Operators advising operators.

RANGE Hospitality Advisory is a Dallas–Fort Worth firm for multi-unit restaurant operators, founded by Jon Peck, who has run the business, not studied it.

RANGE engagements are built the same way: senior operating judgment inside the operation, working a defined scope to a defined endpoint. The depth of the work requires it.

Twenty years, every seat, every scale.

Jon spent twenty years running restaurants before he started advising them. He has held nearly every seat that owns a number — General Manager, Regional Director, Vice President of Operations, and twice Chief Operating Officer — across full-service, fast-casual, and high-volume restaurants, ranging from $2.5M to $18M+ a year.

He was Chief Operating Officer of FB Society (opens in a new tab), the Dallas group behind Whiskey Cake, Mexican Sugar, and Sixty Vines — the one D CEO (opens in a new tab) called “the largest Dallas restaurant group most people haven’t heard of” (January 2025). He ran four of its concepts (Haywire, The Ranch at Las Colinas, Ida Claire, and Son of a Butcher) and opened three Haywires in twelve months, in Houston, San Antonio, and Austin.

Before that, he was Chief Operating Officer of Vandelay Hospitality Group, now Vandelay Companies (opens in a new tab), where a founder-led business became a multi-brand platform: revenue from $17M to $75M in three years, twelve openings across six concepts — Hudson House, Drake’s Hollywood, D.L. Mack’s, Brentwood, Anchor Sushi Bar, East Hampton Sandwich Co. — and the operating systems and leadership bench to carry them. He advised on several others now in the portfolio (opens in a new tab).

Earlier, he spent six years at Del Frisco’s Restaurant Group (opens in a new tab) and eight with Darden’s Seasons 52 (opens in a new tab), as that brand went from small pilot to national chain. He trained at Orlando Culinary Academy and served four years in the Marine Corps, leading Marines through two combat deployments.

He started RANGE to do the same job from the outside. What he argues for is the unglamorous half of the business — the schedule that works, the spec that holds, the manager developed instead of replaced. Align strategy with execution. Standardize what should be standard. Build the bench that stays after the advisor leaves the room.

The operation decides who’s still standing.

Most restaurants that fail don’t fail on the idea. They fail on the operation underneath it: a sound concept and a full room undone by systems never built to carry them. Closing that gap, before it costs an operator the business, is the whole reason RANGE exists.

The conviction behind it is plain: hospitality is a profession, not a hobby that got lucky, and it deserves the discipline of one. The operators who treat it that way are the ones still standing in ten years, and they’re the only ones RANGE takes on. Better, not just bigger.

That selectivity is deliberate. The point is to prove what the best operators already believe: a restaurant can be a serious business and a place people are proud to work. At the same time, on purpose.

That’s also why there are no open-ended retainers. Scope, endpoint, and the measure of the outcome are settled before the work starts.

The move is almost never to add more. It’s to get clearer on what matters and stop doing the rest.