Frequently asked questions

We begin by speaking with the owner, managers and employees about their experience of the operation. We then analyse relevant data and observe workflows, resource use, equipment, the menu, purchasing, staff rotas and procedures. When relevant, we work in the restaurant on its busiest days to see what actually happens under pressure.

When you work in the same operation every day, it is easy to develop tunnel vision. We therefore bring a fresh perspective and consider the restaurant as a whole. Among other things, we look at where queues occur, whether employees are standing idle or have too much to do, whether the manager has the overview they need, and whether resources are positioned where they are most useful.

We always try first to optimise the people, equipment and framework already in place. Often, only a few changes are needed to shorten waiting times, create a calmer operation and improve the finances.

At one fast-food restaurant, guests regularly experienced waiting times of 40–50 minutes. A hotplate costing approximately DKK 3,000, together with clear laminated recipes and allergen lists, made it possible to keep sauces and potatoes warm, prevent sauces from burning and give every employee access to the information they needed. The waiting time then disappeared. The owner was so pleased that we later helped reopen their next location and develop the concept with them.

A restaurant consultant helps turn day-to-day operational challenges into practical improvements. We look at areas including queues, waiting times, unnecessary movement, idle time, responsibilities, management oversight, procedures, staffing, the menu, product usage and equipment.

The job is not simply to write a report. We also help implement the changes, train employees and follow up until the solution works in practice. The aim is to place resources where they create the greatest value. See our work with operations optimisation.

We usually begin with a free, no-obligation meeting online or at the location. We discuss the challenges you are experiencing and clarify which areas need closer examination. We then describe the scope, objectives, responsibilities and price of the assignment.

During the process, we work closely with the owner, management and employees. When the assignment ends, we make sure that procedures, lists and responsibilities sit with the right people. Many clients subsequently retain us as an ongoing sounding board. Contact Gastroplan for an initial discussion.

No. We help restaurants, cafés, hotels and other businesses both on site and remotely, depending on the assignment. Analysis, financial work, menu development, documentation and advice can often be combined with online meetings.

Assignments that require observation of the practical operation are best carried out on site. For each enquiry, we clarify geography, travel time, availability and the most efficient way of working before agreeing a start date.

Wherever possible, we agree in advance which results will be measured. The relevant key performance indicators depend on the assignment, but may include payroll percentage, working hours, revenue per labour hour, product usage, contribution margin, food waste, average transaction value, waiting time and the number of guests the restaurant can serve.

In supplier negotiations, the results can often be seen directly in prices and terms. This type of assignment may therefore also be offered on a no cure, no pay basis. However, we do not look only at the lowest price. Reliability of supply, quality and service also have financial value.

Results can also be felt in the working day. Employees gain a better overview, tasks no longer pile up, and the manager finds that the operation is easier to control.

It may be when the figures are in the red, when there are more setbacks than successes, or when employees seem confused and tired. Another clear sign is that tasks keep piling up without anyone feeling that they are getting on top of them.

There is no need to wait until the situation has become serious. Many people contact us because they need a sounding board who can challenge current working methods and help create a clearer overview.

We always begin with a free, no-obligation meeting, either online or at the restaurant. We discuss the challenges the owner is experiencing and assess which of them we can help address.

The price depends on the size, complexity and duration of the assignment. Menu and kitchen work is the area where we offer fixed package prices, because these assignments are easier to define in advance.

Most other assignments are priced only after we have jointly defined the work and the desired result. This applies, for example, to major operational changes, reopenings, longer implementation projects and assignments in which we form part of the management team.

We therefore begin with a free meeting. Here, we clarify the challenges, what we will deliver and how the result can be assessed. This gives the client a clear basis before the work begins.

Our current menu and kitchen packages are available under Menu, kitchen & profitability.

Yes. When the result can be measured clearly, we are always willing to be challenged. Supplier negotiation is a good example because the saving can be documented directly through prices and purchasing agreements. In such cases, we can work on a no cure, no pay basis.

Other assignments require a different model. If, for example, we develop procedures, train management or implement a new menu, the value consists of both financial results and released resources.

We therefore agree the payment model according to the assignment. What matters is that both parties understand what will be delivered and how we will determine whether the work has been effective.

Before we complete an engagement, we make sure that procedures, recipes, lists and other material are placed with the relevant employees and managers. It must be clear who is responsible for what, so the changes do not disappear when we leave.

We hand over both the material and the practical knowledge required to use it. We then say thank you for this time — and often see each other again soon.

Many clients subsequently choose to use us as an ongoing sounding board. We can therefore both carry out a defined project and continue as an external resource that follows progress and challenges the status quo.

An experienced owner can certainly run a restaurant without a consultant. However, we would argue that everyone can benefit from a qualified sounding board and someone who is willing to challenge the status quo.

Experience provides substantial knowledge, but it can also make certain working methods so familiar that they are no longer questioned. We do not come in to replace the owner's experience or tell them how to run the restaurant.

We bring a fresh perspective, ask the questions that can easily be lost in a busy working day, and help turn experience into clear procedures and measurable improvements.

When the work produces measurable improvements, the value can exceed the fee. The result will always depend on the restaurant's starting point, the nature of the assignment and its ability to sustain the improvements.

The value should therefore not be assessed only against the consultant's price. It is also important to consider the cost of continuing with an operation that uses too many labour hours, has unnecessary waste, lacks structure or does not exploit the restaurant's sales potential.

Wherever possible, we agree what should improve, how it will be measured and who is responsible for sustaining it. Our aim is not to make the restaurant dependent on us. It is to create a stronger business that management and employees can continue to run themselves.

Confidentiality forms part of Gastroplan's standard terms and conditions. Both we and the client must treat non-public information about the other party's business as confidential. This includes financial key figures, supplier agreements, purchase prices, staff information, recipes, production methods, concepts, strategies and business plans.

Necessary information may be shared with employees, subcontractors, advisers or other partners when required for the assignment and when they are subject to appropriate confidentiality obligations. Confidentiality normally continues for five years after the final delivery. Trade secrets remain protected for as long as they have not lawfully entered the public domain.

The best procedures are developed with the employees who will use them. We therefore often work in the restaurant on its busiest days and observe where workflows begin to break down.

Based on those observations, we prepare an initial proposal. We then involve the employees, test the procedure in the real operation and adjust it until it works in practice.

Many employees ask for clear procedures they can rely on. This means they do not constantly need to ask a manager or interrupt a colleague. We also help managers sustain the procedures. When the same points are followed and repeated, the procedure gradually becomes a natural routine.

We often begin by asking why a task is carried out in a particular way. A surprising number of workflows exist only because they have always been done that way.

At one restaurant, a drain channel behind the bar did not slope towards the drain. The bartender therefore spent about 15 minutes every day pushing liquid in the right direction. With an hourly wage of DKK 220 and 355 trading days, this represented approximately DKK 19,525 a year in wasted time.

When we presented the calculation to management, a plumber was booked the following week. It was one of several adjustments that meant the bartender could, in many situations, finish their shift before the dishwasher. Small daily tasks can become expensive when repeated throughout an entire year.

Yes, but first we need to understand the workflows and place resources where they create value. The aim is not simply to remove employees. It is to prevent the restaurant from paying for resources that are not being used effectively.

At one restaurant, we implemented a series of changes, including QR ordering. Overall, staffing could be reduced by approximately one third in the kitchen and three quarters among waiting staff.

Employees were still present, and guests who did not wish to use the QR code could order at the bar. Printed menus were also available. Some guests did not understand the system immediately, so we simply explained that they did not have to use it. Efficiency improvements must work for both guests and employees.

Typical signs include persistent queues, long waiting times, stressed or tired employees, substantial overtime, high waste and a manager who is constantly interrupted. Tasks may feel endless even when there appear to be enough employees at work.

Other signs can be found in the figures: a falling contribution margin, high payroll percentage, fluctuating food cost or low revenue per labour hour. Combining data with observations shows where an intervention is likely to have the greatest effect.

We examine the entire journey from order to service and look for interruptions in the flow, misplaced resources and equipment that limits capacity. The solution may be a revised division of work, clearer production routines, better mise en place or a modest investment.

At one fast-food restaurant, waiting times were often 40–50 minutes. A hotplate costing approximately DKK 3,000 made it possible to keep sauces and potatoes warm. The waiting time disappeared, and the sauces no longer burned. See the case study about kitchen flow and food cost.

Yes. We can review portion sizes, calculations, waste, purchase prices, supplier terms and whether the products being purchased actually suit the production. Some improvements require only clearer recipes or better quantity control.

The lowest purchase price is not automatically the best solution. Quality, reliability of supply and service must form part of the assessment. See also Menu, kitchen & profitability.

No. We work with the data and systems that are already available. These may include the POS system, staff rota, invoices, stock counts, accounting figures or manual lists. A lack of reporting is not an obstacle, although it may be an area we recommend structuring.

We only consider new systems if they solve a specific need. Technology should provide a better overview, save time or improve the guest experience — not become another task for employees.

Some changes can be felt immediately, while others require training, new routines or a longer measurement period. A simple change to equipment or the allocation of roles can improve the flow during the very next busy service.

Financial effects should be measured over a period long enough to account for seasonality, revenue and variations in guest numbers. We therefore agree both quick operational targets and relevant financial targets.

It requires access to relevant information, time for brief clarifications and a willingness to test changes. Management must be visible during implementation because employees quickly notice if a new procedure is not being followed up.

We make the work as practical as possible and involve the team, but responsibility for sustaining the solution must remain within the business. This is essential if the improvement is to continue after our involvement ends.

The price depends on the size of the restaurant, the available data, the number of areas involved and the need for on-site observation. We begin with a free initial discussion and then describe the scope, objectives, deliverables and price of the assignment.

We try to link the work to measurable improvements. For one restaurant group, our work on purchasing, staff rotas and workflows created annual savings of more than DKK 500,000.

A restaurant concept is the overall idea that connects the target audience, location, menu, price level, service, interior, capacity and finances. The concept must be clear to the guest while also working in day-to-day operations.

A good idea is not enough if the kitchen cannot deliver it, employees cannot explain it or the finances do not add up. We help make the concept operational. Read more about concept and execution.

Menu development concerns the specific range of dishes, recipes, calculations and production. Concept development covers the broader context: who the restaurant is for, what it should be known for, how guests encounter it and how it makes money.

The menu is central, but it is only one part of the implementation. The concept, service, communication, equipment and workflows must support the same promise to the guest.

Yes. For a new restaurant, we help build a realistic foundation before opening. In an existing restaurant, the assignment may be to sharpen the direction, simplify an unclear offering or adapt the concept to a new target audience and economic reality.

We always begin with what already works. A relaunch does not have to mean replacing everything. Clearer priorities are often more valuable than total transformation.

The location affects the target audience, price level, opening hours, capacity, takeaway, visibility and guests' reasons for visiting. The concept should therefore be developed around the opportunities and limitations the location actually presents.

Among other things, we assess local demand, competition, access, footfall and the physical premises. Also read our insight into restaurant location and local demand.

Yes. We can bring the concept, menu, kitchen flow, staffing, service and implementation together in one plan. For refurbishments, we work as required with architects, suppliers and tradespeople so that the physical choices suit the operation that will need to function afterwards.

For larger construction and layout assignments, we connect the work with project management for kitchens and restaurants.

Yes. The guest experience is created by the entire journey, not just the food. We therefore consider kitchen capacity, menu complexity, style of service, ordering, upselling, table flow and employees' ability to explain the concept.

The kitchen and front of house must be designed to work together. A concept does not function if one part creates more work than the other can handle.

Yes. You do not need a finished concept before contacting us. We help investigate the idea's target audience, location, menu, price level, capacity, operation and financial assumptions.

The owner needs to be able to describe the ambition, financial framework and most important wishes. Our role is to ask the questions that make the idea concrete and show which elements should be investigated or tested before you invest further.

The most important assumptions can be tested on a smaller scale through, for example, a pop-up, street-food operation, limited menu, soft opening or defined sales experiment. The purpose is to investigate demand, pricing, production and guests' understanding before committing to a major investment.

Read our guide to testing a restaurant concept through street food.

Yes. We do not stop at a presentation or concept proposal. Depending on the assignment, we help with the menu, recipes, calculations, procedures, service, training, opening and follow-up.

In the Motley case study, the concept, menu and workflows were developed as one coherent solution. It is essential that employees can deliver the idea when the doors open.

Missing licences and inadequate food safety management can create serious problems. Another classic mistake is believing that you can handle every task yourself.

A restaurant owner quickly becomes caretaker, dishwasher, buyer, manager and plumber all at once. These are many different responsibilities, and if the owner does not delegate them, the operation can quickly lose structure and oversight.

We help allocate responsibility, create procedures and ensure that the right people perform the right tasks. The owner does not necessarily need to do less, but their time should be spent in the areas where it creates the greatest value.

We can help after fire, water damage, operational shutdown, a sudden shortage of key personnel, reopening after a closure or other events that threaten day-to-day operations. The first task is to establish an overview, set priorities and stabilise the most important functions.

The response is adapted to the incident. Read more about urgent help and support.

We respond to urgent enquiries as quickly as possible and no later than within 24 hours. An initial assessment can often begin sooner, depending on when the enquiry is received and which skills the situation requires.

This commitment concerns our first response and initial assessment. It is not a general promise of an on-site visit or a completed solution within 24 hours. We then agree the next actions based on the incident, geography and our current availability.

When an on-site presence is necessary and practically possible, we attend. Some assignments can also begin remotely while transport, access, insurance or suppliers are being clarified.

When you contact us, we assess what must happen first, who needs to be on site and which tasks the business can begin immediately. The possibility of attendance depends on the situation, geography and our current availability.

We establish a shared picture of the situation: what has happened, what can continue, what must stop and which decisions are urgent. We then allocate responsibility and prioritise actions that protect people, operations, documentation and the possibility of reopening.

Once the first phase is under control, we prepare a realistic plan for the next hours and days.

A restaurant can lose valuable time if the extent of the damage, documentation and temporary solutions are not clarified. The insurer, damage-control company, tradespeople, suppliers and restaurant need to work from the same information.

We help structure the information and practical requirements, but do not replace decisions made by the insurer or other authorised professionals.

Yes. We can help with temporary workflows, the menu, production, equipment, staffing, a reopening plan and coordination of practical tasks. The focus is to resume safe operations as quickly as the situation allows.

In the specific kitchen-fire case study, the restaurant returned to full service the following day after approval from the insurer. This is a specific case result, not a general time commitment.

Yes. We first assess which functions are critical and whether the menu, opening hours, allocation of work or service model need to be adjusted temporarily. The aim is to protect employees while maintaining an operation that still delivers a responsible guest experience.

If the challenge is longer term, we can combine the urgent response with recruitment and organisation.

Urgent assistance is charged at the following rates.

On ordinary weekdays, Monday to Friday, excluding Danish public holidays:

At weekends and on Danish public holidays:

The weekend period runs from Friday at 22:00 until Monday at 08:00. A Danish public holiday is charged as a weekend day. Weekend and public-holiday rates take precedence over weekday rates, and only one rate applies to the same period. The rate is determined by the time at which the work or travel time is actually performed.

All amounts exclude VAT. The minimum charge is three hours. Work begins only after the assignment and price have been confirmed with the client. Transport, travel time, expenses and third-party services are handled under the specific agreement and Gastroplan's terms and conditions.

Briefly explain what happened, when it happened and how the incident affects operations. Include the restaurant's opening hours and any forthcoming services, reservations, deliveries or events that may be affected. This helps us assess how much time is available and which tasks must be prioritised.

Also tell us whether the insurer, damage-control company, tradespeople, suppliers or authorities have already been contacted. You do not need to have every answer ready; the purpose of the first conversation is precisely to create an overview.

Once the situation is stable, we assess what is required to return to normal operations. This may include new procedures, follow-up on staffing, adjustments to the menu or equipment, food-safety management or a reopening plan.

We hand over responsibilities and documents to the relevant people. If the business wishes, we can remain as a sounding board until the new day-to-day operation works.

Yes. We examine both the immediate staffing requirement and the reason it arose. Some restaurants genuinely need more employees; others have workflows, rotas or roles that create a greater staffing need than necessary.

We can help with organisation, role profiles, recruitment processes, onboarding and management support. Read more about recruitment and organisation.

We can help define the requirement, prepare the role profile, structure the selection process and assess candidates' practical fit. Whether we manage the entire search or support selected parts of the process is agreed for the individual assignment.

The aim is not merely to fill a vacancy, but to find someone who suits the concept, pace, responsibility and organisation they will join.

We begin with the tasks and decisions that actually need to be handled in day-to-day operations. The role is described through responsibilities, working hours, competencies, working relationships, success criteria and authority.

A clear role profile makes it easier to attract the right candidates and prevents conflict after appointment. It also reveals when a business is trying to combine too many different functions in one role.

Yes, some restaurants can operate without a traditional full-time head chef. However, the restaurant cannot dispense with the tasks and responsibilities normally held by the head chef.

We can assess whether the current team can distribute the duties, whether a sous-chef can assume more responsibility or whether an external solution is more suitable. Clear responsibility is still required for rotas, ordering, food-safety management, recipes, quality, training, product usage and daily management.

One option is for Gastroplan to act as external head chef. This may be a permanent arrangement, a temporary solution or a transition while the organisation is strengthened or a permanent employee is found. The decisive point is not the form of employment, but that the tasks are completed and someone retains the full overview.

Yes. One of our practical competencies is to work directly within the business as an external head chef or restaurant manager. We can therefore both advise and assume responsibility for agreed management tasks in day-to-day operations.

The assignment may include rotas, ordering, product usage, quality, procedures, employee training, coordination and follow-up. The arrangement can be permanent, transitional or used while a permanent employee is found. Responsibility, authority, attendance and time commitment are agreed clearly before the engagement begins.

We examine roles, responsibilities, competencies, working hours, collaboration and whether staffing matches the restaurant's actual workload. We also assess where the manager spends their time and which tasks lack a clear owner.

The outcome is a practical picture of what should be trained, moved, recruited or organised differently — not a judgement of employees as people.

We gather the most important expectations, procedures, service principles, product knowledge and work tasks into a clear process. The new employee should know what they need to learn, who will follow up and when they are expected to work independently.

Good onboarding reduces questions, mistakes and early resignations. It also makes training less dependent on whoever happens to be working that shift.

The price depends on the role, the recruitment requirement and how much of the process Gastroplan is to manage. An engagement may include needs analysis, a role profile, job description, search structure, candidate assessment, interviews and onboarding planning.

After an initial clarification, we state exactly which elements are included, who is responsible for the candidate search and selection, and how the fee is calculated. Any special recruitment or success fees are agreed in writing before the process begins.

Yes. We work on the manager's overview, prioritisation, delegation, follow-up and use of procedures. Training is connected to specific operational situations rather than detached theory.

An important part is helping the manager place responsibility correctly. The owner or manager should not become caretaker, dishwasher and universal problem-solver for every task.

Retention depends on clear roles, realistic rotas, proper training, useful procedures and managers who follow up. Employees quickly become tired when tasks accumulate without a clear endpoint or responsibility changes from shift to shift.

We therefore examine both the working environment and practical organisation. Recruitment does not solve the problem if the same operation causes new employees to leave again.

Branding is the overall impression guests form before, during and after their visit. The name, visual identity, tone, menu, images, service and actual experience should tell the same story.

We work with branding that can be delivered in reality, not merely look attractive in a presentation. Read more about branding and communication.

The concept describes what the restaurant is, who it is for and how it operates. Branding makes the concept recognisable and understandable through language, design, imagery and communication.

The two areas must be aligned. If the branding promises an exclusive experience while the service, product or physical setting communicates something different, the guest's expectation is broken.

We translate the brand promise into specific actions: how employees welcome guests, explain the menu, recommend products and handle complaints. We also assess whether the kitchen, pace and staffing can deliver the experience promised by the communication.

Branding is strongest when guests encounter the same direction in a social-media post, the menu and the actual visit.

We can help with direction, the brief and the relationship between the restaurant's concept and visual expression. If the assignment requires specialist design or production, we agree in advance how it will be handled, who is responsible, and which deliverables and third-party costs are included.

Before investing in a new logo, we assess whether the real challenge is the visual identity or whether the positioning, product and communication first need to be clarified.

Yes. The menu should make the choice easier, create appetite and support the restaurant's finances. We can work on dish names and descriptions, order, categories, visual priorities and placement.

We use sales figures, popularity and contribution margin to identify dishes the restaurant would benefit from selling more often. These can be highlighted through placement, wording and relevant recommendations without making the menu confusing or less credible. The menu must also be clear about contents, prices and allergens.

It may include positioning, target audience, key messages, tone of voice, menu communication, visual direction and a plan for how guests encounter the brand in practice. The exact content depends on the restaurant's starting point and objectives.

If specialist design, photography, production, publishing or press work is required, we describe separately how it will be handled and which partners may be involved. The client therefore receives a clear proposal before work begins.

Yes. We can translate the brand direction into menus, service principles, the guest journey, employee training, messages and practical workflows. The goal is for guests to meet the same restaurant in its communication and the actual experience.

The production or ongoing publication of content depends on the agreed assignment and available partners. Responsibility, deliverables and any external costs are established before implementation begins.

No. Many restaurants already have valuable characteristics that simply need to be used more consistently. We assess what guests recognise, what creates value and where the communication has become unclear.

Sharper positioning, better images or clearer menu copy may be more effective than replacing the name and identity.

The effect can be assessed through direct traffic, reservations, conversion, mentions, repeat visits, average transaction value and sales of the products prioritised in the communication. Guest questions and reviews can also show whether the concept is understood.

We agree the objectives before the initiative. Branding should not be judged only by reach and likes when the business objective is more relevant guests and stronger sales.

The price depends on whether the assignment concerns a short strategic clarification, a new brand foundation, menu communication, launch or implementation. Design, photography, production and external specialists may affect the budget.

After a free initial meeting, we describe the assignment, deliverables, any partners and price so it can be prioritised realistically.

We assess dishes against both guest demand and the restaurant's operation and finances. This includes sales data, popularity, contribution margin, portion sizes, shared ingredients, waste, production time and pressure on the kitchen.

A popular dish with weak economics does not necessarily need to be removed. The recipe, portion size, price or production method may be improved. Conversely, a profitable dish may need a better description or position on the menu to sell more. The aim is to make decisions on documented evidence rather than instinct alone.

Yes. Menu and kitchen work is the area in which we offer fixed-price packages. CORE contains the essential foundation, with further requirements selected through Credits and add-ons. This makes it easier to assemble an engagement without paying for elements you do not need.

Current prices and the precise specification are shown under CORE, Credits and packages.

We check recipes, portion sizes, calculations, purchase prices, waste and the relationship between sales and product usage. Visible, clear recipes make it easier for everyone to produce consistently and identify discrepancies.

We can also review and negotiate with suppliers on prices, terms, range and reliability of supply. The lowest price is not always the best overall solution if quality, stability or service deteriorates.

In the Grisen case study, we rewrote the restaurant's own recipes so quantities and allergen information were clear and easy to access. A simple solution can be laminated sheets positioned where employees actually use them.

No, but a focused menu is often easier to produce, teach and manage financially. Each dish should be assessed by demand, contribution margin, shared ingredients, production time and its value to the concept.

Some dishes should be improved, others repositioned or explained better, and some removed. The decision should be based on data and the reality of the kitchen, not instinct alone.

We can prepare several practical manuals so the kitchen and front of house work from the same information:

• A recipe or production manual describes ingredients, quantities, method, yield, preparation, storage and allergens.
• A plating manual shows how a dish is portioned and presented, including photographs, quantities, placement and finishing garnish.
• A service manual gives front-of-house employees the necessary knowledge about dishes, flavours, ingredients, allergens, drinks pairing, service and relevant upselling opportunities.
• Production and control lists show what must be prepared, who is responsible and how it is followed up.

The manuals are adapted to the restaurant's operation and trained with the employees who will use them.

Yes, when the menu is developed around both the guest experience and the restaurant's reality. A dish must not only taste good; it must also be produced consistently, sold at the right price and work during busy service.

We consider raw-material prices, portion sizes, contribution margin, food waste, preparation time, equipment, employee skills and upselling opportunities.

The aim is not necessarily a larger or more advanced menu. A shorter, clearer menu is often more profitable, easier to learn and simpler to deliver at a consistent quality.

The menu is central, but the document itself is only a small part of successful implementation.

Dishes must be tested, costs calculated, recipes rewritten clearly and allergens documented. Suppliers, order lists, stock, equipment, workstations and production must support the menu.

Both kitchen and front-of-house employees must then be trained. We test the menu in live operations and adjust it when dishes take too long, create unnecessary waste or are difficult to sell. A menu is not complete until the entire restaurant can make it work.

Good upselling is not about mechanically asking, “Would you like dessert?” It is about timing, product knowledge and making the choice specific and appealing.

For example, a waiter might say, “When do you think there will be room for a delicious rhubarb cheesecake?” This creates an image for the guest and a very different conversation from a question that can simply be answered with no.

We train employees to recommend specific dishes, drinks, accompaniments and combinations. They should know the products and be able to explain why a particular wine, dessert or side suits the guest's order. Upselling works best when it feels like good service.

Yes. Menu optimisation does not have to mean replacing the entire menu. We can analyse sales, calculations, portion sizes, production time, waste and kitchen capacity, then improve the elements that cause problems.

Some dishes may remain unchanged, while others receive an adjusted recipe, price, position or description. The aim is to protect the dishes and characteristics guests already value while making the menu easier to produce and manage financially.

The timescale depends on the number of dishes, the quality of existing documentation, testing needs, suppliers and the extent of implementation. A defined analysis can be completed quickly, while a full menu with training and launch requires more time.

Before starting, we agree deliverables, decision points and the timetable. This ensures both kitchen and management know when their input is required.

We help translate the concept and operation into requirements for the layout, kitchen, bar, storage, dishwashing, equipment and employee flow. We can coordinate decisions between the owner, advisers, suppliers and trades.

The focus is that the completed restaurant works day to day, not merely that it looks right on a drawing. Read more about project management for kitchens and restaurants.

No. We are not a contractor and do not perform work that requires statutory authorisation. We represent the operational perspective and assist with requirements, choices, coordination and follow-up, while the relevant advisers, tradespeople and suppliers perform their specialist work.

This role can prevent practical operational requirements from being overlooked between design, construction and installation.

As early as possible. Changes are cheaper on a drawing than after drains, ventilation, electricity, gas and fixed fittings have been installed. Early involvement allows flows, capacity and equipment to be tested against the menu and expected turnover.

We can also join later and help set priorities, but the available options often become fewer as the project advances.

We follow the movement of raw materials, employees, service and dishwashing through the premises. We look for crossing traffic, long distances, insufficient workspace, poorly positioned storage and equipment, and areas that become overloaded during service.

The layout is always assessed against the actual menu, staffing and capacity. There is no universally good standard kitchen independent of the operation.

Yes. We assess need, capacity, use, cleaning, servicing, installation and total cost. We try to avoid both under-capacity and equipment that looks attractive but is rarely used.

For larger purchases, we gather and compare relevant information, but final technical installations must be approved and carried out by the appropriate professionals.

Equipment is a good investment when it creates a documented saving, improves profitability, quality or capacity, or releases employees for other tasks.

A thermal blender, for example, is highly useful. The employee can weigh the ingredients, select the correct setting and continue with other work until the machine signals completion. It can be used for bearnaise, soups, crème anglaise and ice-cream base without an employee monitoring it throughout.

When replacing existing equipment, we consider total cost. An old gas range should not be compared only with the purchase price of a new one. Energy use, gas, repairs, servicing, downtime, heat load, working environment, capacity, installation and expected lifespan should all be included.

Conversely, equipment is a poor investment if it neither creates freedom nor improves the finances. An espresso machine can be expensive and unnecessary if the restaurant is not serious about coffee. Proper procedures, training, a good product and real sales are required. If the coffee does not sell, the machine is irrelevant, however good it may be.

Yes. We help distinguish between essential functions, profitable investments and wishes that can wait. The budget should include equipment, installation, advice, regulatory requirements, training, opening and a realistic contingency.

Priorities are linked to the concept's turnover and operation. This creates a stronger basis for decisions than choosing every element in isolation.

We can help create an overview, structure and coordination around relevant licences, food-safety management and operational requirements. Formal approvals are made by the authorities, and matters requiring authorisation are handled by the appropriate professionals.

It is important to begin early. Missing licences or inadequate food-safety management can delay opening and create unnecessary risk.

We clarify the restaurant's operational requirements and follow up so that decisions in one discipline do not create problems in another. This may involve the interaction between equipment, power, ventilation, water, drainage, ergonomics and service flow.

We do not replace the individual specialists. We connect their deliverables around the restaurant that must function after handover.

Price and timetable depend on the project's size, phase, complexity, number of suppliers and the extent of Gastroplan's responsibility. A limited layout review is very different from project management through to a full opening.

After the first free clarification, we describe the assignment, milestones, responsibilities, meetings and price. Major changes are agreed before they are carried out.

The concept is ready only when it operates reliably, can be documented and can be delivered by people other than the founder. Finances, menu, quality, workflows, staffing and guest experience must be repeatable.

A popular restaurant is not automatically a scalable system. We help assess the difference. Read more about franchising and scaling.

We examine turnover, contribution margin, food cost, payroll percentage, capacity, investment per location and how sensitive the finances are to changes in sales and costs. The figures must show whether a new unit can operate under realistic conditions.

We also assess the menu, production, suppliers, staffing, training, equipment, quality control and dependence on key people. The purpose is to identify the processes that must be documented, tested or improved before the concept is repeated.

The most important elements are the core guest experience and the processes that protect quality, safety and finances. These may include recipes, portions, purchasing, equipment, service, food-safety management, opening, closing, cleaning and reporting.

Standardisation does not mean everything must be rigid. It means that the critical elements are clear, so local teams know what they may adapt.

An operations manual brings together the standards and procedures that make a concept repeatable. Standard operating procedures describe specific tasks, responsibilities, sequences and quality requirements, so employees are not dependent on verbal handover.

The best manuals are developed from live operations, tested with employees and updated when experience from new locations reveals a better working method.

Not necessarily. Core products, quality and recognition of the concept should remain stable, while seasonality, the local market, kitchen size and supplier conditions may justify variation.

We define what is compulsory, what is optional and how new dishes are approved. This protects both the brand and local relevance.

Training must be consistent, practical and connected to clear competence objectives. We can establish onboarding, trainer roles, service principles, production tests and follow-up so that a new employee encounters the same foundation at every location.

Documentation alone is not enough. Managers must be able to observe the work and give specific feedback against the standard.

Critical production principles and equipment requirements should be standardised, but premises are rarely identical. We therefore use minimum requirements, capacity levels and approved alternatives rather than one drawing copied uncritically.

The layout must still support the menu, employee flow, safety and expected turnover at the individual location.

Consistent quality requires clear standards, training, measurement and regular follow-up. We connect recipes and procedures with checks that can be performed day to day, such as taste, temperature, portion, waiting time and guest feedback.

Deviations must lead to learning and action. Control without support does not create a strong group.

Yes. A pilot or a new location opened at a controlled pace can reveal problems in the menu, training, suppliers, reporting and opening process before they are repeated in many places.

The pilot should have clear objectives and a plan for which findings will change manuals and standards. A test creates value only when the organisation uses the results.

The price depends on the concept's maturity, the number of processes, existing documentation, the need for testing and the extent of implementation. A maturity assessment is smaller than a complete engagement with an operations manual, training and opening support.

We begin with a free clarification and then describe the phases, deliverables, responsibilities and price. The aim is to solve the most important risks before the business invests in repeating them.