Winter Park, Florida, United States
I am a board director and former CEO with a track record of delivering exceptional results in the food, beverage, and technology industries. I began my career at Procter & Gamble and went on to hold senior leadership roles at Dunkin’ Brands, Burger King, Darden Restaurants and Red Lobster Hospitality. I currently serve on the boards of Botrista (as Chairman) and Wawa. I have done business in 58 countries and led up to 64,000 employees. I am 5-for-5 in turnarounds. My philosophy is to do the right things for the long term — as quickly as possible.
Serve on the boards of Wawa, Inc. (2006-present) and Botrista, Inc. (2021-present). Chairman of Botrista’s board since 2022. Previously served on the Boards of Red Lobster Seafood Co. and Bob Evans Restaurants (both owned by Golden Gate Capital), Presto Automation (traded on NASDAQ), Kalera AS (traded in Norway), 31 Ice Cream (traded in Japan), Hiram Walker & Sons Ltd. (a Canadian company), Rubio’s Restaurants (traded on NASDAQ) and many subsidiary/JV boards.
Led two turnarounds after Golden Gate Capital acquired the brand from Darden Restaurants: 2014–2019: Post-Acquisition Turnaround: • Increased size of farmed shrimp by ~50%, making Red Lobster’s best-selling items distinctive again. • Launched “Kitchen of the Future” to cook seafood with best-in-class equipment. • Modernized the menu and introduced My Red Lobster Rewards, boosting sales +26% when existing customers joined, and earning recognition on Newsweek’s 2021 list of America’s Best Loyalty Programs. • Introduced online ordering, delivery, and Rapid Red Curbside Pick-Up to enhance convenience & digital access. • Ensured 100% of seafood was traceable, sustainable, and responsibly sourced. • Raised guest satisfaction (% rating their experience “excellent”) by +10 points through process simplifications that improved productivity and reduced mistakes. • Achieved a 40% IRR for Golden Gate Capital through exits in 2016 and 2020. 2020–2021: COVID-19 survival/recovery: • Pivoted rapidly to protect employees and guests while reducing costs and tripling off-premise sales. • Successfully refinanced debt that came due at the height of the pandemic. • Rebuilt staffing as the pandemic waned, hiring 25,000 team members in the first seven months of 2021 (the period leading up to my planned retirement), returning to profitability and exceeding financial plans. Legacy: • Red Lobster was regularly named to Forbes’ list of America’s Best Large Employers, including when I retired. • Nation’s Restaurant News annual Consumer Picks surveys consistently ranked Red Lobster #1 in “True Loyalty” among all casual-dining brands.
Prepared Red Lobster for separation from Darden. Recruited an outstanding team and developed a strong business plan. Result: Golden Gate Capital acquired Red Lobster for $2.1 billion and separation went seamlessly.
Led Darden's Specialty Restaurant Group (The Capital Grille, Eddie V's, Seasons 52, Bahama Breeze ito and Yard House) and New Business (international franchising, consumer package goods and acquiring new brands). Exceeded financial plans.
Led Darden's New Business Group. Developed a successful international franchising business. Introduced nine successful CPG products. Identified Eddie V's and Yard House as attractive acquisition candidates, resulting in successful acquisitions.
Led Burger King's 8,500 restaurants in the U.S. and Canada. Improved service and rolled-out innovative kitchen, drive-thru and menu initiatives, resulting in a turn-around of same-store sales and above-Plan financial performance.
Took company from record losses to 82% above its previous profit record in three years. Grew business to 3,500 international Dunkin' Donuts and Baskin-Robbins units in 55 countries.
Led integration of newly-acquired Togo's into Allied Domecq Quick Service Restaurants. Won parent company's top award (the Chairman's "Award for Excellence") for delivering outstanding results while smoothly integrating the company into Allied Domecq.
Led acquisition of Togo's, a 204-unit sandwich chain with a strong following on the West Coast, so Allied Domecq could develop multi-brand stores that do business at different times of the day (leveraging shared dining rooms, parking lots, restrooms, etc.).