SPEAKER BIO

Guy Leggatt is the founder of Line Check Strategy and has spent more than 30 years in the hospitality industry as an executive chef, operator, and consultant, including seven years as Executive Chef at Sirocco Golf Club in Calgary, Alberta.

Today, Guy works with hospitality businesses across North America to improve profitability through menu engineering, labour optimization, and better use of operational data. His approach helps leaders look beyond percentages and understand the operational drivers behind the numbers, turning data into practical decisions that improve financial performance without compromising the guest experience.

WEBINAR DESCRIPTION

Build a More Profitable F&B Operation: Let Your Menu Do the Heavy Lifting

For many golf course General Managers, food and beverage is one of the most complex parts of the operation to manage — particularly without a deep F&B background.

The good news is that your menu can do a lot of the heavy lifting.

Drawing on more than 30 years in hospitality, including seven years as an Executive Chef in the golf industry, Guy will show how thoughtful menu engineering can influence profitability, guest spend, kitchen productivity, labour requirements, and the overall member experience.

Rather than focusing solely on food-cost percentage, the session will explore how popularity and contribution margin reveal what menu items are actually contributing to the business — and how menu design, pricing, product mix, and operational complexity can be used to improve performance.

Guy will also connect the menu to the bigger financial picture, including prime cost, labour productivity, average guest spend, budgeting, and interpreting operational data so managers can make better decisions.

The objective isn’t simply to cut costs. It’s to build an F&B operation that is easier to manage, more productive, and more profitable while protecting the experience members and guests expect.

KEY TAKEAWAYS

Participants will learn how to:

• Use menu engineering, popularity and contribution margin to identify where the menu is making — or costing — money.
• Understand how menu design can influence average guest spend, kitchen complexity, productivity and labour requirements.
• Look beyond food-cost and labour percentages to understand the operational drivers behind the numbers.
• Manage labour through productivity, average wage and average guest spend, rather than defaulting to cutting hours.
• Connect prime cost, budgeting and operational data to practical decisions managers can make every day.