This Restaurant is the classic example of a company that works well but aims to improve revenues, production and managing methods.
Together with the property, we have selected the kitchen personnel and created a method for the staff to bear growing workflows without losing quality and, most important, without a Chef leading the brigade.
According to the format we developed, the menu changes every week with several new dishes, always consistent with the philosophy of the restaurant: respect of the seasonal ingredients and extreme freshness of the raw materials.
I create new courses, in agreement with the property, and then I explain their preparation to the brigade.

Together with Fantini Club we codified two different formats (one of them created from the start) and inserted them in a company already active and succesful.
With Mediterraneo Self Service we reached the aim of a “fast food restaurant” offering high quality dishes, with few people able to preparing great amount of food.
For Calamare Restaurant, on the other hand, we created a cooking philosophy committed to the HQ (High Quality) brand. 
The 3-years-project studied with Fantini Club stated goals to be reached as a step every single year and started with a consulting approach: we selected 2 chefs and their crews, we analysed the customer’s needs and the competitors in order to evaluate the company placing, we chose partners and suppliers and controlled food cost and labour cost.

The most important hotel chain in San Marino Republic includes, besides 4-star hotels with their kitchens, 3 restaurants (each one with its own format), a Cafè providing few courses, a Medical Slimming Clinic with healthy and low-calories cuisine.
Besides all these identities, the restaurant in a hotel does not provide only “full board” basis, but needs to optimize the breakfast service and other aspects (not less important) such as home-made biscuits as a welcome gift for guests.  
All these Tutte queste situations, being part of a group, must live together in harmony even if they are organized separately and they have their own peculiar aspects.
Creating a supervision method was challenging but necessary to keep under control costs, commissions and workflows. These activities were developed with, besides the property and the manager, in cooperation with well known hotellerie Italian consultants.

In this case I had to deal with a company not run directly by the owner; for this reason I took care of the recruitment and the creation of a new kitchen style, to lift the company up again after a key element of the staff left the organization in a deep crisis.

The transition from one generation to the next one is a critical phase in a company life.
I started cooperating with Tangaroa Beach with the purpose of supporting this transition in a short period of time.
We created a new kitchen style, young, fast and suitable for a beach restaurant, courses for a complete menu and I flanked the property and the staff in the new opening.

Making a seasonal company work well and improving revenue is not easy because you need to materialize in a few months the preparation work made in advance.
Doing this in a company where different catering units (take-away, restaurant and pizzeria) must work together with their specific features and needs, is even more difficult!
For all these reasons, Larry’s requested a careful organization but it was a great success to cooperate with this company and making it profitable in only 2 years of activity.