Three-day program
The Handoff
Three days in a working store, so the manager you hired can actually run yours without you.
Most owners don't have a manager problem.
They have a handoff problem. The manager is capable — nobody ever showed them what an owner actually needs, so every decision routes back through you. You answer, because answering takes ninety seconds. And ninety seconds at a time, you end up back inside the business you hired somebody to run.
You can't fix that with a policy. The manager has to see a store that already runs that way, work in it, and leave with the routine written down.
The program
What it is
Your GM comes to our store for three days and works it. Not a classroom, not a slide deck — a real store on real shifts, with the manager who runs it. She came out of a 24-hour concept with sixty-five employees and eleven managers under her, and she runs ours to a perfect brand inspection without calling me.
I sit in on the parts that are about you: what your manager should decide alone, what should reach you, and what the two of you do every week so problems surface while they're still small.
The three days
Day one
The floor
Working a real peak. Where a manager stands and what they never touch — the ones who get pulled onto a station are the reason their store falls apart on their day off. Opening and closing routines that hold when nobody is watching, and what clean looks like during a rush rather than after one.
Day two
The numbers
A real inventory count, start to finish. Where food cost actually leaks and how to tell theft from portioning from waste nobody logged. Building a schedule against a forecast instead of against last week. Reading a P&L without flinching, and knowing which line to go after first.
Day three
The handoff
The part nobody teaches. What your manager decides alone, what comes to you, the spending limit, and the weekly review that replaces the texts. Then the standard: how a store gets to a perfect inspection and stays there when the owner isn't in the building.
What they leave with
- A written decision line — what your GM owns, and the short list that reaches you
- A weekly operating rhythm, on the calendar, with the numbers it runs on
- Their own inventory and scheduling routine, practised rather than described
- An inspection walk they can run on themselves every week
- A thirty-day plan for your store — and a call with me at day thirty to work it
Who it's for
A fit
- You own one to three stores and want to open more
- You just hired a GM, or you're about to
- You're still working shifts and you know that's the problem
Not a fit
- You haven't opened yet — do your franchisor's training first, then call me
- You want to hand off a store you've never systemised yourself
- The manager doesn't actually want the job
What it costs
$6,500
Per manager, for the three days. That's a founding rate while I build this out and it goes up once there's a waiting list. Travel and lodging are on you — the whole value is being in the store, so there's no remote version.
Straight talk
This is brand-agnostic. It's general QSR operating discipline plus the systems I built for my own store. It teaches no franchisor's proprietary material — not yours, and not mine.
It is not a substitute for your franchisor's training program. That one is required and this one doesn't replace it. This is what happens after, in the part nobody covers.
Three days can install systems and a standard. It cannot install judgment. If you send someone who forwards every decision and has never developed anybody, you'll get a tidier version of the same person — which is why I'd rather talk about the hire first.
I've done this once, with one manager, in one store. The systems are real and they work. The sample size is one, and you should weigh it accordingly.
Tell me about your store.
How many locations, where you are on hiring, and what pulls you back in. If this isn't the right thing for you I'll say so.