Serenbe is an self-sustaining, eco-friendly agro-hood focusing on bringing arts, agriculture, health/wellness and education to its small community
The Challenge
The hospitality segment was built from the ground up by the family owners at Serenbe. As the community grew as a whole, there was a need for oversight of the hospitality operations. The restaurants and Inn were growing fast, but operating with limited resources and an inexperienced, yet hard working staff. The challenge was to develop systems and hire the right leaders to take Serenbe to the next level.
As I began, I quickly met and spent time with the leadership group, learning and understanding them as people as well as their roles and process. What followed was a group discussion with the leaders about the culture we wanted to have and how we could be committed to living and protecting it. With that came a development of training programs, strategic planning (including goal setting, annual and quarterly business plans, and consistent communication up and down the organizational chart.
The results were immediate and consistent..
- Increased Sales at the Blue Eyed Daisy restaurant in initial three months by 11% with year over year tracking up 26% in the first twelve months.
- Increased profitability at the Blue Eyed Daisy by 213% year over year during first twelve months while implementing a new menu and a complete kitchen renovation.
- Improved sales at the Inn at Serenbe by over 20% in first year at the helm and maintained year over year cash flow stability while conducting a $200,000+ repair and renovation project.
- Increased sales at The Farmhouse restaurant at Serenbe by 26% while increasing profitability by 28% in 2018.
- Built a culture program that improved team building and reduced turnover by 50% upon implementation
- Successfully opened Halsa, the fourth restaurant concept under the Serenbe Hospitality umbrella
