General Manager- Restaurant

You own the four walls. Service, staffing, standards, and the P&L. You are on the floor at the moments that matter — the 6:45 crunch, the party of twelve that shows up as eleven, the Saturday in July when the whole town is here. You set the tone by how you handle those moments, because your team is watching you more closely than they're watching any handbook.

You'll be responsible for:

• The guest experience, start to finish — greeting to goodbye, and the recovery when something goes sideways. You read a room. You notice the table that's gone quiet. You fix things before a guest has to ask twice.
• Building and keeping a team — hiring, training, scheduling, and developing hourly staff and assistant managers into people who want to stay. Retention is a real number we care about, and it starts with how people are treated on their first week.
• The financials — building and hitting a budget, managing food and beverage cost, controlling labor against volume, and reading a P&L well enough to explain a variance and do something about it. Weekly forecasting, inventory discipline, and clean par levels are part of the rhythm.
• Standards and compliance — sanitation, alcohol service, safety, and the resort's service standards, held consistently whether or not anyone is looking.
• Partnering across the property — with the culinary team, banquets, front desk, and the rest of F&B, because a resort guest doesn't see departments, they see one experience.

A hospitality person, not just an operations person. You get genuine satisfaction out of making someone's night. It's not a performance for you.

A patient, empathetic leader. Restaurants are full of people having a hard day — staff and guests both. The GMs who last here are the ones who can coach a struggling server instead of writing them off, stay calm when the kitchen is buried, and give the same grace on the fourth conversation as the first. Steadiness is the whole job on a bad night.

Someone comfortable with numbers. You don't need to be an accountant. You do need to look at a weekly P&L, know what's off, and have a plan by Monday.

Someone who wants a life outside of work, too. Coeur d'Alene is a genuinely great place to live — the lake, Silver Mountain and Schweitzer within driving distance, trails out the back door, and a real four-season year. This is a career move that also happens to be a quality-of-life move.

• 2+ years leading a full-service restaurant, bar, or hotel outlet, including P&L ownership
• Demonstrated results in guest satisfaction scores and team retention
• Working knowledge of POS, scheduling, and inventory systems [name yours]
• Food handler and alcohol server certification helpful but we can train the right person
• Availability for nights, weekends, and holidays — hospitality hours in a seasonal resort market