchasing, a VP of New Restaurant Openings, and 5 other VPs and Directors.
Achievements:
Increased sales revenues by 50% over a 3 ½-year period.
Increased operating profit margins from 10% to 15%.
Opened 60 restaurants through 2006, bringing the total number to 120.
Achieved $11 million in annual sales per restaurant with an average check of $16.80, the highest sales per restaurant and per square foot among chains in the restaurant industry.
Ensured execution of the most complex, freshly prepared menu in the industry, with 200+ items.
Managed 50% growth in employees to approximately 25,000 staff members and managers.
Served as acting President and Chief Operating Officer of The Grand Lux Cafe restaurant division.
Grand Lux Cafe Restaurants
President and Chief Operating Officer
2002-2004
Full P&L responsibility for an emerging high-growth, upscale casual restaurant company.
Reported to the Founder, CEO, and Chairman of the Board.
Achievements:
Increased sales revenues by 13% over a 3-year period.
Increased operating profit margins from 2.1% to 4.9%.
Opened 2 additional restaurants, a 67% increase, to five total restaurants.
Achieved $9.4 million annual sales per restaurant with an average check of $17.70, the 2nd highest sales per square foot in the industry.
Created innovative processes to perfect the concept and prepare it for rapid growth, including new recruitment techniques, expanded kitchen capabilities, a baked-to-order dessert program, collaborative service, and best practices in financial measures.
Managed 70% growth in employees to approximately 1,200 staff members and managers.
Designed the organizational infrastructure and selected the current leadership team.
Developed a 24-hour Grand Lux Café in The Venetian Hotel in Las Vegas, with annual sales of over $25 million
The Cheesecake Factory Restaurants
VP of Operations/SVP Operations
1997-2002
Full operating responsibility for all Cheesecake Factory restaurants.
Reported to the President and the Founder, CEO, and Chairman of the Board.
Achievements:
Responsible for revenues of approximately $600 million.
Selected and trained the first two Regional Vice Presidents for the company.
Partnered with the CEO to develop the company’s 2nd growth concept – the Grand Lux Café.
Helped develop the “dual-track” Front of House and Kitchen infrastructure to support quality growth and profit in a high-paced, high-volume operating environment.
Partnered with IT to develop several technology initiatives such as Positouch, Prohost, Invalacy,
The Cheesecake Factory Restaurants
Regional Vice President
1996-1997
First of two RVPs selected to manage operational execution of one-half of all Cheesecake Factory restaurants.
Reported to the President and the CEO.
Achievements:
Launched the “Project 200” program for the company’s 9 essential operating systems still used today.
Selected the next 4 ADOs, including 2 of the current 4 RVPs.
Partnered in decentralization training, creating multiple training stores throughout the country.