Operator-led restaurant consulting for Las Vegas multi-unit groups in the Locals market, from Summerlin and Chinatown to Henderson and Green Valley.
The Strip’s resort machine has spent decades training cooks, servers, bartenders and managers at industrial scale, and that makes this a growth market where staffing can be an asset instead of a constraint.
The question is whether your operation is built to hire them, keep them, and turn that depth into margin.
The place to spend that advantage is off the Strip, where independent multi-unit groups build and the rhythm runs closer to around-the-clock than to a dinner rush.
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
The system is what the Strip never handed over
A resort kitchen hands a cook a system someone else built. A Locals group has to build its own at every unit and hold it across three shifts, and your managers build it 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
Your day shift and your overnight are two different restaurants
Split the P&L into its three shifts and the Summerlin unit runs clean across all of them, while the Henderson location earns its margin before dinner and gives it back overnight. A daytime-only review, which is what most reporting amounts to, never catches it.
We read each unit shift by shift, find where the labor and the covers cross, and rebuild the staffing model around the hours the business earns in.
A copied playbook rarely survives the third shift
The Summerlin unit works, so the second and third go in fast. And unlike most markets, the hiring pool here will let you. But a round-the-clock operation multiplies every scheduling and consistency question a normal week raises, and the overnight is where a new unit shows it.
With your managers we build the 24/7 labor systems that let the local hospitality-trained pool carry the growth, so each new unit opens staffed to a standard instead of stretched across more hours.
Three shifts a day, and you can cover one
The guest at 2 a.m. expects the restaurant they met at 2 p.m. We build the handoff with the three shift leads, because at that hour the shift lead is the most senior person in the building.
For investors
Is this a Locals business or a Strip assumption?
Model a neighborhood operation on Strip-adjacent assumptions and its unit economics come out wrong. And the wrong assumption can make a healthy platform look distressed, or the reverse.
Investors get an operator’s read on how much of the growth holds off the Strip, and whether the labor advantage is being used.
How the engagement runs in Las Vegas
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 earns a trip to Henderson is the third shift: a neighborhood operation earns and loses its margin across all three, and the overnight there has to be seen once to be scheduled right. RANGE is based in Dallas–Fort Worth, a direct flight away.
The Strip and the Locals market are different businesses
The Strip’s resort-run tourist economy has almost nothing in common with the Locals market in Henderson and Summerlin, where independent groups compete on a 24/7 resident-driven rhythm.
The Strip
Destination dining on the casino floor, with volume and economics no independent neighborhood operation can or should try to copy.
Downtown & Fremont East
The revitalized urban core: a mix of tourist and local, grittier and more independent than the Strip, with an entertainment crowd on foot and lease churn to match.
The Arts District (18b)
An emerging, chef-driven, independent warehouse district drawing a local crowd and new concepts. Early enough to win, competitive enough to punish a concept that is coasting.
Chinatown & Spring Mountain Road
A dense, value-driven dining corridor that runs around the clock, a local favorite where the food is the whole draw and the guest knows the difference.
Summerlin
The affluent, master-planned west side: Downtown Summerlin, family dayparts, and a suburban resident guest. Polished national chains are dense here, and an independent that hires from the city’s trained pool can out-service them shift for shift.
Henderson & Green Valley
The affluent southeast suburbs: family-driven and value-aware, and where many of the Locals multi-unit groups compete.
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
A trained workforce leaves a loose operation first
Much of the city’s depth comes through the union training pipeline behind the Strip, and people trained to that standard know a loose operation on their first shift and have somewhere else to go.
The competition that matters is in the neighborhoods, and a group that does not staff the overnight hands those hours to the one that does.
An operation worth the talent
What the talent needs from the operation:
- Hiring and keeping a trained workforce with systems worth staying for.
- Building the operation for a 24/7 rhythm: scheduling, labor and consistency for three shifts, not one.
- Pricing and staffing each location for the neighborhood guest it serves.
- Opening new units across Henderson and Summerlin with every shift trained on the first night, the overnight included.
- Training managers so the brand holds around the clock and across units.
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.