Selected Outcomes
Twenty years inside multi-unit restaurant operations — Regional Director, VP of Operations, Chief Operating Officer — most of it in 5-to-25-unit groups, the size where the systems break first. The pattern holds every time: find the trapped margin and the thin bench, build the systems that stick, and hand back a more valuable operation. The names are withheld, not the proof — the brands, the P&Ls, and the references come on the first call.
Food Cost & Purchasing
8% → <3%
Actual-vs-theoretical variance, trailing twelve months
A multi-brand portfolio running food cost on instinct — actual-vs-theoretical variance wide, with no clear cause. We rebuilt recipe costing, par, prep and ordering, and the enterprise purchasing program — and put the tracking in place to hold the gain.
Food cost improved 150–400 bps · ~$500K/yr in purchasing
Growth & Platform
$17M → $75M
Revenue scaled in three years
Turning a founder-led business into a multi-brand platform — the systems, brand standards, and performance rigor that scaled revenue from $17M to $75M in three years and positioned the group to attract outside investment.
A founder-led group built into a scalable, investment-ready platform
Profitability
22%
Store-level EBITDA margins held through an inflationary stretch
As food, labor, and every other line rose across the industry, the work held store-level EBITDA at 22% — costs and service managed in step, so the margin held while much of the market gave it back.
Costs climbing industry-wide — the margin held
Labor
−200 bps
Labor as a share of sales
Labor running above what the volume justified, schedules built by feel. We tied staffing models to sales and daypart, held them to productivity benchmarks, and standardized the scheduling discipline across units.
Held without cutting the guest experience
Openings & Growth
$39M
New revenue — three large-format launches in 12 months
A portfolio scaling faster than its systems could carry. We built the pre-opening readiness and the new-unit ramp that let it open strong and stabilize fast.
14 openings · 8 brands · 3 years · $2.5M–$18M+ AUV
People & Leadership
5
Managers promoted from within in 12 months
A group capped by its bench — every promotion a scramble, the founder the deepest operator in the building. We built the development program and the succession structure that filled senior seats from the inside.
Field organizations of 1,000+ built and led
Brand & Revenue
+4.5%
Comparable sales after a brand reposition
A brand with awareness but soft traffic. A reposition turned attention into covers, and a daypart that had never been worked became real incremental revenue.
+400% social engagement · +7% traffic · a new daypart at +$500K
Multi-Market Leadership
$56M
Across 8 high-volume units in three states
Senior field leadership across a multi-state region — eight high-volume units, 800-plus people. Set the strategy, held the standard, and kept execution aligned to the brand across markets that don’t behave the same way.
800+ people · the standard held across markets
Concept Development
6
New brands launched — of nine advised
Concept development from the earliest stage — positioning, format, culinary vision, service standards — across nine brands, six of them launched. Every decision pressure-tested against whether it could actually be built, staffed, and run profitably.
Concept, format, culinary vision, and service standards — from the ground up
Operator-Built Tooling
−20%
Food purchases, with variance held under 2%
Food-cost variance widening across units, with no tool built for the work. We built a bespoke prep-and-ordering system — POS sales into par and purchase orders — that the operator owns outright, then handed the capability to people who had never written software.
Across a multi-brand portfolio — owned by the operator, not rented
Discretion by Design
The work is discreet by nature.
Operators rarely broadcast that they’ve brought in help, and we don’t ask them to. The numbers above are real, earned across two decades of senior operating roles — owning the P&L, building the systems, and opening the doors.
You’ll see the rest before any engagement begins: full references, redacted P&Ls, and the brands themselves, shared under NDA on the first call. You’ll know exactly who you’re working with before we start.
For private equity and family offices, the operating judgment that finds the value before close is the same judgment that executes it after — diligence and value creation in one accountable seat.