Some professionals come to us with a specific opportunity already in front of them.
Others know they're ready for change but don't want to publicly enter the market.
And some are evaluating partnership, ownership, equity, or a transition involving other members of their leadership team.
Depending on the engagement, our advisory work may include:
• Confidential market exploration
• Professional positioning and value translation
• Opportunity evaluation and vetting
• Leadership and organizational assessment
• Compensation and economic evaluation
• Partnership, ownership, and equity considerations
• Transition strategy and timing
• Communication and relationship considerations
• Advisory support during negotiations and decision-making
The objective isn't to move you somewhere. It's to help you make the right decision about where—and whether—you should move at all.
Restaurant executives don't operate in a generic corporate environment.
Leadership decisions are shaped by restaurant economics, labor realities, operating complexity, ownership structures, growth expectations, brand performance, and the personalities behind the organization.
Eric Faber brings decades of restaurant and hospitality experience spanning operations, consulting, concept development, financial performance, multi-unit environments, foodservice systems, and industry advisory work.
That experience allows us to evaluate opportunities through an operator's lens—not simply a career-development lens.
We understand what a title may actually require.
We understand what an ownership opportunity can expose you to.
We understand why a seemingly attractive organization may not be the right fit.
And we understand that sometimes the best professional advice is:
Don't take the opportunity.
The objective is not movement. It's making the right move.