If you do something over and over again, even if you like it, you’ll eventually hate it. That’s why I love running my business so much.

I can work on one thing on Monday and a different project on Tuesday. I switch it up, choosing projects based on what I want, so it never gets old.

monday one thing, tuesday another — that's the whole appeal tbh

Bistro & Café Launch

Overview Launching a bistro-café from an empty space to an operating business in three months — contractors, equipment, systems, team and menu, all running in parallel.

My Role I managed every area of the launch except finance and legal. That meant holding the whole picture: what depended on what, what had to happen first, and what would break if it slipped.

The Challenge A launch is the hardest kind of project because nothing exists yet. There's no process to improve, no team to ask, no precedent for how things should work — and a fixed opening date that everything has to converge on. Three months is a tight window for that, with multiple contractors and suppliers each working to their own timeline and none of them seeing the others.

My Approach I mapped the full sequence first — what had to be finished before the next thing could start — then worked backwards from the opening date.

I coordinated the contractors finishing the space and managed all equipment orders for the kitchen, bar and dining area. I sourced service providers, set up the contracts and managed the ongoing orders. I created the menu and recipes, costed and priced them, and trained the kitchen staff. I hired the service team, trained them, and wrote the protocols they worked to. I installed and customised the ordering software, learned it, and trained everyone on it.

I also documented the opening, closing, stock and kitchen procedures before we opened. That wasn't in the original brief — but everything was living in conversations and in my head, which works for a week and then falls apart the first time someone's away.

Outcome Delivered the launch in three months and opened on the planned date. Built and trained a team of 8 for a 60-seat venue. Kitchen, bar and floor could all operate without me from opening day — which was the whole point of the procedures and internal processes I created.