services

four stations. one set of levers.

Opening your first room or running a group, the same few levers decide how it goes: the concept, the economics, the standards and the growth. Each station is where I work on them. Start wherever the pressure is.

concept & launch.systems & standards.menus & teams.hands-on management & growth.
New kitchen equipment, still in its wrapping, lined up under the hood
how it runs

order of service.

The order of service doesn't change: create, develop, grow. Which levers I work on inside each stage depends on the business in front of me.

  1. I read the business.Where the money is made and lost, what the concept promises, and which levers are slipping. Sometimes that starts in a kitchen. Often it starts with a model and a lease, because there's no kitchen yet.
  2. I pull the right levers.In the right order, for this business: the standards, the numbers and the structure that will actually move it. The documents are the visible tip. Deciding what goes in them is the work.
  3. I make it hold.A standard only counts if people keep it under pressure. The work is done when your leadership owns it and runs it without me.
A dining room before opening, banquette frames still bare plywood
station 1 · ticket create.

concept & launch.

Before the lease, the loan and the logo, there's a simpler question: does the idea work?

I test the concept against its unit economics, set the site criteria and work through the diligence on locations, then build the financial case investors and partners can follow. Most of this happens well before there's a restaurant to stand in.

on the ticketcreate.
  • Concept definition and positioning
  • Unit economics and the financial model
  • Site criteria and location diligence
  • The investor case and the capital raise

Prove the concept and its unit economics before the lease proves them for you.

A kitchen line set with mise en place
station 2 · ticket develop.

systems & standards.

I start with how the business actually makes money, or is meant to if you haven't opened yet: where the margin comes from, where it leaks, and which habits protect it.

Then I build the standards around that, write them so people understand them, and put them in place so they hold up in service. The documents are the visible tip. Making them stick is the work.

on the ticketdevelop.
  • An operating read: where margin is made and lost
  • Service and kitchen standards built around the guest
  • The financial levers: food cost, labor and the P&L
  • Reporting that tells you how the week really went
  • Leaders who own the standard and hold it

Standards built from how the business actually makes money, and set up so people still use them on a Saturday night.

A spirit being ladled into glasses at a marble counter
station 3 · ticket develop.

menus & teams.

A menu has to sell, cost out and be cookable on a Saturday. A team has to know what's expected of it, and want to stay.

I work on both, because one doesn't hold without the other.

on the ticketdevelop.
  • Menu engineering for margin, execution and identity
  • Beverage programs that earn their space
  • Organisation design and clear roles
  • Hiring, development and retention
  • Training that changes how service actually runs

Menus engineered for margin, execution and identity, and an organisation built to deliver them.

A finished bar with brass shelving and pendant lights
station 4 · ticket grow.

hands-on management & growth.

Some owners want an experienced operator running things for a stretch. Others want a senior voice at the table while they plan the next one.

Either way, the job is judgment: what to refine, what to protect and what to grow.

on the ticketgrow.
  • Operating leadership across operations, finance, marketing and business development
  • Strategy for owners and leadership
  • Next locations and new concepts
  • Brand development

Senior operating judgment on the decisions that compound: what to refine, what to cut and where to grow next.

what changes

a stronger business. not a thicker binder.

one-off

a project.

One defined question with a clear finish: open this concept, fix this margin, set this standard.

standing order

a regular.

An ongoing seat at the table for owners and leadership: steering growth, the next location or the next concept.

next ticket

which station are you at?

Tell me where things stand, even if that's a napkin sketch and a hunch. I'll tell you honestly whether I can help.

talk to me