The work behind the title.

1. 01

   Scaling from two venues to 13

   Context

   Thirteen years inside an independent Bristol hospitality group as it grew to around 250 people and approximately £10 million in turnover.

   My role

   Built and led operational and people structures across multiple brands; supported General Managers and Heads of Department; developed policies, systems, payroll processes, recruitment and onboarding; and translated founder-led ideas into deliverable plans.

   What this demonstrates

   The ability to create structure around growth while protecting the individual character of different businesses.

2. 02

   More than eight openings

   Context

   New venues with overlapping build, supplier, recruitment, training, technology, compliance and launch deadlines.

   My role

   Supplier selection, menu and design input, programming tills and booking systems, recruitment and onboarding, training plans, SOPs, risk assessments and operational readiness through to opening night.

   What this demonstrates

   Calm project leadership, practical problem-solving and an understanding that the final plan must survive contact with deliveries, trades and the first live service.

3. 03

   Leading through difficult change

   Context

   Periods of financial pressure, downsizing, venue closure, TUPE, redundancy consultation and challenging employee-relations matters.

   My role

   Helped leaders make and communicate difficult decisions, built the processes and documentation around them and supported managers and employees through uncertainty.

   What this demonstrates

   Commercial realism without losing fairness, humanity or the responsibility to follow a sound process.

As genuine fractional-client projects are completed, this page will develop into approved case studies with verified outcomes. Until then, career evidence is far stronger than fictional precision.