The RANGE Framework, by Jon Peck, founder of RANGE Hospitality Advisory.Everything published on the framework, under the step it serves.
Jon Peck’s articles from RANGE Insights and the issues of Built Not Born, each filed under the step it serves, with a line on what you get from it. Every link goes to the original.
· Built Not Born
Every decision comes back to the one person who knows what it is for
Decisions climb to the top because the intent lives in one head, and this issue lays out the habits that hand it to the managers.
Every piece, by step.
Every RANGE Insights article and Built Not Born issue on the framework, filed under the step it serves. Articles open on rangehospitalityadvisory.com and issues on Substack.
The whole sequence
Pieces about the order itself: why five steps, and why they run in this sequence. The framework on one page
, Built Not Born
Why a good fix fails in the wrong order
A composite opening walks all five steps in order and shows why a sound fix collapses when it jumps ahead of the step it depends on.
, RANGE Insights
The RANGE Framework: How We Diagnose and Fix Multi-Unit Restaurant Operations
Read this first: it defines all five steps, gives a question that tests each one, and shows what breaks when the sequence gets shuffled.
Recognize what’s real
What is wrong under the story the business tells about itself? Step 1: Recognize
, RANGE Insights
Fast Growth Copies Everything, Including the Mistake
New units inherit every defect you have not found, so time how long your group takes to spot and fix one before the next lease.
, RANGE Insights
The Opening Isn’t the Verdict. The Year Is.
Treat the first months as evidence gathering, with a one-page shift log, extra senior help on the line, and a year before anyone grades the unit.
, RANGE Insights
How to Choose a Restaurant Consultant (and When You Need One)
Hire outside help that investigates before it prescribes, and use the fee comparison, the walk-away signs and five pointed questions to test anyone you interview.
, RANGE Insights
A Full Room Is Not a Business
Steady crowds can hide a losing operation for years, and five weekend checks on numbers you already produce will show where the margin goes.
Align execution to intent
Does everyone agree on the problem and on what done looks like? Step 2: Align
, Built Not Born
Every decision comes back to the one person who knows what it is for
Decisions climb to the top because the intent lives in one head, and this issue lays out the habits that hand it to the managers.
, RANGE Insights
Managers Own What You Have Said Out Loud
Traces one manager’s resignation through six months of leader habits and shows ownership follows clear asks, prompt decisions and bad news that is safe to bring.
, RANGE Insights
The Only Part of the Concept With No Spec
An unwritten concept gives ground in every compromise; this shows what a working brand document contains, including the refusals, and four tests of whether yours holds.
Narrow focus on core drivers
Which two or three levers move the outcome, and what gets a no? Step 3: Narrow
, RANGE Insights
Restaurant Prime Cost: The One Number That Decides Whether You Can Scale
Track food and labor as one percentage, read it weekly by unit, and prove it holds without heroics before you open the next one.
Generate momentum through process improvement
What system produces the result every shift, with nobody checking? Step 4: Generate
, RANGE Insights
Yesterday’s Guest Is Live Intelligence, Not Paperwork
A short pre-service read of yesterday’s misses, open recoveries and today’s guests, with an owner on each, keeps the next shift from starting blind.
, RANGE Insights
You Can Grind to Five. You Have to Build to Twenty.
Growth breaks near five, ten and twenty units; here is what must be running before each break, starting with the nearly free pieces.
, RANGE Insights
How to Cut Restaurant Labor Cost Without Cutting Service
Trimming hours by instinct buys one pay period; this lays out a volume-based staffing model a new manager can run, and where wasted hours hide.
Elevate team capability
Who runs it once the people who built it step back? Step 5: Elevate
, RANGE Insights
The Best Site Will Take Your Best Operator
Check the bench before a premium lease: name the site’s operator, the person who backfills their store, and the senior time the opening will need.
, RANGE Insights
Why Restaurant Managers Fail, and How to Build a Bench That Doesn’t
Shows why a strong hourly performer struggles once promoted, then gives four readiness skills to check first and a one-page plan for ninety days.
Fractional COO
The framework run from inside the role above the GMs. How it runs in the role
, RANGE Insights
The First Ninety Days of a Fractional COO in a Restaurant Group
The term unfolds in order here, from written decision rights and a first week with no fixes to four signs worth checking at day ninety.
, RANGE Insights
Fractional COO vs. Full-Time COO: Which Does Your Restaurant Group Need?
Weigh a part-time operating chief against a permanent one by stage, risk and cost, then check the three conditions a full-time hire needs in place.
“The order exists so no money is spent before you know what you are buying.”