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ABOUT

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rob@robwade.co.uk

07985 299776

Discuss a project

OPEN

HOME

HOW I HELP

ABOUT

CONTACT

FOLLOW ON

CONTACT

rob@robwade.co.uk

07985 299776

Discuss a project

SERVICES

How I help

I work across the food, kitchen, team, systems and numbers because they have to function as one operation. Every engagement comes back to the same three questions: is the offer something customers want, can the team deliver it consistently and do the numbers add up?

I lead the work required to create, open, improve or expand a food operation.

[01] How I Help

Create and open

For new businesses, new sites and major changes to an existing offer.

I lead the work required to:

Define the customer, proposition and food direction

Build a menu and commercial model that add up

Design the kitchen, workflow and operating systems

Appoint suppliers and recruit and train the team

Prepare, mobilise and open the operation

The outcome is an operation ready to trade, not a concept waiting to be translated by somebody else.

[01] How I Help

Create and open

For new businesses, new sites and major changes to an existing offer.

I lead the work required to:

Define the customer, proposition and food direction

Build a menu and commercial model that add up

Design the kitchen, workflow and operating systems

Appoint suppliers and recruit and train the team

Prepare, mobilise and open the operation

The outcome is an operation ready to trade, not a concept waiting to be translated by somebody else.

[01] How I Help

Create and open

For new businesses, new sites and major changes to an existing offer.

I lead the work required to:

Define the customer, proposition and food direction

Build a menu and commercial model that add up

Design the kitchen, workflow and operating systems

Appoint suppliers and recruit and train the team

Prepare, mobilise and open the operation

The outcome is an operation ready to trade, not a concept waiting to be translated by somebody else.

[02] How I Help

Improve performance

For existing operations where quality, consistency, customer response or financial performance is not where it needs to be.

I review:

The offer, menu and customer appeal

Food quality, consistency and deliverability

Pricing, food cost, gross profit and labour

Kitchen workflow, productivity and service

Standards, accountability and management capability

I identify what is really causing the problem, agree the priorities and lead the improvement work with the team.

[02] How I Help

Improve performance

For existing operations where quality, consistency, customer response or financial performance is not where it needs to be.

I review:

The offer, menu and customer appeal

Food quality, consistency and deliverability

Pricing, food cost, gross profit and labour

Kitchen workflow, productivity and service

Standards, accountability and management capability

I identify what is really causing the problem, agree the priorities and lead the improvement work with the team.

[02] How I Help

Improve performance

For existing operations where quality, consistency, customer response or financial performance is not where it needs to be.

I review:

The offer, menu and customer appeal

Food quality, consistency and deliverability

Pricing, food cost, gross profit and labour

Kitchen workflow, productivity and service

Standards, accountability and management capability

I identify what is really causing the problem, agree the priorities and lead the improvement work with the team.

[03] How I Help

Expand an existing operation

For food businesses preparing to move from one successful operation to several. Expansion exposes every part of the model that currently depends on the founder, an individual chef or knowledge held informally within the original team. I establish what must remain distinctive and what must become repeatable.

This can include:

Testing whether the offer and unit economics are ready for expansion

Simplifying menus, production and service where necessary

Defining the kitchen, equipment, staffing and supplier model

Building standards, systems and accountability

Developing the management capability needed across several sites

Planning and leading the opening of the next operation

The aim is not to reproduce the first site mechanically. It is to build an operation that can grow without losing quality, control or what made it successful.

[03] How I Help

Expand an existing operation

This can include:

Testing whether the offer and unit economics are ready for expansion

Simplifying menus, production and service where necessary

Defining the kitchen, equipment, staffing and supplier model

Building standards, systems and accountability

Developing the management capability needed across several sites

Planning and leading the opening of the next operation

The aim is not to reproduce the first site mechanically. It is to build an operation that can grow without losing quality, control or what made it successful.

[03] How I Help

Expand an existing operation

This can include:

Testing whether the offer and unit economics are ready for expansion

Simplifying menus, production and service where necessary

Defining the kitchen, equipment, staffing and supplier model

Building standards, systems and accountability

Developing the management capability needed across several sites

Planning and leading the opening of the next operation

The aim is not to reproduce the first site mechanically. It is to build an operation that can grow without losing quality, control or what made it successful.

[04] How I Help

Provide senior food leadership

For businesses that need experienced leadership for a defined period but do not necessarily need a permanent, full-time Food Director.

I can:

Set direction and priorities

Lead chefs and kitchen managers

Improve quality and financial performance

Lead openings, recruitment and team development

Support founders and senior operational leaders

The aim is not to reproduce the first site mechanically. It is to build an operation that can grow without losing quality, control or what made it successful.

[04] How I Help

Provide senior food leadership

For businesses that need experienced leadership for a defined period but do not necessarily need a permanent, full-time Food Director.

I can:

Set direction and priorities

Lead chefs and kitchen managers

Improve quality and financial performance

Lead openings, recruitment and team development

Support founders and senior operational leaders

The aim is not to reproduce the first site mechanically. It is to build an operation that can grow without losing quality, control or what made it successful.

[04] How I Help

Provide senior food leadership

For businesses that need experienced leadership for a defined period but do not necessarily need a permanent, full-time Food Director.

I can:

Set direction and priorities

Lead chefs and kitchen managers

Improve quality and financial performance

Lead openings, recruitment and team development

Support founders and senior operational leaders

The aim is not to reproduce the first site mechanically. It is to build an operation that can grow without losing quality, control or what made it successful.

[

HOW IT WORKS

]

How an engagement works

An engagement may begin as a focused review, a defined opening or improvement project, or a period of embedded senior leadership.

Where the brief requires another specialist discipline (from kitchen installation, to property law), I work with trusted suppliers for that part of the project while retaining responsibility for the food operation.

Tell me what you are trying to build—or what is not working.

A short initial conversation is normally enough to understand the issue and decide if and how we work together.

Discuss a project

An engagement may begin as a focused review, a defined opening or improvement project, or a period of embedded senior leadership.

Tell me what you are trying to build—or what is not working.

A short initial conversation is normally enough to understand the issue and decide if and how we work together.

Discuss a project

An engagement may begin as a focused review, a defined opening or improvement project, or a period of embedded senior leadership.

Tell me what you are trying to build—or what is not working.

A short initial conversation is normally enough to understand the issue and decide if and how we work together.

Discuss a project

Diagnose

Establish what is actually happening, why it is happening and what the business needs.

Shape

Set a practical course of action, with clear priorities, responsibilities and commercial logic.

Deliver

Lead the work with the people who will operate it and remain accountable for moving it forward.