Hana Group: a store portfolio that grew without losing control.

Hana Group runs restaurant stores inside large retailers. Every host has its own operating rules and every state has its own regulators, so a store can be run well and still fail an audit on paperwork.

At an earlier point in my tenure I oversaw 21 stores across six states (California, Nevada, Hawaii, Montana, Wyoming and Texas). As of October 2026 the region is 38 stores across ten states, adding Utah, Oregon, Washington and Arizona, with two brands and three concepts.

I own the regional P&L, the annual operating plan, the budget and the forecast. I run a weekly business-performance review against shared KPIs with Finance, HR, Real Estate, Supply Chain, Technology and Marketing. I lead 30 direct reports within a 120-person regional workforce and travel regularly across all ten states.

• Rebuilt operating controls and standardized KPI dashboards so every store reports the same numbers the same way.
• Held every store to labor and food-cost targets, reviewed weekly.
• Turned each opening into a repeatable readiness playbook for staffing, systems setup and vendor contracts, so new stores perform from week one.
• Documented food-safety standards with scheduled audits and root-cause followup on every exception.
• Kept performance steady through four field leadership transitions with succession planning and internal promotion.