Auden Hospitality

We are on a mission to make hotel F&B great again because great hotels need great food & beverage outlets.

This belief resonates throughout every project we undertake. Whether we are implementing transformative opportunities within your restaurant, bar or lounges, providing guidance during a launch, or creating a new strategy or concept, we approach each project with humility and collaboration to craft the very best experience for you, your team and your guests.

Partner with us to bring your vision to life.

Founder & Managing Director

The Burnt Chef Project

Did you know, 4 out of 5 hospitality professionals report having experienced at least one mental health issue during their career?

The Burnt Chef Project is a globally recognised not-for-profit Social Enterprise, fully committed to making the hospitality profession healthier and more sustainable by focussing on people's wellbeing first.

Chief Ambassador

SISBAN

Responsible for the implementation of key business strategy in the Food division of SISBAN with direct responsibility for the central support functions to assist the three UK operating brands over 16 locations and one brand in New York as well as specific projects around successful scaling of the brands, implementing a new operating principle into the management teams and the launch of the SISBAN Leadership Academy.   

Reporting directly to the Group CEO, this role also encompasses the direct management of the Project Management Office across all operating regions.

Chief Operating Officer

A fantastic role leading the Qoot Co. businesses in London and Dubai responsible for the ongoing operation and growth of our key brands across our casual, quick service and delivery kitchen businesses.  

In the role I have been given full responsibility for the business to ensure we not only meet our financial targets to build value in the company and our brands but to also increase our team engagement and integrate our businesses into the community where we operate.

Managing a central team of 12 people, a store workforce of 300 and reporting directly to the board this is a role that never stops evolving or growing.

Vice President Operations

Responsible for the operations in London and supporting the set up of office and operations in Riyadh as the company portfolio grows.  This role is focussed around managing special projects as well as ongoing F&B operations.  

The key highlight of the role was to act on the companies behalf to assess the operations during a company acquisition in Kuwait as well as the onboarding and integration once the agreement had been made implementing key systems into the operation in line with our company operating model.

Senior Operations Director

TGP International 

I was promoted in August 2017 to oversee all operations including special projects including a hotel opening in Montenegro and pop up in Davos for the World Economic Forum.

During my time in the role I was responsible for overseeing the U.A.E managed properties in Dubai and Abu Dhabi liaising with site teams and owners as well as brand representation, pre-opening and concept development projects.

UAE Operations Director

Conrad Hotels & Resorts

Conrad London St James, 256 room five star hotel, 1 restaurant, 1 bar, 1 tea lounge, 7 meeting rooms, 1 Executive Lounge

In August 2014, I was a key driver in the conversion to the Conrad London St James, working with the owning company and Conrad Brand team to ensure a successful rebrand in five weeks as well as the IHG team to ensure a smooth transition.

Part of the Pre-Opening team for the InterContinental that opened in November 2012, had a successful opening that cemented the hotel as the hub of the 'Westminster Village' establishing the hotel in the top 30 hotels in London on Trip Advisor and a guest survey satisfaction of 87.7% average over the two years. 

Responsible for the strategy for F&B departments, I established with my team the Blue Boar restaurant which won Diners Choice Award in 2014 by Opentable customers and established Afternoon Tea to deliver avg. 1000 covers per month in 2014.

Hotel Manager

Dorchester Collection

AA 5 star hotel, 70 bedrooms, 2 restaurants; Restaurant Coworth Park (1 Michelin Star, 3 Rosette's), The Barn (1 Rosette), The Drawing Room, Spatisserie, C&B 4 rooms, Outside Events up to 400 people.

Part of the Dorchester Collection, Coworth Park is one of the finest country house hotels in the UK.  Responsible for the running of the F&B operation as well as strategic planning and marketing of the outlets working closely with The Dorchester and 45 Park Lane.

Food & Beverage Manager - Coworth Park

Cedar Court Grand Hotel & Spa

York's first AA 5 star hotel, 107 rooms including 13 suites, 2 Restaurants, 1 Bar, Whisky Lounge, C&B 7 rooms, Spa

Approached to join the opening team for Cedar Court Hotels, Yorkshire's largest independant hotel group.  Hotel opened 7th May responsible for Food & Beverage, Reception, Concierge, Guest Services, Housekeeping.  Managed operation in absence of General Manager July '10 - Jan '11 reporting directly to Group Operations Director.

Deputy General Manager

De Vere Hotels

I was appointed Deputy General Manager following a re-structure of the Senior Management team that included taking on the responsibility of the rooms division in the hotel in particular housekeeping and Front of House as well as F&B.  My role also involved managing the health & safety requirements in the operation to ensure all departments complied with regulations and the development of my teams.

Deputy General Manager - Oulton Hall Hotel & Spa

AA 5 Star hotel, 152 bedrooms, 2 Restaurants, Drawing Room, 4 Bars, C&B 13 rooms, Spa & 27 hole Golf Course

Progressed through junior and deparmental management roles before being promoted to F&B Manager, part of the Senior Management team. In this role I managed the £7m refurbishment of all the food & beverage outlets as well as the opening of new £5m clubhouse.

Food & Beverage Manager - Oulton Hall Hotel & Spa

In 2015 I threw away a 15-year career... and it was the best thing I ever did!

I left luxury hotels to work in independent restaurants and quickly learnt that restauranteurs think differently than Hoteliers.

While doing so, I worked across 14 countries in Europe, the Americas and the Middle East.

With some amazing brands & chefs like Dorchester Collection, InterContinental hotels, Alain Ducasse, Dominique Ansel, Greg Malouf, Frederic Vardon and Asia de Cuba.

It has been an amazing journey.

Opening multiple restaurants (40+ and counting)
Opening hotels (4 in total in two countries)
Remotely managing operations internationally (16 brands and 85 restaurants)
Working with suppliers, investors, clients, owners and teams to create unique experiences.  

By the end of 2021, in my role as the COO of a global investment firm, it dawned on me that the skills honed during my time as a restaurateur could be leveraged to benefit hoteliers. 

It became apparent through recurrent feedback that Food and Beverage posed persistent challenges for hoteliers.

So, in March 2022, I created Auden Hospitality with a mission to help hoteliers think differently about their F&B operations to create outlets their guests will love.

All while doing this with a people-centric approach, working with The Burnt Chef Project as an Ambassador to improve the conditions of the amazing people that work in the industry.

Fast forward two years, we are an award-winning agency building a reputation within the industry, we aren’t normal consultants because we are also operators, we understand the challenges the industry faces because we face them too!

It’s why we can bring real-life knowledge and experience to your operation.


My Interests:

➡️ Auden Hospitality, an advisory agency determined to challenge the expected.
➡️ Keynote speaker sharing ways to think differently about F&B.
➡️ Industry-focused focussed podcast, Hospitality Huddles.
➡️ Newsletter specifically aimed at F&B Leaders, read in 57 countries, F&B Insider.
➡️ Eliminating the stigma around mental health in the hospitality industry.
➡️ Advisor to SaaS products in the hospitality space.


My Highlights:

➡️ Opened 40 restaurants and counting.
➡️ Opened four hotels in two countries.
➡️ Worked in 14 countries across 3 continents.
➡️ Created and opened 8 restaurant brands.
➡️ Managed global operations grossing over $50m annually.


Get in touch:
📝 Send me a message on LinkedIn, and let's connect.
🖥 Visit our website at www.audenhospitality.com

Scot Turner

At Benchmark Sixty, we know that you want to be a great restaurant operator. An operator who wants to have long-term success regardless of inflation, labor shortages, or other common challenges. In order to operate that way, it’s important to understand how data and information can improve your business.

Unfortunately, most restaurant owners don’t have time to sift through information or study data because they’re too busy running their restaurants! This can be frustrating, and it leaves so many owners feeling stuck in the mindset that, “this is the way we’ve always done it.”

Benchmark Sixty is a consulting firm that believes no restaurant owner should feel stuck or like external problems are controlling their business. You shouldn’t have to feel like you have no choice but to hope that the old ways will work. That’s why we use a holistic method of analyzing data in a way that immediately pinpoints opportunities and provides a gateway to solving your problems.

Our three-step process allows us to better understand your:

Concept. Every business is different and should be operated as such.

Productivity. We measure this using a proprietary strategy.

Data. In minutes, we’ll have answers to help us better understand your business as a whole.

With Benchmark Sixty on your side, we can work to change the way the entire restaurant industry looks at labor costs in an attempt to better protect people and profit. Reach out to us to learn more about our hospitality consulting services or to get started today.

Benchmark Sixty Restaurant Services

Most restaurant managers didn't plan to become restaurant managers.


You were 20. A friend worked at the cool spot. Needed cash while you "figured life out."


Fast forward 10 years—you're running a $3M operation.


How the hell did that happen? 


I'll tell you exactly how.

- You showed up on time.
- Made fewer mistakes than most.
- Took care of guests.
- Didn't do anything stupid.

Then someone asked if you wanted to "get into management." 


Your brain: Long hours. Pay cut. Managing friends. Vacation? What vacation?


But you said yes anyway.

For the paid time off.
For the benefits.
Because banks like salary over tips.


What you didn't realize? You were about to get an MBA in everything.


• HR when someone no-shows.
• Plumbing when the dishwasher breaks.
• Psychology when a guest loses their mind.
• Finance when food cost spikes.
• Marketing when sales drop.
• IT when the POS crashes.
• Engineering when the HVAC dies.


All while serving 1,000 guests on a Saturday.


People say hospitality isn't a "real job."

Those people never managed a restaurant.


Real jobs don't teach you to:
- Handle 47 crises before noon
- Turn $30/hour in sales into profit
- Keep 50 people motivated at 2am
- Solve problems with duct tape and hope


Every successful business person I know started in restaurants.


Not because they planned to.


Because restaurants teach you business better than business school.


That multi-tasking you perfected? It's called operations management now.

That angry guest you calmed? That's crisis management.

Those schedules you built? Workforce optimization.

Those stressed line cooks you motivated? Leadership.


My 20 years managing 500+ employees taught me more about business than any degree could.


Now I help restaurant managers see what they really are:

—> Some of the most skilled, resilient, resourceful business professionals on the planet.


• Running businesses that never close.
• Managing people who don't want to be managed.
• Solving problems that shouldn't exist.
• Making magic out of chaos.


Every. Single. Day.


So here's to the restaurant manager.

The accidental executive.
The midnight mathematician.
The professional plate spinner.


Your "job" is building an empire.


You just don't know it yet.


👊


P.S. That restaurant experience you think isn't "corporate enough" for your resume? 

It's exactly what every business needs. You learned to thrive in chaos. Most MBAs can't handle a lunch rush.


P.P.S. Still feeling alone in your career?  I’m here to help. Comment “SKILLS” below and I will personally send you an invite to my private community for restaurant pros. 

A place where we share knowledge, resources, lessons, mentorship and ideas. 

Oh, and we give back to charity too. 


#RestaurantManagement #Hospitality #Leadership #People

Jim Taylor

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Talks about #innovation, #leadership, #management, #restaurants, and #contentmarketing

Redefining the Future of Consulting — I Help Consultants Build Businesses That Are Profitable, Predictable, and Respected in as Little as 1 Hour Per Week | 2 x Author | Entrepreneur | Restaurateur | Podcaster

Even the biggest restaurant companies in the world are admitting their labor model is broken. 


The entire industry is starting to wake up.


A 40,000-location fast food giant is spending millions on AI ordering systems.


Not because it's cool tech.


Because they can't staff their stores.


• A 35,000-location coffee chain? Closing locations due to "staffing challenges."

• A 3,000-location fast-casual brand? Investing in automation to reduce dependency on labor.

• Your favorite local spot? Probably closed Mondays now.


The old model no longer works:


• 75% turnover isn't "just how it is" anymore 

• Gen Z won't work 60-hour weeks for pride

• 90-day turnover costs more than manager salaries

• Sales per labor hour? 1985 math for 2025 problems


I watched a restaurant group lose $1.2M last year.

—> Not from food costs.
—> Not from rent increases.
—> Not from government wage hikes 


From replacing the same positions every 90 days.


Here's what's actually broken:

—> Managing by percentages when you should manage productivity.

—> Scheduling like it's 1995 when you have 2025 data.

—> Onboarding like the team is replaceable when training costs $1,800 per person.

—> Measuring sales ÷ labor instead of what actually drives profit.


The shift that's coming:


Smart operators are already moving:


• From "How many hours?" to "How productive were those hours?"

• From "Fill the schedule" to "Optimize the output"

• From "That's just restaurant life" to "Let's fix the model"


Data is one thing, but your team’s ability to translate the data is where the magic happens. 


One small group I worked with last year?

They looked through a different lens:

• Stopped managing to labor percentage

• Started managing productivity metrics

• Built schedules based on output, not coverage

• Created careers, not jobs


Result: $600K saved. Same sales. Better service.


Not by cutting harder.
Not by raising prices.
Not by squeezing staff.


By finally admitting the old model doesn't work.


Even the giants are admitting it now.


Time to stop managing like it's 1985.


👊


P.S. Want my favorite resource? The same framework that helped that small group save $600K? Comment "MODEL" and I'll send you the guide that shows exactly how they did it.

P.P.S. I had a restaurant operator tell me “wow, you’re really good at managing labor cost.” 

Wrong. 

I’m no better than the rookie manager on your dining room floor. I’m just better at interpreting the data so your rookie manager can make faster, better decisions. 


#restaurants #restaurantmanagement #labormodel #hospitality #restaurantindustry

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Most restaurants worship food cost percentage.

But it’s the wrong metric.


Check this out. 


A GM texted me last week. Celebrating his 28% food cost. Industry benchmark. Textbook execution.


His restaurant is losing money. 


Meanwhile, the bistro two blocks over runs 38% food cost.

They're clearing $25K profit every month.


This Is The Math That Should Piss You Off:

—> 28% on a $14 burger = $3.92 cost, $10.08 margin

—> 38% on a $22 burger = $8.36 cost, $13.64 margin


You just made 35% more dollars with "worse" food cost.


I sadly watched three restaurants die this year chasing percentages.


All 3 had perfect food cost.
All 3 couldn’t make money.


They managed the percentage while competitors managed the profit.


Here is the brutal reality:

• Higher food cost + premium ingredients + pricing power = profit

• Low food cost + commodity product = race to the bottom


That 38% bistro?

- Grass-fed beef, not frozen patties
- House-made everything
- Local produce at peak season
- $22 burgers that people Instagram


The 28% place?

- Supllier generic product
- Same menu as 20 other spots
- Competing on “specials”
- Racing to the bottom


Stop managing percentages.
Start managing dollars.


Your guests don't give a damn about your food cost percentage.


They care about value. Experience. Something worth paying for.


Premium ingredients at premium prices beats cheap ingredients at cheap prices.


Every. Single. Time.


The industry teaches you to minimize percentages.

The market rewards you for maximizing value.


But it’s up to you. 


👊🏻


P.S. Your accountant celebrates your 28% food cost. Your empty tables don't care.


P.P.S. If you really want to drive profit, theoretical vs actual % is where the gold is. 
Drop a “💯” below and I will send you a resource to get started. 

Your business and your bank account will thank you. 



#restaurants #restaurantindustry #foodcost #profit

Tuesday. 2pm. Manager meeting.

"We need to talk about food cost."


(Every operator's favorite conversation.)


CFO pulls up the spreadsheet. Points to 38%. Shakes his head.


"Industry standard is 30%."


GM nods. Already planning which items to cut.


Chef starts defending every ingredient.


Me? I'm doing math on a napkin.


$120 seafood tower → 45% food cost → $66 profit
$28 pasta special → 25% food cost → $21 profit


We'd need to sell THREE pastas to match ONE tower.


"Your highest food cost items are your most profitable," I tell them.


Silence.


Then the CFO does what CFOs do. Argues about percentages.


So I pull up last month's data:

𝗧𝗼𝗽 𝟱 "𝗘𝘅𝗽𝗲𝗻𝘀𝗶𝘃𝗲" 𝗜𝘁𝗲𝗺𝘀 (𝟰𝟬%+ 𝗳𝗼𝗼𝗱 𝗰𝗼𝘀𝘁):
Generated $47,000 in contribution margin

𝗧𝗼𝗽 𝟱 "𝗘𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝘁" 𝗜𝘁𝗲𝗺𝘀 (𝟮𝟱% 𝗳𝗼𝗼𝗱 𝗰𝗼𝘀𝘁):
Generated $31,000 in contribution margin


We're literally hiding our profit drivers because they scare the spreadsheet.


𝗧𝗵𝗲 𝗿𝗲𝘀𝘁𝗮𝘂𝗿𝗮𝗻𝘁 𝗽𝗿𝗼𝗳𝗶𝘁 𝗺𝗼𝗱𝗲𝗹 𝗶𝘀𝗻'𝘁 𝗯𝗿𝗼𝗸𝗲𝗻.

We're just measuring it wrong.


Still managing like it's 1995. When rent was 6%. When labor was $8/hour. When a POS system meant something different.


Today? Different game entirely.


That steakhouse running 42% food cost and banking 18% profit understands this.


Meanwhile, the pizza joint down the street hits perfect 28% food cost. And closes in 6 months.


Because percentages don't pay bills. Dollars do.


𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗯𝘆 𝗶𝗻𝘁𝘂𝗶𝘁𝗶𝗼𝗻 𝗶𝘀 𝗮 𝗿𝗲𝗰𝗶𝗽𝗲 𝗳𝗼𝗿 𝗱𝗶𝘀𝗮𝘀𝘁𝗲𝗿.

Your gut says cut the high-cost items.
Your gut says staff based on how busy it feels.
Your gut says that promotion is working.

Your gut is wrong.


Track contribution margin per cover.
Track productivity by daypart.
Track server performance metrics.


Or keep managing by feel while your competition manages by fact.


Your choice.


👊🏻


P.S. That meeting? We featured the seafood tower. Promoted it hard. Food cost went to 39%. Profit went up $8K that month. CFO still confused. Chef vindicated. Math wins.

#Restaurants #Restaurantowner #RestaurantManagement

Most people think restaurant work isn't a "real job."

They are dead wrong. 


They've never watched a server memorize 47 modifications during a Saturday rush while calculating split checks in their head and de-escalating a drunk customer.


I've spent 20+ years in this industry. Built restaurants. Worked with hundreds more.


And I'll tell you straight up: Restaurant people have skills that would make Fortune 500 executives sweat.


The Skills Nobody Sees:

• Crisis management: 200+ micro-decisions per shift

• People psychology: Reading 500 different moods daily

• Physical endurance: 12 miles walked per shift average

• Mental math: Calculating tips, splits, and timing constantly

• Emotional regulation: Smiling through absolute chaos

Your average line cook runs six burners, three ovens, and coordinates with five other stations.


Simultaneously.


While the kitchen hits 110 degrees.


For $18 an hour.


Show me a McKinsey consultant who could handle that.


I watched a bartender last Tuesday handle a wedding party, three Tinder dates, and a corporate buyout.


287 drinks. Zero mistakes. Remembered everyone's name.


She made each person feel like the only customer in the room.


With ease. 


MBA programs can't teach that.


The Real Numbers:

Average restaurant worker handles dozens of customers per shift.

Solves 50+ problems nobody ever sees.

Prevents 20+ complaints before they happen.

Creates thousands in revenue daily.

Gets paid less than a Target cashier.

But they show up.


At 5am for prep. At midnight for close. On holidays when everyone else celebrates.


Not for the money. God knows it's not for the money.


They show up because they give a damn.


About your anniversary dinner.
About your kid's birthday.
About making your bad day better.


The dishwasher who's been here 10 years? Could work anywhere else for more money.


Stays because the team is family.


The prep cook who makes your sauce perfect every time? Has a culinary degree.


Works here because they love the craft.


The server who remembers your usual? Has a master's degree and 2 kids at home. 


Chooses this because hospitality is their calling.


Stop calling them "just" anything.


They're athletes. Therapists. Mathematicians. Artists.


They make magic out of chaos.


Every. Single. Day.


We should be thanking them more often. 


And they do it knowing you'll forget their name before you leave.


Drop a 💪🏻 below if you know a restaurant warrior who deserves more credit.

Or if you are one. 


Tag someone below. Let them know they're seen.


Because these people don't need your pity.


They need your respect.


👊🏻


P.S. Next time your server smiles after getting screamed at by table 12, remember: 

That's not customer service. That's superhuman restraint.



#restaurantindustry #restaurants #hospitality

20 years in restaurants taught me more than I ever could have imagined.


Starting as a bus boy in a little neighborhood pub. 


And I'm grateful for every brutal shift of it.

—> The 16-hour doubles when the dishwasher quit mid-rush.

—> The nights counting pennies to make payroll.

—> The mornings cleaning grease traps because we couldn't afford the service.


All of it.


Because restaurants don't teach you theory.


They teach you life. 


What Restaurants Actually Taught Me:


• Problem-solving at 200mph 
(when the freezer dies on Friday night)

• People management 
(turning chaos into choreography daily)

• Financial discipline 
(making 3% margins work)

• Crisis leadership 
(every shift is controlled chaos)

• Real empathy 
(you learn everyone's real story)


I learned more about business watching a line cook handle six orders simultaneously than sitting in any conference room.


More about leadership from a server who kept smiling after getting stiffed three times.


More about resilience from a dishwasher who showed up every day for $12 an hour.


The Hard Times That Made Me Appreciate: 

—> That year the economy crashed taught me systems.

—> The person who stole $30K taught me controls.

—> The rockstar who quit taught me culture matters.

—> The 2am equipment failures taught me preparation.


Every failure was a masterclass.


But it's the people I'm most grateful for.


• The chef who stayed late teaching me food costs.

• The server who showed me hospitality isn't just service.

• The owner who trusted me with their dream.

• The team that became family.


They shaped everything I know about business.


And honestly?

I wouldn't trade those grease burns, exhausted nights, and impossible shifts for anything.


Because restaurants taught me the truth:


Success isn't about perfect conditions.
It's about making magic from chaos.


Every. Single. Day.


To everyone still in the trenches:


You're not just flipping burgers or pouring drinks.


You're learning to survive anything.
Building skills nobody can teach.
Developing grit that never quits.


And that's priceless.


👊🏻


P.S. Still have the scar from that fryer burn in 2008. Still grateful for what that kitchen taught me about handling pressure.


P.P.S. If you survived restaurants, you can survive anything. That's not motivational fluff. That's fact.

#restaurants #gratitude #restaurantlife

Your labor targets are based on employees who don't exist anymore.


The real problem wasn't what anyone expected.


A mid-sized restaurant company came to us with a puzzle that was destroying their margins.


All 12 locations were crushing it on paper:
• Sales up 12-20%
• Guest counts growing
• Average check increasing
• Same management teams as before


But not a single location could hit their labor cost targets.


Not one.


Here's the brutal truth nobody wants to admit:

They weren't measuring what actually mattered.


Everyone was obsessing over labor percentage while missing the real killer hiding in plain sight.


We ran a full productivity analysis across all locations.


The Math of What We Found:

• Average productivity decline: 25%
• Labor hours to serve same guests: Up massively
• Actual cost increase: Devastating
• Root cause: Not what you'd think


The shocking discovery?


Employee tenure had collapsed.

2022: Average employee tenure = 2 years
2024: Average employee tenure = 4 months

Think about that.

Your entire workforce went from experienced veterans to rookies in less than 24 months.

Same managers. Same systems. Completely different capability.


To maintain service levels with inexperienced staff, managers had no choice:

→ Schedule more people per shift
→ Add extra coverage for training
→ Build in buffers for mistakes
→ Protect staff from burnout


More people + higher wages + lower productivity = impossible math.


The only way to hit those old labor targets would've been running dangerously short-staffed.


Which would've broken the remaining team and accelerated the death spiral.


So we threw out the old targets.

Built new ones based on reality, not nostalgia:

• Set productivity benchmarks for current workforce
• Created realistic labor targets by location
• Reverse-engineered path back to profitability
• Mapped exactly what recovery would take


Because you can't solve tomorrow's problems with yesterday's benchmarks.


The lesson?


Stop comparing your operation to when you had different people.


Your 2019 metrics are meaningless if your team has 80% less experience.


Measure the business you have.
Not the one you remember.


Then build from there.


👊🏻


P.S. That labor target you're missing? It might be impossible with your current team makeup. And that's not failure — it's physics.


P.P.S. Want to know your real productivity baseline? Sometimes the truth hurts less than the guessing.



#RestaurantIndustry #LaborManagement #RestaurantOperations

Most restaurants measure labor wrong.

The profitable ones track this metric instead.



It changes everything:


Labor percentage is the biggest lie in our industry.


I watched a restaurant celebrate hitting 28% labor.


They went out of business 90 days later.


Meanwhile, my client runs 34% labor.
And banks $12K more per month.


The difference?


They stopped tracking percentages.
Started tracking productivity.


Here's what actually matters:


CPLH - Covers Per Labor Hour


It's the only metric that tells you if your team is making you money.


Real example from a $3.5M restaurant:


Before focusing on CPLH:


• Labor: 31% ($1,085,000)
• CPLH: 1.84
• Annual profit: $186,000


After 8% productivity improvement:


• Labor: 28.6% ($1,041,600)
• CPLH: 2.0
• Annual profit: $329,400


Same staff. Same wages.
Just better productivity.



The formula is simple:
Total Covers ÷ Total Labor Hours = CPLH



But here's what most operators miss:


No two restaurants are the same.


Your CPLH depends on:


• Employee experience levels
• Kitchen and dining room layout
• Training quality and systems
• Section sizes and table turns
• Manager presence and leadership
• Menu complexity
• Service style


That's why comparing to other restaurants is pointless.


Even within the same brand. 


Compare to yourself instead.


Here is how they did it:


• 4% more guests (better marketing & service)
• 4% fewer hours (smarter scheduling)
• Result: 8% productivity gain


That's $143,400 more profit per year.
From focusing on one metric.


The shift is simple:


—> Stop asking "What's my labor percentage?"

—> Start asking "How can I improve productivity?"


• Stop comparing to industry benchmarks.
• Start beating your own numbers.


Because you can't deposit percentages.
But you can deposit productivity gains.


What's your current CPLH baseline?


Once you know that, you can start to make a real impact on the entire model. 


And drive profit you didn’t realize was there. 



PS - Comment "CPLH" below and I'll send you my calculator that shows exactly where you're leaving money on the table.

#Restaurantindustry #Restaurantoperations #Hospitalityindustry

Restaurants are not a charity.

Restaurants are a business.


I watched too many restaurants die this year. Great food. Packed dining rooms. Passionate owners.


All broke.


Because somewhere along the way, we forgot a very important rule of restaurants:


You have to make money.


Not just cover costs.
Not just break even.
Actually profit.


But we've romanticized struggle so much that operators feel guilty about wanting to be profitable.


Like caring about margins means you don't care about people.


Wrong.


This Is The Math Nobody Wants to Face:

• Average restaurant profit margin: 3-5%
• What it should be: 10-15%
• Difference on $2M revenue: $140K-$200K
• What that means: Actually surviving


I analyzed a restaurant last month. Chef-owner crying about barely making payroll.


His food cost? 42%.
His reasoning? "Quality ingredients matter."


You know what else matters? Staying open.


Quality without profit is just expensive failure.


Here's the brutal truth:

Your amazing food means nothing if you close in 6 months.

Your incredible culture dies when you can't make payroll.

Your passionate team gets nothing when the doors lock.

Being profitable isn't selling out.
It's staying alive.


And it is possible to run a successful business while also taking great care of your team and your guests. 


The operators who get it track these numbers religiously:

→ Prime cost under 60%
→ CPLH (covers per labor hour) optimized
→ Every dollar in, every dollar out
→ Weekly P&L reviews, not monthly surprises


They're not heartless.
They're smart.


Because profit lets you:

• Pay your team better
• Fix equipment before it breaks
• Take an actual day off
• Build something that lasts
• Really enjoy the business 


The restaurant across the street isn't your competition.


Math is your competition. 


And math doesn't care about your passion.
Doesn't care about your dreams.
Doesn't care about your 5-star Yelp reviews.


Math only cares about math. 


Stop apologizing for wanting to make money.


Start treating your restaurant like the business it is.


Your food can be art.
Your service can be magic.
Your culture can be family.


But your P&L better be profitable.



Or none of it matters.



👊🏻



P.S. That guilty feeling about raising prices? Your landlord doesn't have it when raising rent. Neither should you.



P.P.S. Profit isn't what's left over after everything else. It's what you plan for first. Don’t forget that. 


#restaurants #restaurantbusiness #restaurantprofit

Most restaurants cut labor to save money.

The smart ones do something different. 


The smart ones boost productivity instead.


One approach kills your team. The other builds an empire.


I’ve been teaching something called the Optimal Productivity Zone for the last 10 years. 

It flips everything we've been taught about restaurant economics.


Here's the brutal truth nobody wants to admit:

We've been managing labor backwards for decades.

The Old Way (what's killing restaurants):

• Start with labor percentage target
• Cut staff to hit the number
• Watch service quality tank
• Lose guests to competitors
• Cut more staff to compensate
• Death spiral accelerates


The OPZ Way (what actually works):

• Start with productivity metrics
• Balance workload to demand
• Service quality improves
• Guest counts increase
• Labor costs stabilize naturally
• Profit follows performance


Real example from last week:

Restaurant A: 26% labor, skeleton crew, servers handling 12 tables, kitchen drowning, guests waiting 45 minutes, Yelp reviews tanking.


Restaurant B: 32% labor, balanced staffing, servers handling 6 tables, kitchen flowing, guests happy, sales up 18%.


Guess which one's more profitable?


The Math of the Optimal Productivity Zone:

When productivity and workload align:

→ Output increases without burnout
→ Quality stays consistent
→ Teams stay longer (turnover drops 40%)
→ Training costs plummet
→ Profit margins expand


It's not about working harder.
It's about working at the right rhythm.


Think of it like this:

Your team is an engine. Run it too lean, it breaks. Run it too rich, you waste fuel. But find that sweet spot—the OPZ—and it purrs.


The key metric? CPLH (Covers Per Labor Hour).


Not labor percentage.
Not sales per labor hour.
Actual covers served per hour worked.


Because that tells you if your team is in the zone or drowning.


Every restaurant's OPZ is different:

• Fine dining might be 1.5 CPLH
• Fast casual might be 4.5 CPLH
• QSR might be 8.0 CPLH



Your number depends on concept, layout, menu complexity, team experience.


But once you find YOUR zone, everything changes.


Stop asking "How can I cut labor?"
Start asking "How can I optimize productivity?"


One question kills businesses.
The other builds them.


Your team knows the difference.
Your guests feel the difference.
Your P&L shows the difference.


Balance before reduction.
People before percentages.
Productivity before panic.


That's how you protect both profit and people.


👊🏻


P.S. That manager working 70-hour weeks to cover shifts? They're not in the OPZ. They're in the danger zone. And it's costing you more than overtime.


P.P.S. Want to find your restaurant's OPZ? 
Comment “CPLH” and I will send you an easy resource to use. 

The pattern will shock you.


#RestaurantIndustry #RestaurantOperations #Leadership

It takes a rare breed to survive restaurants.


And I'm not talking about the ones who make it look easy.


I'm talking about you.


The operator who just worked a double because two people called out. Again.


The manager who fixed the freezer at 11pm instead of calling the $400/hour emergency repair guy.


The owner who hasn't taken a real day off since 2019.


You're still here.

Still fighting.

Still showing up.


While everyone else is complaining about how hard business is, you're dealing with:


• 75% staff turnover
• 35% labor costs
• 3% profit margins
• 100% of the stress


And you keep going.


Not because it's easy. Because it's who you are.


This Is The Kind That Survives Restaurants. 

• You solve 200 problems before lunch.
• Navigate supplier shortages like it’s chess. 
• Turn angry customers into regulars.
• Make payroll happen when it’s tight. 


You're part CEO, part therapist, part mechanic, part magician.


Running on 4 hours of sleep and pure determination.


I see you.


The one who trains the same position 8 times a year and still smiles.


The one who covers every station because you know them all.


The one who eats standing up in the walk-in because there's no time to sit.
(And nobody can hear you let out a yell) 


You're not lucky. You're relentless.


You don't survive restaurants.
You thrive in the chaos.
You make the impossible work.
Every. Single. Day.


And honestly? Most people couldn't last a single shift in your shoes.


But you're not most people.


You're the special breed.


The ones who turn chaos into choreography.
Problems into profit.
Teams into families.


While others are closing their doors, you're finding ways to keep yours open.


That's not just business.
That's warrior stuff.


So here's to you.


The operators who refuse to quit.
The managers who actually give a damn.
The owners who bet everything on themselves.


You're the backbone of this industry.


And you deserve to win.


That's also why I built “The Exchange”.


—> A place where operators like you share what actually works.

—> Where your 2am solutions become someone else's salvation.

—> Where we stop suffering alone and start winning together.


Because if you're tough enough to survive this industry, you're smart enough to master it.


You just need the right people in your corner.


Drop a 👊🏻 if you're part of this rare breed.


Or if you know someone who is.


They need to hear this today.


👊🏻


P.S. That thing you figured out last week to save 2% on labor? Someone in The Exchange needs to know about it. Your battle scars are someone else's roadmap.


P.P.S. You're not crazy for choosing this life. You're just built different. And that's exactly what this industry needs.


#restaurants #restaurantlife #restaurantoperators

Busy Restaurants Are Going Bankrupt Every Day

Here's the hard truth: 


Being "busy" doesn't equal being profitable.


I've analyzed hundreds of restaurant P&Ls, and the most profitable restaurants aren't always the fullest. 

They're the ones with the right business model.


Here are 5 profit-driving factors you need to revisit today:


Menu Engineering:

• Cut the bottom 20% of low-margin items
• Highlight high-margin dishes
• Keep the menu small and focused
• Focus as much on contribution as cost %


Labor Optimization:

• Schedule based on cover patterns
• Cross-train staff
• Set targets by daypart
• Focus more on productivity and avg spend 


Food Cost Control:

• Track waste daily
• Standardize portions
• Negotiate supplier contracts quarterly
• Leverage industry partners.  


Pricing Strategy:

• Review competitors monthly
• Price based on value, not just cost
• Consider dynamic pricing for peak times
• Set pricing to the quarter 


Operating Hours:

• Analyze profit by hour
• Cut unprofitable time slots
• Focus on peak profitability periods
• Use the airline approach 


The math is simple:

Revenue - Expenses = Profit


But the execution is what matters.


Start with one change this week. 


Track results. Adjust. Repeat.



Follow me Jim Taylor for more restaurant profitability insights.


And if this hits home, repost it because you never know who else might find it useful. 



#restaurants #restaurantmanagement #restaurantowners #restaurantindustry

It feels really strange to see my name in an industry article about consulting innovation.


It’s true. It just does. It feels weird. 


Because 5 years ago I was googling "how to get consulting clients" at 2am.


Zero pipeline. Zero credibility. Zero clue.


Zero plan. 


Just a guy who'd helped some restaurants wondering if this could actually work.


If it could actually be a “thing”. 


Now I'm being recognized for "building smarter consulting models."


Wild.


But here's what actually matters:

Every consultant starting today deserves a clearer path than I had.


This Is The Truth About Building a Consulting Business:

I spent months perfecting frameworks nobody wanted.

Built beautiful proposals nobody read.

Created systems for problems nobody had.


Meanwhile, consultants with napkin sketches were billing $30K monthly.


The difference?


They talked to people.
I talked to myself.


Here Is What Actually Built My Practice:

• 500+ real conversations 
• Listening to actual problems
• Solving what hurt TODAY
• Building trust before templates

One conversation → $50K project
That project → Three referrals  
Those referrals → $200K pipeline


All from understanding, not frameworks.


Why I'm Sharing Everything Now:


Because hoarding information gets you nowhere.


Every "secret" that took me months to figure out?

You can have it today.


Every expensive mistake I made?

You should skip it.


Every shortcut I discovered?

It's yours. Have it. 


The consulting industry doesn't need more experts.

It needs more people willing to listen and help.


So yeah, being recognized feels good.


It’s cool. 


But watching consultants go from zero to six figures using stuff I share?

That feels better.


Because success shouldn't require suffering through what I did in my in laws basement. 


Your path should be clearer.
Your wins should come faster.
Your business should work sooner.


That's why I give it all away.


👊🏻


P.S. That article mentioned my "innovative approach." It's not innovative. It's just honest. Talk to people, solve real problems, skip the BS.


P.P.S. Starting from zero? Good. You're exactly where I was. And you'll get there faster than I did. Because you won't make my mistakes.


#consulting #consultingbusiness #entrepreneurship

Restaurant managers absorb stress like sponges —> With nowhere to wring it out.


You became a manager because you love service. The rush. Making magic happen.


But now you're everyone's therapist, often with no one to talk to.


• The server crying in the walk-in needs you to be strong

• The line cook with problems sees you as their rock  

• The host having a panic attack looks to you for calm

• Your owner just wants numbers, not your feelings


Leave it at the door is a company policy. 


You absorb it all. Then go home and squeeze it out alone.


The problem: We built an industry where caring kills you.


The Math of Manager Mental Health:

• Problems you solve daily: 50+

• Personal stress conversations you have: Zero

• Team members who lean on you: Everyone

• People you can lean on: Next to nobody


I watched a friend break last month. 15 years in the industry. Could handle any Friday night disaster. Couldn't handle one more day of being strong for everyone else.


Keep suffering alone and you'll join the 75% who burn out this year.


But there's another way.


Find another manager. Any manager.


Say these four words: "This is fu**ing hard."


Watch their shoulders drop with relief. Because they've been waiting for someone to say it first.


Start a real conversation about the weight of carrying everyone else's problems. 

About the 3am anxiety. 

About wondering if you're the only one feeling it.


Ten other managers within 5 miles feel exactly like you do. All suffering in silence. All thinking they're weak.


It doesn't have to be.


Your team needs you strong.
But strength isn't suffering in silence.


Real strength is knowing when you need support too.


Text a manager friend. Call an old colleague. Just reach out.


Because that breakdown you're fighting off? Every manager in a 10-mile radius is fighting the same battle.


You're not alone. You just think you are.


We’ve just built an industry that believes we should wear all of this as a badge of honor. 


But I don’t. 


👊🏻


P.S. Being everyone's therapist without having your own isn't noble. It's a countdown to collapse. 

Everyone needs someone or somewhere. 


P.P.S. It doesn't have to be this hard. If you want to be part of what I'm building to make the day-to-day easier for our industry, comment "YES" below and I'll send you a quick, easy resource.


#people #mentalhealth #restaurants #restaurantindustry

Top Restaurant Chains Are Quietly Cutting 20-40% of Menu Items.


Everyone thinks it's about simplification. 


But it goes far deeper than that. 


The smart ones understand it's about overall profit model architecture.


Chipotle runs 50 ingredients. Creates millions in combinations. Dominates fast-casual.


Your 57 item menu though… It's killing you in ways you don't even see.


I worked with a restaurant group last year. 63 menu items. Proud of their "variety."


Their best seller generated $47 profit per hour.

Their mid seller COST them $23 per hour to produce.


Both had the same food cost percentage.


Here's The Math That Nobody's Teaching:

• That chicken dish with 28% food cost? Takes 18 minutes. Requires 3 specialty ingredients. Sells like crazy.


• Your burger at 35% food cost? Takes 7 minutes. Uses base ingredients. Sells 30 times daily.


One makes money. One bleeds money.


The chains cutting menus aren't just simplifying.


They're engineering profit at three levels:

1) Food Cost Architecture

 —> Not just percentages. Ingredient overlap. Cross-utilization. Waste reduction.
   

2) Operational Efficiency

 —> Fewer SKUs = faster inventory. Simpler training. Consistent execution.
   

3) Labor Model Optimization

 —> Every item requires prep time, cook time, plating time. Complexity compounds.


The New Menu Math:

→ Profit per square foot (not just margin)
→ Profit per minute (not just food cost)
→ Ingredient velocity (not just popularity)
→ Cross-utilization score (not just waste)


That "signature dish" your chef loves? If it requires 6 unique ingredients that nothing else uses, it's probably costing you $8K annually in waste alone.


A major pizza chain just cut 40% of their menu. Stock price up 23%.


Not because they saved on food cost.


Because they transformed their overall profit model.


Stop thinking menu engineering is about food cost.


Start thinking total profit architecture.


Your P&L will thank you.


👊🏻


P.S. Want to know which items are secretly killing your profit? Comment "MENU" below. I’ll share an easy place for you to start. 


P.P.S. If you're still managing menus by food cost percentage alone, you're using a calculator when everyone else has Excel.(or better) 

Time to upgrade your thinking.

#restaurants #menuengineering #restaurantprofitability

Ive Analyzed 400+ Restaurant P&Ls - Here is an invisible profit killer in 90% of them. 


It's not food cost
It's not rent
It's not even labor percentage


It's scheduling for sales instead of guest count

After 5 years analyzing P&Ls from restaurants in multiple countries, this one mistake bleeds more profit than anything else

Managers see big Friday/Saturday sales and think "we need more staff."

Dead wrong

Those big sales aren't from more guests.
They're from higher average spend

Same covers. Bigger checks.


Real example from a $3M restaurant:
• Average wage: $18/hour
• Average spend: $35 overall
• But Friday/Saturday: $42 average spend


Here's what kills them:

Tuesday: 200 covers × $30 avg = $6,000
Friday: 200 covers × $42 avg = $8,400


Manager sees $8,400 and panics.
Adds 3 extra servers, 2 extra cooks.


But it's the SAME 200 covers.


The Math That Nobody Tracks:


Target CPLH (Covers Per Labor Hour): 5.0
Actual CPLH on busy nights: 4.0


20% below target.
And it's destroying profits.


Friday night example:

• 200 covers
• Need: 40 labor hours (at 5.0 CPLH)
• Actually scheduled: 50 hours (at 4.0 CPLH)
• Waste: 10 hours × $18 = $180


One night. $180 gone.


Now here's where it gets expensive:


4 nights per week at 20% below CPLH target:

• Thursday: 150 covers, waste 7.5 hours
• Friday: 200 covers, waste 10 hours
• Saturday: 200 covers, waste 10 hours
• Sunday: 150 covers, waste 7.5 hours


Weekly waste: 35 hours × $18 = $630
Annual waste: $32,760


From just 4 nights.
Just scheduling for sales instead of covers.


But most restaurants?
They're off target EVERY busy night.


The brutal truth:

Your servers can handle 200 Tuesday covers.
They can handle 200 Friday covers.


The only difference? 
Friday guests order wine and dessert.


That doesn't require more staff.
It requires the same staff selling better.


But managers see sales spike and overreact.


Every. Single. Weekend.


Here's what this really costs:

$3M restaurant reality check:
• Labor at 30% = $900,000
• Fix CPLH on just 4 nights = save $32,760
• That's 3.6% of total labor
• Or 1.1% straight to bottom line


On $3M sales?
That's the difference between surviving and thriving.


The fix is actually really simple:

Schedule for covers, not dollars.
Track CPLH religiously.
Stop overstaffing for higher check averages.


One client fixed this:

• Kept Thursday-Sunday CPLH at target
• Cut 35 hours every week
• Saved $32,760 annually
• Service scores went UP

Because proper staffing beats overstaffing.


Every time.


Your weekend sales are higher because guests spend more.
Not because you have more guests.


Stop scheduling like you don't know the difference.


👊🏻


P.S. Drop "CPLH" below and I'll send you my CPLH Optimizer. It will change how you schedule forever. 

P.P.S. That manager overstaffing Fridays? They're paying $180 extra for people to watch guests order better wine. Math is your competition.


#restaurants #restaurantmanagement #restaurantprofit

The restaurant industry is in serious trouble. 

Especially if it keeps chasing % as success measures. 


Check it out. 


1) Chasing labor cost % often forces management to cut harder than they should. 

Causing a decline in guest spend and increased turnover. 


2) Chasing food cost % often forces management to design menus that aren’t profitable. 

Causing lower guest spend, less dollars to the bottom line, and reduced food quality. 


Rather than labor % -> Look at productivity scores in order to get the % to where you want it. 


Rather than food cost % -> Look at variance to theoretical to accomplish the cost % that is right. 


Because the business is difficult enough. 


So let’s simplify it for the people running it everyday. 


👊🏻



Ps. If the concepts around productivity or theoretical cost management sound interesting to you, drop a 🙌🏼 below and I will send you some easy resources about them. 

Because you don’t need to overcomplicate things.  

So let me help you keep it simple. 





#restaurantindustry #profit #management #hospitalityindustry

"My food cost is 32%"

Wrong.



I've analyzed over 500 restaurant P&Ls, and 91% of owners are calculating their food costs incorrectly.


Here's the truth: Your food cost percentage doesn't matter nearly as much as your dollar contribution.


Let me prove it:

Item A:
	•	Sells for $20
	•	Costs $5 to make
	•	25% food cost
	•	$15 profit
Item B:
	•	Sells for $40
	•	Costs $16 to make
	•	40% food cost
	•	$24 profit


Most owners would pick Item A because of the "better" food cost %.


But you're leaving money on the table.


Here's why:


#1) Dollar contribution > percentage Would you rather have:
	•	A 25% cost item making you $15
	•	Or a 40% cost item making you $24?


#2) Volume matters If you sell 100 of each:
	•	Item A = $1,500 profit
	•	Item B = $2,400 profit
That's $900 in profit you're missing by focusing on the wrong number.


#3) The real math you should be doing:
	•	Profit per item
	•	Profit per hour of prep time
	•	Profit per square foot 



Quick example:


Two burgers:
A) 28% cost, 10 min prep = $12 profit
B) 35% cost, 5 min prep = $15 profit
B is more profitable because it generates more dollars per labor minute.


Want to see exactly how we calculate true menu profitability?


Drop a "menu" in the comments and I'll send you a specific tool from my book about menu optimization.



👊🏻



#restaurants #restaurantmanagement #restaurantowner

75% of restaurant workers will burn out and quit this year.


We call it "turnover." Like it's normal.


Like watching talented people break is just the cost of doing business.


It’s sad. 


The Math of Industry Burnout:

• Average restaurant turnover rate: 75-100%
• Cost to replace one employee: $5,864
• Mental health support provided: Zero
• Operators pretending they're fine: 100%


Your best server just stopped showing up.
Your star line cook is drinking more.
Your manager hasn't taken a real day off in 6 months.(Literally heard this from a GM in NYC on Friday night.)


And you? You're holding it together with coffee and whatever's left of your sanity.


We built an industry that eats its own.


—> Double shifts as badges of honor.

—> "If you can't handle the heat" as management philosophy.

—> Breaking people down until they break completely.


Then we act surprised when they leave.

Here's the brutal truth nobody wants to admit:


The problem isn't weak people.


It's an industry that treats mental health like a luxury instead of a necessity.


While you're losing another good employee to burnout, another operator 20 miles away figured out how to keep their team whole.


They're not working their people less.
They're not paying them more.
They're just treating them like humans.


• Regular schedules that respect life outside work 

• Mental health days that aren't career suicide

• Leaders who admit when they're struggling too

• Teams that support instead of shame


Imagine if every operator who's solved the burnout problem shared their solution.

Imagine if protecting mental health wasn't seen as soft.

Imagine if we stopped accepting that breaking people is just "how restaurants work."


Because when we burn out our people, we burn down our future.


The ones who leave don't come back.
The ones who stay get bitter.
The ones watching learn this is all there is.


Ready to be part of the solution?


There's a movement building. Restaurant operators who've decided burnout isn't inevitable. Who are sharing what actually works.


If you believe your team deserves better than survival mode, you're not alone.


Check the comments. I left something for you. 


👊🏻


P.S. That employee you're about to lose to burnout? They're not weak. They're human. And they deserve better than "figure it out."


P.P.S. 50% of what we're building goes straight back to supporting restaurant workers in crisis. Because mental health isn't optional.



#RestaurantIndustry #MentalHealth #Leadership

Restaurant management is the loneliest job that nobody talks about.


You're surrounded by people all day. Staff, customers, vendors.


Yet you're completely alone when it counts.


The Math of Restaurant Loneliness:

• Decisions you make alone daily: 100+
• People who really understand: Zero 
• Hours spent solving problems: Countless
• Operators facing the exact same problems: Thousands


• 3am inventory counts with nobody to call.

• Staffing crises with nobody who gets it.

• Financial pressures with nobody who's been there.


You're running a business that never sleeps, solving problems Google can't answer, making choices that affect dozens of lives.


All while pretending you've got it handled.


Here's the brutal truth nobody wants to admit:

That isolation isn't making you stronger.


It's making you slower. More stressed. Less effective.


While you're figuring it out alone at midnight, another operator 10 miles away already solved your exact problem.


But you'll never know. Because we've accepted loneliness as the price of leadership.


The Exchange by Benchmark Sixty changes that.


Not another Facebook group where everyone complains. 

Not another course from someone who's never worked a Friday night rush.

Real operators. Real solutions. Real connection.


Restaurant leaders sharing everything:

→ The labor model that saved them 8%
→ The vendor negotiation that cut costs 15%
→ The scheduling system that ended no-shows
→ The culture shift that stopped turnover


But more than tactics and spreadsheets.


It's having mentors who've stood exactly where you're standing.


• Who know what 3am feels like.
• Who understand the weight of payroll.
• Who get why you can't just "leave it at work."


Because when you join The Exchange, you're not just getting answers.


You're ending the loneliness that's been crushing this industry for decades.


Ready to stop solving problems that have already been solved?


Comment "ME" and I'll send you the link to join.


First 100 founding members lock in lifetime rates.

And 50% of those proceeds go directly to charity.


Because fixing this industry means nobody fights alone anymore.


👊🏻


P.S. That problem keeping you up tonight? Someone in The Exchange has already solved it. You just need to ask.



#RestaurantIndustry #TheExchange #Leadership

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The Battle

Scot Turner

Benchmark Sixty Restaurant Services

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The Battle

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Benchmark Sixty Restaurant Services

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