The document is a resume for Louis Marandola outlining his experience as an executive chef and culinary director at Seminole Hard Rock Hotel and Casino for over 15 years, where he oversaw all food and beverage outlets and 300 employees. It also provides details on his previous roles as executive sous chef, fine dining chef, room service chef, and owner/chef of his own Italian restaurant, demonstrating over 30 years of experience in the culinary industry.

1. 2870 NW68 Lane
Margate FL, 33063
954-461-0230
louismarandola@comcast.net
LOUIS MARANDOLA
OBJECTIVE To workin a company whosebeliefs and practices are about
growing a business through guest experiences and whoalso
believe in internal Guest and developing a team through structure,
systems and the continuous development of Team Members
through training and staff development.
SKILLS& ABILITIES  Opening Team forthe Seminole Hard RockHotel and casino
 Kitchen and Restaurant Design including all OSE and FFE
foroptimal functionality and productivity
 Leadership, Promoted 4 Times
 Training, SOP’S, Staff Development, Structure,
 Serve Safe Certified and Training
EXPERIENCE SEMINOLE HARD ROCK HOTEL AND CASINO
HollywoodFL,33314
January2013-June2016
ExecutiveChef/CulinaryDirector
 Directly responsible forComplete Operation and Financials
of all Food and Beverage Outlets
 Responsible for 12 outlets, ExecutiveSousChef, Executive
Steward, 12 Chefs, 22 Sous Chefs, 300 cooksand stewards
 Yearly preparation of all Budgets forall outlets
 Monthly P&L reconciliationand financial review
 Yearly Cap-EX purchases
 Designed and built new outlets including redesigning
current outlets forgrowthand better functionality
 OS&E and FF&E Financial and Business Plans
 Implemented PreventiveMaintenance Program
 Intern program with the 4 major Culinary Schools
 Cook Tier system to promote growth development of team
members
 Responsible for all off site events SOBEWFF, Las Olas wine
and food,grid Iron Grill off,Burger Bashes, Yachtingevents
in Fort Lauderdale and Miami
 Monthly wine dinners, Marketing and Playerdevelopment
themed Banquet events
 DevelopedRecognition Programs
 Weekly meetings withAll Chefs/ RAR/Critical Paths
 Internal Sous Chef, Line Cook DevelopmentProgram
 Monthly and Quarterly Staff meetings
 Costed recipes, Theoretical Costs, Daily Cost Trackin

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SeminoleHardRockHotel andCasino
ExecutiveSousChef (2010-2012)
 Workdirectly with Executivechef and F&B Directorwith
complete responsibility of foodand beverage department
 Workedwith all outlet Chefs with menu development
 Created Sop’s, training manuals, recipe books, plating
guides
 Developedall Chefs to have complete accountability with
all the outlet costs, monthly P&L,Forecasting, yearly
budgets
 Daily,weekly and monthly inventory reconciliation
 Menu development forspecial events, wine and liquor
pairings
 Complete onboarding and staff development
 Hiring and training of all Chefs
 Weekly RAR’S with all Chefs
 DevelopedF&B Critical paths forall outlets
 Banquets, ProductionKitchen, Pastry Shop
 Employeedining open 24 hours serve 1700 employees
daily
SeminoleHardRockHotel and Casino
BluePlate(2009-2009)
24 hourChef
 7 million annually
 24 hour restaurant
 1400 averagedaily covers
 5 sous Chefs, 30 cooks
 All day menu concept
 Tookthe outlet froma negativeEBITDA to Positivewithin
3months
 Changed Menu twicea year
SeminoleHardRockHotel andcasino
Council OakSteakandSeafood (2006-2008)
Fine dining Chef
 Fine Dining
 11 million annually
 Maintained all costs properly Labor, Food costs, operating
costs and expenses, Continuously maintained EBIDTA
 Menu Development
 Annual Budgets
 Butcher Shop
 Dry aging of all steaks
 Daily,weekly and monthly inventories
 High end wine dinners and pairings

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 Workedwith Tampa and Coconut Creek properties to open
second Council Oak and NYY Steak House
 Seasonal menu Changes
 DevelopedUpscale Sunday Brunch 250-300ppl
SeminoleHardRockHotel andCasino
BeachClub/RoomServiceChef(2004-2005)
 Opening Chef
 Developedconcept and Menu for Beach Club Cafe, Pool
deck and In RoomDinning
 500 roomHotel
 4 million foodand beverage annually
 6 sous Chefs, 24 line cooks
 Outside Poolevents/Marketing/Special events and
Banquets up to1000 people
RADISSON BAHIA MAR HOTEL AND MARINA
801Sea breezeBlvd.FortLauderdaleFL, 33316
December1996-November2003
ExecutiveChef
 300 roomHotel with200 slip Marina
 4.5 million Food and Beverage annually
 2 restaurants, Banquets, coffeeshop, Employeedinning
 Yachtand offsitecatering
 Responsible for 60 BOH employees
 Menu development forrestaurants/Banquets
 Responsible for Food, Labor and operating Costs
 Ordering and scheduling
 Responsible for all day today operations of all outlets
 Monthly inventories
 Monthly P&L reconciliation
 Creating Yearly Budgets forall outlets
 Hiring, Training, Staff Development, SOP’S
 Menus, recipes, Plating Guides
 Kitchen and property development

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TugBoatsRestaurantSeafoodandSteaks
21 ArlingtonSt.Yarmouth,CapeCodMassachusetts02601
April 1994 – November1996
ExecutiveSousChef
 Assumed all the responsibilities of the executiveChef
 4 million annual sales
 Seasonal Restaurant March- November
 1200 averagedaily covers
 Menu development/ new menu roll outs and training/daily
specials
 Hiring, scheduling
 Training of new staff
 Ordering, foodcosts, inventories
Fabio’sItalianFamilyRestaurant
565MainSt. Hyannis,CapeCodMassachusetts02602
March1986-November1993
Owner/Chef
 Owned and operated 100 seat family Italian Restaurant
 Complete menu development
 Responsible for complete operation
EDUCATION UNIVERSITYOF RHODE ISLAND
Accounting and Business Management
REFERENCES AVAILABLE UPONREQUEST

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