Wesley Oburn

Experience

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  Darden Restaurants

  Jan 2002 - Oct 2004

  Manager

  Responsible for training and development of supervisors and staffSupervise food productionMaintain unit budget responsibility2.5 million dollars in sales annually

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  Cameron Mitchell Restaurants

  Oct 2004 - Apr 2009

  Executive Chef

  October 2004-April 2009 Cameron Mitchell Restaurants Indianapolis, INExecutive Chef Mitchell’s Fish Market -$4 Million Annual Sales-Full P&L Responsibility-32% food cost-15% or lower labor cost-Restaurant Opening Team Member-Control of inventory and operational expenditures-Achieved 98% manager approval rating-Company Restaurant of the year in 2007

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  ARAMARK-Cleveland Clinic Hillcrest Hospital

  Apr 2009 - Nov 2015

  General Manager

  April 2009-Present ARAMARK Cleveland, OHGeneral Manager Cleveland Clinic Hillcrest Hospital-September 2013 - Present -Develop annual department budget, including all related costs and expenses to ensure proper financial performance. -Efficient use of resources including labor, food and all other direct expenses. Total budget of $13.5 million-Member of the Cleveland Clinic Enterprise Cost Repositioning Committee responsible for $26 million dollar savings plan-Plan and initiate saving target of $1.6 million dollars over 10 month period-Evaluate, direct and manage the function and structure of food and nutrition services, ensuring that all client expectations and regulatory standards are being adhered to and appropriately monitored-Direct P&L responsible for 3 retail venues including sales growth, catering, promotions and customer satisfaction-Coordinate and oversee remodel of 2 retail venues and main production kitchen-Implementation of room service patient feeding platform including call center operation-Achieve increase in patient satisfaction from 1st percentile to 55th percentile in 6 short months-Direct responsibility for consistent Human Resource function for staff of 200-Develop customer service evaluation mechanisms to ensure that ongoing information is retrieved and evaluated for improvement purposes-Comply with federal, state and local health and sanitation regulations and department sanitation procedures as evidenced through local health department and regulatory agency audits-Attend and develop departmental meetings-Drastic improvement of relationships with client, nursing and other key supporting departments of operation-10% sales growth in first year-Leader for the food production leader network Show less

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  ARAMARK St. Vincent Hospital

  Apr 2009 - May 2012

  System Production Manager

  April 2009-Present ARAMARK Indianapolis, INSystem Executive Chef/Production Manager, St. Vincent Health Network- September 2009 - May 2012 -Production leader throughout the St. Vincent Health Network-Lead, plan and develop all aspects of quantity food production and retail venues-Lead, plan and coordinate menu development and catering functions-District food production leader and net menu expert.-Responsible for purchasing compliance and maintaining client expense budget of $12 million-Training and development of managers, supervisors and hourly associates-Effectively implement automated food production system throughout the network and provide support for 5 facilities-Plan and promote retail operations according to Aramark standards and client needs-Initiate plans and processes to lower cost and improve efficiencies and quality-Implement strategies and action plans to ensure the facility supports St. Vincent’s strategic initiatives-Establish group and individual accountabilities throughout the department for problem solving and cost reduction depending upon need-Improve manpower utilization within the department by schedule stability that allows for maximum return on efficiencies-Life Saver Award for excellent patient care Show less

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  ARAMARK-IU Health

  May 2012 - Sept 2013

  Director of Food Service Operations

  April 2009-Present ARAMARK Avon, INDirector of Food Service, IU West Hospital-May 2012 – September 2013 -Develop annual department budget, including all related costs and expenses to ensure proper financial performance. -Efficient use of resources including labor, food and all other direct expenses. Total budget of $3.5 million-Directly responsible for retail venues including sales growth, catering, promotions and customer satisfaction-Yellow Belt in LEAN Six Sigma sponsored by IU Health organization via Purdue University-Evaluate, develop, and ensure the provision of ongoing training and development for all department staff consistent with operational and strategic need of the client and ARAMARK-Provide primary direction and leadership for all customer service initiatives including the appropriate recruitment, selection and development of staff-Participate in facility wide performance improvement programs and participate in champion improvement program-Initiation of 10.5% cost reduction and planning-System leadership award for green business initiatives-District leader for the food production leader network Show less

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  Sodexo

  Nov 2015 - now

  District Manager / Client Executive

  -Development of 5-year strategic plan supported by collaborative annual incremental improvement business plan-Develop annual department budget, including all related costs and expenses to ensure proper financial performance. -Direct P&L responsibility for 24 food service outlets totaling $42 million-Revenue growth of $6.5 million in 4 years-Evaluate, direct and manage the function and structure of food and nutrition services, ensuring that all client expectations and regulatory standards are being adhered to and appropriately monitored-Team includes 54 managers level associates and 500 total employees -Achieve 94th percentile customer satisfaction and 87th percentile patient satisfaction-Lowered first year turnover to 17.5% - Over 25% improvement in 3 years-LEAN Six Sigma Green Belt Certification-Development of On-Boarding Partner Program-Development of Career Ladder Program-Trained all front-line co-workers on Authentic Guest Service-Certified Crucial Learning instructor-Responsibility for the service and preparation of 5.5 million meals annually-Comply with federal, state and local health and sanitation regulations and department sanitation procedures as evidenced through local health department and regulatory agency audits-Zero citations from state board of health, county board of health and joint commission-Excellent client and key stakeholder relationships-Manage and develop contracts-Rising Star Award 2017-Senior Vice President Award of Special Recognition 2018 for client relationships, contract compliance, growth, achievements and innovation-Share holder award recipient 2023-Spirit of Service award 2023-Guest of the Sodexo North American President for Client Executive panel on “What Good Looks Like” Show less