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Build operations that perform without you.
Most hospitality businesses outgrow their operating systems before anyone names the problem. The scheduling that ran three units by feel buckles under eight. The shortcut that saved a manager an hour becomes the thing the whole region works around. The cost of goods that held at a few locations drifts as the group grows, and no one can say exactly why. We have built operating infrastructure for organizations at every stage of scale, redesigning scheduling systems, communication frameworks, recipe management tools, and accountability structures that perform consistently without requiring the operator to be everywhere at once. Operational complexity accumulates gradually. Each addition feels justified in isolation until the system is too heavy to move. The kitchen that does twenty things adequately is more fragile than the one that does five things perfectly. We cut what doesn’t belong and reinforce what does.
Tell us what’s breaking.
Take the DiagnosticThirty to forty-five minutes, with the Straight Read back within 48 hours.
Scope of Work
- —Operational audits across FOH, BOH, and management structure
- —SOP development and documentation systems
- —Accountability frameworks and performance tracking
- —Cost-of-goods analysis and margin correction plans
- —Labor model design and scheduling optimization
- —Communication systems and shift management tools
- —Technology assessment and POS / ops stack optimization
Start with an install
Not ready for the full engagement? A fixed-scope install builds one system into your operation: defined start, defined end, priced up front.
What a drifting P&L number says about the system behind it.
Operators rarely call about “systems.” They call because the same problem keeps resurfacing in different locations, because the business now depends on a handful of people who can’t be everywhere, or because a number on the P&L has drifted and nobody can point to what moved it. That’s the signal the operating infrastructure has fallen behind the size of the business.
An engagement usually starts with an honest audit of how the work actually flows (scheduling, ordering, communication, accountability) and where it breaks under volume. From there we rebuild the pieces that matter most first, document them so they survive turnover, and put the tracking in place so leadership sees a problem while it’s still small. The first weeks are measurement, not opinion. A prime-cost audit by unit shows whether labor or cost of goods is driving the drift; an SOP-versus-floor observation shows where the documented system and the actual shift part ways. Then the rhythm gets installed: daily line checks and a pre-shift that put every manager on the same numbers before doors open, a daily manager flash covering sales, labor percentage, and comps and voids, and a weekly ops review run on GM scorecards. So accountability names who owns a number, not just who reports it.
Full-service operations run healthy at a prime cost (labor plus cost of goods) around 60-65% of sales; when the audit finds it drifting past that band, the fix is rarely one lever, it’s the system that let the drift go two months before anyone caught it. The goal isn’t more paperwork. It’s an operation that runs the same way on a Tuesday the founder is out as it does when everyone’s watching.
The record is on Selected Outcomes.
How it works
| Step | What happens |
|---|---|
| 01 | Audit prime cost by unit: labor or COGS drift |
| 02 | Walk the floor: SOPs versus what the shift runs |
| 03 | Install the pre-shift numbers and daily manager flash |
| 04 | Run the weekly ops review on GM scorecards |
| 05 | Hand the tracking to your managers to own |
Before
Managers troubleshoot the same recurring problem shift to shift, and prime cost is a number the P&L reveals a month after the damage is done.
After
A shared pre-shift and line-check cadence catches drift inside a shift, and prime cost holds inside a band leadership watches weekly, not monthly.