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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