MPM Group,s a management consulting firm assisting the food service, retail and hospitality industries.
 

NACS Member

Capabilities

Maurice P. Minno
Principal, The MPM Consulting Group, Inc.

In the final analysis, experience is what ultimately makes the difference when clients engage a professional consultant. Practical experience combined with sound technical training assures clients of the best quality services. Maurice Minno, founding principal of the MPM Group, has deep marketing, purchasing, new concept development and general management experience in most areas of the food service, retail and hospitality industries.

Biographical Brief Highlights

  • Master's Degree from the Cornell School of Hotel and Restaurant Administration
  • More then eleven years of management consulting to a Fortune 500 list of food service, convenience retail, hotel and hospitality clients. Extensive expertise in strategic and tactical planning, new food service concept design and launch, multi-unit business development and turn-around's.
  • Thirteen years in mid and senior management positions - Two of the leading US food service/hospitality companies, the premiere fresh food convenience store retailer and the world's foremost speciality coffee retailer.
  • Member of the Cornell Hotel Society.

Resume

Maurice P. Minno
P.O. Box 702
Palm Springs, CA 92263, USA
1-760-250-7791
E-mail: mpmgroup@aol.com

Experienced, innovative foodservice retail executive with proven record of new business development and repositioning, resulting in rapid and profitable growth.

Accomplishments

Innovation Leadership

  • Integrated nationally-branded fresh food concepts successfully into non-traditional retail venues.
  • Created, and launched chain-wide, new proprietary-branded retail concepts (500 unit chain).

    Developed leading-edge concepts for the delicatessen, fresh made-to-order sandwiches, hot fresh foods, bakery and coffee businesses. Focused on the product offer, branding, supply chain management, operations standards and merchandising, among others.
  • Directed the concept innovation and operations of a multi-unit sandwich, bakery and coffee cafĂ© business (180 unit chain).

    Concentrated on culinary development, facility ergonomic value engineering and launch of a comprehensive new product offer. Resulted in direct equipment cost reductions of $1.3 m and annual labor savings of $874 k.
  • Enhanced the US real estate foodservice site selection model.
    Incorporated new qualitative and quantitative foodservice retail criteria. Adopted as the company standard.
  • Conducted a strategic concept gap assessment of a new, multi-unit retail coffee business.

    Resulted in enhancements to the business's strategy, product offer, retail format and development tactics, all in preparation for a planned entry into the US coffee retail business and positioning for global growth.
  • Created many new foodservice and beverage retail growth concepts (one of the world's largest beverage companies).

    Focused on the US foodservice retail convenience business, as part of a foodservice retail innovation project.
  • Assessed the strategy, offer and operations for a large coffee and bakery retail business (300 unit chain).

    Identified opportunities, gaps and specific growth tactics centered on the product offer, the retail format, operations standards and execution, merchandising and marketing.
  • Enhanced the foodservice operating and format model (French bakery and deli concept; multi-unit chain). Improved the concept's operating and format model for application to non-traditional retail venues.
  • Developed the methodology for leveraging central regional bakery facilities in support of multiple retail concept outlets (world's leading foodservice and hospitality company).

    Leveraged bakery facilities located in every major US metropolitan area to support the bakery product needs of multiple, diverse, region-specific retail outlets.

Operations and Marketing Management

  • Led the strategic development, new program / offer launch and on-going fresh food business management (world's leading coffee retailer; $236 m in annual foodservice sales).
  • Achieved significant sales, margin and supplier funding growth.
    • Grew year-over-year fresh food margins by $1 m.
    • Grew year-over-year food sales by two times growth rate of the US restaurant industry (8.3% vs. 4.2%).
    • Grew year-over-year Subway sales L4L 12.5% -- three times industry growth (23 Subway units).
    • Negotiated $1.4 m in incremental annual coffee supplier funding.
  • Managed company owned and contract commissary-based fresh food production and distribution businesses (Arizona, New York, Los Angeles, and Seattle, among others).
  • Improved significantly the management organization and staffing guidelines of all US hotels and resorts (one of the world's leading foodservice management and hospitality companies).
  • Developed detailed foodservice management and operations staffing guidelines adopted as the company standard. Resulted in reductions in annual management and operations staffing costs of $5.5 m.

Strategic Planning and Tactical Leadership

  • Delivered strategic and tactical leadership to the annual strategic planning and final plan alignment process for several businesses: 1. National foodservice business (over 1,000 units) with annual revenues over $1 b, 2. National foodservice retail business (1,860 units) with $194 m in annual foodservice revenue, 3. Regional foodservice business (500 units) with annual fresh food and coffee sales of $329 m, and 4. Contract management foodservice business, six business divisions, with annual sales of $225 m.

Key Positions

  • MPM Consulting Group and ISUS (Innovative Strategies and Unique Solutions) - Partner. P&L responsibility for robust foodservice consulting firm focused on strategic concept positioning, performance enhancement, marketing, operations innovation and tactical growth direction for the foodservice and retail industries. (2006 to Present)
  • BP (British Petroleum) - Director, US Food Service. P&L marketing responsibility for the US fresh food and coffee business spanning 1,860 retail locations (1,164 COCO - company owned and operated), branded BP East of the Rockies and AMPM West of the Rockies. Managed 14 reports (6 direct / 8 indirect); annual COCO sales in excess of $194 m; margins exceeding $61 m. (2003 - 2005 / 3 years)
  • Accenture, PLC - Subject Matter Expert in Foodservice; MPM Consulting Group - Partner. Worked on many strategic and tactical, domestic and international, high-profile consulting assignments. (2000 - 2003)
  • Starbucks - Vice President, Retail Fresh Food (US business focus, with international business oversight). P&L responsibility for the US fresh food business in 2,416 stores representing top line annual sales of $236 m, the second largest sales category within a Starbucks store behind whole bean sales. Managed 89 reports (6 direct / 83 indirect); Directed Starbucks' New York and Los Angeles owned commissary operations; Directed execution of Starbucks proprietary standards for all US contracted commissary operators. (1999 - 2000)
  • Easyriders, Inc. - President, Easyriders' Events. Total bottom-line responsibility for $4.2 m event production-company in its eleventh year of business producing events on a national scale. Master planned turn-around strategy for cost-effective operation and solid profit performance. Managed 10 reports (5 direct / 5 indirect). (1998 - 1999)
  • The Circle K Company - Vice President, Merchandising / Food Service. Responsible for all foodservice and associated beverage categories and developing chain-wide fresh food and beverage quality assurance standards and procedures of this $1.9 b, 2,300 store chain. Managed 8 reports; Directed the commissary-based fresh food production and distribution business, plus all fresh foodservice categories. (1996 - 1997)
  • Wawa - Senior Director Marketing and Procurement, Fresh Foods and Coffee; Director - Foodservice Branded Concepts. Managed chain-wide foodservice and beverage marketing, promotion, merchandising, planning and purchasing activities of this 500+ store chain representing $329 m in annual sales. Directed development, opening and on-going management of over 100 Taco Bell Express and Pizza Hut Express units. Created, and launched chain-wide, new proprietary-branded fresh food and coffee concepts. Championed the growth and nurturing of the strategic alliance relationships with leading QSR Brands. Managed 14 reports; focused department efforts on enhancing customer service, innovating the foodservice offer and maximizing sales and gross profit. (1991 - 1996)

Board of Directors Position

  • Maverik, Inc. Company operates 200 retail stores in five western states. Annual sales exceed $1 b. From 2001, company has realized five consecutive years of increasing store sales and gross profits, with many of these increases in the double digits. (2001 to Present)

Awards and Special Recognition

  • Recipient of the coveted Helios Innovation Award for new fresh food product development. (2004)
  • Judge, two consecutive year term, National Restaurant Association Great Menu Awards Competition. (1983 -1984)

Published Articles

  • Authored numerous, leading-edge articles for foodservice business journals.

Education

  • Masters (MPS), Cornell University, School of Hotel and Restaurant Administration.
  • BA, University of Pittsburgh, Economics and Psychology.