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Director of Training and Culture Development
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Dos Dos-Colorado Springs
Colorado Springs, CO (In Person)
Full-Time
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Job Description
Job Summary The Director of Training & Culture owns the people engine of the restaurant group — how team members and managers are onboarded, trained, developed, and retained, and how culture and morale show up on every floor across all eight units and both states. Reporting to the Director of Operations, this field-based leader spends the majority of their time in the restaurants: coaching managers, supporting teams during service, building and delivering training, and reinforcing the standards and culture that define the guest experience. The role coaches and develops General Managers and their teams but does not carry direct supervisory authority; operational accountability remains with the Director of Operations. Essential Duties and Responsibilities Onboarding & training systems Design, build, and maintain new-hire onboarding paths for every position, FOH and BOH. Floor coaching & field presence Maintain a regular, visible in-unit presence during service across all locations. Coach managers and staff in the moment; model service standards; support peak services and new-staff ramp-up. Operate on a rotating schedule that gives every Colorado unit meaningful weekly attention. Culture & morale Define, communicate, and reinforce the group's service culture and values on every floor. Run recognition programs and pre-shift rituals that sustain morale and engagement. Monitor unit-level morale and partner with GMs on retention, escalating risks as needed. Standards & quality Own front-of-house service standards and the certification/re-certification process. Deliver back-of-house training to recipe specs; partner with Kitchen Managers and with Kris (remote culinary/menu authority) so quality holds across all kitchens. People development & bench-building Identify and develop internal talent; build a succession pipeline so key roles can be filled from within. Partner with the Director of Operations and the company's recruiting resources to keep management roles filled. Multi-market coverage & growth support Deliver equal onboarding and culture work to the Nashville unit via a monthly multi-day block. Own the training and people arm of new openings and menu/LTO rollouts as the company grows. Own the manager-development track for AGMs and GMs, including content, certifications, and quizzes. Keep training materials current and consistent across concepts, localizing only where a concept genuinely differs. Key Performance Indicators 90-day new-hire retention. Manager (AGM/GM) retention. Onboarding completion rate and time-to-productivity for new hires. Certification / quiz pass rates. Internal-promotion rate into key roles. Culture / morale pulse by unit. Qualifications 5+ years of restaurant experience, including hands-on shift leadership or unit management. Prior training, people-development, or multi-unit field experience. Demonstrated success improving retention, onboarding, service standards, or culture. Valid driver's license and is able and willing to travel, including monthly air travel to Tennessee. Availability to work evenings, weekends, and holidays as service requires. Preferred Culinary literacy or back-of-house experience. Experience across multiple restaurant concepts. Conversational Spanish, given kitchen team composition. Core Competencies Coach & developer — builds people and gets satisfaction from their growth. Credible floor presence — has done the work; earns trust quickly. Systems-builder — turns good practice into a repeatable process. Self-directed — manages a traveling schedule and priorities independently. Standard-bearer — embodies and protects the culture and service bar. Physical Requirements & Work Environment Ability to stand and walk for extended periods in an active restaurant environment. Frequent travel by car across the Colorado Front Range; periodic air travel to Tennessee. Work during evenings, weekends, and holidays aligned to service hours. Occasional lifting of up to 25-50 lbs (e.g., training materials, BOH support). Manager (AGM/GM) retention. Onboarding completion rate and time-to-productivity for new hires. Certification / quiz pass rates. Internal-promotion rate into key roles. Culture / morale pulse by unit.