The work behind the room. By someone who's done it.
Back of House was built by an operator who spent over a decade inside the trade — running services, building teams, holding the numbers, and learning the hard way what actually works.
Why this practice exists.
Every independent operator we know reaches the same wall. The venue is doing real revenue. The brand is working. The team is mostly holding together. And the founder is exhausted — not from the room, but from everything underneath it. Rosters. Cashflow. Ordering. The reports they don't quite trust. The numbers they don't quite have time to read.
The traditional answer is to hire an ops manager. The honest answer is that most independent venues can't justify the salary, can't define the role clearly enough, and can't find someone senior enough to make the calls that actually matter.
Back of House exists for that exact gap. A senior operator, working alongside the founder, on the parts of the business that hold everything else up — at a fraction of the cost of a full-time hire, and without the structural commitment.
The background.
[This is the section to make specifically yours — replace this placeholder with your real story.]
Over a decade in hospitality. Front of house, back of house, ground floor to ownership group. Time inside [venue types — wine bars, restaurants, music venues, hotels — whichever apply]. Roles ranging from [floor work, management, operations, ownership — pick what's real].
The specific experience. Built [reporting systems / opened venues / managed groups / restructured teams — whichever applies]. Held P&Ls. Run services where everything went right, and services where it didn't. Hired well, fired badly, and learned the difference.
What it taught me. That the difference between venues that last and venues that don't isn't usually the food or the room. It's whether someone is holding the structural picture — and whether the founder has time and energy left to do anything beyond the next service.
Who I work with.
Founders running independent venues with strong identity and growing operational weight. Wine bars. Cafes. Restaurants. Music venues. Cocktail rooms. Small hotel groups. The kind of operators who care about culture as much as commerce, and who've outgrown running everything from instinct.
Usually it's someone at the second-venue stage — running on instinct, hitting a structural ceiling, aware that something has to change before it breaks. Sometimes it's an established single-venue founder who wants to extract themselves without losing what makes the place work. Occasionally it's a small group that's grown ahead of its operational layer.
What every client shares: they take hospitality seriously as a craft, and they're ready to bring rigour to the parts of the business that haven't had any.
How I work.
One-to-one. A small number of operators at any time. Mostly remote — weekly working sessions on Zoom, async support throughout the week, custom tools built specifically for the venue. In-person when the work calls for it, not as a default.
The relationship feels closer to a senior partner than a contractor. We're in the work together. The aim isn't to sell you more — it's to do the work well enough that the venue runs differently six months from now.
If at some point a full-time hire makes more sense than continuing the Partnership, I'll be the one telling you. That's part of the deal.