Est. 2024 · Cape Town
South Africa / Africa
F&B that earns
its place on
the P&L.
(01) · Luxury dining, Cape Town
Philosophy
Most F&B consultants see the restaurant. Francois sees the whole hotel. After twenty-eight years in luxury properties, from F&B floor to General Manager, he knows exactly where the money leaks and how to stop it.
Twenty-eight years inside luxury hotels.
28+
Years in luxury hotels
5★
Properties exclusively
GM
Former General Manager
SA / Africa
Operating territory
Services
What I do: six lenses on the same operation.
Every engagement is different. Here's where most of the work falls.
01
F&B Strategy
Concept positioning, outlet vision, menu direction. For new builds, relaunches, or operations that need a clear commercial direction.
02
Operations Audit
Cost structure, staffing models, supplier review, margin recovery. From the GM perspective, not just the restaurant manager's.
03
Concept Development
Full outlet concepts from scratch: positioning, naming, menu architecture, service style, and the brief for interior design.
04
Pre-opening Support
SOPs, supplier setup, hiring criteria, sequence planning. The first impression is set long before opening night.
05
Interim Leadership
Step in as acting F&B Director or GM during transitions, leadership gaps, or complex openings.
06
Team & Training
Service standards, leadership coaching, and culture-building for F&B teams that need to hold a standard.
About
The GM who also
ran the kitchen.
Francois Briel started on the floor. Decades in F&B management at luxury properties gave him an understanding of the operation that most GMs never have. When he moved into general management, he carried that knowledge with him. That combination, operational F&B depth plus full hotel P&L responsibility, is rare. It's also why his advice tends to stick.
More about FrancoisWork · Featured
A sample of what this
looks like in practice.
5-Star Luxury Hotel · Cape Town
Held in confidence.
Property name shared privately on request.
Challenge
Three F&B outlets underperforming post-renovation. No cohesive positioning. F&B losing money against budget.
Approach
Full outlet audit. Repositioned each concept with distinct identity and commercial target. Rebuilt supplier relationships and service training.
Result
F&B revenue up 34% over six months. Staff turnover reduced by 40%. Both outlets featured in local and national hospitality media.
“
Quietly decisive, and the kind of operator who leaves a property running better than he found it.
General Manager · 5-Star Hotel Group
Next step
Is this the right fit
for your property?
A thirty-minute call costs nothing. If it isn't the right fit, I'll say so, no pitch, no pressure.
Get in touch →