Kendra J.

Your senior leaders are talking, your middle managers are translating. 
No one's sure they're saying the same thing.

You and 2,000+ leaders I've worked with closely know this challenge well. 

The problem I've identified over the past 8 years often isn't capability. It's that senior leaders and middle managers are speaking different languages.

That gap is where I work.

I help organizations:
→ Close the communication disconnect between senior leaders and the people executing their vision
→ Turn "great doers" into managers who actually lead instead of just doing harder work
→ Build a shared operating language so teams stop working past each other

Fifteen years ago, I was that struggling leader. An IC promoted for performance, handed a team, and given no formal training on how to actually lead them. 

Great at execution, drowning in leadership, too proud to ask for help.

Seven years ago, I founded The Venned Group to solve the problem no one was naming.

How we work:

S.P.A.R.K. Method™ → Diagnostic-first development that meets your people where they actually are
Targeted Workshops → Communication, collaboration, and trust-building across levels
Executive Partnership → Senior team alignment because the disconnect starts at the top

The best time to close the gap is before it costs you your best people.

Send me a DM and let's talk.

Founder

The Venned Group specializes in cultivating the next generation of leadership. Through high-touch, cohort-based training programs, we partner with senior leaders to develop their mid-level counterparts. Our unique approach ensures that tomorrow's leaders are equipped with the necessary skills to effectively guide their teams, influence peers, and communicate seamlessly with top-tier executives.

What sets The Venned Group apart is our laser focus on personalized cohort-based training. Unlike generic, one-size-fits-all programs, we understand that each organization has its unique DNA. Our programs and workshops are adaptable, ensuring that your leadership challenges are addressed head-on, resulting in sustainable growth and improved organizational dynamics.

Innisbrook Resort

Food and Beverage Manager

Bolay Fresh Bold Kitchen

Leadership

Be Aveda Institutes

•	Director of Operations for five Florida AVEDA Institutes.
$30M annual sales; Managed staff of 120.
•	Assess current operation, determine areas of opportunity, create and implement solutions.
•	Weekly P&L to determine opportunities.
•	Reduced operating expenses: Labor, Cost of Goods.
•	Increased student enrollment, which contributes 75% of Institute revenues. Increased revenue by $1.2M.
•	Improved student attendance and reduced student drops: Increasing revenue by $850K.
 
•	Achieved or exceeded all benchmarks: Service and Retail Revenue.
•	Put in place standards, based on the AVEDA Institutes systems and protocols.
•	Evaluate team and create partner development plans.
•	Determined staffing needs and worked with H.R. team to hire and on-board new partners.
•	Trained six new Directors.

Director Of Operations

Annual sales $6.7M
 
The AVEDA Institute of Tampa Bay - Director	March 2013-Present
•	Managed multiple departments: retail, admissions, education,
•	Exceeded student enrollment goals, which produces 75% of schools revenue.
•	Consistently exceeded all benchmarks and goals: Retail and Service.
•	Provided over 30,000 guest services per year.
•	Weekly P&L responsibilities.
•	Complete budget responsibilities. 
•	Ensured all AVEDA standards, protocols and points of difference were in place.
•	Responsible for Department of Education and National Commission of Arts and Science standards.
•	Regional trainer for all new Directors and leadership.

Director of The Aveda Institute Tampa Bay

TSP Companies

Director of New Business Development	January 2007-November 2009 & January 2011-March 2013
•	Led strategic planning and implementation of new business development.
•	Opened 105 AVEDA Salons and Spas. $4.2M in sales.
•	2007 new store opening sales record. Incremental sales of $15M.
•	Performed demographic analysis of guest transactions to determine opportunity for new business growth.
•	Cold called competitive salons and spas to create conversion opportunities.
•	Responsible for location analysis on all potential AVEDA salons and spas.
 
•	Quality of site based on visibility, egress and ingress, parking and co-tenants.
•	Worked directly with national developers on AVEDA locations.
•	P&L Development.
•	Ensured AVEDA branding requirements were adhered to.
•	Worked with salon and spa owners from project inception to installation and opening.
•	Staff recruitment and hiring; marketing and guest recruitment

Director of New Business Development 

AVEDA The Salon People	January 2005-March 2013
Director of New Business Development	January 2007-November 2009 & January 2011-March 2013
 
•	Led strategic planning and implementation of new business development.
•	Opened 105 AVEDA Salons and Spas. $4.2M in sales.
•	2007 new store opening sales record. Incremental sales of $15M.
•	Performed demographic analysis of guest transactions to determine opportunity for new business growth.
•	Cold called competitive salons and spas to create conversion opportunities.
•	Responsible for location analysis on all potential AVEDA salons and spas.
 
•	Quality of site based on visibility, egress and ingress, parking and co-tenants.
•	Worked directly with national developers on AVEDA locations.
•	P&L Development.
•	Ensured AVEDA branding requirements were adhered to.
•	Worked with salon and spa owners from project inception to installation and opening.
•	Staff recruitment and hiring; marketing and guest recruitment

Director of New Business Development

Budgeted sales goal of $2.6M salon and spa product.
• Responsible for the growth and operational standards for 30 AVEDA salons; combined annual sales $19.5M.
• Annual comp growth of 10.5% in 2005 and 12.6% in 2006.
• Worked with licensees to implement AVEDA strategic sales growth initiatives.
• 85% of salons grew over the previous year

Multi-Unit Salon Sales Partner

Aquaknox

Managing Partner
•	Opened high-end seafood restaurant in the Westin Hotel Tampa, Florida.
•	Supervised final construction, equipment and technical support installation.
•	Supervised hiring and training of the restaurant team.
•	Participated in Westin F&B training to ensure Aquaknox and Westin standards were properly executed.
•	Complete P&L responsibility; turned proﬁt on EBITDA within 6 months.
•	Responsible for all F&B within the Westin Hotel, including: Aquaknox, In-Room Dining, Executive Boardroom, Club (SPG) and Banquet facilities.
•	Received 3 Star review from St. Petersburg Times food critic.

Managing Partner/General Manager

EMPIRE PROPERTIES, INC.

Multi-Unit Director of Operations The Duck and Dumpling and Nana's Chophouse
 
•	Supervised restaurant from build out to opening, for 94 seat
Asian Bistro.
•	Complete P&L responsibility.


•	Co-created contemporary Italian Restaurant and Bar, in former meat packing plant.
•	Developed from ground up. Build out, kitchen, floor plan, and design.
•	Recruited nationally recognized chef.
•	Wrote wine list and beverage menu.
 
•	Hired and trained managers and staff.
•	Implemented inventories and administrative operations
•	Wrote wine list and beverage menu.
Nana’s Chophouse
•	Created budgets and P&L. Developed all operational systems and forms.
•	Hired and trained managers and service staff.
•	Opened on time and hit target sales within 60 days.
•	Received 3.5 out of 4 star review.

Multi-Unit Director of Operations The Duck and Dumpling and Nana's Chophouse

Del Frisco's Restaurant Group

General Manager
 
•	High-end steakhouse with Annual gross sales of $5.5M.
•	Responsible for all projected sales ﬁgures and weekly P&L.
•	Consistently in top performing units nationwide.
•	Directed 8 FOH and BOH managers and a staff of 40.
•	Voted Best Service in Raleigh by City Search in 2001.
•	Rewrote wine list to effectively reduce wine cost by 5%.

General Manager Sullivan's Steakhouse

Smith & Wollensky Restaurant Group, Inc.

•	Opening General Manager of Celebrity Chef Restaurant in the Plaza Hotel.
•	Annual gross sales of $14M.
•	Worked with acclaimed Chef David Burke on menu and wine list development.
•	Focus of role was to manage, develop and train service staff for this high-proﬁle restaurant.
•	Achieved opening budget, sales and costs. Opening date on target.

General Manager

Star Restaurant Group

General Manager/Operating Partner
•	Chef Mark Miller’s internationally acclaimed Red Sage.
•	Multi-concept operation with annual gross sales of $7.2M.
•	Responsible for overall direction of entire operation.
•	Gourmet Market ($300k), casual dining café ($2.1M), private dining, catering ($650k), ﬁne dining ($4.2M).
•	Responsible for P&L, marketing and business plans.
•	Achieved increase over comp sales by $400k in 1997.
 
•	Staged M.T.V. “Rock the Vote” Celebrity party for the 1997 Presidental election.
•	Total beverage reduced from 30% to 24.5%.
•	Labor reduced from 36% to 32.5%.
•	Food cost reduced from 32% to 27%.
•	Washington Times awarded Red Sage 3.5 cups 1999.
•	Wine Spectator Award of Excellence wine list: 1996, 1997, 1998

Operating Partner/General Manager Red Sage Restaurant

Carmine's NYC Family Style Italian

•	Opened 6 Coopers Coffee Bars and 1 Coopers Bagels and Coffee.
•	Multi-unit Director for eight Manhattan gourmet coffee cafes. Annual gross sales of $4.5M.
•	Developed company systems: training, cash control, inventories and labor controls.
•	Annual savings from cost of goods and labor $300k.

Multi-Unit Director Of Operations

•	Carmines Restaurant NYC - General Manager January 1993-October 1995 Annual sales $16M.
•	Hiring and training, development of all training manuals.
•	Overall direction of restaurant service standards.
•	Standardized employee review procedures, all hiring and inter- viewing policies.

Restaurant Operations, New Business Development and Sales professional with over 20 years of experience. Solutions oriented, collaborative, strategic and inspiring leader. Director of Operations for the five AVEDA Institutes in Florida with $30 Million in sales. Opened 105 AVEDA Salons and Spas in Florida, and 12 restaurants in three states. Worked with two world-renowned Celebrity Chefs: Mark Miller and David Burke. Multi-unit restaurant and salon operations experience. Responsible for demographic opportunity analysis, real estate selection, profit and loss, sales forecasting and complete operations upstart. AVEDA Salon Sales Consultant for 30 salons with over $15 Million in sales. Deep understanding of the importance of relationship development, listening, follow-through and exceeding client expectations.

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Kendra J.

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