Derrick Pratt

Responsible for driving revenues and profitability in 85 restaurants that deliver $8.6M AUVs and comprise over 8,000 Team Members. All located in 10 states within the US.

• Worked collaboratively with peer team and Board to take the company through successful IPO - enabled 3 successful secondary offering
• Direct Reports (8) Include: SVPs of Technology, Marketing and Off Premise, VPs of Operations, New Restaurant Openings, Restaurant Support, Directors of Operations Services, Workforce Management/Ops Engineering
• Executed against newly defined Technology roadmap: Digital Board, New POS Interface, Mobile POS, Expanded digital access points
• Drove outsized comps in Off Premise space by increasing operating capacity in digital pick up and catering space - enabled expansion of third-party relationships by 40
• Drove highest Net Promoter (70) and Guest Satisfaction (69%) results in the company's history
• Expanded RLEBITDA through prime cost leverage - Increased labor efficiency to mitigate labor inflation, reducing labor needed to execute our operating model by 10%

Responsible for driving revenues in and profitability in 64 restaurants that deliver $8.3M AUVs and comprise over 6,000 Team Members. All located within 9 states within the US.

• Direct Reports (7) included: VPs of Ops, Restaurant Support and New Restaurant Openings, and Culinary, Directors of Ops Services, Ops Engineering and Work Force management
• During mu short time in this we reorganized operations and identified key leaders to drive our growth aspirations
• Developed our strategic framework and focus, as well as "Metrics that Matter" that would drive all future performance and results assessment

Responsible for Labor, Technology, and Fraud Analytics departments for company stores in the US and Canada. This comprised over 11,000 stores and 220,000 employees

• Led a team of 60 professionals ranging from data scientist to seasoned operators in controlling $5.5B labor budget
• Led centralized forecasting (TCs& IPTs) and deployment efforts through COVID and maintained compensation and work stability through complex labor market environments
• Worked with CFO to never have missed weekly labor targets
• Developed a technology road map that would alter digital interface and order awareness, to provide just-in-time service

• Responsible for P&L of a $1.4B business unit encompassing 800 company operated stores with 20,000 employees in: Alabama, Florida, Georgia, Louisiana, Mississippi, North Carolina, South Carolina, and Virginia; reports to U.S
• Senior Vice President of Operations
• Leads a team of eight Regional Directors, Human Resources, Store Development and Facilities
• Experienced yearly deal approval of 300 development projects with one asset impairment in three years; launched the first Starbucks Uber Eats platform in South Florida which served as an operating template of success in the U.S
• Improved window channel efficiency to best in class in the US
• Opened an average of 43 new stores yearly exceeding proforma financials by 15%; relocated, and rebuilt on average 15 stores yearly with comp sales average of 45%
• Grew total sales on average 10% (comp 4%) every year in role
• Enhanced team performance, developed and promoted four Regional Directors to lead $200M business units

• Responsible for P&L of a $1.1B business unit encompassing 1600 licensed stores in: Alabama, Arkansas, Florida, Georgia, Indiana, Kansas, Kentucky, Louisiana, Mississippi, Missouri, New Mexico, North Carolina, Oklahoma, South Carolina, Tennessee, Texas, Virginia, and West Virginia; reported to Executive Vice President, North America/LATAM
• Led a team of eight: Regional Directors, Human Resources, and Branded Solutions
• Launched a new consulting approach that changed the licensee engagement model and serves as a foundation company-wide for Mid-Management
• Improved development to readiness for Director-level which enabled internal promotions of 30% of my existing team in 18-months
• Opened ~120 new stores each year exceeding proforma financials by 7%.

• Commissioned a cross functional team of category experts to close traffic gaps driven by market seasonality differences; reported to the Division Senior Vice President
• Led field implementation, strategy, planning function for 3,600 store division in the U.S
• Developed a seasonal market strategy to close 24 daily transaction gaps between warm and cold markets shoulder periods to zero within 18 months: annual revenue impact of gap closure in perpetuity and compounding of $185M.

• Served as Owner and Operator of Bakery Deli Fast Casual restaurant with rights to develop DFW market
• Acquired $1.3M restaurant with 11% profit margins; expanded catering by 20% within 6 months

• Responsible for P&L for a $1.2B , including CA/NV/OR with 600 restaurants, 145 franchisees and 1,200 company employees; reported to President, West Division
• Led cross-functional team including: Vice President, Franchise Operations; Finance Director; Human Resource Director; Marketing Director; Purchasing Director; and Business Research Manager
• Accountable for driving comparable income growth, franchisee cash flow, and exceeding shareholder return expectations; drove comparable sales growth over three years totaling $70M
• Grew regional income $18M over three years, exceeding plan targets each year
• Improved franchisee cash flow by $240,000 per organization and increased equity $1.2M
• Exceeded shareholder return expectations on incremental capital invested by 4%
• Cultivated talent pools that provided upward mobility for over 35% of the corporate staff
• Aligned six co-ops with diverse DMAs on core strategic marketing platforms improving customer satisfaction through consistent product offerings and retail merchandising execution.

• Responsible for franchised/company operations of a $1.4B business unit; included TX/NM with 700 restaurants, 152 franchisees and 1,500 company employees; reported to the Vice President, General Manager
• Managed a team including: Training Director; Back Office Systems Director; Field Consulting Services Directors; and Franchising Director
• Accountable for driving comparable sales and profits through operational excellence and franchise performance in support of corporate targets
• Increased sales $21M through operational efficiencies and reduced service times in 80% of the restaurants; exceeded newly franchised restaurant sales projections in 120 restaurants by 14% on average over three years
• Created profit optimization education improving restaurant level cash flow by $20,000 annually
• Improved mystery shopper scores in 90% of all restaurants driving customer satisfaction scores to all-time highs

• P&L responsibility for a $114M region, including 60 company-owned restaurants, 500 Managers, mid-Managers and staff employees; reported to Vice President, Operations
• Responsible for all field services for 60 franchisees with 300 restaurants
• Accountable for driving comparable sales and profits through operational excellence and franchise compliance in support of regional growth targets
• Exceeded company-owned restaurant profit plan for the year by $750,000
• Pioneered the “McDonald’s in Walmart” franchise growth strategy improving sales 40% in one year
• Designed and implemented a post reorganization field operations structure that increased productivity, reduced overhead cost, and drove business results.

• Responsible for training, learning and development function for the Midwest Division, including seven regions, 4,000 restaurants and 60 regional training staff
• Accountable for developing and deploying restaurant management and mid-management curriculum to 31,000 Managers
• Designed/launched the first remote delivered management and mid-management curriculum
• Served on a team that developed the company’s first computer-based Interactive Training System; McDonald's Interactive Crew Training enhanced operations in 14,000 restaurants nationwide increasing productivity immensely.

• Managed electronic telecommunications signal flow and integrity for strategic military locations worldwide.