Operator-led restaurant consulting for Miami multi-unit groups, from Brickell and Wynwood to Coral Gables and the Beach.
Miami restaurants carry some of the highest occupancy costs in the country. A lease here prices in a level of volume most markets never ask of a dining room, and that one line rewrites the whole P&L.
A two-point drift in labor or food cost that a lower-rent market absorbs is, at these rents, the difference between a unit that pencils and a unit that does not.
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
Read from the rent line down
Rent first, then every line beneath it: owning a multi-unit P&L teaches that order.
At Miami occupancy costs, the fix has to show on this month’s P&L. Your managers run it with us until the prime-cost line proves they can run it alone.
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
Two units, two rent lines, and one of them isn’t penciling
The Brickell unit and the Wynwood unit can run the same sales and live in different worlds, because the rent under each one makes it a different business. A cost structure that clears at one rent fails at another, and consolidated reporting rarely says which lease is doing the damage.
We take the P&L apart unit by unit, rent line first, and rebuild the cost and labor discipline each location’s rent requires.
You’re signing Miami leases on momentum
A strong restaurant tempts a second and third, but every new Miami lease raises the precision the whole group has to run at, and a playbook that was merely good enough at the first rent number gets exposed at the next one.
We test whether the operation is tight enough to carry the next lease before the commitment is made, and build the systems that get it there.
Brickell and Coral Gables can’t both need you the same night
Consistency across a multilingual team still runs through you: every standard, every shift. At these rents, a month of drift in the standard is margin you cannot get back.
Coral Gables and Brickell should be the same restaurant whichever one you are in that night. Both managers work from one standard and one weekly scorecard, so the brand does not change with the address.
For investors
Is the margin surviving the rent?
A Miami group’s top line can look impressive while the rent burden underneath it eats what should be the margin. Underwriting here means underwriting the occupancy cost, lease by lease.
The read we bring answers one question: whether the P&L clears its rent.
How the engagement runs in Miami
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 at these rents is the shift where the tolerance breaks: a midweek in Brickell against a Saturday on the Beach, to see which lease the schedule is failing. Dallas–Fort Worth is a direct flight.
Every neighborhood prices differently, and forgives differently
Rent, guest, language, and daypart shift hard across the metro. A concept that owns Brickell’s expense-account crowd can misread a Little Havana guest completely.
Brickell
Dense financial-district high-rise living and expense-account spend, with some of the steepest rents in Florida. Volume is strong but the occupancy cost is unforgiving; a soft midweek shows before the week is out, and the young-professional guest has a tower full of choices within a block.
Wynwood
Arts-district foot traffic, nightlife, and tourism in a rapidly redeveloped warehouse grid. The guest comes for the neighborhood first, and lease churn is high enough that a concept without a reason to return is gone before its lease is.
South Beach & Miami Beach
The same rent pressure, carried by a heavily tourist-weighted, often one-time guest. The operating risk is settling for a tourist-trap reputation instead of running a business a local would choose. At these numbers, repeat business is what makes the lease survivable.
Coral Gables
Established affluence and Latin American money, with a steadier business-lunch and fine-dining rhythm than the beach. The guest pays that check and expects the same night every visit.
Design District & Midtown
Luxury-retail-anchored destination dining and dense new residential. Large footprints and heavy fixed costs, run for a guest with global standards and nothing like a neighborhood restaurant.
Little Havana
Heritage, authenticity, and value, with tourism layered on Calle Ocho. A guest who knows the food cold and a price point the neighborhood polices. You cannot fake either one.
Fort Lauderdale & the north
A different market up the coast: more year-round resident, gentler rent, with Las Olas as its own destination corridor. A South Beach playbook ported straight north usually misreads the guest.
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
The math the rent forces on you
When rent takes an outsized share of every dollar, the tolerances everywhere else collapse: a schedule written a half-step loose costs money before the month closes. The operation has to be exact.
Saturation raises the stakes on the same math. New openings never stop and an international, well-traveled guest with endless choice moves on quickly, while a deep but fiercely competitive labor pool keeps turnover pressure on the schedule.
A restaurant that opens hot buys itself a year at these rents, not a business. The groups that last are the ones that used the hot year to build the precision the lease was always going to demand.
Tolerances set by the lease
The work is precision, built with your team:
- Tightening food, beverage, and labor together, to tolerances that hold at Miami occupancy costs.
- Rebuilding unit economics lease by lease, so each new location clears its own rent instead of leaning on the original’s margin.
- Opening each new unit with the system already running, because the rent starts on day one.
- Hiring and training across a multilingual labor pool so turnover does not reset the standard.
- Building a management bench that holds the standard without the director of operations in the building.
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.