Senior operating judgment beside your team, so the brand that earned its following runs the same at ten locations as it did at two.
You usually see the problem before anyone else does. The numbers say one thing, your managers say another, and every fix you make holds for as long as you are standing there watching it. The business you built is bigger than your attention now.
Jon Peck builds each fix with your managers on a standing weekly call, with time on site when the work calls for it. The call asks an hour a week of your GMs and director of operations.
Tell us what’s breaking.
Bring last period’s P&L by unit and the fix that did not hold.
Book a call with Jon (opens in a new tab)Restaurant management consulting covers five kinds of problem
- Labor and food cost creep a little every quarter, and the group numbers do not say which unit is carrying it.
- 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 counts sites before it counts managers.
- The last opening ran late, ran over, and is still behind its ramp plan six months in.
- The biggest decision on your desk is being made on gut, because the model that would settle it does not exist.
Part of the job is knowing which one you have, because each sits in a different part of the business we work across: operations, people, brand and growth, development and the numbers.
In one group, a stubborn overtime problem traced back to the prep system rather than the schedule the managers kept rewriting. We see it often enough to look there first.
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.
Your managers take over a rhythm we have run
We stay with the work until the change is on the schedule, in the walk-in and on the P&L.
The rhythm is one Jon Peck ran as Chief Operating Officer of two Dallas restaurant groups, and here your managers run it with us. Every unit gets a P&L estimate each week from its sales, labor and inventory, read on the weekly call, so the period close holds no surprises.
At each period close, every variance gets its cause in writing, and every fix goes on one list with an owner and a date, read first at the next close.
The fix is done when your GMs and director of operations run that rhythm without us, and it is judged on the number it was meant to move once they do.
If this is the problem, bring it.
Thirty minutes with Jon, on your schedule.
Book a call with Jon (opens in a new tab)Nobody should hire help on faith
So the first steps are built to earn the next one:
- A free first call: you describe the problem as you see it, and we tell you whether we are the right kind of help. Sometimes the answer is no, and you hear it on that call.
- Paid, scoped discovery: it runs in the units and the numbers and ends in a written read that names which of the five problems you have and what it is costing, with a proposed scope.
- The engagement itself: a scoped project with an endpoint, or an advisory retainer for ongoing senior judgment; either way, the outcome is agreed before the work begins. A fix to the operation usually takes about ninety days to become your managers’ own.
If the problem sits in one system, such as food cost or the leadership bench, the scoped project can be a Foundations install, priced before it begins.
When the group needs a senior operator holding the operating role rather than one working beside the team, the fit is a fractional COO.
Dallas–Fort Worth, national reach
RANGE is based in Dallas–Fort Worth and works with multi-unit operators across Texas, in Austin, Houston and San Antonio, and nationally. For a Texas group, time on site is a drive, not a flight.
Outside Texas, each unit’s week is read against what its city does to it: in Charlotte, a banking district busy five days a week and rent due for seven; in Orlando, a wage floor set by theme parks that never stop hiring.