01Capability
Multi-unit P&L
Own the regional P&L, the annual operating plan, budget and forecast, and run a weekly business review against shared KPIs.
$66M regional P&L · 38 stores · 10 states
See the evidence →01 / What I do
Make every shiftrun like yourbest one.
I help restaurant owners and multi-location operators raise store-level profit, run every location to one standard, and build managers who hold the line without them in the building.
I also lead full-time. Today I run a 38-store, 10-state portfolio as Regional Director of Operations.
$66M
Regional P&L I own today
Hana Group · 2026
38 · 10
Stores across ten states
Hana Group · 2026
$4.9M
Store-level operating profit improvement, three locations
Zareen's · 2024 to end of 2025
12+
New store openings from one repeatable playbook
Hana Group
The floor is the source of truth.
Systems work when nobody has to be a hero.
Cadence beats charisma. Every time.
02 / How I operate
People.Performance.Systems.
Six things I'm brought in to do, each tied to a result on the record. Use the arrows, the dots, a swipe, or your keyboard.
02Capability
Turnarounds
Diagnose before touching anything, fix the top cost leaks with the general managers, then install the rhythm that holds the gains.
$4.9M store-level profit improvement · Zareen's
See the evidence →03Capability
Standard work
Documented standards, scheduled audit routines and root-cause followup on every exception, so compliance is a habit, not a scramble.
98% compliance, zero penalties, four years · 30% faster onboarding
See the evidence →04Capability
Opening readiness
Turn every launch into a repeatable playbook for staffing, systems setup and vendor contracts so the store performs from week one.
12+ new store openings
See the evidence →05Capability
Reporting & tools
A short list of KPIs, dashboards managers open every morning, and the workflow automation behind them. I build the tools myself.
15% lower performance variance · SEOD client 12x
See the evidence →06Capability
Service standards
Luxury-hotel training applied at every price point: what a good visit looks like, how staff are trained to it, how recovery works.
Hotel food and beverage · service recovery rebuilt at Zareen's
See the evidence →Build the
machine.
Coach the
bench.
Grit without architecture just produces burnout. The work that holds is the standing meeting, the shared dashboard, and the number the general manager can name from memory.
Stock footage
03 / Selected work
The work speaks.
Zareen's
Three restaurants, brought back. A $30M Michelin-recognized Bay Area group growing from three to five locations while three of its restaurants lagged.
Operations General Manager · 2019 to 2025$4.9M store-level operating profit improvement, 2024 to end of 2025
Hana Group
A portfolio that grew without losing control. Restaurant stores inside four host retailers. 21 stores in six states earlier in my tenure; 38 stores in ten states today.
Regional Director of Operations · 2021 to present$66M regional P&L · 98% compliance, zero penalties in four years · 12+ openings
SEOD
Operating models for founder-led businesses. Advisory and operating engagements on pricing, unit economics, financial controls, and the reporting and workflow tools behind them.
Principal · 2016 to present12x revenue growth for one client, $125K to $1.5M+ in twelve months
Hope Horizon EPA
A donor dashboard, work platform and a complete website rebuild. As Director of Development and Communications, I built the tools and rebuilt the website for Hope Horizon EPA.
Director of Development and CommunicationsDonor dashboard · work platform · website rebuild
04 / Experience
Front deskto theregionalseat.
I started as a Baja Fresh cashier in 2006, at 16. Then came Wasabi Sushi and Cuisine, hotel food and beverage, and multistate restaurant operations. English and Korean native, conversational Spanish.
- 2021 to present
Regional Director of Operations
Hana Group$66M regional P&L across 38 stores in 10 states, two brands and three concepts inside four host retailers. 30 direct reports within a 120-person regional workforce.
- 2019 to 2025
Operations General Manager
Zareen's Restaurant & Catering Group$30M Michelin-recognized group scaled from three to five locations: four restaurants, a central kitchen and catering, 215 people.
- 2016 to present
Principal, advisory & operating engagements
SEOD (concurrent)Operating models, pricing, financial controls and the technology layer for founder-led businesses.
- 2015 to 2019
District Manager · General Manager · AM to GM
Gen Korean BBQ · Sake2Me · BCD Tofu HouseMultiunit and unit-level restaurant leadership in high-volume dining.
- Starting in 2006
Early hospitality experience
Baja Fresh · Wasabi Sushi and Cuisine · Hotel F&BI began at Baja Fresh as a cashier at 16, then worked at Wasabi Sushi and Cuisine before moving into hotel food and beverage.
Lean Six Sigma Black Belt (CSSC)
Certified Food & Beverage Executive (CFBE), AHLEI
ServSafe Certified Manager, Instructor & Proctor
HBS Online, Leadership & Management Specialization
Wharton Online, Digital Marketing
I studied business and marketing, then theology for about six years.
05 / Ways in
Four ways in.
A leadership role
Director, VP or Head of Operations for a multiunit restaurant or retail food business. Remote, hybrid or Bay Area onsite.
Discuss a role →An operating challenge
One location underperforming, several drifting apart, or a growing business that has outgrown its owner running everything.
Describe the challenge →Something worth building
A venture, a community project, or writing and speaking on operations and the Korean lens.
Discuss a collaboration →Just exploring
Curious about the work or one of the field notes. Ask a question; there's nothing to sign up for.
I'd like to learn more →06 / Field notes
Ideas builtfor the work.
Stock footage
The first 90 days of a multi-unit turnaround
Diagnose, stabilize, rebuild. The sequence that works, and the mistakes that cost me time.Read it →- Labor Variance Is Almost Always a Schedule ProblemLabor variance is not a wage problem or a headcount problem. It is a schedule that does not follow demand. Here is the diagnostic and the fix that recovers 3 to 5 points without changing headcount.
- Give the General Manager Real Decision RightsA working framework for the four decision rights every general manager needs to run a P&L: money, people, time, and product. What to grant, what to keep, and how to write it down so the unit stops calling you at 9pm.
- The Twelve-Opening PlaybookTwelve new-unit openings across restaurant and embedded retail. What the third opening taught me that the first eleven did not, and the sequence I run every time now.
- The Dashboard the General Manager Opens Every MorningThe five-tile daily dashboard general managers actually open. What to show, what to hide, and why most operator dashboards die inside three weeks.
Contact
Let's buildwhat lasts.
Tell me what you're working on and where you could use help. A role, an operating problem, a project, or just a question.