Tucker W. Bill Main CV

May 2014 TUCKER W. “BILL” MAIN FSCI, CSP MENU OPTIMIZATION Using the Science of Heat Mapping for the 79 Million-Strong Millennial Generation “The Menu Guy” 829 Las Trampas Road • Lafayette, CA 94549 Tel: (530) 521-6100 • Fax: (925) 478-7931 www.billmain.com


Restaurant Menu Optimization, Using the Science of Heat Mapping for the 79 Million-Strong Millennial Generation.

Transcript of Tucker W. Bill Main CV

Page 1: Tucker W. Bill Main CV

May 2014



Using the Science of Heat Mapping for the 79 Million-Strong

Millennial Generation

“The Menu Guy”

829 Las Trampas Road • Lafayette, CA 94549 Tel: (530) 521-6100 • Fax: (925) 478-7931


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Areas of Expertise & Specialization…

Menu Optimization

Brand & Concept Obsolescence

Social Media Strategy

Best Practices Assessment

Re-Capitalization & New Investor Procurement

Feasibility & Concept Viability

Investor Relations & Advisory Boards

Earnings Potential

Restaurant Valuation & Appraisal

Reasonable Care Standards

Turnaround and Restructuring

Business Plans

Management Agreements & Contracts

Financial Restructuring

Lease Negotiation

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Who I Am… Tucker W. “Bill” Main is a nationally recognized business and foodservice management consultant and strategic planner having served over 1,000 clients throughout the United States and Canada. A well-known critical thinker and change agent, he is a turnaround specialist, helping large volume independents and emerging chains reverse downturns and achieve success. Following an officer training commission and flight training in the U.S. Navy, Main earned a BS in Economics from Oregon State University, where he was a 3-year Pac-8 Conference halfback and draft choice for the legendary Pittsburgh Steelers. In 1968, he was a member of Oregon State’s “Giant Killer” team and lead the NCAA in kickoff return average. Bill has more than 35 years of hospitality and retail experience. He developed and owned three restaurants during his career, most notably, The Shore Bird, a Cape Cod-style seafood restaurant on the Pacific coast, just south of San Francisco, CA. For nearly 23 years, The Shore Bird was recognized as one of the most successful and profitable restaurants in the United States. Bill served as President of the California Restaurant Association in 1996, and as Chairman of the CRA Education Foundation in 2008. He is a member and past director of the Foodservice Consultants Society International (FCSI), and has held professional affiliations with numerous associations and educational institutions, including the Chaine de Rotisseurs; Recall Infolink; Dr. Bob’s Handcrafted Ice Cream; World Life Expectancy; the Austin School of Entrepreneurship at Oregon State University; the University of San Francisco; and the Cal Poly Pomona Hotel and Restaurant School. Bill is well known to the trade media as a contributing author and regular columnist to Restaurant Business, Restaurants & Institutions, Flavor & the Menu, Restaurant Hospitality,

Monkeydish.com, and many others. He has written three books and authored dozens of published articles over the last 25 years. Considered to be one of the top foodservice speakers in North America, Bill has developed seminars for the restaurant associations in the United States and Canada, Club Managers Associations of America, foodservice distributors, manufacturers (such as Nabisco, Starbucks and Perdue Farms), corporate hotels, and multi-unit restaurant clients. As a keynote speaker, his unique perspective has garnered him top reviews internationally. He holds the Certified Speaking Professional (CSP) designation from the National Speakers Association, a certification held by only the top 3% of speakers in America.

Recent client successes include Harris Ranch (Coalinga, CA), Dick’s Last Resort (Nashville, TN), Andiamo Italia (Detroit, MI), Lucille Roberts Womens Fitness (NY, NJ & PN).

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What I do… I specialize in established hospitality, foodservice and retail businesses—usually large-volume independents—that have seemingly intractable problems, no-win situations, or messy family conflicts—or all three—requiring the intervention of a change agent With my experience owning restaurants and consulting with restaurant chains, hotels, country clubs, retail centers, college and university foodservice, military, healthcare, and resorts and recreational properties, I have built a strong portfolio of expert witness engagements, lease renegotiations, and valuations and appraisals. I have facilitated settlements and mediations, provided feasibility analyses, and developed strategic growth

and business plans for presentation to banks (even the SBA), landlords, and investor groups. I am frequently asked to render a second (or third) opinion, or perform some type of “reality check” or due diligence for clients. Often, this can be accomplished by conference calls or webinars, but sometimes involves an on-site visit from me to evaluate the product, service or problem first-hand, and to interview the client. After off-site research, number crunching to determine economic viability, and the

application of business ratios and common sense, I prepare a simple, to-the-point report of my findings and recommendations, which might include an opinion letter, investment summary, loss mitigation strategy, or an expanded “best practices” assessment. In the case of a new start-up company, I use a definitive seven-question template that reflects the risk-reward dynamic in the classic venture capital model. Occasionally, I represent client interests on the board of a client investment, or am the mediator and “go-between” to ameliorate a difficult financial and emotional (spell: family) crisis. My communications skills as a professional speaker, and interactive style and knack for making “the complicated simple,” are huge assets in facilitating “work-out” groups, special committees, or task forces assigned to resolve an acute problem. Inevitably, it seems, I end up dealing with lawyers, accountants, real estate professionals, investors, and—yes, of course—bankers. My experience allows me to “speak the language” of these professionals in a manner that is restaurant- and hospitality-specific. I like to say, “let’s find the 10% of the problem that will drive the first 50% of the solution…and start connecting “knowing with doing.”

“If you think it's expensive to hire a professional to do the job, wait until you hire an amateur.” ~ Red Adair

We are drowning in information and starving for knowledge.

~ Rutherford D Roger

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What I believe… After 35 years of owning restaurants, consulting with over 1,000 clients, and giving nearly 500 speeches to restaurant, hospitality and retail audiences in each of the 50 states and across Canada—all of which have resulted in thousands of one-on-one conversations with owners and managers—I have developed a philosophy best expressed in the three ideas below:

1. Data Drives Decisions

The problems and challenges associated with a constantly changing and highly competitive business environment are universally subject to a simple interactive methodology: Get the right data and the solution will quickly emerge. The answers are always in the numbers. 2. Change Is Good…You Go First

Millions of times every day business owners and managers grapple with the pain of change. Time has taught me, “I hear what you say, but I watch what you do.” The enemy of success is the inability to change. It’s easy to talk about, but not so easy to do. 3. It’s the People (Stupid)

The greatest lesson I learned from my Pop was that business is people…period. This simple idea starts with the customer or guest—who they are and what they want to make their life better. Then, we must look internally and ask: Do our employees have the personality and behavioral attributes, training and motivation to meet the needs of the market, that is, our customers and guests?

Making complicated simple by connecting knowing with doing.

Email: [email protected] • Phone: (530) 521-6100 • Web: http://www.billmain.com