What I do —
and how.

For properties without a clear F&B identity, or where the current operation isn't earning what it should. This engagement defines where each outlet sits in the market, who it's for, and what it needs to deliver commercially.

What this typically includes

• —Outlet audit and positioning review
• —Menu and pricing direction
• —Revenue mix analysis
• —Competitive context
• —Phased implementation roadmap

A full review of how the F&B operation actually runs — purchasing, waste, staffing ratios, scheduling, supplier terms, and output per cover. Most hotels are losing money they don't know about. This finds it.

What this typically includes

• —Cost of goods and labour analysis
• —Supplier and procurement review
• —Scheduling and productivity assessment
• —Wastage and par-level audit
• —Written report with prioritised recommendations

Building an F&B concept from the ground up: what it is, who it's for, how it feels, what it serves, and how it's staffed. The foundation that everything else — interior design, marketing, hiring — builds on.

What this typically includes

• —Concept naming and narrative
• —Menu architecture and pricing
• —Service style definition
• —Staffing structure and culture brief
• —Interior design and identity brief

Opening an F&B outlet correctly is harder than keeping it running. This engagement covers the six to twelve weeks before opening: the systems, the people, the product, and the first impression.

What this typically includes

• —SOP development and documentation
• —Supplier selection and contract review
• —Team hiring criteria and onboarding
• —Mock service and soft-open planning
• —Opening sequence management

When there's a leadership gap — through resignation, restructure, or a complex opening — I step in to keep the operation stable and moving. Hands-on, on-site, and temporary by design.

What this typically includes

• —Operational management of F&B outlets
• —Team leadership and performance management
• —Reporting to GM or ownership
• —Parallel search support for permanent placement

The single thing that separates a good F&B operation from a great one is the team's ability to hold a standard when no one is watching. This engagement builds that capability.

What this typically includes

• —Service standards and sequence of service
• —Leadership coaching for F&B managers
• —Team culture and accountability frameworks
• —Mystery dining and standards benchmarking