Stanley N. Weiss 115 Wallnut Hall Circle Woodstock, Georgia 30189 404-775-0132 sw137a98e@westpost.

net A highly motivated, goal-oriented professional with more than 25 years of experi ence in management. Knowledgeable in the areas of customer service, training an d development, P&L responsibility, and operations management. Applies an active rather than reactive management style. QUALIFICATIONS a a a a a a a a a a a a a a a a a a Multi-Site/Unit Operations Mgmt. Start Ups/Turnarounds Bus. Reengineering/Process Redesign Financial Management/P&L Sales Operations Management Loss/Inventory/Materials Mgmt. Franchise Management Multi-Brand Management Best Practices/Benchmarking Customer Experience Management Lead/Motivate/Mentor/Train HR/Change Management Programs/Systems Improvement Revenue/Profit/Market Optimization Pricing/RFPs/Negotiations Cost Controls/Reduction/Avoidance Product Development/Launches Quality/Service/Cleanliness Standards

EXPERIENCE PowerBrands, Inc. 1997 a" 2010 Responsible for overseeing ten major airports quick service restaurants that inc lude twenty-six different brands. Responsiblities include the overall financial success, total P&L responsibilities, the training and development of management, preparing and managing annual operating budgets, responsible for the growth and development of seven Airport Directors, maintaining relationships with vendors, the airport personnel and officials and the brandas personnel, the overall oper ations of all the stores and the brands ensuring the following of systems and pr oviding exceptional guest service. Provided leadership for entire organization, building best in class teams, developed initiatives and programs reflective of m ission, values and goals for optimal productivity, efficiency and effectiveness. ACHIEVEMENTS Spearheaded $12+ million bid to convert ATL Terminal E food court to new concess ionaire while managing $8+ million business with 6 Atlanta/Orlando locations ope rating 3 franchises. Brought in to rescue build out and open food court; develo ped action plan; oversaw construction; met with 6 franchisors to ensure consiste ncy with brands, new hire training/staffing levels; hired/trained management; ne gotiated agreements for maintenance, pest control, safety and security, ansul/fi re extinguisher service, grease removal; secured telephony/Internet service; int

roduced register and back of house operating systems; led creation of wine and b eer bar concept; created store checklist with accountabilities. Results: Food court opened on time, in budget; generated $4 million above forecast in first ye ar. Grew owneras portfolio of 6 stores in 1 airport with 1 brand to 44 stores in 9 a irports, 1 university and 1 Air Force Base with 26 brands and 900 employees, 47 managers and 7 multi-unit directors by leading operations during 13 year period. Developed policies, procedures, systems and sourcing/quality programs; institu ted immediate response to issues; developed rapport and gained trust/respect of management companies and airport officials; received recommendations and request s for proposals; conducted market research into brands and customer appeal; intr oduced new brands to gain competitive edge; co-authored RFPs; provided enhanced customer service and brand execution. Results: Annual sales grew from $3.5 mil lion to maximum of $42.5 million; met all RFP sales pro forma; averaged 90+% fro m mystery shoppers. Developed/Updated all policies, procedures, programs, training modules and syste ms for all stores and tested to ensure execution and understanding. Co-wrote emp loyee handbook; authored e.g.: Cash Handling Safety Scheduling Inventory Sizzle - Customer Service New Hire Orientation Interviewing Opening/Closing Store www.thewecare.com Day/Week/Month Plans Reviews/Compensation Plan for Improvement No Quit Policy Nightly Call In HR Planning Budgeting Established/Implemented companyas 5 principles of sales growth. Instituted staf fing, training, scheduling, coaching and customer satisfaction as key barometers of store success; commenced each meeting stressing importance of execution to m eet/exceed daily speed of service goals; posted signs as constant reminder to ex ecute; analyzed each component to identify barriers to goals. Results: Experien ced 10 to 100% sales growth and profit improvement following implementation. EDUCATION Bachelor of Science, Business Administration Management Fitchburg State College, MA