We open, restructure and scale restaurants in Spain. In Lombok we use the same method. What changes is how it is applied. These are the three areas where we adjust the most.
People
Teams in Lombok work best one to one. Briefings in front of the whole team, or corrections in public, cost more than they solve. We correct in private, always.
Procedures have to be seen. So many dialects and languages live side by side on one island that many employees communicate differently, even when they come from the same island. That is why we work with visual manuals: a photo of the plate, of the station set-up or of the cold room at closing time is understood better than a long manual. The operating manuals we build for the island have one layer for the team and one for management.
Calendar
The year has two rhythms: high season and musim hujan, the rainy season. A restaurant that opens at the wrong moment spends months losing money before it has a chance to learn.
Lebaran and the THR, the religious holiday allowance, are planned months ahead: in staffing, in cash flow and in rotas. We time openings to the season, not to the end of the works.
Business
The service charge is a management lever, not just a line on the bill. How it is shared shapes how the team behaves on the floor.
Retention needs a plan. Good people move to Bali, and every departure means training someone again.
Halal certification is part of the plan from day one. The calendar reaches more food businesses in October 2026, and it affects suppliers, recipes and kitchen processes.
What does not change
The order of the work. First the concept and the numbers, then the architect's brief, then the operation. Targets come after the baseline, never before. And the decisions stay with you: we recommend.
Licences, construction, local accounting and recruitment stay with local professionals. We coordinate with them.