Numbers moved. Cultures kept.

The problem

A high-volume concept with real consumer demand and no proven path to becoming a multi-unit company.

What we did

• Built the unit economics and operating model for repeatability
• Set site strategy and market sequencing for the rollout
• Built the leadership bench required to open and run more locations

The results

• Grew to 12 locations averaging more than $10M AUV
• Second location generated 5× the sales of the original
• Sustained 4+ star consumer feedback

The problem

Rapid national expansion that required an operating platform able to hold in every new market.

What we did

• Built transferable operating standards and training systems
• Structured management systems for multi-market growth
• Supported openings across new states

The results

• Operating platform supported more than 250 locations
• Expansion into more than 30 states

The problem

Restaurants underperforming on both sales and guest perception of quality and service.

What we did

• Converted 15 restaurants to one operating and service standard
• Retrained management and hourly teams
• Installed follow-through and accountability at the unit level

The results

• Unit sales increased more than 50%
• Consumer perception of quality and service increased 75%

The problem

A four-unit group ready to expand, with purchasing and cost control that would not carry more locations.

What we did

• Restructured purchasing and vendor programs
• Tightened cost controls and reporting
• Built the expansion and opening readiness plan

The results

• Expanded from 4 to 7 locations
• Saved $150,000 annually in purchasing

The problem

Existing concepts had little structure. Tools existed but with little consolidation or coordination, the primary concept was heading into rapid growth without the structure to hold consistency, and food and beverage was undervalued and under-resourced.

What we did

• Rebuilt resources and operating tools for growth
• Developed a flexible operating program applied across 5 hotel brands
• Coordinated standards so the concept could scale consistently

The results

• Initial concept met and exceeded growth and performance targets
• Program positively received by the franchise community
• Upgraded the impact value of food and beverage

The problem

Awarded space for two one-of-a-kind full-service airport restaurants, with an operating team experienced in airport properties but not in this style of operation, on a very tight timeline.

What we did

• Analyzed existing operating systems and expanded them for the new formats
• Collaborated closely with the concept development team against the timeline
• Built a modular training program to maximize Team Member roles

The results

• Two successful openings a year apart
• Both locations held high volume and performance for multiple years
• Minimal turnover; concepts absorbed into the operating team's routine
• Airport locations were a key point of interest when the parent company sold

The problem

An acquired one-of-a-kind concept was intended to become a national brand, but had minimal program elements and nothing built to be replicated while operations and culinary were still being revised.

What we did

• Designed a platform of consistent operation
• Built training material for rapid immersion, using a building-block approach
• Enabled cross-training so skills could grow over time

The results

• Concept grew to 300+ locations with a nationwide presence
• Operating platform became key to further partnerships and investment

The problem

A high-profile, high-volume second location had to open without the original restaurant's playbook, systems, or bench strength to lean on.

What we did

• Planned the opening end to end: timeline, budget, training team, and managers
• Built the opening training program and staffing plan
• Stayed involved through opening and stabilization

The results

• Opened on time with sales 5× the previous location
• Consumer feedback 4+ out of 5
• Management team intact one year post-opening

The problem

A rapidly growing brand-extension niche executed through a variety of operating companies, with no clear read on the legal, operating, and training platforms behind it.

What we did

• Delivered leadership a detailed breakdown of the concept's status
• Defined areas of strength and where corrective action was needed
• Provided an actionable plan

The results

• Greater confidence to exert authority over the operating partner
• Design recommendations for training and operations accepted and implemented

The problem

A county that is currently a food desert seeking to create a vibrant business and sports community around a world-class attraction — with capabilities in the county and the development group that need supplementation to deliver it.

What we did

• Building the vision and the capabilities alongside the county and the developer
• Coupling the developer's vision with a plan and the right resources
• Creating a long-term, phased business plan that delivers the vision profitably
• Defining the talent and infrastructure required to bring it to life

The results

• In progress — the work is underway