Kevin Cottingim Application PackageCottingim Kevin T
Last Name First Name Middle Initial
1420 Pennsylvania Ave. Apt 401 Miami Beach
Home Address City
FL 33139
State Zip Code
HomeWork
cottingim@outlook.com
Email Address
949-429-9257
Cellular
Business Address City State Zip Code
Retired
Occupation:Business Name:
Retired
Please list your preferences in order of ranking [1] first choice [2] second choice, and [3] third choice. Please note
that only three (3) choices will be observed by the City Clerk’s Office. (Regular Boards of City)
Choice 1:
Choice 2:
Choice 3:
Personnel Board
BOARD AND COMMITTEE
APPLICATION FORM
Note:If applying for the At-Large position of the Historic Preservation Board, please answer the below
questions:
Have you ever resided in one of the City's Historic Districts for at least one year?Yes
No Address in City Historic District submitted.
Professional License
No Professional Licenses Submitted.
Note:If you are seeking appointment to a professional seat (e.g. attorney, architect, etc.), you must attach a copy of
your currently effective corresponding professional license.
Pursuant to City Code section 2-22(4) a, b and c: Members of Agencies, Boards, and Committees shall be
affiliated with the city. This requirement shall be fulfilled in the following ways:
YesResident of the City for a minimum of six (6) months:
Demonstrate an ownership interest in a business established in the City for a minimum of six (6) months:No
AFFILIATION WITH THE CITY OF MIAMI BEACH
a.
● I am resident of:South Beach
Or
b.
"Ownership Interest" shall mean the ownership of ten percent (10%) or more (including the ownership of 10%
or more of the outstanding capital stock) in a business.
"Business" shall mean any sole proprietorship, sponsorship, corporation, limited liability company, or other
entity or business association.
c.Full-time employee of such a business (for a minimum of six months); and I am based in an office or
other location of the business that is physically located in Miami Beach (for a minimum of six months):No
Notwithstanding the requirements set forth herein, the qualified full-time employee of a business must be
approved by a 4/7th vote of the Mayor and City Commission.
NOTE: Members of Agencies, Boards, and Committees shall be required to demonstrate compliance with the
City affiliation requirements of section 2-22 (4) a and b of the Miami Beach City Code by executing an affidavit,
stipulating that they have met either (or both) of said affiliation requirements. The original affidavit shall be filled
with the Office of the City Clerk prior to being sworn in as a member.
Or
No● Have you ever been convicted of a felony:If yes, please explain in detail:
● Do you currently have a violation(s) of City of Miami Beach codes:No If yes, please explain in detail:
● Do you currently owe the City of Miami Beach any money:No If yes, please explain in detail:
● Are you currently serving on any City Boards or Committees:No If yes, which board?
● Are you presently a registered lobbyist with the City of Miami Beach?No
● I am applying for an appointment because I have special abilities, knowledge and experience. Please list below:
For most of my career, I was a senior executive in Human Resources for Fortune 500 companies or private
companies of comparable size. These positions have prepared me to effectively serve as an adviser to HR
leadership. Not only do I have the abilities, knowledge and experience to effectively serve
NOTE: IF APPOINTED, YOU WILL BE REQUIRED TO FOLLOW CERTAIN LAWS THAT APPLY TO CITY
BOARD/COMMITTEE MEMBERS. THESE LAWS INCLUDE, BUT ARE NOT LIMITED TO:
o Prohibition from directly or indirectly lobbying city personnel (Miami Beach City Code section 2-459).
o Prohibition from contracting with the city (Miami-Dade County Code section 2-11.1).
o Prohibition from lobbying before board/committee you have served on for period of one year after leaving office
(Miami Beach Code section 2-26)
o Requirement to disclose certain financial interests and gifts (Miami-Dade County Code section 2-11.1).
o Sunshine Law - Florida's Government-in-the-Sunshine Law was enacted in 1967. Today, the Sunshine Law
regarding open government can be found in Chapter 286 of the Florida Statutes. These statutes establish a basic
right of access to most meetings of Boards, Commissions, and other governing bodies of state and local
governmental agencies or authorities.
o Voting conflict - Form 8B is for use by any person serving at the county, city, or other local level of government on
an appointed or elected Board, Council, Commission, Authority, or Committee. It applies equality to members of
advisory and non-advisory bodies who are presented with a voting conflict of interest under Section 112.3143.
Florida Statutes.
● In what organization(s) in the City of Miami Beach do you currently hold membership in?
No Organization Information Submitted.
● List the address of all properties owned or in which you have an interest within the City of Miami Beach:
Property
1420 Pennsylvania Ave. #401, Miami Beach, FL 33139
If so, which department and title?No● Are you now employed by the City of Miami Beach:
● Pursuant to City Code Section 2-25 (b):
Do you have a parent, spouse, child, brother, or sister who is employed by the City of Miami Beach?No
If "Yes", identify person(s) and department(s):
No relative's information submitted.
BOARD & COMMITTEE FINANCIAL ACKNOWLEDGEMENT STATEMENT
Acknowledgement of fines/suspension for Board/Committee Members for failure to comply with
Miami-Dade County Financial Disclosure Code Section 2-11.1(i)(2)
I understand that no later than July 1, of each year all members of Boards and Committees of the City of Miami
Beach, including those of a purely advisory nature, are required to comply with Miami-Dade County Financial
Disclosure Requirements.
One of the following forms must be filled with the City Clerk of Miami Beach, 1700 Convention Center Drive,
Miami Beach, Florida, no later than 12:00 noon of July 1, of each year:
1. A "Source of Income Statement;" or
2. A "Statement of Financial Interests (Form 1)¹ ;" or
3. A Copy of your latest Federal Income Tax Return.
Failure to file one of these forms, pursuant to the Miami-Dade County Code, may subject the person to a fine of no
more than $500, 60 days in jail, or both.
_____________________________
¹ Members of the Planning Board and Board of Adjustment will be notified directly by the State of Florida, pursuant
to F.S. §112.3145(1)(a), to file a Statement of Financial Interests (Form 1) with the Miami-Dade County Supervisor of
Elections by 12:00 noon, July 1. Planning Board and Board of Adjustment members who file their Form 1 with the
County Supervisor of Elections automatically satisfy the County’s financial disclosure requirement as a Miami Beach
City Board/Committee member and need not file an additional form with the Office of the City Clerk. However,
compliance with the County disclosure requirement does not satisfy the State requirement.
DIVERSITY STATISTICS REPORT
The following information is voluntary and has no bearing on your consideration for appointment. It is being asked to
comply with City diversity reporting requirements.
WhiteRace/Ethnic Categories
What is your race?
No details providedOther Description:
Gender:Male
Are you Spanish/Hispanic/ Latino? Mark the "No" box if not Spanish / Hispanic / Latino.No
Physically Challenged:Yes
I HEREBY ATTEST TO THE ACCURACY AND TRUTHFULNESS OF THE APPLICATION; AND I HAVE
RECEIVED, READ AND WILL ABIDE BY CHAPTER 2, ARTICLE VII, OF THE MIAMI BEACH CITY CODE,
ENTITLED “STANDARDS OF CONDUCT FOR CITY OFFICERS, EMPLOYEES AND AGENCY MEMBERS AND
ALL OTHER APPLICABLE COUNTY AND/OR STATE LAWS AND STATUTES ACCORDINGLY.”
I Kevin Cottingim agreed to the following terms on 12/14/2021 1:41:43 PM
Received in the City Clerk's Office by:
Name of Deputy Clerk Control No. Date
Board and Committee Application Checklist: Please ensure you have provided all information before applying or
reapplying to any Board and Committee.
YES
YES
YES
YES
I have answered all questions fully.
I have uploaded a current resume, photograph, and a copy of any applicable professional license.
I have completed and attached the Board & Committee Financial Acknowledgment Statement.
I have completed and attached the Diversity Statistics Report.
If you have any questions, please contact the Office of the City Clerk via email: BC@miamibeachfl.gov or
telephone: 305.673.7411
Note: Florida Statutes 119.071: The role of the Office of the City Clerk is to receive and maintain forms filed as
public records. If your home address, telephone numbers, and/or photograph are exempt from disclosure and you
do not wish your home address, telephone numbers, and/or photograph to be made public, please:
1) Use your office or other address for your mailing address;
2) Use your office or other telephone number for your contact number; and
3) Do not attach a photograph.
PROFESSIONAL HISTORY
IGNITE RESTAURANT GROUP, Houston, TX (2015, 2008 – 2012)
A publicly traded company of restaurants with approximately $500M in sales. Ignite owns and
operates and Joe’s Crab Shack, and Brick House Tavern + Tap restaurants
Chief Administrative Officer & Chief Human Resources Officer
Reported to the CEO.
Hired as SVP of Human Resources and then promoted to CAO. Lead Human Resources,
Payroll, Guest Relations, Risk Management, Information Technology and Supply Chain. Took
a two year sabbatical, and returned as Chief Human Resources Officer.
Process Improvement
o Lead the development of all HR and IT policies to support a successful IPO,
including SEC compliance and the implementation of a whistle blower
communication system. Served as one of the five Named Executive Officers
during the IPO process.
o Lead the HR team through due diligence, acquisition, and integration of the
Romano’s Macaroni Grill restaurant chain.
o Redesigned the training department and its mission to improve responsiveness to
brand needs, reduced turnaround time for training materials, and significantly
improved the quality of the training materials.
o Redesigned Guest Relations and Risk Management departments to reduce
response time from two weeks to one business day. Transitioned the guest
approach from reactive to proactive, reaching out to guests whenever there was an
injury report. This resulted in a reduction of law suits by approximately 50%.
o Lead the transition to Level 1 Payment Card Industry Data Security Standards
o Redesigned performance management process to align measured areas to
corporate Mission, Vision and Core Values
Managed all aspects of General Manager semi-annual conferences, including site
selection, speaker selection, travel, and functioning as main stage host.
Planned and facilitated Executive Team planning meetings.
Served as management’s representative to the board’s Compensation Committee.
Designed and implemented an executive benefits program designed to improve
retention of key executives.
Ensured best practices were followed in the design, development and communication
of key policies, including those related to ethical behavior and to insider trading.
Energized the organization by improving the transparency of communications, and
building trust among employees that the company is moving in a positive direction.
Not only did productivity improve, but voluntary turnover was dramatically reduced.
Kevin T. Cottingim 1420 Pennsylvania Ave.
Apartment 401
Miami Beach, FL 33139
Cell (949) 429-9257
Cottingim@Outlook.com
Kevin Cottingim Resume
Page 2
CARLSON RESTAURANTS WORLDWIDE, San Clemente, CA (2007 – 2008)
Part of the multi-billion dollar, family owned Carlson Companies, owner, operator and
franchiser of TGI Friday’s and Pick Up Stix restaurants.
VP of Human Resources, Pick Up Stix
Reported to the President of Pick Up Stix and to the SVP of Human Resources of CRW
Provided leadership to the Stix H.R. team, overseeing recruiting, employee relations,
training, comp & benefits, organizational development, executive development,
succession planning, and all other H.R. functions.
Served as an active member of the executive team, making contributions in all areas of
the business, while keeping focus on the needs of the employees. Examples include:
o Facilitated off site leadership strategy sessions.
o Actively participated in business reviews, and discussions of financial results.
o Identified opportunities for revenue and margin improvement.
Worked closely with the VP of Operations to ensure H.R. processes and priorities are
aligned with operational needs. Some examples:
o Implemented a quarterly succession planning program that focused on building
internal talent, differentiating performance, and providing development
experiences for high performing managers.
o Corrected an ongoing problem with managers employing family members in their
restaurants; completely eliminated the problem without disrupting restaurant
performance or terminating any solid performers.
Served as a process change agent to define process improvement opportunities, design
and implement interventions to address them. Some examples:
o Revised the management selection process to reduce cycle time while improving
the quality of new hires.
o Created a security procedures policy for the restaurants that resulted in an 80%
reduction in armed robberies.
o Designed and implemented a new selection process for the commissary operations
to significantly improve the productivity of employees and the quality of output.
Kevin Cottingim Resume
Page 3
BATRUS HOLLWEG INTERNATIONAL, Plano, Texas (2004 – 2007, 1994 -1997)
A 35 year old consulting firm specializing in candidate assessment, competency modeling,
succession planning and executive development.
Originally worked for this firm from 1994 to 1997. In 2004, was recruited back by the
president.
VP of Consulting Solutions
Reported to the President
Provided strategic leadership to the organizational consulting team.
Managed the client relationships for half of the firm’s largest clients, each with revenues
exceeding $1B.
Increased sales within client list by 16% in first year.
Provided direct services, including coaching senior executives, facilitating strategic planning
meetings, assisting clients in translating culture survey results into actions that improve the
employee value proposition, and assessing candidates for C-suite positions
Built sales by increasing the number of services provided to current clients, and establishing
positive relationships with potential clients
Recognized as the key contributor to the successful turnaround of an 80 unit casual dining
restaurant company.
AMERISTAR CASINOS, Las Vegas, Nevada (2003 – 2004)
An $800 Million operator of casinos, hotels and restaurants in four states. Recognized as the
market leader in all locations.
Corporate VP of Organization Development and Training.
Reported to VP of Human Resources; responsible for training and development of 8000 employees
Designed and implemented a strategic plan to upgrade the effectiveness of the training function.
Components of the plan included:
o Re-defined the working relationship between the corporate training department and training
departments on the properties. The result was increased accountability, more effective
training programs, and a greater commitment to utilizing training and development tools to
support organizational goals
o Revised the instructional design approach to improve the learning impact of training. The
training experience was consistently rated as more relevant and enjoyable.
o Designed and implemented a competency testing model to assess the effectiveness of training,
resulting in more focused learning and greater success at applying the learning to the job, as
measured by guest satisfaction surveys.
o Designed and delivered a learning curriculum for all training managers, resulting in improved
training skills and a broader knowledge of potential learning interventions.
o Introduced a quality assessment process for all new training programs, to evaluate
effectiveness before deploying them to the properties.
Rescued an employee satisfaction survey from disaster, by re-defining the role of the consulting
company, modifying the survey itself, and building a streamlined process for administration and
delivery of results.
Designed a performance management process that integrated objectives planning, personal
development planning, support of organization values, and delivery of results.
Kevin Cottingim Resume
Page 4
DARDEN RESTAURANTS, Orlando, Florida (1997 – 2003)
Vice President of Leadership Development
Reported to SVP of Human Resources; lead the leadership development function for 5000 managers.
Managed the talent review process that assessed the leadership effectiveness of the top 250 people
in the organization. The process resulted in ongoing talent upgrading, identification of those
executives who are struggling and those who have the potential to take on significantly greater
responsibility. Career planning, personal development planning, and decisions to transition
underperformers were made as a direct result of this process. The number of struggling executives
was reduced by 60% and maintained at the lower level.
Designed and implemented a program to identify and develop high potential employees. This
program resulted in 99% retention of high potentials, and a 30% increase in promotions from
within.
Designed and implemented a process for moving talent across restaurant companies for the benefit
of the individual and the organization. As a result, the larger brands were able to provide proven
talent to the new brands, allowing growth at a faster pace without compromising performance.
Built models to predict new talent requirements for all key positions in the organization.
Integrated assessment processes with personal development planning for the top 1000 positions in
the organization, resulting in greater confidence in the assessment process and more effective
transitions into new positions.
Designed and implemented a 2-day Assessment and Development Center for restaurant managers
seeking promotion to restaurant manager general manager. Key components included six separate
assessment processes, combined with extensive career coaching and development planning.
Retention rate of program participants was 97% compared to 81% for non-participants. Those
identified as “ready for promotion” produced a 55% greater guest count improvement over those
identified as “not ready for promotion”.
EDUCATION, CERTIFICATIONS, ETC.
Certified Senior Professional in Human Resources (SPHR), 2008 to Present
SHRM Senior Certified Professional (SHRM-SCP), 2015 to Present
Certified Staffing Professional (CSP), 2016
M.B.A., University of Central Florida, Orlando, Florida
M.S. in Counseling Psychology, University of Southern Mississippi, Hattiesburg, MS
B.A. in Psychology, Sophia University, Tokyo, Japan
Former Board Member, Women’s Foodservice Forum
Former Board Member, March of Dimes
Voting Member, American Psychological Association