Nashville Metropolitan Area
Salt & Cayenne exists to help independent restaurant owners and operators find success. Led by industry veteran David Wyatt, our four-walls focus can help you streamline operations and improve your restaurant’s profitability.
Administrative Assistant | Student Data & Support Services As Administrative Assistant for Student Data & Support Services, I help to manage the student database for a K–6 school district, serving over 9,000 students across 13 schools in the Murfreesboro City area. I played a key role in managing and auditing the Student Information System to ensure accurate and secure dataflow to the various systems critical to district operations. I proactively identified discrepancies between local and state databases, addressing errors ahead of reporting periods that impact district funding, student testing, and official student and staff demographic reports. I also maintained strong, hospitable communication between multiple departments, promoting collaboration and ensuring cohesive, efficient processes throughout the district.
Administrative Assistant to the Director of Technology for K-6 school district, serving over 9,000 students in 13 schools across the Murfreesboro City area.
Extended School Program for Discovery School at Bellwood in Murfreesboro. Providing STEAM-based enrichment programs to K-6 children before and after school hours, engaging the whole child through a variety of opportunities.
Assistant General Manager | New Restaurant Concept As Assistant General Manager, I helped launch and grow a new restaurant concept by building metric-driven front-of-house systems that supported individual development and strengthened overall operations. I worked closely with all departments to align inventory practices, creating a streamlined, cohesive system for organization and tracking. I conducted regular inventory audits to closely monitor profit margins and cost of goods, and took an active role in training staff on strategies to minimize loss and maximize profitability. I also created hiring and training literature that clearly reflected the owners’ mission and vision, helping to align our team culture from day one. Managing the hourly staffing budget was a daily priority — ensuring we had the right team in place to deliver excellent guest experiences while staying mindful of sales volumes. I made a point to connect with guests every night, encouraging honest feedback, and used their insights to make continuous improvements. I also kept an open dialogue with our staff, listening closely to what was and wasn’t working with the new concept and adapting our approach as needed.