This document provides an introduction and background on the leadership team of Premier Management Alliance (PMA). It summarizes their extensive experience in program planning, construction management, operations engineering, and other services. PMA offers consulting services to help restaurants and retailers improve labor productivity, reduce costs, streamline processes, and increase throughput capacity through quantitative analysis and re-engineering of facilities and operations. They have worked with over 100 clients across various industries.

1. INTRODUCTION
to
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2. In Our 12th Year
Jeffrey P. Uter, CEO and Program Leader
Has guided strategic planning, real estate development and project management on over 2000 projects, and
programs valued over $3 billion in a 30-year career. Proven expertise in program planning, administration and
management controls d
t t l demonstrated as Vice President of BSW I t
t t d Vi P id t f International, Director of R t
ti l Di t f Restaurant Pl
t Planning and
i d
Design at Taco Bell and Senior Project Manager at Walt Disney Imagineering on themed-entertainment and
hospitality programs, and with notable clients such as Wal-Mart, Home Depot, Marriott, Mars Retail, Inc., Darden
Restaurants, Dunkin Brands and Longhorn Steakhouse. Jeff holds his BS in Civil Engineering from Loyola
Marymount University, and his Master’s degree in Business Administration from University of La Verne.
James E Wilson COO and Construction Leader
E. Wilson,
Has over 30 years senior level experience guiding the design & construction process with highly developed skills
honed on complex, large-scale projects and multi-unit rollouts throughout North America. As a principal in
regional construction firms, has managed diverse building programs for corporate clients such as NuMed
Hospitals, Sizzler International and 24Hour Fitness, and contracted private commercial, retail & hospitality, as well
as public institutional projects. Served as North American Director - Engineering & Construction for Sanyo USA,
developing domestic and offshore markets for industrial technology and building p
p g gy g products. J
James is a licensed B -
General contractor and also holds C10 (Div 6 – Millwork) and C20 (Div 15 – HVAC) specialty licenses and
concurrently serves as President of affiliate Wilco Building Group.
Mark Godward, Operations Engineering Leader (East Coast)
Currently Principal for Foodservice Productivity Group, Mark’s 26 year career began with Ford Motor Company,
then moved up through increasingly responsible positions at Tompkins Associates General Tire and Rubber
Associates,
Company, and Taco Bell. Mark left Taco Bell to found Strategic Restaurant Engineering (SRE), providing
operations engineering consulting to the restaurant industry. Mark has pioneered the application of industrial
engineering techniques in the foodservice industry and has written a chapter for the new edition of the Maynard
Industrial Engineering Handbook on this subject. The Maynard Handbook is the primary source used by all
industrial engineers for descriptions and information on the application of standard techniques and
principles. Mark has been widely published and is often requested as a guest speaker at industry events. He has
received
r i d several awards in luding the 2006 Consultant of the Year from Foodservice Equipment & Supply as well
r l rd including th C n ult nt f th Y r fr m F d r i E uipm nt Suppl ll
as the Taco Bell President's Award.
2

3. In Our 12th Year
Rick Shoffstall – Operations Engineering Leader (West Coast)
With over 20 years experience, Rick was most recently a Principal and Vice President of Client Projects at Strategic
Restaurant Engineering (SRE). Rick has spent the past 15 years using his detailed and systematic problem-solving
approach to provide significant impact to a large variety of foodservice clients Rick has repeatedly demonstrated
clients.
his ability to combine his project management skills with his engineering expertise to deliver quantifiable results in
the areas of labor management, process engineering, and facilities design. Rick’s ability to determine the root cause
of an issue, to leverage the current strengths of a concept, and to prioritize the most significant improvement
opportunities allows him to consistently deliver immediate and lasting results. Rick holds a B.S.-IE degree from
Cal Poly San Luis Obispo, where he graduated first in his class from the Industrial and Manufacturing Engineering
program.
OTHER TEAM MEMBERS AND PARTNERS
 LENDER NETWORK
 PROJECT MANAGERS
 FINANCIAL ANAYLYSTS
 ARCHITECTURE
 EQUIPMENT
 MILLWORK
 CONSTRUCTION
3

4. What We Do
PROGRAM OVERVIEW
LABOR FACILITY FINANCING ROLL-OUT
MANAGEMENT STANDARDS
Business Project
Operations Program
Engineering Consulting Management
Management
Quantitative A l i
Q tit ti Analysis Process Re-Engineering
P R E i i Business Pl Preparation
B i Plan P ti Owner’s Representation
O ’ R t ti
Labor Standards Time & Motion Studies SBA Loan Packaging Technical Site Assessment
Labor Deployment and Capacity Planning Commercial Lending Design-Build Contract
Work Content
CM at-risk/Contracting
k/
Concept Design Equipment Leasing
On-Line Labor Software
FF&E Procurement
Work Station Design Detailed Cost Analysis with
GMAX commitment
Prototype Standards
Cost and Schedule Control
Systems
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5. Why We Typically Get Involved
y yp y
• Paying Too Much
• Not hitting returns
• Facility not communicating brand identity
y g y
• Not meeting growth objectives
• Organizational Constraints
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6. Our Results
•Change in product or process that yields positive results
•Capital Investment Savings:
l 5%-25%
% %
•Increased Labor Productivity: 1-3% of sales
•Increased throughput capacity: 10-25%
•IRR Improvement: 1-3 pts
•Speed of Service and Quality Improvement
•Time to Market through Streamlined Process
Time
• Elimination or Change of Non-Value Assets/Steps
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7. Sample Of Clients
Restaurants Retail
• Togo’s Eateries • ARCO AM/PM
• Pizza Hut • Levi Strauss Signature
• Melting Pot
g • M&M’s World
• Focus Brands • 24 Hour Fitness
• Red Lobster • Santa Monica Eye Group
• Olive Garden • Earth Bar
• Pick Up Stix
• Popeye’s Chicken Start-Ups
• Planet Hollywood • Laundry Centers of America
• Burger King • Uno Mas
• Carl’s Jr. • Foreman’s Steakhouse
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8. Pick Up Stix
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9. Levi Strauss Signature
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10. Melting Pot
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11. Togo’s Sandwiches
g
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12. M&M’s World NY
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16. Core Principles
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17. Re-Engineering
Re Engineering Philosophy
 The Productivity Paradox
◦ Do MORE with LESS
◦ Improve service AND
p
reduce cost - Simultaneously
 Aspects of productivity
◦ Labor Performance
◦ Equipment Productivity
◦ Technology
Process
◦ Menu/ingredients
/ g Improvements
◦ Capital
 Productivity eliminates
tradeoffs
Eliminate -- Simplify -- Automate

18. Principles Of Concept Lifecycle
mature aging
growth
VOLUME
($ or UNITS)
embryonic
concept
Product Definition Product Refinement Product Re-design
TIME
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19. Influences On Restaurants
Storage Parking
Financing
Lighting Consumer D
C Demands
d
Operation Processes $ Signage
Concept POS Maintenance
Corporate Policies
C t P li i Risk
Ri k
Decor Land Size
Advertising
Competition
Equipment
Kitchen
Security
Smallwares
Building Systems Food
Safety Seats
Jurisdictional Requirements Trash Developer/Landlord
Competition for share of space and $ is fierce !!!
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20. Our Approach
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21. OVERVIEW
PROGRAM RE-ENGINEERING
Prototype Market Planning
Standards Criteria
Timely Information
Site
Tracking
Pro-Forma
Models
On-Line Access
PROJECTS
Technical Construction
Site Selection Permit Permit
Site Financing & FF&E C of O
& LOI Docs Ready
Assessment Install

22. PROGRAM APPROACH
Assess Baseline Re engineer
Re-engineer Implement
• Initial assessment • Develop baseline • Process • New Prototype
• Understand your • Program Charter improvements Standards Package
concept • Time & motion • Change the day to • Update labor system
• Analyze strengths & studies day way you do with process
challenges • Process maps business improvements
• List of opportunities • Labor standards • Assists in… • Re-Baseline Pro-
• Results in strategic • Reducing costs Forma Model
• Preliminary labor
master plan for guidelines • Simplifying • Project Procurement
operations and methods Strategy
• Pro-Forma Model
Facilities • Increasing profit
• Allows control of
improvement
i t • Facility Design
costs in current
system Alternatives
• Base for • Graphics
improvement Alternatives

23. FINANCING PROCESS
Provide Pre-Lim Complete Loan Package to
Information Sign Engagement Lenders Loan Approval
FE Eligible Application
Agreement And Funding
Package
Set Up
Demo Site, if Install Exterior
Site Approval Obtain Sign Suppliers and
necessary Signs
FR Survey Contractors
PMA PMA
PMA
Site Information Sign GMP
Technical Site GMP to FE CONSTRUCTION Turnover and
Site Selection/LOI Report to PMA Contract Obtain Permits Permits Ready Construction C of O
Assessment PMA DOCUMENTS Final Punch
RE/FE RE FE PMA City PMA PMA
PMA PMA FE
Sign ATP for TSA Order Long Lead
FF&E Delivered Final Test &
FE Negotiate Lease Equipment and Order all FF&E FF&E Install
to Site Adjust
RE/FE Materials PMA PMA
PMA PMA
PMA
TEAM LEGEND
Includes all capital investment for complete store build-
Franchisee out and delivery.
Shared 50/50 savings
Real Estate Broker
Single Point Accountability for FF&E Purchasing.
Franchisor Single Point Accountability for Franchisor Coordination
Premier Management Alliance, LLC, or Affiliates
Allows Franchisee to focus on Operations
Limits Franchisors Liability

24. Why Us?
• We offer “Guaranteed Maximum Price” Contract
that meets your investment target.
• We “Guarantee” Compliance to Standards.
• Single Point Accountability
• Integrity and Experience of our Team Members
g y p
• Disciplines of Management and Engineering
• We are Relentless
• Exposure to over 100 concepts
12/23/2009