Our biggest savings of the year
The initial management team depends on the founders themselves, with little back-up. As we grow, we will take on additional help in certain key areas. Part of our basic philosophy will be to run our executive management “lean and mean.” We will not add additional overhead until absolutely necessary. This will mean that the initial staff support team will have to “wear many hats,” so to speak. By doing this, we will keep our overhead as low as possible, allowing us to adequately staff our restaurants. This will also allow our business partners to recoup their initial investments as quickly as possible and enjoy a higher return.
At present time, Samuel Brooks is the sole individual firmly committed to the Sagebrush Sam’s concept. Others, who have helped on the development of this business plan, have expressed a desire to join in this venture at the appropriate time.
Other key personnel are the managing partners and management teams at each location. Several candidates have already been identified for the first Sagebrush Sam’s, depending upon location.
No shortage of qualified staff or management from local labor pools in each market area is expected. One of our key principles in site selection is the availability of staff in the immediate area.
Future organizational structure will include a director of store operations when store locations exceed five units. We hope that this individual will come out of the ranks of our stores’ proprietor/managing partners. This will provide a supervisory level between the executive level and the store management level.
Currently, we plan to have our accounting and payroll functions done by a contracted bookkeeping service. However, we will constantly monitor this expense and at such time that it is economically feasible, bring this function in-house. Other possible positions that might be added at a later date include marketing director, purchasing agent, controller, director of human resources, director of training/new store opening team coordinator, director of research & development (for new recipes), and administrative assistants.
Operations of individual stores will be the responsibility of the proprietor/managing partner.
Management Team Gaps
Specific opportunities exist in the store operations supervisory area (not needed initially). These people will be recruited when needed in the local market. However, the first key employee needed will be the proprietor/managing partner. This individual will assist in the detail development of the Sagebrush Sam’s concept plus operate the first restaurant. Hiring of this individual is slated during the initial construction phase.
Temporary help has been secured that will assist in the administrative assistant area. This individual will work on the development of all training materials and manuals plus do our correspondence.
Sagebrush Sam’s is currently the creative idea solely of Samuel Brooks. As the company is small in nature, it requires a simple organizational structure. Implementation of this organization form calls for Sam Brooks to make all of the major management decisions in addition to monitoring all other business activities.
(Confidential or proprietary information deleted.)
The table below shows our initial management staffing estimates.
|Year 1||Year 2||Year 3|
|Back of House Manager||$24,999||$45,000||$90,000|
|Front of House Manager||$18,330||$37,500||$75,000|
|Sales and Marketing Personnel|
|Name or title||$0||$0||$0|
|General and Administrative Personnel|
|President & C.E.O.||$150,000||$175,000||$185,000|
|Director of Training||$0||$0||$60,000|
|Name or title||$0||$0||$0|