Experienced operations leader.
Grounded in hospitality.
For nearly ten years, I led Sarabeth’s Park Avenue South as General Manager, overseeing the business, its people, and the guest experience.
Pursuing leadership roles in hospitality operations and people leadership.
Hospitality experience. A broader perspective.
I worked my way through service, bar, and management roles before becoming General Manager in 2016. Learning the business from the floor up gave me a practical understanding of what an operation needs and what its people need to succeed.
I am pursuing leadership opportunities in hospitality operations and people leadership, bringing thoughtful service and strong people leadership to new settings. I am continuing my development in HR, with the SHRM-CP exam scheduled for December 2026.
How I lead day to day.
Develop capable teams.
My approach is hard on standards, soft on people. I set clear expectations, coach directly, and address issues early and fairly. I stay present in the operation, supporting the team under pressure and solving the immediate problem before addressing its cause.
Use the numbers. Understand the operation.
I benchmarked performance and forecasted across weeks, periods, and quarters using sales history, seasonality, reservations, weather, and events. I reviewed labor and COGS together to guide staffing and cost decisions, partnering with the chef on kitchen planning.
Anticipate before you have to recover.
Thoughtful service starts with understanding each guest’s key requirements. My teams reviewed reservation details, stated requests, returning guests’ preferences, and the purpose of each visit, then communicated those needs before service. That preparation helped us anticipate expectations and tailor the experience. I wanted first-time guests to feel welcome and regulars to feel remembered.
Work that made a difference.
I created P&L reporting and liquor inventory tools, along with reporting forms for foodborne illness, guest incidents, and workplace incidents. These became the basis for company-wide processes.
I looked for coachability and potential, cross-trained employees, and gave developing leaders more responsibility. Many members of my core team stayed for the majority of my tenure.
I directly owned beverage COGS and partnered with culinary on food COGS. Inventory controls, order accuracy, quality checks, and fewer avoidable remakes helped protect margins.
I owned staffing from recruitment through offboarding and created individualized interview packets based on each candidate’s résumé and experience. These helped managers evaluate role fit with a clear goal: hire people who would succeed and stay.
From people I worked with.
“Firm, fair, honest, demanding, and approachable.”
“Elizabeth's greatest strength is her ability to create structure.”
Let's talk.
If my experience could be useful to your operation or organization, I would be glad to have a conversation.
