How a Banyule Café Built a Stronger Business

Published 13 August 2026

Every café owner wants the same fundamental things: a profitable business, a strong reputation, a capable team and enough freedom that the business doesn't consume every waking hour.

But achieving that balance isn't easy.

The owner of an established Banyule café engaged me as a hospitality consultant to review profitability, staffing, systems, workflow and day-to-day owner involvement.

The café already had a loyal local following. The opportunity was to make a good business more profitable, efficient and less dependent on its owner.

Starting With the Numbers

One of the first areas I addressed as part of the consulting engagement was the food and beverage offering.

We went through menu structure, individual product performance, recipe costing, cost of goods, selling prices and gross profit margins.

I introduced more structured recipe costing and margin tracking, giving the owner greater visibility over what individual menu items were contributing to the business.

From there, we reworked elements of the food and beverage offering to achieve a better balance between quality, customer value, operational efficiency and profitability.

The aim was to understand where the business was making money, where margin was being lost and what could realistically be improved—not simply to raise prices.

Building a Stronger Team and Operating Structure

Staffing was another major component of the consulting work.

I reviewed the structure of the team, employment documentation, position descriptions, responsibilities and the way staff were being utilised across different periods of trade.

We introduced greater cross-training between roles, allowing the team to operate more flexibly during peak periods and helping the owner align rostering with the actual requirements of the business.

We also worked on training across leadership, coffee consistency and customer service.

The goal was to create greater accountability within the team while reducing the number of operational issues that automatically landed back with the owner.

Reducing the Business's Reliance on Its Owner

This was one of the most important objectives of the engagement.

Like many hospitality owners, the client was heavily involved in the day-to-day operation.

I analysed where the owner's time was being spent and worked through which responsibilities could be delegated, systemised or transferred to other team members.

The aim was to give the owner more time to focus on where they could provide the most value.

As the systems and team structure improved, the owner was able to reduce hands-on operational hours and focus more on business development and the café’s future direction, while maintaining the financial return from the business.

There's a big difference between owning a business and simply creating a job for yourself.

Improving Workflow and Finding New Revenue

The consulting work wasn't limited to financials and staffing.

I also reviewed the physical operation of the café, including staff movement, kitchen-to-counter workflow, preparation processes and customer flow.

Changes were made to improve efficiency and reduce unnecessary movement during service.

We also looked beyond the café's existing revenue streams and identified opportunities to generate additional business.

This included community-based initiatives such as partnerships with local schools and the development of a Healthy Lunchbox concept providing convenient, nutritious options for time-poor parents.

Takeaway and catering opportunities were also expanded, helping diversify revenue beyond traditional dine-in trade.

From Operational Improvement to Recognition

What followed was a strong result for the owner and the team.

The business improved its margins and operating structure while continuing to strengthen its reputation within the local community.

The café later received recognition for its hospitality at a local business awards program.

For me, that recognition was particularly satisfying because it demonstrated that improving the commercial side of a hospitality business doesn't need to come at the expense of the customer experience.

The two should work together.

Creating Options for the Future

Better systems also gave the owner more options for what might come next.

With stronger systems, improved profitability and a capable team, the café became less reliant on its owner being physically present every day.

Before thinking about expansion, I believe the first business needs to be capable of operating properly without simply duplicating all of the existing problems into another location.

The work helped create a stronger operating platform for whatever direction the owner chooses next.

Strategy and Execution

As a consultant, my job was to identify the opportunities, challenge existing practices, develop the strategy and help put the right systems in place.

The owner deserves enormous credit for following through with the changes.

That combination of strategy and execution is what ultimately produces results.

Why This Experience Matters to the Work I Do Today

My experience in hospitality has never been limited to selling businesses.

I've spent more than two decades around the industry as a chef, owner, operator, investor, consultant and business broker.

Working directly with owners to improve profitability, staffing, systems and owner dependency has also shaped the way I assess businesses today.

When I look at a business for sale, I'm not only looking at turnover and applying a multiple.

I'm looking at how the business actually works — where the profit comes from, how dependent it is on the owner, whether the staffing structure is sustainable, where operational risks exist and where another owner may see opportunity.

This case shows what can happen when those fundamentals are addressed well before anyone starts thinking about an exit.

A better business isn't only more profitable. It's easier to operate, easier to grow and, ultimately, more valuable when you exit.