The systems, standards and accountability a multi-unit restaurant group runs on, from the prep list to the P&L.
In this domain: Operational Excellence & SystemsMenu Strategy & R&DService Standards & TrainingHotel & Resort F&B Operations
Friday at eight is when an operation tells the truth. The prep list holds or it does not. The line keeps pace or the ticket times say otherwise. The schedule matches the volume or someone is covering two stations right now. Making that hour go right on purpose, whether or not the director of operations is on the floor, is the work.
Most groups outgrow their operating systems without noticing. At two units a senior operator sees both every day and catches what slips. At six the same visit reaches each unit once a week, and the guest catches it first.
The usual patch is a person. The strongest manager becomes the system and holds the standard together by being there. That holds until they go on vacation, leave for a better offer or take the keys to the next unit. Consistency slips first, because the standard was never in the system to begin with.
Tell us what’s breaking.
Bring last period’s P&L by unit and one Friday’s schedule.
Book a call with Jon (opens in a new tab)How the work runs
The work starts in the restaurant, during service: a scored audit walked on a live shift, with the line check run beside the GM and the chef, the steps of service timed at the table, and the prep lists and the opening and closing procedures held against what happens in the Friday rush. Prime cost gets rebuilt from the invoice up, not the P&L down.
The first read sets the order, case by case: the one or two systems moving the most margin go first, labor and prep where they are the leak, the menu where it is. Once labor is set, a new dish that adds a sauté step can undo it, so every later menu change gets a written case for its prep and labor before it reaches a unit. Each fix gets run with the manager who owns the number, not just the shift, until it holds without us.
The test is simple. Leave for two weeks.
- Line checks hold.
- Prime-cost variance stays on target.
- The schedule posts without edits.
- The Saturday close runs without a phone call.
If any of those fail, the system still lives in someone’s head.
Where groups call us
The same fire keeps starting in every unit
Ticket times slip at the same point in the rush, the same station falls behind, and a different manager in each unit gives the same reason. One system that was never built to hold is showing up five times.
We find the shared root, usually a prep list that assumes a staffing level you no longer have or a line layout nobody questioned, and fix it once with your director of operations, at the standard, instead of retraining five managers one at a time.
The P&L says fine and the bank account says otherwise
Reported margins look acceptable and cash is tight every month. The P&L is missing what the bank has already paid for: bills entered after the period closes, paid-outs from the drawer nobody logs, product bought past par and sitting on the shelves.
We set the controls with your managers and your accounting team: every invoice and paid-out logged in the period it belongs to, ordering held to par, and the P&L reconciled to the bank every period, so a gap between them is named while it is still small.
Execution swings with who wrote the schedule
Some weeks the operation runs tight and some weeks it does not, and the difference tracks to which manager built the schedule, not to volume or the menu.
We build the labor model with your managers: the forecast turned into hours by position and daypart, with every schedule checked against it before it posts. Then every manager who writes one is trained to build it the same way.
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.
If this is the problem, bring it.
The call works out where the fix starts.
Book a call with Jon (opens in a new tab)Capabilities
Operational Excellence & Systems
Drift caught at pre-shift, before the P&L shows it.
Menu Strategy & R&D
Every item priced, costed and bought against what it earns.
Service Standards & Training
A standard your newest server can deliver on a Saturday night.
Hotel & Resort F&B Operations
Restaurant discipline in every outlet, staffed to the rooms forecast.