Where commercial and operational detail meet.

The problem

Many operators grow on instinct. Without a shared view of where the money is made, decisions on new sites, formats and investment become harder to justify.

The work

• Review of commercial performance, market position and competitive set
• Assessment of brand portfolio, formats and growth options
• Prioritised strategic plan with clear ownership and milestones

Intended outcomes

• A shared, evidence-based view of priorities
• Investment decisions grounded in commercial logic
• A roadmap leadership can act on

The problem

Concepts often look strong on paper but struggle with pricing, kitchen flow, staffing or relevance to the local market.

The work

• Guest, location and market fit analysis
• Proposition, positioning, price architecture and format definition
• Operational and financial feasibility testing before commitment

Intended outcomes

• A concept with a clear reason to exist
• Fewer costly corrections after opening
• Alignment between brand, menu and operation

The problem

As businesses add branches, quality, service and controls tend to vary. Owners become the system, and growth stalls.

The work

• Operational diagnostics across front and back of house
• Standard operating procedures, checklists and audit routines
• Area manager rhythm, reporting and accountability frameworks

Intended outcomes

• More consistent guest experience
• Clearer roles and responsibilities
• An operating model that can scale

The problem

Large menus, unclear pricing and untracked recipes erode margin and complicate the kitchen.

The work

• Item-level profitability and popularity analysis
• Recipe costing, specification and portion standards
• Range rationalisation, pricing and menu layout recommendations

Intended outcomes

• A focused, more profitable menu
• Simpler prep and fewer errors
• Pricing decisions supported by data

The problem

Food, labour and occupancy costs can move quietly until the P&L shows the damage.

The work

• Food cost, waste and purchasing review
• Labour scheduling and productivity analysis
• Supplier, overhead and delivery-channel cost review

Intended outcomes

• Visibility of where margin is being lost
• Practical controls the team can maintain
• A plan to protect margin without hurting the guest experience

The problem

Management accounts often arrive late, lack detail at site level, or are not used to run the business.

The work

• Site and group P&L review and benchmarking
• KPI framework and management reporting design
• Budgeting, forecasting and break-even analysis

Intended outcomes

• Reporting that supports weekly decisions
• Clear understanding of site-level performance
• Earlier warning of problems

The problem

Openings run late and over budget; underperforming sites drain cash and attention.

The work

• Pre-opening planning, critical path and readiness reviews
• Recruitment, training and soft-opening support
• Turnaround diagnostics and focused recovery plans

Intended outcomes

• A more controlled opening
• Faster stabilisation after launch
• A clear decision path for struggling sites

The problem

Strong operators are promoted into management without the commercial tools to succeed.

The work

• Capability assessment of management teams
• Commercial and operational training programmes
• Coaching for general managers and area leaders

Intended outcomes

• Managers who understand the numbers
• Stronger retention and accountability
• Less reliance on owners for daily decisions