The next GMs and managers a multi-unit group needs to grow past the handful of operators it rests on today.
In this domain: People & CultureExecutive CoachingLeadership DevelopmentTalent & Recruiting
A GM resigns on a Tuesday. What happens Wednesday is the whole diagnosis. Either a named successor steps up because the development path already built one, or the next three months go to improvising coverage, lowering the bar under pressure, and pulling the director of operations back onto the floor. Make Wednesday boring.
When a restaurant group stalls, look at the bench before the concept. Most benches were built by accident: development by watching, promotion by scramble, the keys going to whoever was nearest when the position opened.
Tell us what’s breaking.
Bring your management roster, unit by unit, and a year of exits.
Book a call with Jon (opens in a new tab)How the work runs
Every leadership gap starts with one decision: promote or hire. Promote when the gap is skills and there is time to close it. A promoted manager already knows the standards, the guests and the team. Hire outside when the gap is experience the group has never had.
Each management role gets a scorecard before it opens, and every candidate is scored against it. A new manager starts on a 30-60-90 plan the GM writes week by week. Each unit carries development hours in its labor budget, so the bench gets trained on the clock.
What holds after we step out is a quarterly bench review the CEO and the director of operations run from the bench tracker: for every shift-lead and manager role, the successor, the gap, the training that closes it and the date they are ready, checked against the next openings on the calendar.
Where groups call us
Turnover is eating the culture faster than you can hire
Every departure resets what the team knows and unsettles the people who stay. When your best performers are the ones leaving, an exit interview rarely names the reason.
We build the monthly turnover review with your managers first: every exit read on its own, manager by manager, until the pattern under the departures shows. The people you cannot afford to lose get a path before anyone hires faster to cover the exits.
You are still the deepest operator in the building
Every hard call still routes to you, because nobody has been developed to make it without you.
We map the decision rights with you, lane by lane: unit visits, culinary, group dining and turnover each get an owner, and every call you hand off is written down with its measure, a review date and what you agree to stop doing. The managers who inherit those calls get coached through the first ones, so your judgment reaches further than the hours you can work.
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)