Steven Signore has over 30 years of experience in restaurant and hospitality management. He is currently the General Manager of Chevys Fresh Mex Restaurants in Schaumburg, IL, where he oversees daily operations and ensures compliance with company standards. Prior to this role, Signore held management positions such as FOH Manager, Assistant General Manager, and General Manager at several restaurants. He also has experience as Director of Operations for an amusement company and Director of Food and Beverage at a hotel. Signore has a B.A. in Business Management from Western Illinois University and is ServSafe certified.
How does an agile enterprise respond to a stretch objective : Presented by So...oGuild .
Soumya's talk covers :
1. What is stretch objective
2. How a stretch objective underscores that the teams are transparent and trust each other ( teams = scrum team, program management etc)
3. How a traditional organization would respond to stretch objective in various manners in different situations – when a stretch objective is propsed, in event of success in achieving the stretch objective, and in event of failure in accomplishing stretch objective.
4. How an agile enterprise will respond to stretch objective and how the response will reflect the maturity and mindset of the enterprise
5. How an Agile coach can figure out the maturity level of Agile practices and mindset of an enterprise by just using stretch objective test
How does an agile enterprise respond to a stretch objective : Presented by So...oGuild .
Soumya's talk covers :
1. What is stretch objective
2. How a stretch objective underscores that the teams are transparent and trust each other ( teams = scrum team, program management etc)
3. How a traditional organization would respond to stretch objective in various manners in different situations – when a stretch objective is propsed, in event of success in achieving the stretch objective, and in event of failure in accomplishing stretch objective.
4. How an agile enterprise will respond to stretch objective and how the response will reflect the maturity and mindset of the enterprise
5. How an Agile coach can figure out the maturity level of Agile practices and mindset of an enterprise by just using stretch objective test
Introduction to Management 3.0 : Presented by Ralph van RoosmalenoGuild .
Management 3.0 is a movement of innovation, leadership and management. Management 3.0 is redefining the definition of leadership with management as a group responsibility. It’s about working together to find the most efficient way for a business to achieve its goals while maintaining the happiness of workers as a priority.
Management 3.0 is a global management revolution that brings together thousands of project managers, mid-level managers, CEOs and entrepreneurs, developing solutions together, using games to encourage employee feedback and team collaboration.
Dissertation Windward Investment Management Case Analysis SampleDissertationFirst
This report analyzes an investment management firm, Windward. It is a well established registered investment advisor, which has been working as an independent money manager for its clients. The core client base of the firm consists of the high-net-worth individuals and the family offices. Windward Investment Management Company has witnessed a rapid growth in AUM (assets under management) in past 10 years, but now the company is considering a range of future growth opportunities and how to finance those opportunities, including raising external capital.
The case focuses on the decision of what opportunities, Windward should consider and on the valuation of the firm if it decides to raise external capital. For the purpose of deriving a structural analysis, report is divided in 6 chapters. Chapter one is of introductory chapter. This chapter acquaints the reader with the background of the study. Here the statement of problem, aims and objectives of the study and a detailed synopsis of the entire report's structure has been disclosed. Beginning of the chapter sketches the pertaining business process, client base, situation, working etc at Windward.
In the second section case description is given. Here a detailed picture of the case has been drawn. This chapter gives details regarding the company, company's management, business process, its evolution, industry etc. This chapter provides ground to the entire study.
Statement of problem backed by the case brief will be defined in this section of the report. All the relevant concepts and theories will also get introduced and discussed here only. Such discussion will be termed as the literature review of the topic. Further a detailed plan for analysis will be carried out along with defining the most appropriate sources of data for the study. Through data analysis in accordance with the proposed plan of analysis, assessment of the current position of the firm will be done and further the prospective strategies for the firm will be derived.
In the fifth section of the report a detailed and integrated analysis of the findings will be done. Through the discussion, recommendations for Windward will be scaled out. On the basis of the recommendations and discussion a plan of action will be proposed with a rigorous discussion on the limitations of the study conducted or the derived results. Further the chapter will end with discussions on the scope of further studies. Sixth chapter will be concerned about the utility of the study for the other players of some other industries. Here, the learning of the entire analysis will be briefed and applied on any other industry unit.
Doing #noProjects in Large Organizations (Codemotion 2015)Unai Roldán
Doing PRODUCTs in Large Organizations
- Empower people: Create stable teams
- Focus on value: Organizing around value
- Flow, …flow faster!: Product development flow
Habitualmente dentro del mundo Agile se identifican las "corrientes" de #noEstimates o #noProject como tendencias a futuro y que en algunos casos parecen irrealizables, sobre todo en grandes organizaciones.
En la mayoría de las transformaciones en las que trabajamos a día de hoy, ya sea a nivel nacional o a mundial, venimos aplicando #noProjects dentro nuestros procesos de transformación.
La ponencia consistiría en compartir experiencias y lecciones aprendidas cuando hemos trabajado para eliminar los proyectos en grandes empresas, poniendo el foco en las personas en lugar de los proyectos, y permitiendo tener equipos estables que crecen día a día gracias a este enfoque.
Aunque pueda parecer un concepto muy teórico, #noProject puede ser una realidad si se crean los mecanismos necesarios dentro de las compañías y se dota a los equipos de herramientas para ser productivos y predecibles a largo plazo.
Unai Roldán
UST Global
LISP Programming Language (Artificial Intelligence)wahab khan
LISP Language, LISP Introduction, List Processing, LISP Syntax, Lisp Comparison Structures, Lisp Applications. Using of LISP language in Artificial Intelligence
1. Steven Signore
445 Arbor Lane
Wood Dale , IL 60191
(630) 350-9627 (Home)
(630) 615-1112 (Cell)
stevesignore@aol.com
Professional Experience:
Chevys Fresh Mex Restaurants
Schaumburg, IL 2014 - Present
General Manager
• Responsible for directing the daily operations of the restaurant, ensuring compliance with
company standards in all areas of operation, including product preparation and delivery, customer
relations, restaurant maintenance and repair, inventory management, team management, hiring,
termination and retention of team members, staff education, and financial accountability.
• Ensure that the highest quality products and services are delivered to each customer.
On The Border
Mexican Grill & Cantina
Schaumburg, IL 2013 - 2014
FOH Manager
• Launched new location in Schaumburg.
• Hired, trained and developed staff for new location on micros systems.
• Adhere to company standards and service levels to increase sales and minimize costs, including
food, beverage, supply, utility and labor costs.
• Estimate food and beverage costs. Work with Corporate office staff for efficient provisioning and
purchasing of supplies.
• Supervise portion control and quantities of preparation to minimize waste.
• Estimate food needs, place orders with distributors, and schedule the delivery of fresh food and
supplies.
• Ensure positive guest service in all areas. Respond to complaints, taking any and all appropriate
actions to turn dissatisfied guests into return guests.
ERJ Dining
dba/ Chilies Bar & Grill
Bloomingdale, IL 2011 – 2013
Assistant General Manager
• Control food, beverage, and labor costs.
• Oversee daily operations, sales forecasting, P&L budgets, and labor scheduling.
• Calculate weekly build to levels to insure accuracy in ordering food, produce & liquor inventory
per company policy.
• Train, coach, and motivate restaurant team on new products and processes.
• Maintain high standard in restaurant cleanliness, sanitation, food quality, and guest satisfaction.
2. Steak n Shake
Downers Grove, IL 2009 – 2011
General Manger
• Manage all aspects of P&L statements.
• Train associates on the proper procedures and processes conducive to company standards.
• Make certain that all proper food handling procedures are followed, and maintain a clean,
attractive and safe environment by holding Manager and Associates accountable for sanitation and
safety standards.
• Conduct regular Manager meetings to align the focus of the restaurant and celebrate successes.
• Partner with maintenance technicians to ensure proper equipment and facility maintenance is
achieved.
McDermott Amusement
dba/Spectacular Midways
Chicago, IL 2002 -2009
Director of Operations
• Performed all aspects of event contractual negotiations with cites, fairs, and festivals.
• Responsible for all communication with city officials and personnel.
• Oversee daily operations which include: budgeting and forecasting revenues and expenses,
managing over 70 employees, ensuring quality service and satisfaction with customers/vendors.
• Coordinate all aspects of logistics for every event to ensure the optimal success and profitability
for both the client as well as the company.
• Monitored and purchased inventory, ensuring sufficient levels to accommodate demands.
Sbarro Pizza
Fox Valley Mall, Aurora, IL 2000 - 2002
General Manager
• General Manger responsible for daily operations that included production, sales, training, finance
and accounting, and administration.
• Developed marketing campaigns to increase sales and customer base.
• Scheduled work shifts for all employees.
Radisson Hotel
Glenview, IL 1989 - 1999
Director of Food and Beverage
• Coordinated all food and beverage service at the hotel’s full service location.
• Recruited, trained, and motivated staff of cooks, servers, and bartenders.
• Participated in inventory control, and ordering of food and supplies.
• Maintained outstanding food quality, and excellent customer/vendor relations.
• Consistently increased food and beverage sales by reorganizing evening restaurant operations and
the room service department resulting in higher quality customer service, and lower food and
beverage delivery time.
• Managed cost controls for food, labor, and overall budget.
• Worked to ensure compliance with all corporate policies and procedures, as well as federal
(OSHA), state, and local safety and health regulations.
Education: