Most companies don't need more strategy. They need someone who can run the place.
Seven Narrow is a problem-solving practice. The work begins where the owner is overloaded, the team is improvising, and the next hire isn't obvious. Thirty years of operating experience across hospitality, food and beverage, real estate, and people operations means most of what's broken has been broken before, somewhere else.
Engagements are bounded. Twelve months is typical. The work ends one of two ways: with a permanent replacement recruited, trained, and seated; or with the business itself transitioned through sale, succession, or wind-down.
Property operations, owner-operator structures, tenant and vendor management, and the practical work of running real assets through ownership transitions.
Hotels, inns, and member-driven destinations. Front of house, housekeeping, revenue management, and the back-of-house systems that make guest experience possible.
Restaurants, tasting rooms, banquets, and multi-unit F&B operations. Menu economics, labor models, service standards, and the operational seams between kitchen and floor.
California employment practice, performance frameworks, and the documentation, training, and manager coaching that keep small companies out of avoidable trouble.
Engagements start with a clear-eyed read of what's actually broken and a recommendation. Not a slide deck, not a roadmap to nowhere. Owners get a position, then we go to work.
This is operating work, not advisory. That means writing the SOP, sitting in the staff meeting, fixing the schedule, and being accountable for whether it lands.
Engagements end one of two ways: with a permanent replacement recruited and seated, or with the business itself disposed of through sale, succession, or wind-down. Twelve months is typical.