About RANGE
RANGE builds restaurant brands people love, and makes them run at five, ten or twenty locations without losing their identity.
Each engagement puts a senior operator beside your team.
Twenty years, nearly every role, every scale.
Jon Peck held the roles that own a number: General Manager, Regional Director, Vice President of Operations, and Chief Operating Officer, across full-service, fast-casual, and high-volume restaurants, from $2.5M to $18M+ a year.
He was Chief Operating Officer of FB Society, the group behind Whiskey Cake, Mexican Sugar, and Sixty Vines. D CEO called it “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, where he built the operating systems and leadership bench that took a founder-led business from $17M to $75M in three years.
Those three years included twelve openings across six concepts: Hudson House, Drake’s Hollywood, D.L. Mack’s, Brentwood, Anchor Sushi Bar, and East Hampton Sandwich Co. He advised on several others now in the Vandelay portfolio.
Earlier, he spent six years at Del Frisco’s Restaurant Group and eight with Darden’s Seasons 52, 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: align strategy with execution, standardize what should be standard, and build a bench that stays.
The RANGE Framework
The order the work runs in, from the first read of the numbers to handoff. Each stage starts with one letter of RANGE.
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Recognize what’s real.
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Align execution to intent.
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Narrow focus on core drivers.
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Generate momentum through process.
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Elevate team capability.
The test comes at the third or fourth unit.
The first restaurant works because of the people who built it, and that doesn’t travel to the next ones on its own. By then those people can’t be in every unit, and the standard starts to vary by location before the numbers show it.
The move is almost never to add more. It’s to get clearer on what matters and stop doing the rest.
Why RANGE
What you’re buying is judgment.
The work follows the problem.
A problem rarely shows up where it starts. Labor that runs over at the new unit is often a hiring mistake at the first one. The plan is drawn around the cause.
Engaged on the outcome.
Fees are set by the scope and the value of the outcome, agreed before the work starts. A retainer is ongoing access to senior judgment, not a count of visits.
Your managers keep it running.
When RANGE steps back, they run the systems and hold the standards, on the weekly rhythm built with them.
Dallas–Fort Worth.
You’ve seen the record.
Thirty minutes with Jon, on your schedule.
Book a call with Jon (opens in a new tab)