Project Type: Restaurant Expansion, Operational Systems, and Leadership Development Programs

Operation: Road Show

The Challenge

As a globally recognized hospitality and entertainment brand prepared for rapid expansion, it faced a critical challenge — its existing infrastructure wasn’t built to scale.
Despite its strong identity, loyal fan base, and global recognition for music-infused dining and culture, the company lacked the development systems, operational consistency, and leadership depth needed to support international growth.

Without standardized processes or training programs, each location functioned independently, creating inconsistencies in service delivery and guest experience across markets — limiting the brand’s ability to expand effectively while protecting its core identity.

Our Approach

The consulting team partnered with the global leadership to design and implement a scalable operational framework that could support ambitious multi-market expansion goals.
The engagement focused on three key areas:

1. Development Planning
Created a strategic roadmap for sustainable global growth, aligning operations, leadership development, and brand standards across departments and regions.

2. Operational Systems
Developed a comprehensive, replicable operational system — a “Global Playbook” — that ensured every location could deliver the same high-energy, consistent guest experience, regardless of geography.3. Leadership & Training Programs
Designed and implemented global leadership training programs to strengthen management capability, reinforce brand culture, and maintain operational excellence during rapid expansion.

The Results

Through these initiatives, the brand successfully transformed its operational foundation and executed one of the most recognizable hospitality expansions of the last several decades.

• Scaled from a small network of flagship restaurants to over 200 locations worldwide
  
• Expanded into casinos, hotels, resorts, concert venues, and branded retail ventures
  
• Achieved substantial revenue growth and enhanced brand valuation, ultimately attracting a major acquisition
  

Established scalable systems and leadership frameworks that became best practices across the global hospitality industry

The Takeaway

This partnership demonstrates the power of aligning operational systems, leadership development, and strategic execution to create scalable growth.
The transformation not only fueled international expansion but also solidified the brand’s place as an enduring global icon in the entertainment-driven hospitality sector.

Project Type: Operation Prime

Growth Platform Development, Systems & Process Design, Talent Acquisition, and Expansion Strategy

The Challenge

A leading national fine-dining steakhouse company sought to accelerate its growth but lacked scalable systems, structure, and leadership depth to expand efficiently. While the brand had a strong market presence and loyal guests, its existing framework limited its ability to open new locations or acquire complementary concepts without disrupting operations.

The company needed a clear, replicable platform for sustainable growth — one that could streamline operations, attract world-class talent, and support future acquisitions.

Our Approach

The International Restaurant & Hospitality Consulting  Group (IRHC Group) partnered with the client to create a comprehensive platform designed to enable rapid, sustainable expansion.

Our engagement focused on four key areas:

1. Talent Strategy: Leveraged IRHC Groups’ global network to identify and recruit world-class leadership and operational talent across the organization.
   
2. Systems & Processes: Designed and implemented standardized operational systems and best practices to drive consistency and performance across all locations.
   
3. Scalable Platform Development: Built a flexible, repeatable growth platform capable of supporting organic expansion and future brand acquisitions.
   

Integration Readiness: Created integration frameworks that ensured smooth onboarding and operational alignment for future acquired brands.

The Results

The transformation established a strong foundation for growth and positioned the company as a true national platform in the fine dining segment.

• Successfully developed and implemented a scalable operational platform for expansion.
  
• Created a leadership and talent pipeline to support long-term growth
  
• Enabled three strategic acquisitions within four years
  
• Seamlessly integrated three world-class brands under one national umbrella.
  

This platform has not only accelerated expansion but also enhanced the company’s valuation and positioned it as a leader in the fine-dining and luxury hospitality markets.

The Takeaway

This engagement demonstrates IRHC Group’s ability to engineer scalable growth systems that unite people, process, and performance — empowering hospitality brands to expand strategically and integrate seamlessly.

Client: Leading U.S.-Based Quick Service Restaurant Brand
Headquarters: USA
Industry: Quick Service Restaurant (QSR) — Italian-American Cuisine
Core Offering: New York–style Pizza, Pasta, and Stromboli
Project Duration: 10 Months
Region: India (Pan-India Focus with Tier 1 and Emerging Tier 2 City Expansion)

Project Background

A globally recognized quick-service pizza brand sought to revitalize and expand its presence in the Indian market. After several years of inconsistent brand positioning and operational inefficiencies, its franchise operations were underperforming — marked by low store profitability, weak consumer engagement, and diluted brand identity compared to its U.S. origins.

The consulting engagement was designed to rebuild operations, refresh the brand experience, and create a scalable growth framework for Tier 1 and select Tier 2 cities across India.

Objectives

• Audit and optimize operations to drive profitability and consistency
  
• Reposition the brand to match Indian consumer preferences while retaining its authentic New York heritage.
  
• Streamline the menu for efficiency and local relevance.
  
• Develop a long-term expansion and franchising roadmap.
  

Introduce measurable KPIs across all operational and marketing area.s

Project Scope & Implementation

Phase 1: Diagnostic & Market Assessment (Months 1–2)
Conducted detailed operational audits across major metros, benchmarked cost structures against top competitors, and analyzed consumer insights to identify gaps in pricing, perception, and product relevance.

Phase 2: Operational & Brand Revamp (Months 3–6)
Redesigned kitchen SOPs and staff workflows to improve speed and consistency. Streamlined the menu from over 50 to fewer than 30 SKUs, focusing on high-margin, high-demand items. Introduced localized favorites such as Paneer and Spicy Veg variants to increase regional appeal.
The refreshed brand identity emphasized its “Authentic New York Slice” positioning, supported by digital-first marketing and influencer engagement campaigns.Phase 3: Expansion & Franchise Enablement (Months 7–10)
Developed a three-year India expansion plan targeting 25 new outlets. Designed a robust franchise toolkit including training, operational manuals, and financial models. Secured partnerships with mall developers and national suppliers to strengthen supply chain efficiency and cost control.

Impact

The 10-month consulting engagement successfully transformed the India operations of this iconic New York–style pizza brand from an underperforming network to a scalable, profitable, and locally resonant business.
By merging operational rigor with cultural adaptation, the brand reestablished itself as a leading international QSR contender in India’s competitive pizza segment.

Brand: Sheraton Hotels & Resorts
Property: Sheraton Punta Gorda Harborside
Location: Punta Gorda, Florida, USA
Industry: Hospitality — Full-Service Hotel & Food & Beverage Operations
Core Offering: Coastal lodging, waterfront dining, and leisure amenities
Project Duration: 9 Months (Followed by Multi-Year Partnership)

Project Background

The Sheraton Punta Gorda Harborside, a flagship property on Florida’s Gulf Coast, faced declining F&B profitability and guest satisfaction in its signature Waterfront Restaurant and Tiki Bar operations. Despite its strong location and brand equity, the venues suffered from inconsistent service standards, outdated menus, and inefficient cost structures.

The consulting engagement was initiated to revitalize both outlets, realign them with Sheraton’s brand and service standards, and create a high-margin, destination-driven F&B model that appealed to both hotel guests and the local market.

Objectives

• Strengthen F&B profitability and overall revenue contribution.
• Elevate guest satisfaction and brand perception through service excellence.
• Introduce locally inspired menu innovation and beverage program.s
• Streamline kitchen, bar, and service operations to improve efficiency.
• Build sustainable training systems and leadership capability for long-term succes.s

Project Scope & Phases

Phase 1: Operational Audit & Market Insight (Months 1–2)
Conducted comprehensive audits of restaurant and bar operations, evaluating menu pricing, food cost, and service flow. Benchmarked performance against leading coastal competitors to identify opportunity gaps.

Phase 2: Concept Refresh & Menu Redevelopment (Months 3–5)
Redefined the Waterfront Restaurant as a “Coastal Modern Grill,” featuring fresh seafood, shareable dishes, and locally sourced ingredients. The Tiki Bar was repositioned as a high-energy sunset venue with craft cocktails and live music. Menu engineering reduced SKUs by 30% while improving contribution margins by 11%.

Phase 3: Operations & Service Transformation (Months 5–8)
Introduced new kitchen systems, recipe costing tools, and vendor consolidation. Developed the “Service in Motion” training program for bar and floor staff, emphasizing guest connection, upselling, and timing precision. Implemented real-time F&B dashboards to track performance KPIs.

Phase 4: Marketing & Community Integration (Months 8–9)
Launched “Sunset Sessions,” a weekly waterfront event series supported by social media campaigns. Built partnerships with local breweries, distilleries, and seafood suppliers to enhance authenticity and brand storytelling.

Results

• F&B revenue increased by 23% within six months
• Guest satisfaction (F&B Index) improved by 21%
• Food cost reduced by 7%, beverage cost by 5%
• Local market share grew by 18%
• Staff engagement and service audit scores improved by 26%

Long-Term Partnership & Impact

The success of the Punta Gorda turnaround evolved into a multi-year partnership, expanding into additional projects across Sheraton’s regional portfolio — including new outlet development, bar concept creation, and operational leadership training.

This ongoing collaboration continues to reinforce Sheraton’s commitment to culinary excellence and brand consistency, transforming F&B operations into profitable, guest-driven destinations

Client: Leading U.S.-Based Airline
Industry: Commercial Aviation — Premium Cabin Experience
Core Offering: Transcontinental and International Business-Class Service
Project Duration: 9 Months
Region: United States & Key International Routes

Project Background

A leading American airline, celebrated for its accessible pricing and guest-focused culture, sought to redefine its premium cabin offering to compete with international carriers known for high-end transcontinental and global service.

While recognized for innovation in comfort and service across economy travel, its premium product had become inconsistent — lacking cohesion in design, delivery, and brand storytelling. The consulting mandate was to elevate the airline’s signature business-class experience into a category-defining “Spice-Class” product — a blend of luxury, authenticity, and warmth aligned with the brand’s approachable spirit.

Objectives

• Reimagine the premium-class experience to meet and exceed global business-class benchmarks.
• Introduce curated Michelin-inspired culinary offerings, craft cocktails, and an elevated wine and beverage experience.
• Redefine service rituals and crew training to deliver “approachable sophistication.”
• Establish a unified sensory and design language to set the cabin apart from legacy competitors.
• Build a five-star hospitality training program for flight attendants and inflight service teams.
• Strengthen brand equity and perception through measurable guest satisfaction gains.

Project Scope & Implementation

Phase 1: Experience Audit & Benchmarking (Months 1–2)
Conducted a comprehensive audit of the existing premium product — from culinary and beverage service to cabin crew performance and service flow. Benchmarked against top-tier transatlantic and boutique carriers.

Phase 2: Guest Journey Redesign (Months 3–5)
Mapped the end-to-end passenger journey, from booking to arrival, to identify emotional drivers and friction points. Developed the “Modern Luxury at 35,000 Feet” framework, integrating personalization, comfort, and sensory storytelling.

Phase 3: Culinary & Beverage Innovation (Months 5–7)
Partnered with Michelin-caliber chefs and award-winning mixologists to curate a restaurant-grade inflight experience. Introduced seasonal tasting menus, locally inspired ingredients, and a globally influenced cocktail and wine program.

Phase 4: Training & Service Reimagination (Months 7–9)
Developed the “Service with Heart” program — an immersive, multi-tiered training experience combining hospitality psychology and behavioral design. Implemented digital training tools and live feedback systems for consistency and engagement.

Results

• Guest satisfaction scores for the premium service rose 32% within six months.
• Premium seat load factor increased 17%.
• Ticket yield improved 14% post-launch.
• The new culinary and cocktail programs became top social media engagement drivers.
• Featured by major travel and lifestyle outlets as a new benchmark in accessible luxury air travel.

Impact

The “Spice-Class” transformation repositioned the airline as a leader in democratized luxury travel, merging world-class hospitality with authenticity and approachability. The initiative strengthened the brand’s premium image, enhanced its market competitiveness, and became a blueprint for future global expansion — redefining how travelers experience American premium air travel.

Industry: Fine Dining — Premium Steakhouse Segment
Core Offering: Prime steaks, fine wines, and elevated dining experiences
Project Duration: 18 Months
Region: United States (National Implementation with Pilot Markets)

Project Background

An iconic American steakhouse brand, long celebrated for its sizzling prime cuts and timeless service style, faced the challenge of modernizing its identity and guest experience amid increasing competition from contemporary steakhouses and upscale casual dining concepts.

While revered for its heritage and consistency, the brand’s traditional aesthetic, dated training methods, and static menu limited its relevance to younger, experience-driven diners. The consulting engagement aimed to refresh the brand for the next generation — updating its visual identity, service delivery, and culinary program while preserving the legacy and authenticity that defined its success for decades.

Objectives

• Redefine the brand’s visual and experiential identity to align with modern luxury expectations.
• Develop a culinary direction focused on innovation, seasonality, and shareability.
• Introduce immersive training programs centered on hospitality storytelling and emotional engagement.
• Improve operational efficiency through standardized service systems.
  

Reaffirm the brand’s position as the leader in the fine dining steakhouse category.

Project Scope & Phases

Phase 1: Brand & Experience Audit (Months 1–3)
Conducted nationwide market research, site audits, and guest perception studies. Findings revealed strong loyalty among existing guests but low resonance with emerging demographics seeking fresher, more modern dining experiences.

Phase 2: Brand Refresh & Design Evolution (Months 3–6)
Developed a refined identity system featuring updated design language — from typography and color palette to interior ambiance — emphasizing craftsmanship, warmth, and understated sophistication. Created digital brand guidelines to ensure consistent implementation across all locations.

Phase 3: Culinary & Menu Innovation (Months 5–10)
Collaborated with culinary leadership to reimagine the menu, introducing chef-driven seasonal features, elevated small plates, and crafted cocktails while retaining signature offerings known for their sizzling presentation. Implemented menu engineering to balance innovation with profitability.

Phase 4: Training & Culture Reinvention (Months 10–18)
Launched a comprehensive “Serve with Sizzle” training platform — blending hospitality psychology, emotional intelligence, and performance-based leadership. Integrated digital learning tools, certification programs, and manager coaching to drive consistency and service excellence.

Results

• Guest satisfaction and repeat visits increased by 19%.
• New menu items generated 24% of total sales within three months.
• Average check rose by 12% through enhanced wine and cocktail pairing programs.
• Employee engagement improved by 22% following the implementation of the new training.

Positive social and digital brand sentiment increased by 35%.

Impact

This modernization initiative revitalized an American dining icon — preserving its legendary service culture while reimagining its aesthetic, culinary direction, and guest engagement model. The result was a brand reborn for a new generation of diners: sophisticated yet approachable, classic yet current, and positioned for sustainable growth in the fine-dining landscape.

Industry: Convenience Retail & Fuel Service
Core Offering: Fuel stations with integrated convenience retail and quick-service food programs
Project Duration: 10 Months, “Operation Go”
Region: North America

Project Background

A major North American fuel and convenience retailer was experiencing a steady decline in in-store sales and customer engagement, even as fuel volumes remained stable. Heightened competition from national convenience chains, inconsistent service standards, and lack of product differentiation led to eroding profitability and brand vitality.

The consulting engagement was launched to revitalize the convenience store concept — transforming it from a transactional model into a dynamic retail destination — through improved operations, salesmanship, and leadership development.

Objectives

• Increase same-store sales and average transaction value.
• Strengthen salesmanship and frontline engagement through structured training.
• Standardize operational procedures across corporate and franchise stores.
• Improve customer satisfaction and repeat visits.

Establish measurable KPIs and leadership accountability systems.

Project Scope & Phases

Phase 1: Diagnostic & Field Assessment (Months 1–2)
Conducted extensive store audits across multiple regions to assess product mix, service delivery, and merchandising execution. Identified key issues such as low suggestive selling, poor layout flow, and insufficient staff training.

Phase 2: Salesmanship & Service Training (Months 3–6)
Designed and implemented a national training initiative, “Fuel the Sale,” for over 1,200 associates and managers. Focused on suggestive selling, guest engagement, and transaction efficiency through interactive workshops and role-based simulations.

Phase 3: Operational Optimization (Months 5–8)
Streamlined operational SOPs across merchandising, food handling, and cash management. Introduced store performance dashboards and daily KPI tracking. Refined product assortments to emphasize high-margin grab-and-go items, coffee programs, and quick-service tie-ins.

Phase 4: Leadership & Performance Enablement (Months 8–10)
Developed a regional leadership coaching framework emphasizing accountability, recognition, and performance incentives. Established a top-store recognition program based on sales growth and service excellence.

Results

• Same-store sales increased by 11% within six months.
• Average transaction value rose by 9% through improved upselling.
• Customer satisfaction (NPS) improved by 18%.
• Operational compliance improved by 35%.

Staff turnover decreased by 14% following training and recognition initiatives.

Impact

This turnaround transformed the convenience retail network into a performance-driven, service-focused model — repositioning the brand as a category leader in fuel-based retailing. Through strong operational discipline, frontline empowerment, and consistent leadership development, the project delivered sustainable sales growth and a revitalized guest experience across all markets.

Client: Grizzly’s BBQ
Industry: Food & Beverage / Specialty Sauce
Services Provided: Marketing Strategy, Brand Development, Training & Operations, Product Bottling

Background

Grizzly’s BBQ is a 7-time award-winning national BBQ sauce company, renowned for its bold flavors and premium quality. The sauce is featured on local retail shelves and is being used on menus in 25 high-end restaurants nationwide. Despite these accolades, the company faced challenges in scaling operations, expanding distribution, and increasing brand visibility in a competitive market.

Grizzly’s BBQ partnered with International Restaurant & Hospitality Consulting Group (IRHC Group) to enhance marketing, operational systems, and product bottling processes.

Challenges

1. Brand Visibility & Marketing Strategy – While recognized within the BBQ community, Grizzly’s needed a strategic approach to expand awareness, attract new customers, and grow sales.
2. Operational Scaling & Training – The team required guidance on production workflows, maintaining consistency across batches, and operational efficiency.
3. Product Bottling & Distribution – Expanding into broader retail distribution required expertise in bottling partners, labeling, and compliance.

Marketing & Brand Development

• Developed a comprehensive marketing strategy targeting retail and restaurant markets.
• Refined brand messaging and packaging to reflect premium quality and award-winning reputation.
• Implemented social media campaigns and customer engagement initiatives to grow brand recognition nationwide.

Operational Support & Training

• Provided production training and workflow guidance to maintain consistent, high-quality product.
• Streamlined inventory management and order fulfillment to support scaling operations.

Product Bottling Guidance

• Identified and vetted bottling partners suitable for high-quality production.
• Guided labeling, packaging, and regulatory compliance for retail sales.

Established systems to track production and ensure quality, enabling expansion into more restaurants and retail outlets.

Results

• Expanded Retail & Restaurant Presence: Grizzly’s BBQ is now on local retail shelves and featured in 25 high-end restaurants nationwide.
• Increased Brand Awareness: Strategic marketing highlighted Grizzly’s 7-time award-winning status, growing consumer recognition and loyalty.
• Operational Excellence: Standardized processes improved efficiency and ensured consistent quality across all batches.

Revenue Growth: Scalable operations and expanded distribution positioned Grizzly’s for sustained growth and profitability.