Work

The structure and the numbers behind the call

Two representative cases. In the first, a family-owned restaurant was handling the same issue three different ways because nothing was written down. In the second, a boutique owner wanted the real staffing cost of a second location before signing the lease. Different problems, one approach: get the structure and the numbers in front of the decision before it turns expensive.

Family-owned restaurant

Three managers, three versions of the rule

The same situation gets handled a different way depending on who's working that night. I need one way we do this.
THE RESULT
1

written standard, replacing three versions of the same rule

What the work looked like

The restaurant had no written handbook and no set process for corrective action. When something went wrong, how it got handled came down to which manager was on shift, so the same issue might end in a quiet word one night and a write-up the next. The inconsistency was wearing on the staff and leaving the owner exposed.

I wrote one handbook and a single corrective-action process, built so the managers would actually use it: the same steps, the same form every time, and a clear point where anything serious comes to the owner. Within a couple of months, the same situation was handled the same way no matter who was on the floor, and the owner was no longer pulled in to settle every disagreement.

Retail boutique

Before signing the second lease

The owner had found a space for a second location and was ready to sign, but she wasn't sure if the payroll for two storefronts would leave enough room under the new revenue. She wanted the real numbers before she committed.

I modeled the staffing the second store would actually need against its projected hours and sales, showing where the current team could flex versus where she would need to hire. The true monthly payroll was on the table before the lease was signed, so the decision to move forward was made on the math instead of a hopeful guess.

The result
$9K

in true monthly payroll for the second store, mapped before the lease was signed

The LSPT difference

Most consulting looks at a business from only one side. An HR consultant updates the handbook, while a numbers person analyzes the staffing math. But the real problem usually sits right between the two. A one-sided perspective points an owner toward the wrong solution and the unnecessary spending that comes with it.

I look at operations and HR together, so I read them as one. Before an owner spends the money, I test the people decision against what the numbers actually show. Often, when the obvious answer feels like a raise or a new hire, the real driver turns out to be something else entirely.

You can see it in both cases. The restaurant didn't need to offer a raise; they needed a clear, written process. The boutique didn't need to make another hire; they needed a sustainable staffing model. It is the same read every time: looking at the people side and the operations side together, before the decision is made.

Bring a decision like this