Opening a restaurant or bar?
Let’s test the concept, numbers, team, systems and opening plan before the doors open and the pressure is on.
Start a conversation Restaurant & bar consultancy · UK
There’s work
to be done.
For Good People,
By Good People.
Practical, hands-on support for independent restaurants, bars and growing hospitality groups across the UK.
00 / What I do
Clear thinking.
Better hospitality.
Stronger business.
I work alongside founders, owners and operators to understand what is really happening in the business, fix what is getting in the way and give the team the confidence to move forward—from a new opening to a growing multi-site operation.
Explore the sprintsWho I help / When it matters
When an experienced pair of hands matters.
Busy, but not profitable?
We’ll get underneath the numbers and find where margin is being lost—across pricing, purchasing, labour, waste, spend per head and daily controls.
Moving from one site to several?
Put simple, practical systems around good people, so the business can grow without losing the energy and hospitality that made it special.
01—06 / Focused interventions
The sprints.
Defined pieces of work. Clear outcomes. Built around the pressure points that matter most.
01
Opening Readiness Review.
Open with confidence. Stress-test the operation, close the gaps and get every detail ready for day one.
02
Menu & Commercial Performance Review
Turn your menu into a stronger commercial tool through better pricing, a smarter sales mix and clearer margin decisions.
03
Spend Per Head Growth
Find natural, guest-friendly ways to grow revenue while making the experience better, not more transactional.
04
Operational Efficiency Sprint
Streamline. Optimise.Improve performance.
Simplify the way the operation works. Reduce waste, remove friction and give the team more consistency.
05
GX Sprint
Hospitality not service.Experience over technical.
Create the kind of warm, frictionless experience that makes guests want to spend, return and recommend you.
06
Profit Accelerator Sprint
More fromwhat you’ve got.
Find where profit is being lost, focus on the changes that matter and build stronger habits around process, pricing and performance.
What you are buying
Enough detail to choose. Enough flexibility to solve the right problem.
The sprints are focused pieces of work, not off-the-shelf workshops. Choose the pressure point that feels closest and we’ll shape the scope around what is actually happening in your business.
01Opening Readiness Review
A good fit if
You are approaching launch, taking on a new site or worried that important details are being missed.
We’ll look at
- Opening critical path and ownership
- Team, training and service readiness
- Operational systems and commercial assumptions
You leave with
Explore this service A clear, prioritised plan for the work that must happen before day one.
02Menu & Commercial Performance Review
A good fit if
The menu has grown without enough commercial challenge, or you cannot clearly see what is driving cash margin.
We’ll look at
- Sales mix, pricing and contribution
- Menu structure and guest decision-making
- Food and drink cost, waste and operational complexity
You leave with
Explore this service Practical menu decisions that balance guest appeal, operational reality and profit.
03Spend Per Head Growth
A good fit if
The business is busy, but each guest occasion is not delivering the value it should.
We’ll look at
- The guest journey and moments that influence spend
- Menu, drinks and sales behaviours
- Training that feels like hospitality, not hard selling
You leave with
Explore this service A guest-friendly plan to grow spend while improving the experience.
04Operational Efficiency Sprint
A good fit if
Too much depends on firefighting, individual knowledge or processes that have become harder than they need to be.
We’ll look at
- Service flow, routines and accountability
- Labour deployment, waste and avoidable friction
- Simple systems the team will actually use
You leave with
Explore this service A calmer, clearer operation with practical priorities for implementation.
05GX Sprint
A good fit if
The steps of service are in place, but the guest experience lacks warmth, confidence or consistency.
We’ll look at
- The difference between service and hospitality
- Guest friction, team confidence and judgement
- Behaviours that support spend, return visits and referrals
You leave with
Explore this service A more human guest experience that the team understands and can deliver consistently.
06Profit Accelerator Sprint
A good fit if
Revenue looks healthy, but profit is not following—or you know there is more value in the business than the numbers show.
We’ll look at
- Gross profit, purchasing and margin control
- Labour, pricing and spend-per-head levers
- The few changes most likely to improve cash margin
You leave with
Explore this service A focused commercial plan built around the profit opportunities that matter most.
How it works
Talk. Get underneath it. Move forward.
Start with the problem
A straightforward conversation about the business, the pressure and what a useful outcome would look like.
See the real operation
I get close to the numbers, the people and the way the business actually works—not just the version written in a report.
Make change practical
We agree the priorities, work with the team and leave a clear route forward that can survive a busy service.
Ongoing / Fractional support
Senior hospitality leadership, without another full-time hire.
Sometimes the problem is bigger than a sprint. You may be opening several sites, building the next layer of management, working through change or simply need an experienced operator beside you for longer.
A fractional relationship gives founders and leadership teams regular access to senior operational and commercial support—close enough to understand the business, but flexible enough to match what it needs.
Not every problem is best served by a quick intervention. Some need a longer view, consistent check-ins and enough structure for new ways of working to take hold. My aim is to leave a useful legacy: stronger habits, more confident managers and an approach that continues to work long after my involvement ends.
- Regular leadership support and an independent sounding board
- Commercial and operational performance reviews
- Coaching for managers and clearer accountability
- Support through growth, change or a gap between senior hires
About / Angus Pride
Twenty years in hospitality. Still sleeves up.
I’m a people-focused operator who has spent more than 20 years building teams, growing businesses and creating places people want to come back to. I still love the energy of a busy service, the detail that goes into getting it right and the people who make hospitality happen.
I’m commercially minded and comfortable with P&L, labour, margin and KPIs, but I’ve always believed the strongest results start with looking after your people and your guests properly. That is the thinking I bring to every project.
Selected experience
Built in the trade.
Selected brands I’ve led, operated or helped develop.
Selected results / Operator experience
Real work. Measurable results.
+15%gross margin improvement at THG, alongside a 50% reduction in stock holding
~40%revenue growth while leading transformation at Gaucho Manchester
2×revenue growth at Peru Perdu, from £400k to £800k between year one and year three
Results achieved in operational leadership roles. Every business starts from a different place, with a different problem to solve.
Case study / Peru PerduFrom six-month residency to a five-year Manchester restaurant.Read the case study ↗Selected coverage / Industry experience
In the trade.
In the conversation.
I’ve spent my career in hospitality, building and improving businesses from the inside. That work—and my perspective on the people, pressures and possibilities shaping our industry—has been featured by national and regional publications.
The IndependentExpert commentary on bar service and hospitalityRead coverage ↗Taste of ManchesterRestaurant consultancy and the Dog & Partridge transformationRead coverage ↗About ManchesterHospitality experience, Gaucho and Living VenturesRead coverage ↗Select InteriorsDocumented restaurant consultancy projectView project ↗
Useful answers
A few straightforward answers.
What does a restaurant consultant do?
A good restaurant consultant brings experienced, independent thinking to a particular challenge—whether that is a new opening, menu profitability, labour and process, guest experience, revenue growth or a wider turnaround. My work is practical, focused and carried out with your team, not handed over as a report for somebody else to decipher.
Do you work with bars as well as restaurants?
Yes. I work with restaurants, bars, food-led pubs, hotels and multi-site hospitality businesses. That can include opening preparation, drinks-menu performance, purchasing and stock control, service flow, labour, training and spend-per-head growth.
Can you help with a new restaurant or bar opening?
Yes. The Opening Readiness Review tests the operation before launch: the critical path, systems, recruitment, training, service readiness, menu and commercial assumptions, and the gaps most likely to cause trouble when the doors open.
Where do you work?
I’m based in Manchester and work with hospitality businesses across the UK. We’ll use the right balance of on-site and remote support for the project and the problem we are solving.
Have a problem worth solving?
There’s work
to be done.
For Good People, By Good People.
Start a conversation