Project manager or interim GM

The roles of Project Manager and Interim General Manager (IGM) in restaurant operations are both critical, though they focus on different aspects of the business. While a Project Manager oversees specific initiatives or changes, an Interim GM takes charge of the overall restaurant operations, often during times of transition or leadership gaps. Both positions require leadership, strategic planning, and a deep understanding of the foodservice industry to ensure the restaurant’s success.

Project Manager in Restaurant Operations

A Project Manager (PM) in restaurant operations is responsible for overseeing the planning, execution, and completion of specific projects that impact the restaurant’s operations. These projects can range from restaurant renovations, menu changes, technology upgrades, staff training programs, or the implementation of new systems and processes. The PM ensures that these initiatives are carried out on time, within budget, and in alignment with the restaurant’s broader goals. This role requires strong organizational skills, the ability to manage cross-functional teams, and a deep understanding of operational challenges in the foodservice industry.

Interim General Manager (IGM) in Restaurant Operations

An Interim General Manager (IGM) is brought in to fill the leadership gap in a restaurant during transitional periods, such as when a permanent GM is unavailable or the restaurant is undergoing significant change. The IGM assumes full responsibility for managing the day-to-day operations of the restaurant, from overseeing staff to ensuring quality control, financial management, and customer service standards. An IGM must quickly assess the existing operations, make immediate improvements if necessary, and ensure that the restaurant continues to run smoothly while maintaining a strong focus on long-term objectives.

Training and Development for Project Managers and Interim GMs in Foodservice

Project Managers and Interim GMs in foodservice must be equipped with a variety of skills to succeed in these high-pressure, results-driven environments. Training for both roles emphasizes leadership, communication, and operational efficiency. Project Managers often focus on project management methodologies, cost control, and team collaboration. On the other hand, Intern GMs or IGMs focus on crisis management, team leadership, customer service excellence, and financial oversight. Both roles require real-world experience, making on-the-job training an essential component for success in restaurant operations.

Planning and Implementing Restaurant Projects

For a Project Manager in restaurant operations, effective planning and execution of projects is a key responsibility. Whether the project is a restaurant remodel, a menu update, or the implementation of a new POS system, the PM must define project objectives, allocate resources, and manage timelines. They must also ensure that the project aligns with business goals and does not disrupt daily operations. Similarly, an Interim GM is responsible for ensuring that operational changes or initiatives are smoothly integrated into the restaurant’s workflow, even if the change is part of a broader project managed by the PM.

Effective Staff Management and Team Coordination

Staff management is a shared responsibility between Project Managers and Interim GMs in restaurant operations, though their approach and focus differ. A Project Manager might oversee teams working on specific initiatives, such as staff training for a new technology or managing the teams involved in a renovation project. In contrast, an Interim GM takes a more comprehensive approach, managing day-to-day staff coordination, ensuring the team is well-trained and motivated, and resolving any conflicts that arise. Effective leadership, team-building, and scheduling are essential skills for both roles to ensure smooth operations.

Improving Customer Service with Project Management and Interim Management

Both Project Managers and Interim GMs play key roles in improving customer service, although their approaches vary. A Project Manager may oversee the implementation of new customer service initiatives or systems, such as introducing a new reservation system or revamping the service flow to improve guest experience. An Interim GM, on the other hand, directly manages customer service on a daily basis, ensuring high standards are maintained. The IGM handles guest complaints, ensures staff are delivering excellent service, and adapts to customer feedback to maintain a strong customer loyalty base. Both positions require a focus on guest satisfaction and responsiveness.

Optimizing Restaurant Operations and Cost Control

Both the Project Manager and Interim GM need to prioritize operational efficiency and cost control, but their approaches differ. A Project Manager is tasked with implementing specific strategies to optimize operational efficiency during a project, such as introducing new systems or workflows. They may be responsible for identifying areas of waste, managing project budgets, and ensuring resources are effectively allocated. An Interim GM, in contrast, manages ongoing restaurant operations, focusing on day-to-day cost control, such as labor management, inventory, and reducing waste. Both roles contribute to the restaurant’s financial health by streamlining operations and cutting unnecessary costs.

Tracking Restaurant Performance and Reporting

Both Project Managers and Interim GMs are responsible for tracking performance, but the scope of their reporting varies. A Project Manager typically tracks the progress and success of specific projects by monitoring milestones, budgets, timelines, and quality metrics. They generate reports to ensure the project is on track and to make adjustments if needed. An Interim GM, however, focuses on the overall performance of the restaurant, tracking KPIs such as sales, customer satisfaction, labor costs, and operational efficiency. The IGM uses this data to make informed decisions that ensure the restaurant operates smoothly and meets its financial and operational goals.