The problem
The concept had a fixed opening window, but the work was distributed across owners, contractors, vendors, regulators, software providers, managers, and a new team. Readiness could not be judged by construction progress alone. The restaurant also needed an operating model that could handle high volume after opening.
My responsibility
I coordinated the launch program and built the operating system. My scope included licensing, vendor readiness, menu and pricing, POS and reservations, staffing, training, scheduling, payroll, safety documentation, soft opening, and the move into full service.
What I did
- Mapped the workstreams, owners, dependencies, readiness gates, and escalation points around the opening date.
- Recruited and trained approximately 60 employees and established manager routines before launch.
- Implemented Toast and Sling and connected them to menu, labor, scheduling, and service workflows.
- Used soft-opening feedback to find bottlenecks before full-volume service.
- Reduced the operating menu from 45 items to 12 and simplified cocktail production from approximately two minutes to 30 seconds.
Three decisions that shaped the launch
Manage readiness, not activity
A workstream was not complete because someone was busy or a task was started. It was complete when the next team could use the output.
Reduce complexity before opening
The menu and bar workflow were simplified before the team faced peak volume, which reduced training burden and service variability.
Use the soft opening as a test
Feedback was converted into specific corrections rather than treated as a ceremonial preview.
Result
The restaurant generated $165,000 in its first 14 days and served up to 600 covers in a night. The team entered full service with a simpler menu, faster bar workflow, operating procedures, safety documentation, scheduling controls, and trained managers.
- $165,000
- Revenue in the first 14 days
- 60
- Employees recruited and trained
- Up to 600
- Nightly covers
- 45 to 12
- Operating menu reduction
Evidence and limits
Licensing records, financial statements, employee records, vendor agreements, and private operating documents are not published.