developer and operator
CAFEMANTIC: WILLIMANTIC, CT.
2010–2019
Launched as a coffee concept, Cafemantic was repositioned into a full-service, farm-driven restaurant aligned to an underserved professional demographic.
The trade area combined high-density student, "college town" populations in the periphery of a rural region anchored by major universities. This resulted in an unusually educated consumer base (35%+ advanced degrees).
MARKET CAPTURE
As an early adopter of the farm-to-table movement, we brought the energy, quality, and precision of a major-city dining destination into a smaller market. By scaling the concept intelligently, we shifted the market consensus from "Why here?" to "Of course, here."
Right-sized seating, a highly efficient footprint, and disciplined, repeatable systems allowed us to exceed the expectations of a discerning, globally exposed demographic while maintaining strong net margins of 8–10%. I developed these results by building rigorous financial controls for managers and agile forecasting models using guest attendance and spending patterns. During my formative years, I walked in the shoes of every job it takes to make an operation flow while ultimately being responsible for signing the paychecks.
OPERATIONAL MILESTONES
- Prime costs were managed at <60%.
- Retained core management team for 5+ years average tenure in a transient market.
- Sustained sub-30% costs despite compounding minimum wage pressures, utilizing aggressive seasonal forecasting and comprehensive cross-training
- Operational Excellence: Earned New York Times "Excellent" review and Maintained 4.5+ rating across 2,000+ reviews.
- Minimized chef turnover to only once in 13 years.
- Lead a team of 50+ with 5 direct reports
- Built a direct BOH talent pipeline and Culinary Institute of America.
STRATEGIC PIVOT - 'Do more with less'
STONE ROW KITCHEN & BAR: WILLIMANTIC, CT. 2020-2025
When the pandemic settled in, I led a full rebrand, evolving Cafemantic into Stone Row Kitchen & Bar. The pivot was a sector shift in response to changing audiences and dining-out behaviors. We evolved the aesthetic introducing more industrial elements and simplifying the space to reflect a more confident, mature brand.
The menu was rebuilt to weather the change. We went from labor-intensive small plates to large-format classics—pastas, half-chicken, whole fish, a signature burger and check-builder categories. This brought Prime Costs in line at <60% by eliminating back of house labor positions, reducing table touches, and shifting PMIX toward higher margin product .
Operational Engineering
- Beverage Mix Strategy: Expanded the barroom footprint and beverage program to steer the mix toward high-margin revenue, achieving a 32% Beverage / 68% Food split.
- Maximized the property’s outdoor footprint through low-overhead, open-air events—rebuilding momentum with limited fixed risk.
RESULTS
We reduced back-of-house labor below 35%, maintained positive cash flow through ~20% ingredient inflation, and returned to near pre-COVID revenue levels by 2023. The restaurant earned the 2023 Connecticut Restaurant Association “Best Restaurant” category during this period of transition.
ASSET ACQUISITION of restaurant
In 2016, cash flow was strong enough to go from tenant to owner and acquire the multi-floor restaurant building and the adjacent property.
I led the renovation and subsequent remodels from concept through completion—developing the layout, flow, and operational specifications. The process shaped how I think about hospitality: design must serve efficiency. Every inefficient step on the floor is less time spent with a guest or delivering a top-tier product, and a tax on profits.
acquisition RESULTS
- Capacity & Scale: Expanded the restaurant footprint to support sales of $600/sf, expanded catering production capacity, and activate upper floors for multiuse revenue.
- Overhead Control: Stabilized occupancy costs at ~6% of gross revenue.
- Capital Optimization: Unlocked significant depreciation value potential and captured long-term equity from site improvements.
EXIT
Restaurant concepts are volatile; well-developed real estate is durable. As outside investment increased in the district, I positioned the asset accordingly and made a successful exit through the property to boutique hotel developers in 2025.
FIELD & FEAST (catering division) + 750 main (venue): CONNECTICUT, 2014 - 2025
Field & Feast began as an extension of Cafemantic —a move to propel operations outward and translate our dining experience into a high volume event model. The objective was to execute 250+ guest events without sacrificing food or service precision the restaurant had become known for.
RESULTS
- Secured and maintained preferred vendor status with major regional institutions and private clients who required discretion, consistency, and technical execution under pressure.
- Achieved an 80% closing rate over a 5 year period and YOY retention of charitable gala clients.
- By leveraging shared teams and centralized procurement, reduced fixed restaurant overhead while scaling to $1M+ annual revenue with 10% Net Margins.
- Secured Premium pricing ($100+ per guest) for full service
- Managed 100+ events annually covering the gamut of logistics and procurement with a $10k average booking value
Venue Strategy
To capture high-margin event volume without diluting the core restaurant's focus, we propelled operations outward to a dedicated event space, '750 Main'
- Secured a seasonally variable lease the vacant, 2,000 sq. ft. storefront two blocks away to capture private dining and boutique events for up to 50 seated guests.
- Captured 30%+ net margins—significantly outperforming the traditional restaurant model—by maximizing existing kitchen throughput and capturing venue rental revenue.
- Monetized off-peak capacity by transforming the room into a neighborhood anchor, hosting ticketed Chef Dinners ($100+pp), and interactive "Culinary Labs" (pasta making, butchery, mixology).
750 MAIN STREET
750 Main Street turnaround
high volume, precision F&B
Nathan Hale Homestead, Coventry, CT., F&B Space planning for wedding venue conversion, 2017.
DEVELOPMENT & ADVISORY
I have provided launch, turnaround, and repositioning strategies for hospitality owners. My entrepreneurial mindset is what allows me the flexibility thinking needed translate an owner's vision into into a framework that is both realistic and executable.
SELECT ENGAGEMENTS
ASSET REPOSITIONING & TURNKEY HANDOFF
Stone Hill
Mansfield, CT. | 2019
The clients had a vision for their NRHP Grange Hall and needed the operational framework to execute the transformation into a 130-capacity, turnkey venue.
translating the vision
- Designed back-of-house flow and equipment layouts within a constrained footprint to maximize catering scale. Directed the technical integration of AV and lighting systems to ensure seamless venue versatility.
- Acted as Owner's Rep between architects and contractors, identifying value engineering opportunities to protect the budget without compromising vision.
- Optimized critical site logistics including load-in/out access, storage density, and FF&E procurement.
- Directed the visual identity and rollout.
- Established pricing structures and revenue targets aligned with regional competitive trends.
- Coordinated venue launch campaign through opening night.
ASSET REVITALIZATION & AGRITOURISM STRATEGY
LITTLE DIPPER FARM | POMFRET, CT 2023
Directed the asset repositioning of 300-acre Hillandale Farmstead and legendary Golden Lamb Buttery by guiding new ownership to pivot away from a high-overhead rural restaurant model. Transformed a charming but latent property into a high-performance venue that monetized its agricultural roots.
translating the vision
- Venue Conversion Strategy: Guided the modernization of a historic carriage barn into a 150-capacity venue, incorporating a PDR, farm store, and outdoor event infrastructure.
- Back-of-House Architecture: Designed kitchen and service layouts to health department standards, maximize operational efficiency, and ensuring proper scaling capacity.
- FF&E Procurement: Orchestrated FF&E selection and sourcing, prioritizing-durability and alignment with the brand’s identity and operational demands.
- Menu Implementation: Engineered an F&B menu targeted at clients drawn to the property by its agricultural heritage.
- Revenue Strategy: Pivoted the asset away from a traditional restaurant model toward high-margin private buyouts and corporate retreats, synthesizing market comparables and seasonality data to establish baseline YOY revenue targets.
- Lead Generator: Spearheaded full launch by leveraging an extensive network of regional chefs to execute $150+ prepaid, high-yield experiential dining events.
- SOPS: Developed the property's operational protocol from scratch, authoring SOPs, client contracts, and vendor lists.
AGRITOURISM STRATEGY IN ACTION
Community DEVELOPMENT
President | Willimantic Downtown Neighborhood Association
Willimantic, CT | 2011–2017 / 2020–2024
Led the evolution of a downtown development organization into an active neighborhood association focused on stakeholder coordination and district advocacy.
- Expanded participation into a 50+ member stakeholder organization representing business owners, residents, and civic partners.
- Secured the organization’s first recurring municipal line-item appropriation and managed an operating budget supported by dues, grants, and tourism funding.
- Established and convened the monthly “Toast of the Town” forum, creating a regular communication between local operators, elected officials, public safety leadership, and institutional partners.
- Served in an advisory capacity to the municipal Economic Development Department, providing eligibility framework input supporting the strategic deployment of ~$1M in ARPA relief funding to local businesses.
- Assisted independent operators in navigating health, building, and zoning requirements, helping identify realistic paths to Certificates of Occupancy and operational readiness.
- Supported district promotion using Main Street-style placemaking initiatives, including restaurant week programming, marketing campaigns, and seasonal activations that encouraged off-peak visitation and retail spillover.
- Engaged the significant Hispanic business community, bridging a decades-long representation gap
- Partnered with Eastern Connecticut State University and Mansfield Downtown Partnership (UConn) to strengthen “Eds & Meds” collaboration through student-facing initiatives and engagement programs.
LANGUAGES | B1 Intermediate Spanish
TECH TOOLS | Square, Toast, Resy, Open Table, TCP Humanity Scheduling, Creative Suite, Google Workspace, MS 365, AI Modeling
EDUCATION | BA Business Administration Eastern Connecticut State University, Windham, CT.
Active Alumni: Guest Lecturer, Member: Business Advisory Council
AWARDS | CT Restaurant Association "Best Restaurant, by County" (2023); CRAzies "Restaurant of the Year", Finalist (2019, 2021, 2022); CT Main Street Business Owner of the Year (2013)
Andrew | GÜTT