Position Overview The Beverage Director owns the beverage program across all FCM Hospitality venues. This role is accountable for what we pour, why we pour it, what it costs, and how it's experienced by the guest.

Success looks like:

every bar fully stocked with zero 86'd items, minimal cash tied up in inventory, beverage COGS on target at every venue, and a program that stays ahead of the market — not behind it.

Reporting Structure Reports to:

Director of Operations / Owner Direct reports: Bar Managers, Bartenders, Barbacks Works cross-functionally with: Culinary Director, Marketing, Venue GMs, Events Core Accountabilities1. Product Strategy — What We Carry and Why Maintain a written product strategy for each venue: every SKU on the shelf earns its place — by margin, velocity, brand fit, or guest demand. No orphan bottles.

Conduct a quarterly SKU rationalization:

cut dead stock, consolidate duplicative products, negotiate out low-performers. Define the house pour, call, and premium tiers at each venue with clear pricing logic. Match product mix to each venue's brand and guest — a beer garden list, a rooftop list, and a dance bar list are three different strategies, not one list copied three times. 2. Quality Control & Brand Consistency Every drink at every venue is made to spec, every time. Maintain written recipes/spec sheets for all cocktails, batches, and pours. Conduct unannounced venue QC visits weekly; taste, check build, glassware, garnish, ice, and speed of service. Own draft line cleanliness, batch dating/labeling, and product freshness standards. Guest experience and drink quality are consistent with the brand of each location — the drink is part of the brand, not just a transaction. 3. Innovation, Seasonality & Trends Refresh menus seasonally at every venue — minimum four menu turns per year, planned on a calendar published a quarter ahead. Track and translate national trends (spirits categories, RTDs, low/no-ABV, formats, techniques) into FCM programs before competitors do. Pilot new concepts at one venue before rolling portfolio-wide; kill fast what doesn't sell. Participate in design and opening teams for new locations, renovations, and concept changes. 4. Drink Specials & Promotions Own a rolling specials calendar (weekly features, happy hour, event tie-ins, holidays) coordinated with Marketing at least 30 days out. Design specials to move targeted inventory, drive off-peak traffic, and protect margin — every special has a stated purpose and a costed recipe before it launches. Leverage vendor promotional dollars and allocations to fund specials wherever possible. Report post-mortem on each major promotion: units sold, margin, repeat-worthiness. 5. Cost Control & Pricing Achieve 15-25% beverage cost of goods sold (target varies by venue). Complete weekly liquor/beer cost and variance reporting per venue; investigate and resolve any variance over threshold.

Own loss prevention:

theft, overpour, comps, waste. Enforce jigger/pour standards and comp policies. Verify pricing accuracy in POS; rectify discrepancies immediately. Schedule bar labor to forecast volume and budget, matching staff skill to shift demands. 6. Inventory — Fully Stocked, Minimally Held The standard: no bar ever runs out of anything, and no bar sits on excess stock. Both failures cost money. Build and maintain par sheets for every venue — beverage (beer/liquor/wine/NA), paper goods, consumables — tuned to actual velocity and adjusted seasonally. Oversee weekly physical inventory counts at all venues; run inventory through the online inventory/ordering system.

Own the full ordering cadence:

beer orders for Thursday delivery; SLOs by 2 PM Tuesday, approved in LOOP by 3 PM Wednesday; fruit, juice, and dry goods on schedule. Manage delivery, receiving, storage, stock rotation (FIFO), labeling, and dating at every venue. Keep dry storage, liquor storage, back-bar, beer walk-ins, barback walk-ins, and ice rooms organized and clean at all times, on a written weekly cleaning schedule. 7. Vendor & Purveyor Relationships Serve as FCM's single point of contact for all alcohol purveyors and distributors. Negotiate pricing, volume deals, allocations of limited products, promotional support, and marketing dollars — leverage the full 14-venue portfolio as buying power. Review vendor pricing quarterly; rebid or consolidate where it improves cost or service. Bring vendors into trainings, events, and menu launches; make FCM the account reps prioritize. 8. Team Leadership & Training Hire, train, promote, and inspire bartenders and barbacks; identify recruitment needs with Bar Managers and take an active role in selection. Create and maintain ongoing wine/beer/cocktail training programs and new-hire beverage knowledge testing. Manage day-to-day performance in line with company personnel policies; develop bench strength for openings and peak season. 9. Operations, Safety & Compliance Ensure opening/closing procedures are followed per company policy, accounting for security, health, and safety of people and property. Adhere to and enforce PLCB licensing requirements, RAMP standards, health & safety regulations, and all company policies at all times. Monitor and manage maintenance issues for bars, ice rooms, and walk-ins. Fill in behind any bar when needed; carry out duties as instructed by Owner or Director of Operations.

Pay:

From $90,000.00 per year

Benefits:

401(k) 401(k) matching Dental insurance Employee discount Health insurance Health savings account Paid time off Vision insurance

Work Location:

In person