The next unit shouldn’t cost you the last one.
Around five units the question is whether the economics survive being copied; around ten, whether the business runs without senior leadership in every unit; by twenty, whether that leadership builds the people who run the restaurants instead of running them, and reads weekly numbers that show how a unit ran in a week nobody visited it.
We plan the next units against the size you are growing into and put a date on each one. The same plan covers sales in the units you already run, starting with any unit behind budget, and holds every unit, open or planned, to the written brand.
Tell us what’s next.
Bring the unit P&Ls and the sites in your pipeline.
Book a call with Jon (opens in a new tab)Readiness shows in the units you already run.
Three readiness checks come first, each with a bar: every unit staffed to par; two ready GMs and one ready AGM for every GM role open or planned, the GMs able to take it within ninety days; and a month of held numbers with nobody from the office in the unit.
A payback table by unit then shows what each cost to open, what it earns and whether it has paid back, and the unit worth copying is the one that has. Its sales per seat and per square foot size the next footprint.
The managers who will run the next unit are named and training in your existing units before its lease is signed.
Example scope of work
Examples of what the scope can include; yours is written to the problem you bring.
The next unit
- Three readiness checks: staffing to par and a month run without the office, scored for every unit, and GM-ready managers counted across the group.
- Payback table across every opening: net cost after the tenant allowance, cost per square foot, cash-on-cash return, sales to investment, and whether and when each unit paid back.
- Franchise or company-owned: the two weighed on payback, control and who holds the standard in each unit.
- Prototype specification: seats, kitchen, footprint, investment and the volume the next unit needs to pay back.
- Pre-LOI test on every site: who opens it, who holds the unit that person leaves, and where the first ninety days of senior attention come from.
- Opening teams in waves: the training GM, the training chef and station trainers pulled from current units on a plan that keeps those units running.
- Ramp plan per opening: week-by-week targets for sales, labor and guest scores, built from how your last openings filled.
- Brand rules for growth: every menu, design and service change checked against the written brand before it reaches a unit.
The units you run
- Unit sales plan from the P&L review: for a unit behind budget, the daypart to grow, the menu moves, an event and the staffing pars, each with an owner.
- Group-sales strategy by season: minimums lowered in the slow months, unbooked private rooms released to the book, and conversion read each quarter.
- Off-premise by channel: third-party platforms audited, a menu and packaging built to travel, and takeout, catering and delivery read apart each period.
- Daypart expansion case: a lunch, brunch or late-night offer modeled on labor, menu and demand before any unit launches it.
- Quarterly brand report your leadership runs: comparable sales, guest scores, the group-sales pipeline, unit-level profit and the recovery plan for each struggling unit.
How it runs: a standing weekly call with your CEO and director of operations, and time on site where the work needs it.
Fees are set by the scope and the value of the outcome, agreed before the work starts, with any time on site built in, never by the hour, the day or the visit.
The order of the work
| Step | What happens |
|---|---|
| 01 | Readiness is judged before any market is named |
| 02 | The unit worth copying is picked on its payback, and the markets follow from it |
| 03 | Each opening waits on the last one’s ninety-day read against its ramp plan |
| 04 | Done when your leadership runs the three readiness checks without us |
If this is what’s next, bring it.
The call works out where the work starts.
Book a call with Jon (opens in a new tab)Further reading
How fast growth copies the mistake into every unitCommon questions
Is this a one-time roadmap or an ongoing relationship?
What if the answer is that we’re not ready to grow? Did we just pay for a ‘no’?
How is a growth roadmap different from a market feasibility study?
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.