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F&B can be the hotel’s most profitable department or the one quietly losing the most money. The difference is control.
Uncosted recipes, buffets without production planning and uncontrolled transfers between outlets.
Restaurants, bars, room service and events with different standards, inventories and reports.
Without a service sequence or ongoing training, review scores go up and down.
Reports arrive late or not at all, and decisions are made without data.
An x-ray of your operation in numbers: what each dish should cost, what it really costs and why.
We fix what we found with your team, in your operation, until it runs without me.
Monthly KPI follow-up, regular visits and an experienced person accountable for the numbers.
I was one of two executive chefs at a 525-room resort with seven restaurants, and ran food & beverage departments in hotels and tourist complexes. I know hotel operations from the production kitchen to the owners’ report.
Tell me about your business and I will reply within one business day to schedule a free first conversation.
Every proposal is priced according to the complexity and scope of your operation: number of outlets, volume, areas involved and depth of the work. After our first conversation you receive a written proposal with scope, deliverables, timeline and investment before committing to anything. The first conversation is free.
No. The diagnostic and implementation happen while you operate, during real service hours, which is exactly where problems show up.
Yes. I work on site anywhere in Honduras, including Roatán and the Bay Islands. Follow-up can be done online to keep travel costs down.
Ideally, purchase invoices from the last one or two months, any inventory counts, your menu with prices and, if you have a POS, sales by item. If you do not have it all, that is fine: organizing that information is part of the work.