I started where most people in this work do: in the weeds. Bussing, serving, running floors, managing kitchens — twenty years in restaurants and hospitality, from first-week openings to dining rooms at full tilt.
The fix is almost never more software or more meetings. It's seeing what's actually happening — and making it make sense to everyone who runs it.
Somewhere along the way I noticed the pattern. The "people problem" was a missing handoff. The "money problem" was a prep list nobody trusted. The thing everyone walked past was usually the thing that mattered. I got good at spotting it — the small broken detail holding the whole night hostage.
So that's what I do now. I come in and talk to the people who own and use the systems — leadership to line — to understand where the operation stops making sense. Then I build the fix: plain enough that your team actually uses it, durable enough that it outlasts me.
See how I work →
