Operator-led restaurant consulting for Nashville multi-unit groups, from the Gulch and 12 South to Franklin and Cool Springs.
Celebrity-backed concepts and national hospitality groups have spent the past cycle signing leases here as marketing. The flagship does not have to earn its rent, and a soft year is noise to its owners. Every independent on the block inherits the new rent comp anyway. What is left to you is unit economics built to survive a rent you did not set.
The multi-unit business in this metro is mostly not on Broadway. It gets proven in Germantown and East Nashville restaurants and scaled down I-65 through Brentwood, Cool Springs and Franklin, where the healthcare-and-finance relocation wave lives, eats on a weekly rhythm, and comes back.
Broadway’s tourist volume is a different industry. The operators who compound here build for the guest who returns, at rents inflated by capital chasing the guest who 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
An operation sized to its rent
The work starts from the rent your restaurant can absorb. Your team builds it with us, and it has to hold through the next opening that resets the rents around you.
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 renewal came back at the flagship’s number
The landlord is pricing you against the national concept two doors down, a flagship that does not have to make money the way your restaurant does. Sign at that number without an operation tight enough to carry it and you are funding someone else’s marketing budget out of your margin.
We rebuild the unit economics around the rent you will pay: prime cost, menu architecture, and the volume the restaurant produces, so the decision to sign, renegotiate, or walk is made on evidence.
Your urban restaurants and your Williamson County units run different math
The Germantown restaurant carries an occupancy load the Cool Springs unit never sees, while the suburban locations live on a weekly regular who orders differently than a 12 South discovery crowd. And the consolidated P&L averages all of it into a number that explains nothing.
We isolate each unit against its own rent and its own guest, not the metro average, and fix the unit where the margin is leaking.
You’re still the one holding the standard together
Every standard in the group still routes through you personally. That becomes a hard constraint when the growth path runs from East Nashville down I-65, thirty minutes from wherever you are standing.
The brand should read the same in Germantown and in Franklin on a night you are in neither. We coach the Franklin manager for the weekly regular and the Germantown manager for margin at a downtown rent, because those are different jobs.
For investors
What is the market carrying?
In a market where outside capital inflates both rents and topline, a consolidated P&L can dress a soft operation in boom numbers: tourist-corridor volume masking a suburban expansion that never found its guest, or the reverse.
We read each unit’s volume against its own neighborhood, so the underwriting rests on what the operation earns.
How the engagement runs in Nashville
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 is the rent question: a Germantown service against a Cool Springs service, to see which unit’s volume holds without the boom behind it. Dallas–Fort Worth is a direct flight.
Where Nashville groups get built
Each neighborhood carries its own rent and its own guest, and the numbers from one do not transfer to the next.
Franklin & Cool Springs
Family-driven suburbs with rents that still pencil, a regular who returns, and national-chain competition that punishes an independent running loose.
Brentwood
Williamson County wealth: high household income, a dinner-and-weekend rhythm, and a guest with expectations set by the city’s best restaurants but no patience for downtown parking. Consistency is the pitch.
Germantown
Historic, dense, and food-forward, with an established fine-dining reputation and a guest who will pay for quality. The bar is high, and national capital has noticed, so the rent has followed.
East Nashville
Independent and chef-driven, with a neighborhood crowd that returns only to restaurants that earn it. The proving ground for concepts that later scale south.
The Gulch
Dense, upscale, and mixed-use, with rents set by national brands. The occupancy load needs a full week of volume.
12 South
Trendy and tourist-heavy on a short, busy strip. Discovery traffic rarely comes back; execution and a reason to return separate the restaurants that last from the ones that cycle out.
Wedgewood-Houston (WeHo)
An arts-and-warehouse district drawing chef-driven concepts and redevelopment money. Rising rents chasing a scene still forming: early enough to win, expensive enough to hurt if the volume is not there yet.
Broadway & Lower Broad
The honky-tonk corridor: high-volume, entertainment-driven, increasingly celebrity-branded. The capital concentrated here is what prices leases across the rest of the city.
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 runs south
The southern suburbs run on a resident guest, a weekly rhythm, and rents that still answer to unit economics: the corridor where a five-unit group becomes a fifteen-unit group, provided the systems scale with it and the wage pressure the boom created is engineered into the labor model rather than absorbed as lost margin.
Unit economics you can defend
The work with your managers:
- Rebuilding the P&L so a location pencils at this cycle’s rent, not the rent the original pro forma assumed.
- Engineering labor models that hold while a boomtown wage race pulls staff in every direction.
- Pressure-testing expansion math down the I-65 corridor before the group signs.
- Developing the management layer so the business depends less on the director of operations being in every restaurant.
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.