For Multi-Unit Groups
Senior operating judgment embedded in the business and accountable for what changes, not a deck and a handshake. For multi-unit groups in Dallas–Fort Worth and nationally.
You usually know before anyone else does. The numbers say one thing, the floor says another, and every fix you make holds for exactly as long as you are standing there watching it. The business you built is now bigger than your attention, and the question is no longer whether to get help, but what kind. Search for restaurant management consulting or restaurant management services and you find two offers: a strategist who has never run a shift, or a former operator selling a binder. RANGE is neither.
We are operators who advise. People who have owned the P&L, built the systems, and opened the doors, now working inside multi-unit groups to fix the operation, not narrate it. The work spans everything that touches performance, but it always starts the same way: get into the building, find the real problem instead of the stated one, and build the fix so it holds after we leave.
Tell us what’s breaking.
Take the Diagnostic →The Straight Read of your operation, back within 48 hours.
Who does the work
RANGE was founded by Jon Peck. Twenty years running multi-unit restaurants, twice a Chief Operating Officer.
Management consulting here means one senior operator inside the business, not a team of analysts producing a document. The person in your operating meetings is the person whose record you read before you called.
The Record
Outcomes from two decades inside multi-unit restaurant operations. Owned from the operating seat, not advised from outside.
$56M
Revenue under management: 8 high-volume units in three states
+4.5%
Comparable sales, year over year, after a brand reposition
8% → <3%
Actual-vs-theoretical variance, trailing twelve months
What restaurant management consulting covers
Five kinds of problem walk through our door. Each one lives in a different part of the business, and part of the job is knowing which one you actually have:
- Labor and food cost creep a little every quarter, and the operating rhythm only holds when you are in the building.
- You have one GM who could run any unit you own, and no plan for producing a second.
- The concept still wins, but the growth plan is appetite in a spreadsheet.
- The last opening ran late, ran over, and is still hunting for its numbers six months in.
- The biggest decision on your desk is being made on gut, because the model that would settle it does not exist.
Those are the five areas (operations, people, brand and growth, development, and the numbers) that decide whether a multi-unit operation performs. We work across all of them, because the stated problem and the real one are rarely in the same place. In one group, a stubborn overtime problem traced back to the prep system, not the schedule anyone kept rewriting. A pattern we see often enough to look for it first.
When operators bring in a restaurant management consultant
Nobody calls a consultant on a good week. These are the situations that pick up the phone:
- Expansion is outrunning the infrastructure built to support it.
- A key operator left, or ownership is changing, and the business needs stability through the transition.
- New funding or private-equity backing raised the bar on how the operation has to perform.
- Same-store sales have stalled despite a strong concept: the idea is not the problem, the operation is.
- The systems that got you here are straining at the scale you are at now.
How RANGE is different from a traditional consultant
Traditional consulting hands you a deck and leaves. The recommendations belong to someone else, the change never reaches the floor, and you are judged on a document. We work embedded (defined scope, defined endpoint, a measurable outcome), and the change shows up where it counts: on the schedule, in the walk-in, on the P&L.
The same goes for the firm that sells you a roster of rotating specialists: more names on the engagement, but no single seat accountable for the result. Every RANGE engagement is operator-led and embedded. One senior operator, accountable for what actually changes. That operator has held store-level EBITDA at 22% through an inflationary stretch that thinned margins across the industry. The discipline we install is the discipline we have run. The record is on Selected Outcomes.
We do not build dependency; we build capacity. Every engagement ends with your team owning the outcome: the playbook, the systems, the bench. We are judged the way an operator is: by how the business performs after we are gone.
How an engagement starts
Nobody should hire a consultant on faith, so the first steps are built to earn the next one:
- A conversation. You tell us what is breaking; we tell you honestly whether we are the right kind of help. Sometimes the answer is no, and you will hear it in the first call.
- The Operator Diagnostic™. Thirty to forty-five minutes of structured questions about how the business actually runs, with the Straight Read back within 48 hours: a candid written assessment of what we see and where we would look first.
- A paid, scoped discovery week. Inside the operation, in the units and the numbers, producing a written read of the real problem and a proposed scope. If you move forward, the discovery fee is credited toward the engagement.
- The engagement itself. Scoped or embedded, with a defined endpoint and a measurable outcome agreed before the work begins. You know what done looks like on day one.
Each step is a small, honest commitment that lets both sides decide whether the next one makes sense. No retainers-by-default, no open-ended scope. Engaged, not retained.
Dallas–Fort Worth, national reach
RANGE is based in Dallas–Fort Worth and works with multi-unit operators across Texas (Dallas, Fort Worth, Austin, Houston, and San Antonio) and nationally. Embedded work happens in your buildings, wherever they are; for a Texas group, it simply means the senior seat is a short drive away instead of a flight.
National means national, not a footnote: an operator in Nashville or Raleigh-Durham gets a market read built for their city, not one recycled from ours.