I find where your food and beverage operation loses margin — prime cost, menu mix, labour to covers, banquet contribution — and turn it into a 90-day plan your team can run, without discounting.
For restaurant owners, hotel F&B leaders, catering and events operators, clubs and small hospitality groups.
Prime cost
Food, beverage and labour cost read together against sales, week by week — not month-end surprises.
Purchasing and inventory
Supplier terms, par levels, receiving, waste, and the gap between theoretical and actual cost.
Menu mix
Which dishes sell, which earn, and which do neither. The menu gets engineered before the prices move.
Labour to covers
Schedules against forecast covers, by daypart, so the busy nights are staffed and the quiet ones are not.
Banquet and event contribution
Pricing, minimums, labour and the true margin of each event type, once every cost is counted.
Service and average check
What guests are offered, when, and how the team sells without discounting.
A ranked diagnosis — urgent margin leaks, structural issues and longer-term opportunities, kept separate so the first is not buried under the third.
A 90-day plan with actions, named owners and decision dates.
A KPI scorecard — prime cost, food and beverage cost percentages, labour cost, covers per labour hour and average check.
An owner and leadership debrief — the conversation where the plan gets agreed, not just delivered.
Food and beverage manager at Courtyard by Marriott Burlington (Burloak Hospitality), 2019 to 2021 — the bistro, banquets and groups, purchasing and inventory, the team and the department's financials. Across over thirty years in the tourism, travel and hotel industry, I have read F&B as part of the hotel P&L, not beside it.
For the hotel side of the same method, see hotel revenue and profit consulting →
Start with prime cost and menu mix before price. Most margin sits in purchasing and waste, labour against covers, and which dishes the menu pushes.
Both — independent restaurants, hotel outlets and banquets, catering and events, and clubs.
Start with the revenue diagnostic: CA$750, five business days, remote, credited in full against a larger engagement within 90 days. On-site work — a service observation or a kitchen walk-through — is quoted separately, in writing.
Twelve months of sales by category and daypart, the P&L, purchasing and inventory records, labour hours, and the menu with recipe costs if you have them. The exact list is agreed before anything starts.
Over thirty years in the tourism, travel and hotel industry, including food and beverage leadership in Canada. Cornell General Managers Program. Based in Oakville, Ontario; working across Canada. The introductory call is free and there is no obligation.
Greenmountains Trade Ltd. · Oakville, Ontario · +1 (289) 300-8985