Fractional COO for Restaurant & Hotel Brands
Building scalable, profitable multi-unit businesses — without breaking culture.
I partner with ownership at growth inflection points — installing strategic clarity, leadership rhythm, and operating systems that reduce owner dependency and enable scale.
Most leaders reach out when the wheels are wobbling — when the brand that once felt electric starts to drift, operations feel heavy, and growth begins to feel harder instead of more exciting.
I’m the person who steps into the arena when owners need something built, rebuilt, or taken somewhere it’s never been.
I work as a Fractional COO for Restaurant and Hotel Brands that are profitable, respected, and over-reliant on ownership. My role is to help founders move from being the bottleneck to becoming the leader their business needs to grow.
When Growth Starts To Feel Heavy— It’s Time for Different Leadership
How We Work Together.
I don’t parachute in with generic advice or operate inside your business like a temporary executive-for-hire. I partner directly with ownership at real inflection points — when the next phase of growth requires different thinking, stronger leadership, and disciplined execution. This work follows a clear, intentional arc.
Within the first two weeks, we typically have the first hard conversation — the one most leaders know needs to happen, but haven’t been able to facilitate on their own. That moment sets the tone for everything that follows.
Phase 1: Truth, Clarity, Alignment
I begin with a comprehensive Business & Market Assessment — looking honestly at what’s working, what’s not, and what’s being avoided. This often includes:
Operations and systems
Financial performance and margin limitors
Brand positioning, guest experience, and reputation
Leadership structure, capabilities, and decision-making dynamics
Customer behavior and market trends
My role here isn’t to validate assumptions.
It’s to surface reality by creating alignment and establishung trust through candor, integrity, and good old-fashioned fundamentals.
Phase 3: Execution, Leadership, Momentum
From there, I work alongside ownership and senior leaders to install the plan into the business. That means:
Coaching leaders to act like owners, not firefighters
Tightening systems that impact performance across locations
Building rhythm, discipline, and decision clarity
Reducing owner dependency without killing culture
I don’t run day-to-day operations or step in to manage staff — I build leaders who can.
I work on the decisions, systems, and leadership behaviors that shape results over months and years — not shifts and schedules.
Phase 2: Strategic Blueprint
Within the first 45-60 days, I translate insight into a clear, actionable growth plan — one that ownership and leadership actually believe in and can execute. This often includes:
(Re)defining Vision, Mission, and Core Values
Clarifying Brand and Customer Personas
Establishing leadership cadence and accountability rhythm
Implementing weekly, monthly, and annual financial performance reviews
Creating a practical plan to build the brand and drive marketing strategy
This is where uncertainty turns into conviction and clear direction.
What This Work Requires from You.
This engagement is not passive. It requires:
Direct collaboration with Ownership. | A willingness to be challenged. | Consistency in execution, even when it’s uncomfortable.
To ensure change endures, I work directly with ownership for a minimum of six-months.
Most industry leaders can help elevate a brand. Some can improve operational performance.
Very few can do both — without damaging culture.
That’s where I excel. I help owners…
+ Clarify direction and priorities
+ Install leadership structure, cadence, and accountability
+ Improve margins and execution
+ Build teams that perform without constant ownr intervention
All while protecting the guest experience and culture that made the business worth scaling in the first place.
Strategy, Operations, and Culture — Aligned.
Experience That Shows Up in Results.
Over the last 20 years, I’ve helped launch and scale 45+ hospitality ventures, professionalized multi-unit operations, and built leadership systems that improve performance and reduce owner dependency.
I’ve worked across restaurants, bars, boutique hotels, and emerging hospitality ventures — partnering with founders, operators, and private equity ownership groups navigating growth inflection points, ownership dependency, and the transition from founder-led to professionally run organizations.
I’ve navigated recessions, a global banking crisis, and a pandemic — successfully. Throughout, I consistently produced profits, improved operational excellence, and increased revenue to achieve strategic goals.
Alongside my Fractional COO work, I’m also the Founder of an early-stage, category-defining hospitality venture focused on the future of Premium Modern Farm-Stay Hospitality.
I’m applying the same strategic, operational, and brand-building discipline I bring to my clients to build a scalable hospitality blueprint of my own — one designed around land stewardship, modern guest expectations, and disciplined execution.
This founder lens informs everything I do as an operator.
Building Something Bigger.
I typically work with:
Restaurant and boutique hotel groups with 3–10+ locations
Brands generating $8M+ in revenue
Owners ready to professionalize and scale
Leadership teams open to honest conversations and real change
Who I am (and am not) For.
I’m not the right fit if you’re looking for:
Day-to-day management
A consultant to “review and advise” without execution
Help with scheduling, HR paperwork, or firefighting
If your business has outgrown the way it’s being run (or you’re ready to take things to the next level) — and you’re ready for leadership with clarity, discipline, and confidence — let’s talk.