Hospitality Advisory
Embedded advisory for multi-unit restaurant operators. The work is measured by how the business performs when we're no longer in it.
Bring Us the Problem →Our Philosophy
Operators live inside the business — running shifts, solving today's problem, keeping everything moving. The cost of that proximity is perspective. That's where we come in.
We start with what's actually happening — not the narrative, not the projections. The numbers tell part of the story. Time in the building tells the rest. Most hospitality failures are misdiagnoses — a symptom treated like the disease. The diagnosis is the most important call we make.
We narrow the scope deliberately, focusing on the work that will move the needle most and sequencing it in an order the operation can absorb. Identifying what needs to change is rarely the challenge. Building the consistency to make it stick is.
Each engagement leaves the operator more capable than we found them. That's the only outcome that matters.
The RANGE Framework
Five principles that shape how we enter an operation, diagnose what's actually happening, and build solutions that hold after we leave.
The full framework — and how each principle applies to your operation — is the first thing we walk through together.
Results
280bps
Food cost reduction
90-day engagement — 4-unit casual dining group
38%
Overtime reduction
Without cutting floor coverage — multi-concept operator
18 months
GM turnover eliminated
After rebuilding management development — 6-location independent group
2 years
Zero external GM hires
After building an internal talent pipeline — growing independent
0 delays
Multi-market launch on plan
Regional group, two new markets, simultaneous opening
All results are anonymized. Details available on request.
Who We Serve
Independent Restaurant Groups
Founder-led groups, 5–25 units, past the startup phase and building for scale.
Full-Service Operators
Concepts where service is the product. Execution standards drive both revenue and reputation.
Growth-Stage Brands
Operators who have proven the concept and are ready to build the infrastructure required to grow without breaking what works.
Leadership Teams in Transition
Organizations navigating ownership change, leadership succession, or the shift from founder-dependent to system-dependent operations.
Investors & Private Equity
PE groups and family offices that need operator-side eyes on the asset — unit economics, operational stability, growth readiness.
When to Call
Expanding into New Markets
Growth is the goal but the infrastructure to support it hasn't kept pace. New markets demand operational readiness the current team wasn't built for.
Leadership Turnover or Transition
A key hire left, ownership is changing, or the founder is ready to step back. The organization needs structure and stability before the next chapter.
New Funding or PE Backing
Capital has arrived. Now the operation needs to perform at a level that justifies the investment and supports what comes next.
Same-Store Sales Lagging
The brand is strong, the concept is right, but comp sales have stalled. The idea isn't the problem. The operation is.
Culture Drifting Before It Becomes a Crisis
By the time the standards that built the brand are unrecognizable, you're not recalibrating. You're rebuilding. Catch it earlier.
Menu Complexity Creeping In
Every addition felt like a reasonable decision. Collectively, they've slowed the line, fragmented training, and diluted the craveability that drove frequency in the first place.
Our Process
Initial Conversation
We start with a structured intake — the operator diagnostic — then a conversation. Tell us where the business is and where it needs to go.
Discovery & Assessment
We spend time inside the operation, looking at what's actually happening across every function that touches the problem.
Scope Alignment
We define the engagement together: what we're solving, how we'll measure it, and what done looks like. No open-ended retainers without a clear north star.
Engagement
We work. Embedded, accountable, focused on the highest-leverage problems first.
Delivery & Transition
Every engagement ends with the operator fully owning the outcome — the playbook, the hire, the structure, the brand. We don't build dependency. We build capacity.
What We Do
Fourteen capability areas — operations, menu, brand, people, leadership, development. Most operators engage two or three. The full range exists because the problems rarely stay in one lane.
Common Questions
What does a restaurant consultant do?
A restaurant consultant advises operators on strategy, operations, brand, people, and financial performance. Range Hospitality Advisory works as an embedded partner — inside the business, solving specific problems across menu strategy, operational systems, leadership development, and growth planning. Dallas–Fort Worth and nationally.
When should I hire a restaurant consultant?
Most operators engage a consultant at a recognizable inflection point: expanding into new markets, navigating a leadership transition, after new funding or PE backing, when same-store sales are stalling, or when culture has started to drift. The earlier the engagement, the less costly the fix.
How is Range different from a traditional consultant?
Traditional consultants deliver decks. Range delivers change in the operation. We work embedded, with a defined scope, a defined endpoint, and a measurable outcome. The work is judged by how the business performs when we're no longer in it.
How much does a restaurant consultant cost?
Fees vary based on scope, engagement type, and experience. Range Hospitality Advisory structures engagements as project-based, retainer, or fractional advisory — always scoped and agreed upon before work begins. Most engagements start with a defined discovery scope before any longer-term structure is set.