Problem #1:
Company restaurants were experiencing dramatic same store sales decreases from previous year.

Solution:
Evaluated all factors contributing to sales decline and apparent lack of Guest loyalty to the restaurant. One of the actions taken was to complete a comprehensive ‘in house’ Guest survey to determine key ‘drivers’ and ‘barriers’ of the Guest experience.  We clearly identified the critical factors contributing to the sales decline as well as positive factors, if leveraged, that could influence loyalty. We then assisted ownership in developing a comprehensive plan to deal effectively with issues affecting the quality of the Guest’s experience, building brand loyalty and ultimately sales. Key actions included:

1. Redesigned menus to create greater appeal with strategic placement of items, recipe development, effective pricing and compelling names/description.

2. Implemented changes to environmental issues (lighting, music, cleanliness, etc.) to enhance the quality of the Guest’s experience.

3. Streamlined service sequence to provide more attentive, knowledgeable and friendly service to the Guest.  Developed and implemented comprehensive hiring, training and evaluation process for all restaurant positions.

4. Analysis indicated that wine sales were down significantly over the previous year.  Implemented strict purchasing standards for all restaurants.  Ideal Wine Cost tool developed, trained and implemented specifically for each restaurant resulted in increased wine sales while wine cost decreased significantly.

Results
Increased same store sales in target restaurant by 21.4% within six months.

Problem #2:
Same store sales were down significantly throughout the company.  This sales shortfall had a negative impact on profits.

Solution:
Developed, trained, implemented, coached and tracked cost control tools and following systems in all restaurants:

1. Ideal food, wine and labor costs
2. Perpetual inventories for products
3. Purchase tracking
4. Declining budgets
5. Menu engineering and design
6. Order Guides
7. Daily prep guides
8. Par levels on all food, liquor, beer and wine
9. Weekly financial forecasts
10. Revised the Wine Menu/List resulting in improved financial results

1. Revised management and employee schedules reflective of business demands
2. Negotiated strategic partnerships with vendors to provide enhanced quality and service while decreasing costs
3. Provided financial training and coaching to restaurant management teams
4. Implemented effective financial tracking throughout the month
5. Conducted financial review process for company and restaurants
6. Elevated internal security systems
7. Reduced management overhead

Results:
Profit margins improved in target restaurants by 3.1% resulting in over $400,000 in additional income. Although the company had been experiencing declining sales from the previous year, we were able to deliver financial cost numbers equivalent to the best performance in the history of the restaurants. It is estimated that an additional $508,000 in profits from targeted restaurants could have been enjoyed had our profit enhancement systems been implemented a year earlier when sales were stronger.

Problem:
Company required leadership in developing, opening and operating a 90,000 sq. ft.  indoor family entertainment/restaurant complex.

Solution:

1. Developed management and employee hiring criterias and staffing levels
2. Developed and trained all kitchen systems and tools
3. Instrumental in development of Strategic Marketing Plan
4. Provided oversight on all marketing and promotional activities
5. Developed specifications for all food, beverage and supplies
6. Negotiated product specifications and pricing with all national, regional and local distributors
7. Developed and implemented revolutionary employee development and recognition system

Results:
Successfully opened the facility with the following accomplishments:

1. Surpassed ownership’s expectations for sale in first year of operations
2. Staffed and trained 300 employees at costs below financial budget
3. Exceeded income expectations for the year resulted in 85% retention for first year of operations
4. Devised employee selection, training and development systems/procedures
5. Implemented management selection, training and development systems/procedures contributed to 90% retention for all restaurants

Problem:
1. Declining brand sales
2. Increasing costs throughout brand
3. Low management morale with high turnover
4. Lack of management systems and procedures

Solution:
1. Redesigned menus that improved sales, reduced food cost and improved productivity throughout the restaurant
2. Improved same store sales performance by 15% from previous year
3. Delivered excellent financial cost numbers with key costs equivalent to the best performance in the past 4 years
4. Elevated management hiring practices resulting in 100% retention of newly hired managers

Problem:
Desert Island Restaurant is a well managed organization operating three distinct restaurant brands (Roy’s Hawaiian Fusion, Ruth’s Chris Steakhouse and Thaifoon – Taste of Asia).  The company was looking to operate two franchise brands more effectively while expanding the Thaifoon brand.

Solution:
1. Launched Thaifoon as a new regional concept recognized as ‘Hot New Concept’ by Nation’s Restaurant News
2. Implemented management performance and financial systems resulting in 25% improvement in income and profit margins
3. Revised Human Resources procedures achieving elevated management performance and development with 70% reduction in management turnover.

1. Re-conceptualized the Palomino concept that generated $300,000 in additional sales and $200,000 in additional restaurant income than the budget for the restaurant
2. Lowered management turnover by 35%, resulting in approximately $400,000 in annual savings
3. Increased comparable store sales by $635,000 for the brand
4. Increased restaurant profits by 20% for the brand

1. Achieved 8% increase in Guest traffic resulting in 40% increase in same store sales
2. Improved selection, training, development and retention of management personnel resulting in reduced turnover, saving the company approximately $248,000 annually.

1. Developed and trained all financial, operations, Human Resources and management systems and tools
2. Hired all management positions for all restaurants achieving 100% retention for first 2 years of operations
3. Achieved comparable restaurant sales increase of 25%
4. Decreased Pre-Opening Costs by $280,000 through enhanced marketing strategies, improved menu design and streamlined operations.