~53% → trackable
Food cost
From a number nobody could explain in a meeting to one with a named owner, a weekly rhythm, and variance that traces back to a ticket.
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Willie Joseph - Multi-Site Operations Operator
14+ locations. 8,000+ meals a day. $10M-$12M P&L. 90+ staff. That is not my pitch - that is what I ran. Now I build the structure that holds when scale arrives and the founder cannot be everywhere at once.
Operations I have built systems for
14-site catering group
8,000+ meals/day
Hotel F&B, 3 outlets
One purchasing desk
PE-backed restaurant group
Post-acquisition integration
Central kitchen operation
Commissary + satellites
Cost moves and nobody can point to why. One site runs clean. Another does not. The gap gets treated like a personality problem instead of a structural one.
Operations do not fail because of people. They fail when nothing is controlling the work.
I come in, map how work actually flows, name where control is missing, and build the structure - SOPs, reporting, ownership - until the operation holds without depending on one person's memory.
"We went from arguing about what happened last week to looking at the same sheet and making a decision in ten minutes. That shift changed everything."
Real outcomes
Names and some figures are withheld where contracts ask for it. The shape of the work is the same every time.
~53% → trackable
Food cost
From a number nobody could explain in a meeting to one with a named owner, a weekly rhythm, and variance that traces back to a ticket.
14 sites, 1 standard
Consistency
Same prep sequence, same labels, same pull targets across every location. New leads run shifts that look like the other sites from week one.
90 days
Implementation
Fixed scope. Real workflows in your operation, on your clocks. Not a strategy deck - structure that holds when I leave the building.
Every engagement delivers three things. The specific workflows depend on your operation - the standard does not change.
Clarity
Who owns what, by when. Workflows people can repeat. Documentation that matches the floor, not the binder nobody opens.
Control
Inventory you can trust. Reporting that ends arguments. Food cost you can read and trace back to a decision.
Scale
Same expectations across every site. Training that matches the system. What gets measured, gets enforced. Room to grow without losing the line.
I keep a limited number of active engagements so the work stays hands-on. If your operation runs 3+ locations and the numbers do not match the effort, tell me what broke and what "done" looks like on your P&L.
Or download the multi-site kitchen operations framework