A brand people love earns a second location. Whether it earns a tenth depends on the bench, the numbers and the sequence.
Open the next site before the bench is ready, and the GM pulled to run it leaves both units behind for six months or so.
Tell us what’s next.
Bring the growth target, the unit P&Ls and the managers you would open with.
Book a call with Jon (opens in a new tab)A restaurant growth strategy settles three decisions
- Where next: which market and which unit, in what order, and what each step waits on.
- Which concept: another of the same or a new bet, decided once each concept you run is placed to grow, to refine or to hold where it is.
- Run it or franchise it: weighed on payback and on who holds the standard in a unit you do not run, with licensing tested the same way.
Underneath all of it sits the readiness read: what the units you run can carry before a new market is picked, including whether the plan should start with a unit behind budget instead of a new one. When that unit is dragging the group, a turnaround comes before the next lease.
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.
Discovery, then readiness, then the economics
The first call is free. The first paid step is discovery: it reads your units against the growth target you bring and ends in a written scope.
From there the work runs on a standing weekly call with Jon Peck, which asks an hour a week of your CEO and director of operations. It starts with three readiness checks, each with a bar:
- Staffing: every unit staffed to par, managers and hourly team alike, before any of them lends people to an opening.
- The bench, counted by name across the group: two ready GMs and one ready AGM for every GM role open or on the map.
- A month without the office: every unit holds its numbers for a month with nobody from the home office stepping in.
Then the economics: each unit’s own P&L, read apart from the group’s, and a payback table across your openings that picks the unit worth copying.
Every site in play gets a real-estate assessment before the LOI: total occupancy held to six to eight percent of projected sales and never past ten, and the site passed or failed against the return the group has set. The next lease is a decision made before the broker calls.
Sometimes the answer is not yet, even when a unit count or a timeline has already been promised to an investor. If a check misses its bar, or the unit economics will not hold when duplicated, we say so before the capital is spent, and name the check that failed and the work that clears it.
For a thin bench, that work can start as a Leadership Bench install, priced before it begins.
If the plan is outrunning the bench, bring it.
Thirty minutes with Jon, on your schedule.
Book a call with Jon (opens in a new tab)One opening at a time, each waiting on the last
When the read clears, the sequence becomes a dated plan: each next unit with its market, the GM named to open it, the numbers the open units have to hold before its lease is signed, and capital that carries the twelve to eighteen months a new unit takes to reach steady volume, whatever the pro forma says.
We stay on through the first new unit to its ninety-day read against a ramp plan drawn from your own past openings, before the next unit is funded.
The engagement ends with your CEO and director of operations running the readiness read themselves before every lease the plan calls for.
Every market punishes a new unit its own way
The plan gets built in your units and tested in the markets you are entering, whether that is the next suburb in Dallas–Fort Worth, where the next lease always pencils better than the last unit performs, or a first unit in Austin, Houston or San Antonio.
Outside Texas, in Scottsdale and Phoenix, a new unit opens into a summer that collects what the winter paid; in Nashville, into a rent the landlord can carry and the unit cannot; in Atlanta, into demand that follows the convention calendar.