Restaurant discipline in every outlet, staffed to the rooms forecast.
We have run this department. The work starts where its margin is decided: the schedule, the beverage count, the BEO and the lineup, each run by the F&B manager who owns it.
Where a property has no F&B program, or one that isn’t earning its space, we build it with the project team, from the concept and an F&B pro forma to the kitchen plan, the permits and the opening.
Where the department is running, we rebuild the beverage program from the count up and teach the service standard role by role, then audit it during service.
When the seat itself is open, we hold it: an interim Director of F&B through the gap, the opening or the season.
Tell us what’s breaking.
Bring last month’s departmental P&L and the BEO book.
Book a call with Jon (opens in a new tab)A full outlet that still drags the GM’s number.
The call comes from one of four places. A signature restaurant reviews well and books full, and the department still posts a margin the asset manager raises every quarter. The department has lost its leader and the season will not wait for the search. A collection runs F&B a different way at each property, and what holds at one does not travel. Or a property has no F&B program yet, or a conversion needs one, and keeping the hotel running leaves no one free to build it.
We work the service side and the departmental number, alongside the chef; we do not run the kitchen. We sit in the BEO meeting and the résumé meeting, where the week gets decided, so the schedule and the pars move with what they settle.
The F&B managers get decision rights drawn with them, so whoever runs the shift makes the call without waiting for the Director of F&B.
Example scope of work
Examples of what the scope can include; yours is written to the problem you bring.
Building a program
- The concept and an F&B pro forma: set to the property, its guests and what the building can support, commercial kitchen or not, and built so an owner or a lender can underwrite the F&B before the capital goes in.
- The build and the opening: the kitchen plan, permits and licenses worked with the architect and the project team, menus costed before they print, events and private dining planned into the space, and the hires and training run to one plan.
Labor and events
- A week-one read of the department: payroll by outlet and meal period, the BEO book and group résumés, the comp report, and a place in the standing meetings.
- Schedules by outlet and meal period: built from the rooms forecast, capture and the event book, and reset by the F&B managers as the week moves.
- Every event staffed and ordered to its guarantee: staffing, equipment and purchasing confirmed at the BEO meeting before the week starts, and banquet beverage ordered off the signed BEO.
- Stewarding run as its own department: china, glass and silver counted by outlet, and banquet smallwares ready ahead of every large event.
The beverage program
- A counted beverage cost: a baseline count taken by two people and signed before anything moves, count sheets in shelf order by storage location, and counts on the property’s own cadence after it.
- Order guides and pars: by distributor and delivery day, pars set from the sales mix, orders placed to the pack, and each guide owned by the manager who orders.
- Receiving and transfers: each delivery checked against its invoice before it is signed for, and transfers written down so each bottle lands on the outlet that poured it.
- The list, the specs and the slow stock: the list walked against the cellar and priced from current cost, every drink costed to a written spec, and any line that has stopped selling listed at cost with a disposition.
Service and the guest
- The standard taught by role: every role from the host to in-room dining trained in stages, a manager signing off each stage, and the leaders tested on the standard before they teach it.
- Audits during service: scored against the sequence of service by outlet and meal period, with the misses taught at the next lineups.
- In-room dining held to its standard: order-taking, delivery and tray recovery run as one process with housekeeping, and staffed to the pattern of the orders.
- The guest read at the morning meeting: each glitch given an owner for its recovery, and the recovery sized to the problem.
Reporting and the handoff
- A weekly read with the Director of F&B: labor by outlet, the beverage cost from the latest count beside the chef’s food count, and comps, each against forecast and budget.
- The handoff before the engagement ends: whoever takes it next named early and everything built with that person, every open decision dated and given a named owner, and each tool assigned by name.
How it runs: on property in the task-force seat, working through the Director of F&B or in that role while it is open; a program build or rebuild runs on the standing weekly call, with time on property 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 | The rooms forecast, capture by outlet and meal period, and last month’s departmental P&L are read before any schedule moves |
| 02 | The beverage count is signed before any par or order guide is reset |
| 03 | Labor is rebuilt outlet by outlet, starting with the one dragging the department |
| 04 | No banquet is staffed until its BEO is reconciled to the guarantee |
| 05 | The leaders learn the standard first, then each role in turn, and the audits start once it is taught |
| 06 | Done when the Director of F&B and the managers run every tool without us |
If this is the problem, bring it.
The call works out where the fix starts.
Book a call with Jon (opens in a new tab)Further reading
The ten-minute guest readCommon questions
Have you run hotel F&B?
Who do you work for: the owner, the management company, or the brand?
Our team did not come up through luxury. Can the standard be taught?
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.