results

Results, not anecdotes

Each case follows the same arc — the problem, the signals we found, the decision we recommended, and the measured result. Some clients are named with permission; others are kept confidential, and sensitive figures are always anonymised.

A menu that paid for its own redesign

Context: Independent restaurant group, two units, urban market.
Challenge: Strong covers but stubborn food and beverage margins.
Signals: Item-level analysis showed a handful of popular dishes running well below target GP, while several high-margin items sat unnoticed at the foot of each section.
Decision: Re-cost and re-structure the menu around margin and demand, reposition the high-GP items, and retire the long tail that neither sold nor earned.
Outcome: Gross profit up across food and beverage within a quarter, with revenue per cover holding steady — no discounting required.

Menu Engineering →

A restaurant service scene in warm daylight

An opening that hit first service ready

Context: New venue launch, international hotel brand.
Challenge: A tight critical path with a fixed opening date.
Signals: Throughput modelling exposed bottlenecks in kitchen layout and service routing that would have throttled covers on night one.
Decision: Redesign the kitchen flow and service steps around measured throughput, and sequence the opening plan against the real critical path.
Outcome: The venue opened on schedule and ran a calm, full first service — with standards documented for the team to hold.

Operations →

Supply that stopped surprising the P&L

Context: Multi-site operator across two markets.
Challenge: Volatile input costs and recurring stockouts.
Signals: Spend and usage data revealed leakage between what was ordered and what was used, plus a single point of failure in a key category.
Decision: Re-set PAR levels from real consumption, consolidate around suppliers that earned their place, and design out the single point of failure.
Outcome: Predictable input costs, fewer stockouts, and measurably less waste across sites.

Procurement →

Work across groups that set the bar

From design-led independent groups to global hotel brands, the method has run against real operational problems — framed as experience, not endorsement.

The Entourage GroupAzumi Group / DogusWestinKimptonIHG

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