Steven Ward has over 15 years of experience in business district and regional management, with a focus on operations management, strategic planning, and driving sales and profitability. He is currently a Travel Center General Manager, where he oversees a multi-unit travel center with over $30M in annual fuel sales and $5M in retail/food sales. Previously, he was a General Manager for Arby's and Wendy's locations, where he managed daily operations, financials, and teams of 50+ employees. Ward has expertise in developing strategies to streamline operations and control costs, enhancing customer service, and increasing revenue and market share.

1. STEVEN WARD
14159 W Forest Home Ave| Franklin, WI 53132
Phone: (520) 371-2416 | Email: wardstev@yahoo.com
~ BUSINESS DISTRICT & REGIONAL MANAGEMENT ~
Solutions-driven and business-focused management strategist experienced in executing a wide range of
operational management strategies designed to streamline internal processes to include daily operations, training
and mentoring, cost controls, and team supervision in high volume food, retail and service operations. Expertise
in driving business strategy development, financial management/P&L, team performance, and effective cost
controls, while overseeing sales and marketing strategy development, revenue/profitability enhancement, and
the driving of customer service excellence. Adept in driving high-impact management and leadership strategies
focused on enhancing competitiveness, spearheading growth, driving market share, and increasing profitability.
• Business Operations
• Sales & Cost Analyses
• Strategic Planning
• Loss Prevention
• Restaurant Management
• Purchasing & Procurement
• Workforce Management
• Training & Development
• Budget Management
• Performance Enhancement
• Staff
Training/Development
• Food/Labor Cost Control
PROFESSIONAL EXPERIENCE
Pilot Travel Centers LLC.
10/2005 - Present
TRAVEL CENTER GENERAL MANAGER (4/2006-Present)
Managed and oversaw all aspects of daily operations and activities for a multi-unit travel center that included
fuel, retail, deli, and a full-service restaurant, to include P&L, staff administration, sales and service
management, and operations oversight. Led the achievement of total store sales surpassing $30M in fuel and
over $5M in retail, deli, and restaurant sales in 2015.
• Managed the activities of 50+ staff, to include a restaurant general manager, 3 assistant
managers, 5-7 shift supervisors, a retail manager, retail cashiers, maintenance, food service
workers, and support staff.
• Drove business development objectives including team building and performance,
increasing of sales and profitability, and effective cost controls to achieve company, region,
store and personal goals.
• Led the implementation of strategic value enhanced sales and marketing strategies to
increase sales potential and revenue; brand specific POP, monthly promotion resets, and all
merchandising/visual aids.
• Controlled all expenses to include supplies, labor, Worker’s Comp, utilities, inventory, cash
loss, and facility maintenance to ensure net operating costs met monthly budget criteria.
• Oversaw all volume and profit objectives, strategies, and programs based on each category,
to include all aspects of location financials, sales reports, forecasting and P&L performance.
• Analyzed monthly operating statements and operational expenses to maximize profit
potential.
• Participated in the development of policies and procedures, and the screening, interviewing
and selection of qualified applicants for various management and staff positions.
• Established inventory levels and cost controls; researched, evaluated and purchased capital
equipment, materials and supplies; analyzed financial reports/data in order to address
deficiencies.
• Achieved and maintained a turnover rate of 75% less then industry average.
GENERAL MANAGER ~ Arby’s (10/2005-4/2006)
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2. Managed and led all aspects of daily store operations, to include cost and labor control, expense control, sales
and service management, staff hiring and training, and location financials, to include P&L. Successfully
revamped, cleaned and reorganized entire location to meet Arby’s brand requirement outlined in Arby’s
Operation Evaluation; passed with a 98%.
• Purchased food, beverages and supplies as needed; oversaw their preparation to ensure that
every product served met the high standards of product quality.
• Created and promoted a sales first environment to increase sales over 5% in a mature
seasoned.
• Maintained >40% food costs and a consistent operating profit of over 25%.
• Used SMTP, AMTP and DFW to train and prepare team members/managers for growth
opportunities.
• Ensured all marketing plans were executed on time and accurately to build repeat customer
visits.
• Trained staff on general cash control systems and general credit card security.
• Completed semi-annual performance appraisals for all team members, shift managers and
assistant managers.
• Counseled personnel when safety, harassment or discrimination policies have or may have
been violated.
• Effectively controlled gaps in a 24-hour business and quickly adapted to any unforeseen
circumstances.
Wendy’s Corporation (WENCO)
6/2000 - 10/2005
GENERAL MANAGER (3/2002-10/2005)/ASSISTANT MANAGER (6/2000-3/2002)
Managed all aspects of franchise location operations, to include staff administration, financial management
and P&L, workload delegation, and the implementation of continuous improvement initiatives. Planned,
identified, and delegated responsibilities to managers and team members to ensure operations excellence;
managed the hiring, training, scheduling and performance of staff.
• Led the implementation of company initiatives by developing action plans and directly
motivating and instructing the team on the implementation plans; provided direction to the
team.
• Generated sales growth by consistently delivering a positive guest experience and executing
local marketing initiatives.
• Managed P&L by tracking expenses, analyzing variances and initiating corrective actions.
• Served as a key player in the opening of a new location, to include leading the hiring,
training and development of management staff and team members.
• Monitored and maintained food margins to include paper, condiment and waste control;
ensured product inventory levels were met on a daily basis.
• Reviewed work and operational processes in order to determine ways to improve service,
performance, safety and customer service
• Networked with team staff to drive training, new advancement and promotion efforts.
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