Restaurant consulting in Dallas–Fort Worth
Operator-led restaurant consulting for multi-unit groups across the Metroplex.
What we watch groups here do, over and over, is sign the fourth lease while the third unit is still in its opening months.
The relocation wave keeps pulling demand into new suburbs, the broker keeps calling with the next corner in Frisco or Prosper, and a group riding two strong units starts underwriting growth on momentum instead of evidence.
This metro makes expansion feel safer than it is. There is always another rooftop count that pencils.
RANGE is based in Dallas–Fort Worth. The founder lives in Celina, in North Collin County, and eats out across Prosper, Frisco and Plano. These are the rents we know and the restaurants we can be standing in tomorrow morning.
Who runs it
RANGE was founded by Jon Peck, who spent twenty years running multi-unit restaurant groups: eight brands built and scaled, twelve openings across six concepts in three years, and more than $100 million of annual P&L owned.
Why RANGE
Unit four waits for unit three’s numbers
This market rewards saying yes to the next site, so the read has to come from someone who has owned the schedule and the P&L after an opening, and who will tell you when unit three is not ready. Your managers build the proof with us.
Tell us what’s breaking.
Thirty minutes with Jon. The fastest way to find out whether RANGE can help.
Book a call with Jon (opens in a new tab)When groups call
Unit three is two quarters old and nobody has tested its playbook
The terms on a pad off the Tollway look workable, and units one and two are strong enough to make you feel ready. But unit three is still running on its opening traffic.
We test the growth decision the way an operator would: what unit three has to show, and by when. Then we build the systems with your managers that get it there fast.
Frisco and Bishop Arts have stopped running the same business
Five units in, the suburban locations and the urban ones no longer answer to one playbook: labor runs hot on one P&L, food cost wanders on another, and the gap between your best submarket and your worst keeps widening while the consolidated report says everything is fine.
That is a systems gap. The operating discipline that held at two units never got rebuilt for five spread across submarkets with different rent, labor, and guest math. We find where the margin is going, submarket by submarket, and rebuild the system underneath it.
The business only runs when you’re in the building
The standard across the Metroplex still holds only when you are in the room. It is a ceiling on how far this can scale, and a risk every time you are stuck on Central Expressway between locations.
The GM at each unit learns to run the Friday close the way you would, and the scorecard tells you it held without a phone call.
For investors
Which of these units deserves a copy?
Underwriting a multi-unit group here means underwriting its expansion discipline as much as its menu. A platform that grew on the broker’s calendar can look strong on a consolidated P&L while its newest leases dilute it.
An operator’s read: which units deserve replication, where the consolidated margin hides a weak unit, and what it costs to fix before you close or fund the next round of growth.
How the engagement runs in Dallas–Fort Worth
Most of the engagement runs on a weekly cadence, wherever you are: the numbers, the scorecard, the standing call with your managers. Time on site is scoped to what the work needs and built into the fee, never metered on top.
What being from here buys you is the read: which corridors are absorbing demand and which are only leasing fast, what a Fort Worth guest forgives that a Knox–Henderson guest will not.
Eight markets inside the Metroplex
Concept fit, location decisions, labor models, and price points all change block to block here. A menu that clears at an Uptown price point can misread the guest entirely twenty minutes north.
Uptown & Knox–Henderson
High rent, high volume, expense-account and young-professional spend. Premium checks have to be earned every shift; the margin is there but unforgiving, and the occupancy cost turns a weak Tuesday into a number you feel by Friday.
Deep Ellum
Nightlife- and music-driven, late-night weighted, volatile foot traffic and high lease churn. Volume comes in spikes the labor model has to flex around, and the brand has to survive a crowd that is there for the district, not you.
Bishop Arts & Oak Cliff
Independent and neighborhood-bound, across the river from the money downtown. Word travels block to block, and a bad Saturday is known by Monday.
Design District & Trinity Groves
Destination, large-format, developer-driven dining. Big footprints with big fixed costs that depend on covers and private events, a different operating discipline than a neighborhood restaurant.
Plano, Frisco & Legacy West
Suburban affluence, corporate relocations, family and business dayparts, national-chain density, and pad-site economics. This is where the fourth-lease temptation lives. The rooftops are real, but so are the rents, and a guest who can choose a dozen polished chains gives an unproven playbook no grace period.
Fort Worth: Magnolia, West 7th, Clearfork & the Stockyards
A different market from Dallas: more value-conscious, deeper local loyalty, steady tourism volume in the Stockyards, and fast growth out Clearfork and West 7th. A Dallas playbook ported straight over usually misreads the guest.
Addison & the Tollway corridor
Among the densest restaurant concentrations in Texas, lunch- and business-weighted. Competition is the constant; differentiation and labor efficiency decide who holds margin.
Las Colinas, Irving & Arlington
Corporate-campus lunch, catering, and event-driven spikes around the entertainment district and stadiums. Daypart and catering execution swing the P&L more than the dinner rush does.
If this is the problem, bring it.
Thirty minutes with Jon. The first call is free.
Book a call with Jon (opens in a new tab)The operating case
Growth this easy to find is hard to survive
What the market does not hand you is a reason to wait. So groups expand into a third and fourth submarket, copy the systems that worked, and find out after the money is committed that the playbook only worked because it was early.
Uptown rent math, an Oak Cliff labor pool, a Fort Worth guest: each new lease is a different operating problem under the same brand.
A group that ran clean at three units starts drifting at six, with the director of operations stretched across a metro nobody can be everywhere in at once.
What the next lease should wait for
In practice:
- Building the operating systems (labor, cost, prep, training, accountability) that hold the same in Frisco as they do in Oak Cliff.
- Fixing the unit economics that drift unit by unit as the group scales.
- Opening new units on a system the managers already run, not on ninety days of the director of operations at the new address.
- Growing the managers the business can depend on instead of any one person, including, eventually, us.
- Holding the standard on execution so the brand is the same on the night the director of operations is not in the room.
How we help
- Restaurant management consulting Senior operating judgment beside your team, accountable for what changes.
- Fractional COO A senior operator in the role until your own leader can hold it.
- Restaurant turnaround When comps slide, the fix is almost always operational. We build it with your managers.
- Restaurant growth strategy Where to grow next, sequenced to what your managers can already run.