Few restaurant groups have the history, scale, or success of Chicago-based Lettuce Entertain You Enterprises, which dates back to 1971 and counts more than 80 restaurants spanning over 40 concepts. Perhaps that’s why the company gets requests asking for advice on how to run a restaurant. So many requests, in fact, the company spun off a consultancy division about 25 years ago.
As part of that division, LEYE executives provide guidance on menu and concept development, cuisine, growth opportunities and scaling, to restaurant chains, branded hotels, grocery stores, sports stadiums, and family restaurants.
“We were constantly receiving inquiries from people looking for guidance from Lettuce when it came to concept creation, training, systems, and a culture of genuine hospitality and we recognized we could tap into our vast expertise to fulfill this need, while creating another area of opportunity within our organization,” said Kevin Brown, CEO of Lettuce Entertain You Restaurants.
In the past 25 years, however, and in particular the last three years, the industry has evolved, and Lettuce consultants started getting more requests beyond their traditional scope of food and beverage. So, in December, the division expanded the team – which is led by Brown, Kevin Reynolds, president of Lettuce Fly and executive partner, and executive partner Gerard Centioli, and Kevin Kosiewicz, director of strategy and operations – and refreshed the business.
“As Lettuce has evolved and grown, consulting has too,” Brown said. “We’re proud to now be working more on strategic development with larger clients.”
With this refresh, the roster of clients has become more diverse and now includes developers and hospitality training professionals, for instance. The impetus behind the evolution was Covid, and the confluence of pressures that have manifested since – from supply chain and labor shortages to construction and permitting delays.
“Post-Covid, we are finding that companies are more willing to invest in an expert, as the risk for success is becoming more difficult than ever,” Reynolds said. “In addition to all of the pressures in the current market, the willingness to make this investment has created an opportunity for consultants. We decided to explore more enterprise clients that have the ability to scale and may need our expertise to do so. We found the notion of hospitality can apply beyond the food and beverage industry.”
That said, the process for leveraging this consultancy has remained the same. Once the Lettuce team receives an inquiry, it ensures the client is a good fit and then facilitates an exploratory call. The team then proposes a diagnostic review of their current business to evaluate potential areas of need, and then shares findings with the client. If the client is looking for something on a larger scale or a new development, the team puts together a proposal and presents it. Typically, the team consults with companies across the country and outside of the Lettuce family. However, if the company is a fit, there could be an opportunity to discuss licensing an existing Lettuce brand or creating a brand for the client.
“Or, we may turn it over to our business development team to look at the possibility of a leasing agreement,” Reynolds said.
A consulting project could take anywhere from a week to years, depending on the scope and number of experts needed. The services most requested also range.
“If the concept already exists, they are usually looking for systems that improve profitability and culture. If it’s not yet operating, they’re looking for assistance with new concept creation,” Reynolds said. “The tight labor market and technology are two things our clients need assistance with. In light of rising wages, finding efficiencies is of the utmost importance.”
Post-pandemic, more organizations are also looking for formal leadership training to manage the challenging labor market. Lettuce consulting provides such training, creates training manuals and ensures systems are future proofed.
“Customers want their training and development to ‘stick’ and are looking at the longevity of Lettuce and its culture to implement similar systems within their own organizations,” Reynolds said. “It all starts with the systems and committing to them.”
Lettuce’s consulting division contributes revenue to the company, but Brown said the ultimate goal is to create cohesive partnerships and provide the team with more opportunities to grow.
“We have 75-plus partners with expertise in operating in all aspects of a business. We see it as an opportunity in the marketplace and feel we can grow this business, which will help grow Lettuce,” Brown said. “Our goal is to consult with the companies that want to grow. As we continue to scale, we might like to create new partnerships if we are aligned. Historically, Lettuce isn’t a company that buys other companies. We’ve always been rooted in partnerships.”
Contact Alicia Kelso at [email protected]
