Restaurant & Franchise Operations Consulting Services

Engagement models

How the work is structured.

Consulting

Your team is in place, but a decision or a performance problem needs outside judgment. We clarify the issue, structure the decision, and build a plan with clear ownership and a definition of success the team can carry forward.

Fractional COO

A recurring seat in your business. Executive depth and consistent accountability, before you are ready to carry a full-time C-suite salary.

Interim Leadership

Senior coverage during a transition, turnaround, launch, integration, or executive search. I step in with clear authority, stabilize what cannot wait, and hand off an operation that runs.

Defined-Scope Projects Diagnostics, operating assessments, turnaround plans, RFPs, sourcing, labor and COGS work, concept and menu strategy, workflow analysis and improvement, technology evaluation and adoption planning, systems implementation, and launch readiness.

Concept, Design & Opening Support

Concept development, operational input during design, plan review, FF&E selection, owner-side coordination, workflow planning, and pre-opening readiness.

Advisory, PE & Bench

Senior operator capacity for advisory firms, PE teams, search partners, and expert networks. Operational due diligence and value creation work, plus bench depth when your pipeline outgrows your roster. Request a rate sheet.

Where I'm most useful

Why operators call.

Your units are not performing the same way.Same brand, same playbook, different numbers. I go into the P&L and onto the floor: unit economics, menu engineering, labor models, and cost structure, unit by unit until the variance has a name and an owner. The goal is margin you can repeat, not a one-time cut.

Your firm needs an operator on the ground.White-label or named subcontract work for advisory firms and investors: assessments, diligence, project delivery, and interim seats, under your brand and your client relationship. Operator credibility your client notices in the first meeting.

Your foodservice contract is up, or it is not working.RFP development and evaluation, self-op versus FSMC feasibility, meal plan program strategy and administration, contractor accountability, and transition management. I have run the RFP from the owner's side and delivered the conversion that followed.

You are growing and the infrastructure will not carry it.New locations, a new concept, or a brand you are about to sign. Feasibility and trade area analysis, master license negotiation, kitchen design and workflow, equipment and FF&E, staffing, and the opening plan itself. I have negotiated and executed the agreements, then lived inside the audits they created.

In practice

Recent engagements.

Global franchise beverage brand. Retained advisor on non-traditional channel expansion: market and partner assessment, and the operating requirements behind each channel.
Wholesale specialty food CPG brand. Operational assessment and scaling roadmap across production and fulfillment.
B2B grab-and-go operator. Phased scaling roadmap that lifted throughput and reduced labor hours within two months, positioning the client to add a second account.

Engagements are scoped to the need, the level of accountability, the timeline, and the value at stake. I work with a small number of clients at a time, so the person you meet is the person doing the work. I build alongside your team, in plain English, with evidence first, and I leave leadership that sticks.

Sprint or marathon?