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The operating system for restaurant brands that want to scale without losing what made them work. The RANGE Framework, by Jon Peck, founder of RANGE Hospitality Advisory

Five steps, run in a fixed order. Each step hands its answer to the next, which is why a good fix in the wrong order still fails.

Book a call with Jon Start with Recognize

Thirty minutes on your schedule. You leave knowing where the problem is.

Jon Peck in a navy suit, standing in a brick-walled restaurant dining room during service

The framework in three numbers

  • 5StepsRecognize, Align, Narrow, Generate, Elevate.
  • 1Fixed orderEach step works from the answer the step before it hands on.
  • 2–3Core driversNarrow keeps the two or three levers that move the outcome. The rest get a date.

From The RANGE Framework, as published on RANGE Insights.

Each step hands it on.

Every step answers one question and hands the answer to the next. Skip one and the step after it works from a guess.

  1. Recognize what’s realWhat is wrong under the story the business tells about itself?Read step 1: Recognize
  2. Align execution to intentDoes everyone agree on the problem and on what done looks like?Read step 2: Align
  3. Narrow focus on core driversWhich two or three levers move the outcome, and what gets a no?Read step 3: Narrow
  4. Generate momentum through process improvementWhat system produces the result every shift, with nobody checking?Read step 4: Generate
  5. Elevate team capabilityWho runs it once the people who built it step back?Read step 5: Elevate

Why the order is fixed How the steps run in an engagement, on the RANGE site

Where would you start?

Pick the step you would start with. The result comes from RANGE’s published account of why the order is fixed, and every wrong start looks like progress while it runs.

Quoted from The RANGE Framework: How We Diagnose and Fix Multi-Unit Restaurant Operations, RANGE Insights.

The step you would start with

Pick a step to see what happens.

Pass. Start at Recognize: the order holds.

Recognize goes first because it is the only step that can catch the gap between what a business asks for and what it needs. A group asks for a training program when the need is decision rights nobody has defined. The order exists so no money is spent before you know what you are buying.

Fail. Start at Align: agreement on the wrong problem.

Leadership agrees, quickly and in writing, on the story the business arrived with, and every step after it inherits that story. Once it has been skipped, nothing downstream recovers it.

Fail. Start at Narrow: hard focus on the wrong lever.

Start at Narrow and you will focus hard on the wrong lever. The discipline of saying no to the rest only pays if the diagnosis underneath it is right, and without Recognize you are narrowing on the story the operator arrived with.

Fail. Start at Generate: a system nobody uses.

Start at Generate and you build systems for a problem leadership never agreed on, which is how an operation ends up with a beautiful prep system nobody uses because the constraint was the schedule.

Fail. Start at Elevate: training to a standard that isn’t there.

Start at Elevate and you develop people against standards that do not yet exist.

“Don’t fix your systems when you start growing. Fix them before.”

Jon Peck, founder, RANGE Hospitality Advisory

When the role above the GMs is the bottleneck.

The framework runs from inside that role. A fractional COO holds it on a set cadence: every unit read before anything changes, decision rights written down, two or three priorities worked in order, a weekly rhythm that doesn’t move, and a bench built to take the role back.

How it runs in the role Fractional COO at RANGE

To hire one, RANGE’s page sets out the role, the cadence and how an engagement starts.

Jon Peck, in a navy blazer, with three others under crystal chandeliers in a timber-beamed dining room

Fractional COOThe framework’s main application: the role above the GMs, held on a set cadence.

Reading, filed by step.

The newest from RANGE Insights and Built Not Born, each filed under the step it serves. Every link goes to the original.

All the writing

  • , Built Not Born, filed under The whole sequence

    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, filed under Step 2 · Align

    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.

Written down by the operator who ran it.

Jon Peck with the full Haywire opening team, chefs in whites, servers and leadership, gathered under crystal chandeliers in a timber-beamed dining room
Opening day at Haywire Memorial City, Houston.As Chief Operating Officer of FB Society, Jon Peck opened three Haywires in twelve months.

I spent twenty years in restaurant operations, in the roles that own a number: General Manager, Regional Director, Vice President of Operations, and Chief Operating Officer of two Dallas restaurant groups, FB Society and Vandelay Hospitality Group.

I started RANGE Hospitality Advisory to do the same job from the outside: find the two or three things holding the business back and fix them alongside the team. The RANGE Framework is the order that work runs in, from the first read of the numbers to the day the managers run the system on their own. This site is where it is written down.

Jon PeckFounder, RANGE Hospitality Advisory · Dallas–Fort Worth

Jon Peck’s full bio About this site

  • 20+years operating
  • $100M+annual P&L owned
  • 8brands built and scaled
  • FounderRANGE Hospitality Advisory
  • Chief Operating OfficerFB Society: Haywire, The Ranch at Las Colinas, Ida Claire, Son of a Butcher
  • Chief Operating OfficerVandelay Hospitality Group, $17M to $75M in three years
  • Six yearsDel Frisco’s Restaurant Group
  • Eight yearsDarden’s Seasons 52

As published on rangehospitalityadvisory.com.

Thirty minutes, starting at Recognize.

A first call with Jon Peck is thirty minutes on your schedule. Bring last period’s P&L and the problem you think you have; the call starts where the framework does.

Book a call with Jon Who is Jon Peck?

Opens RANGE Hospitality Advisory’s booking page.