A restaurant is measured with data, not with opinions. The method starts from one premise: anything that can be measured can be improved. Before the first diagnosis, we set concrete indicators for profitability, food cost, labour ratios and menu performance. During the engagement we track them closely. Afterwards we document the deviations and adjust. Without data there is no consultancy: there is only conversation.
Measurement doesn't start with consultancy. It starts in the kitchen. Having managed his own restaurants —purchasing, recipe costing, supplier negotiation, daily cash-ups— gives him an advantage that a desk-bound consultant lacks: knowing that an impeccable margin on paper crumbles during a Saturday service if you don't control waste on the pass. Real kitchen experience changes the outcome of the advice because the diagnosis isn't made on a spreadsheet, but on what happens at the station, the grill and in the dining room.
Every project starts with a diagnosis that sets a baseline. From there we build a roadmap with deadlines, named owners and metrics. Whatever is not assigned to a specific owner never gets done. Whatever is not measured fades away. This is the philosophy behind the more than 120 projects advised since 2010.