Selected work.

Challenge

Three underperforming outlets post-renovation. No cohesive positioning across the property. 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 restaurant outlets featured in local and national hospitality media.

Challenge

Inconsistent F&B standards across three properties. High food cost percentage. Owner pressure to cut the operation entirely.

Approach

Full cost audit across all three sites. Standardised purchasing and supplier terms. Two-day training intensive for F&B leads at each property.

Result

Food cost reduced from 38% to 29% within one quarter. Owner decision to retain and invest in F&B reversed.

Challenge

Opening in 90 days with no F&B concepts confirmed, no SOPs in place, and an F&B Director hire that had just fallen through.

Approach

Stepped in as interim F&B Director. Defined two outlet concepts from scratch. Built full SOP library and recruited a permanent F&B team.

Result

Opened on time. First-month F&B NPS above 85. Property ranked in Top 10 new hotel openings by a national travel publication.