Resume Example

General Manager Resume Examples

Use these ATS-friendly resume examples and templates to showcase your P&L ownership, team leadership, and operational results as a General Manager.
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A strong general manager resume should show that you owned the whole result, not one function of it. Highlight revenue and P&L responsibility, headcount, margin and cost outcomes, customer or guest satisfaction, turnover and hiring, and the operational fixes that moved the numbers. A general manager is judged on the business, so the resume has to read like a business did better under you. Use the examples below to see how to turn management experience into clear, results-focused resume achievements.

General Manager Resume Example

Meet Vaughn Ashby, a fictional general manager with 12+ years running a distribution and service business end to end. This example highlights full P&L ownership, margin recovery, headcount leadership, and the operating discipline that turned a declining site profitable.

Vaughn Ashby

(419) 555-0164 ◇ Toledo, OH

vaughn.ashby@example.com ◇ linkedin.com/in/vaughn-ashby ◇ vaughnashby.com

Objective

General Manager with 12+ years holding full profit and loss responsibility, currently for a $28M distribution and service business with 140 employees. Took the site from a $1.2M annual loss to $3.4M in operating profit across four years, lifted customer retention from 78% to 94%, and cut voluntary turnover from 46% to 17%. Runs the whole business rather than one department of it.

Education
M.B.A., Operations Management, Maumee Valley University 2014 – 2016

Coursework in Managerial Accounting, Operations Strategy, and Organizational Leadership.

B.S. in Business Administration, Erie Shore State University 2008 – 2012

Graduated cum laude; Lean Six Sigma Green Belt earned through the American Society for Quality in 2018.

Skills
Business Ownership
Profit and loss management, annual budgeting, forecasting, capital requests, pricing, margin analysis
Operations
Process improvement, capacity planning, vendor management, safety and compliance, service delivery
People Leadership
Hiring, performance management, succession planning, compensation design, labour relations, coaching
Systems & Tools
NetSuite, Microsoft Excel, Power BI, Salesforce, Workday, Smartsheet, Tableau, SAP
Experience
General Manager 02/2021 – Present
Wolcott Ridge Distribution Toledo, OH
  • Hold full profit and loss responsibility for a $28M business with 140 employees across warehouse, service, sales, and administration.
  • Moved the site from a $1.2M annual loss to $3.4M in operating profit over four years through pricing discipline and a 22% cut in cost to serve.
  • Lifted customer retention from 78% to 94% by rebuilding the service response process and adding a named account owner for the top 60 customers.
Operations Manager 06/2016 – 01/2021
Sandusky Line Industrial Services Sandusky, OH
  • Ran operations for a 90-person site delivering $16M in annual revenue across 3 service lines.
  • Improved on-time service completion from 71% to 96% by rebuilding scheduling around technician skill and travel time.
  • Reduced overtime spend by $480,000 a year while service volume grew 18%, through better shift planning and cross-training 24 technicians.
Branch Manager 08/2012 – 05/2016
Portage Bend Equipment Company Findlay, OH
  • Managed a branch of 32 staff generating $9M in annual revenue across rental, parts, and service.
  • Grew branch revenue 34% over four years by adding a service offering that reached $2.1M in its second year.
  • Cut inventory carrying cost by $310,000 by clearing 900 slow-moving parts and resetting reorder points on the top 400 items.
Projects

Profitability Turnaround. Rebuilt the site's pricing around true cost to serve, exited 40 accounts losing money, and restructured the delivery routes. The business moved from a $1.2M annual loss to $3.4M in operating profit across four years with revenue broadly flat.

Retention Program. Assigned a named owner to each of the top 60 customers and set a 4-hour response standard backed by a shared escalation board. Customer retention rose from 78% to 94%, and the 8 accounts previously at risk all renewed.

Workforce Stabilization. Rebuilt pay bands against local market data, introduced a 90-day onboarding path, and made schedules predictable 3 weeks out. Voluntary turnover fell from 46% to 17%, cutting recruitment and training cost by roughly $520,000 a year.

Extra-Curricular Activities
  • Board member for a Toledo workforce development nonprofit, overseeing programs that place about 300 people a year.
  • Mentor 3 first-time managers annually through a regional business association leadership program.
  • Coach a youth baseball team of 15 players two evenings a week across a 14-week season.
Leadership
  • Lead a management team of 6 covering operations, sales, service, finance, and human resources for a 140-person business.
  • Promoted 9 employees into supervisor or manager roles since 2021, filling every leadership vacancy internally except one.
  • Present monthly results and the annual plan to the ownership group, and hold sign-off on capital spend up to $500,000.
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Restaurant General Manager Resume Example

Meet Rosalia Menendez, a restaurant general manager running a high-volume location where food cost, labor cost, and guest experience all move daily. This example shows the metrics that define restaurant management and the retention work that is unusually hard in the industry.

Rosalia Menendez

(941) 555-0137 ◇ Sarasota, FL

rosalia.menendez@example.com ◇ linkedin.com/in/rosalia-menendez ◇ rosaliamenendez.com

Objective

Restaurant General Manager with 9 years running high-volume full-service locations, currently a $4.8M restaurant with 55 staff. Cut food cost from 33.1% to 28.4% and labor cost from 34% to 29.6% while guest satisfaction rose from 4.2 to 4.7 out of 5. Reduced hourly turnover from 118% to 54% in an industry where triple digits is treated as normal.

Education
B.S. in Hospitality Management, Gulf Harbor University 2012 – 2016

Coursework in Food and Beverage Cost Control, Restaurant Operations, and Hospitality Law.

ServSafe Food Protection Manager, National Restaurant Association 2016

Certification maintained current; also holds ServSafe Alcohol and allergen training credentials.

Skills
Restaurant P&L
Food and beverage cost control, labor scheduling to sales, waste tracking, menu engineering, inventory counts
Guest Experience
Service standards, table turn management, complaint recovery, review response, reservation and waitlist flow
Team & Compliance
Hiring and onboarding, shift leadership, food safety, health inspections, alcohol service compliance
Systems & Tools
Toast POS, Restaurant365, HotSchedules, OpenTable, Compeat, Microsoft Excel, Google Workspace
Experience
Restaurant General Manager 03/2021 – Present
Bayshore Table Restaurant Group Sarasota, FL
  • Run a $4.8M full-service restaurant serving about 1,900 guests a week, with 55 staff across front and back of house.
  • Cut food cost from 33.1% to 28.4% through weekly inventory counts, waste logging, and a menu engineering pass on 42 items.
  • Reduced hourly turnover from 118% to 54% over three years by publishing schedules 2 weeks out and building a cook pay progression.
Assistant General Manager 05/2018 – 02/2021
Manatee Grove Kitchen Bradenton, FL
  • Supported the general manager of a $3.6M restaurant, owning front of house scheduling for 30 staff and the nightly close.
  • Improved average table turn time from 78 minutes to 61 by resequencing server sections and adding a dedicated expediter on weekends.
  • Lifted the location's public review average from 3.8 to 4.5 out of 5 across 18 months by responding to all 640 reviews received.
Service Manager 08/2016 – 04/2018
Siesta Point Grill Sarasota, FL
  • Led shifts for a 24-person front of house team at a restaurant averaging 1,200 covers a week.
  • Cut comped meals from about $2,400 a month to $700 by training servers to resolve issues at the table before escalation.
  • Trained 18 new servers over 20 months, with 12 still employed at the location a year after hire.
Projects

Menu Engineering Pass. Costed all 42 menu items against actual usage and repriced or reworked the 14 with the weakest contribution margin. Food cost fell from 33.1% to 28.4% with guest satisfaction rising rather than falling.

Kitchen Retention Plan. Built a 4-step cook pay progression tied to station competency and moved schedule publication to 2 weeks out. Hourly turnover dropped from 118% to 54%, and the kitchen ran a full year without an unfilled line position.

Waste Logging Routine. Introduced a shift-level waste log recording item, quantity, and reason, reviewed every Monday with the chef. Weekly waste fell from about $1,900 to $700, and 3 recurring prep-over issues were corrected permanently.

Extra-Curricular Activities
  • Volunteer with a Sarasota food rescue program, coordinating surplus donations of roughly 400 meals a month from 5 restaurants.
  • Mentor 2 assistant managers a year through a regional restaurant association program.
  • Help run an annual charity dinner that has raised about $46,000 for a local shelter over four years.
Leadership
  • Lead a management team of 4 covering kitchen, front of house, bar, and events across a 55-person location.
  • Promoted 5 hourly staff into supervisor or management roles since 2021, including 2 now running their own shifts.
  • Serve as the group's training location for new managers, having onboarded 6 from other restaurants in the past two years.
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Retail General Manager Resume Example

Meet Darnell Whitaker, a retail general manager responsible for a large-format store across sales, shrink, payroll, and a 120-person team. This example demonstrates multi-department oversight and the difference between running a store and supervising a shift

Darnell Whitaker

(817) 555-0179 ◇ Fort Worth, TX

darnell.whitaker@example.com ◇ linkedin.com/in/darnell-whitaker ◇ darnellwhitaker.com

Objective

Retail General Manager running a $22M large-format store with 120 associates across 7 departments. Grew comparable store sales 16% over three years, cut shrink from 1.9% to 0.6%, and held payroll at 9.1% of sales against a 10.5% plan. Owns the whole store rather than a department of it, including hiring, inventory, and the profit line the district reviews.

Education
B.B.A. in Management, Trinity Bend University 2010 – 2014

Coursework in Retail Operations, Human Resource Management, Accounting, and Business Analytics.

Certified Retail Management Professional, National Retail Federation 2019

Also completed a loss prevention leadership course and the company's district manager development track in 2023.

Skills
Store P&L
Sales planning, payroll to sales management, gross margin, expense control, district reporting
Multi-Department Operations
Department oversight, merchandising resets, receiving and back room, seasonal transitions, store standards
People & Loss
Hiring and onboarding, succession planning, shrink investigation, safety compliance, scheduling to traffic
Systems & Tools
Point of sale systems, Kronos scheduling, Workday, RetailNext traffic analytics, Microsoft Excel, Power BI
Experience
General Manager 01/2021 – Present
Lone Mesa Home and Outdoor Fort Worth, TX
  • Run a $22M store with 120 associates across 7 departments, owning sales, payroll, inventory, and the store profit line.
  • Grew comparable store sales 16% over three years, finishing above district plan in 10 of 12 quarters.
  • Cut shrink from 1.9% to 0.6% of sales, worth about $286,000 a year, by tightening receiving verification and back room access.
Assistant Store Manager 04/2017 – 12/2020
Brazos Line Retail Group Arlington, TX
  • Supported a $15M store with 80 associates, directly owning 3 departments and all weekend leadership coverage.
  • Improved payroll to sales from 11.4% to 9.8% by scheduling against hourly traffic data rather than a flat daily template.
  • Led 22 merchandising resets over four years, each completed overnight with the floor fully shoppable at open.
Department Manager 08/2014 – 03/2017
Panther Creek Outfitters Fort Worth, TX
  • Managed a department of 18 associates generating $4.2M in annual sales across 3,000 active items.
  • Raised department sales 21% over two years by rebuilding the planogram around the 40 highest-turn items.
  • Trained 26 associates during a period of rapid hiring, with 6 promoted into key holder or supervisor roles.
Projects

Shrink Investigation. Traced 18 months of inventory variance to receiving discrepancies and unrestricted back room access rather than the assumed floor theft. Closing both took shrink from 1.9% to 0.6%, worth roughly $286,000 a year.

Traffic-Based Scheduling. Replaced a flat daily staffing template with schedules built from hourly door count and conversion data. Payroll to sales improved by 1.6 points while conversion rose, because coverage finally matched when customers were actually in the store.

Internal Promotion Pipeline. Built a documented path from associate to department manager with defined competencies at each step. Nine associates have moved up since 2021, and the store now fills most supervisor vacancies without external hiring.

Extra-Curricular Activities
  • Volunteer with a Fort Worth youth employment program, running 8 interview practice sessions a year for about 120 teenagers.
  • Serve on the district general manager council, meeting quarterly with 11 peers to review operating practice.
  • Coach a youth football team of 22 players through a 12-week season each autumn.
Leadership
  • Lead a store team of 120 including 7 department managers and 2 assistant managers.
  • Promoted 9 associates into management since 2021, and developed 2 assistant managers now running their own stores.
  • Selected to pilot the district's new inventory and receiving process across 3 stores before its rollout to 40 locations.
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Assistant GM Resume Example

Meet Colton Vandermeer, an assistant general manager who runs the operation whenever the GM is not in the building. This example shows how to present second-in-command scope honestly, with the areas genuinely owned rather than the whole venue's numbers claimed.

Colton Vandermeer

(918) 555-0142 ◇ Tulsa, OK

colton.vandermeer@example.com ◇ linkedin.com/in/colton-vandermeer ◇ coltonvandermeer.com

Objective

Assistant General Manager at a $9M entertainment and dining venue, running the operation on the 4 days a week the general manager is off site. Owns scheduling for 70 staff, the nightly close, and 2 of the 5 revenue departments outright. Cut labor cost by 2.8 points on the shifts held, and is being developed toward a general manager position within the group.

Education
B.S. in Business Management, Arkansas Bluff University 2015 – 2019

Minor in Hospitality; coursework in Operations, Accounting, and Organizational Behavior.

ServSafe Food Protection Manager, National Restaurant Association 2021

Certification current; completed the group's internal general manager development program across 9 months in 2024.

Skills
Shift Ownership
Duty management, floor leadership, nightly close and cash reconciliation, incident handling, opening procedures
Cost Control
Labor scheduling to forecast, inventory counts, waste tracking, purchase approval, department expense review
Team Support
Hiring interviews, onboarding, shift coaching, disciplinary documentation, staff scheduling across departments
Systems & Tools
Toast POS, HotSchedules, Restaurant365, Microsoft Excel, Workday, Google Workspace, Slack
Experience
Assistant General Manager 06/2022 – Present
Riverbend Social Entertainment Tulsa, OK
  • Run a $9M venue with 70 staff as duty manager 4 days a week, and own the bar and events departments outright.
  • Cut labor cost by 2.8 points on the shifts held by scheduling against forecast covers rather than a fixed weekly template.
  • Grew events revenue from $640,000 to $1.1M in two years by taking over inquiry follow-up and cutting quote turnaround to 24 hours.
Operations Supervisor 08/2020 – 05/2022
Arkansas Line Hospitality Group Tulsa, OK
  • Supervised shifts of up to 35 staff across bar, service, and gaming floor at a venue averaging 2,600 guests a week.
  • Reduced till variance from an average of $180 a night to under $20 by rebuilding the cash handling and close procedure.
  • Handled about 25 guest escalations a month, resolving all but 2 across 2 years without manager involvement.
Bar Manager 07/2019 – 07/2020
Osage Point Taproom Broken Arrow, OK
  • Managed a bar team of 12 generating $1.4M in annual beverage revenue across 40 taps and a full spirits list.
  • Improved beverage cost from 26.4% to 22.1% by introducing weekly counts and standardizing pour measures.
  • Built the seasonal cocktail programme of 8 drinks that lifted average spend per guest by $4.20.
Projects

Events Department Turnaround. Took over an events function with no owner, built a 24-hour quote standard, and followed up every inquiry within a day. Events revenue grew from $640,000 to $1.1M in two years with no additional marketing spend.

Forecast-Based Scheduling. Replaced a fixed weekly staffing template with schedules built from forecast covers by day part. Labor cost fell 2.8 points on the shifts managed, without the understaffing complaints the previous cuts had caused.

Cash Handling Rebuild. Redesigned the till assignment, mid-shift drop, and close count procedure after variance became routine. Nightly variance fell from an average of $180 to under $20 and has stayed there.

Extra-Curricular Activities
  • Volunteer at a Tulsa community kitchen one weekend a month, helping serve about 200 meals per session.
  • Member of a state hospitality association, attending 6 events a year and a leadership workshop in 2025.
  • Organize a recreational kickball league of 8 teams, handling scheduling, fields, and registration each season.
Leadership
  • Act as the senior manager on site 4 days a week, with full authority over a 70-person operation on those shifts.
  • Trained 14 supervisors and shift leads since 2022, of whom 3 have moved into assistant manager roles.
  • Completed the group's 9-month general manager development programme and now co-runs its onboarding for new managers.
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Hotel General Manager Resume Example

Meet Solange Boucher, a hotel general manager accountable for occupancy, rate, and profit across rooms, food and beverage, and events. This example demonstrates the revenue management vocabulary and brand-standard obligations specific to hotel leadership.

Solange Boucher

(912) 555-0158 ◇ Savannah, GA

solange.boucher@example.com ◇ linkedin.com/in/solange-boucher ◇ solangeboucher.com

Objective

Hotel General Manager with 13 years in full-service properties, currently running a 240-room hotel with 165 staff and $21M in annual revenue. Lifted revenue per available room from $118 to $167 while occupancy held above 78%, and grew gross operating profit margin from 28% to 37%. Accountable for rooms, food and beverage, events, and the brand standard audit at the same time.

Education
B.S. in Hotel and Restaurant Management, Coastal Marsh University 2008 – 2012

Coursework in Revenue Management, Hospitality Accounting, Food and Beverage Operations, and Facilities.

Certified Hotel Administrator, American Hotel and Lodging Educational Institute 2019

Certification current; also completed a revenue management certificate through the same institute in 2021.

Skills
Revenue Management
Rate strategy, occupancy and RevPAR management, channel mix, group and transient pricing, forecasting
Property Operations
Rooms division, food and beverage, events and banqueting, housekeeping standards, engineering and capital projects
Guest & Brand
Brand standard audits, guest satisfaction programmes, review management, loyalty enrolment, service recovery
Systems & Tools
Opera PMS, IDeaS revenue management, Delphi sales and catering, M3 accounting, Medallia, Microsoft Excel
Experience
Hotel General Manager 04/2020 – Present
Tidewater Harbor Hotel and Conference Centre Savannah, GA
  • Run a 240-room full-service property with 165 staff and $21M in annual revenue across rooms, food and beverage, and events.
  • Lifted revenue per available room from $118 to $167 over four years while holding occupancy above 78% through a rebuilt rate strategy.
  • Grew gross operating profit margin from 28% to 37% by restructuring the food and beverage offer and cutting agency labour by 71%.
Director of Operations 07/2016 – 03/2020
Ogeechee Point Resort Tybee Island, GA
  • Oversaw rooms, housekeeping, and food and beverage for a 180-room resort with 110 staff and $14M in revenue.
  • Raised the guest satisfaction score from 7.9 to 9.1 out of 10 across 3 years, moving the property from 14th to 3rd in its brand region.
  • Delivered a $3.8M guest room renovation across 180 rooms in 5 phases, completed on schedule with the hotel trading throughout.
Front Office Manager 08/2012 – 06/2016
Chatham Line Hotel Savannah, GA
  • Led a front office team of 22 at a 190-room property averaging 140 arrivals a day.
  • Increased loyalty programme enrolment from 12% to 34% of arrivals by coaching the team on a single conversation at check-in.
  • Cut average check-in time from 5 minutes to 2 by pre-keying arrivals and splitting the desk into 2 zones at peak.
Projects

Rate Strategy Rebuild. Rebuilt the rate structure around demand forecasting and channel mix rather than matching a fixed competitive set, supported by a weekly revenue meeting. Revenue per available room rose from $118 to $167 with occupancy held above 78%.

Food and Beverage Restructure. Replaced an underused full-service restaurant with a smaller all-day offer plus expanded banqueting, matched to the property's actual guest mix. Food and beverage profit rose $1.4M a year and agency labour fell by 71%.

Phased Room Renovation. Delivered a $3.8M renovation across 180 rooms in 5 phases sequenced around low-demand periods. The property traded throughout, finished on schedule, and gained 1.2 points of rate premium in the year after completion.

Extra-Curricular Activities
  • Board member for the Savannah tourism association, attending 6 meetings a year and chairing the workforce committee.
  • Mentor 4 hospitality managers a year through a brand leadership programme, including 2 first-time general managers.
  • Guest lecture annually at a hospitality management programme, reaching about 90 students on revenue management.
Leadership
  • Lead an executive committee of 7 covering rooms, food and beverage, sales, finance, engineering, and human resources.
  • Passed 4 consecutive brand standard audits above 95%, up from a 79% score inherited on arrival at the property.
  • Developed 3 department heads into director roles, 2 of whom now run their own properties within the brand.
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