Operator-led restaurant consulting for Orlando multi-unit groups, from Winter Park and College Park to Dr. Phillips and Lake Nona.
Walt Disney World employs more than 75,000 people in Central Florida, a workforce routinely cited as the largest at a single site in the United States, and Universal added thousands more to open Epic Universe in 2025.
Every restaurant in the region hires out of the pool those two employers price, and they shape the shift culture that pool expects.
So turnover here is weather, not weakness. The operators who win build operations that keep running while people come and go.
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
A staffing model built to lose people
We have staffed openings and answered for the labor line after them. The model gets built with your managers and judged by one test: whether it holds while the parks keep recruiting.
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 best unit is the one that keeps its people
Look at your units by average tenure and the pattern is usually blunt: the Winter Park restaurant that holds its servers for years runs itself, and the I-Drive unit cycling through staff every few months eats management time, training cost, and consistency. The consolidated P&L calls them the same business.
We rebuild the operating discipline around the turnover each unit lives with, so the high-churn restaurant stops depending on experience it will never be allowed to accumulate.
The parks are hiring against every unit you open
A strong location tempts a group to open the next one fast. The new unit hires out of the same pool the parks are draining, and a growth plan that assumes it will find and keep its people is a common Orlando pro forma error.
We build the staffing and training systems that hold against that pressure before the growth depends on them, so expansion doesn’t outrun the team you can keep.
The restaurants still need you in them
Orlando is spread out enough that you cannot be in every corridor yourself, and your best manager has a standing offer from the parks.
Turnover in one role should not threaten the whole operation. Every key station gets a trained second before the parks come recruiting, so a departure costs a shift.
For investors
How many departures away is this margin?
An Orlando group’s margin is only as durable as its answer to the labor question. A healthy-looking P&L can be one departed kitchen manager away from a very different quarter.
Diligence from us means a read on labor exposure, tenure, and how much of the operation lives in systems versus in people, before the deal is underwritten.
How the engagement runs in Orlando
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 roster: a pre-shift at the unit that turns over every few months, to see whether the newest cook can run the station from the recipe card and the prep list. Dallas–Fort Worth is a direct flight.
One labor market, different restaurants
The guest and the volume shift hard across the metro, but every corridor hires from the same park-priced labor pool.
International Drive & the Convention Center
Tourist- and convention-driven volume that rises and falls with the calendar, staffed from a labor pool competing directly with the park gates a few miles away. Turnover runs hottest here, and a convention week gets served by a team that keeps changing.
Winter Park & Park Avenue
Park Avenue’s established dining, affluent and local, with a guest who has eaten there for years. The operators who hold tenure hold the corridor; there is no tourist wave to hide a soft night.
College Park
A tight, residential neighborhood along Edgewater Drive with a local crowd and small footprints. Word travels fast along Edgewater, and a restaurant this personal shows every staffing change to the regulars.
Dr. Phillips & Restaurant Row
The established upscale-dining corridor on Sand Lake Road: affluent, choice-spoiled, and competitive, where a polished field of concepts sets a high bar and bids for the same experienced staff.
Lake Nona
Master-planned, corporate, and fast-growing around Medical City: a new-money suburban guest and new construction, where the schedule routinely outruns the local labor pool.
Downtown & Thornton Park
Nightlife and young-professional density downtown, with dead stretches between events; Thornton Park adds a walkable neighborhood layer. Volume that arrives in bursts around the arena and stadium calendar.
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
Turnover is the operating condition
The parks are the pressure you cannot see on a pro forma: staffing cost and turnover run against you no matter where your restaurants sit.
The answer is systems tight enough that a three-week line cook executes like a three-year one: recipes, prep, pars and ordering held by the kitchen manager and checked every shift. A management bench built on the assumption that someone on it is always interviewing.
Systems that outlast the roster
Every system here assumes the roster will change:
- Building labor models and wage structures that hold at the wage the parks set.
- Compressing training into the first week, because in this market you will always be training someone.
- Staffing the I-Drive unit and the Winter Park unit as two businesses, because convention volume and neighborhood loyalty hire differently.
- Developing a management bench that a park offer to one manager cannot hollow out.
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.