Restaurant Consultant Interview Questions & Example Answers

Example answer: “Successful Restaurant Consultants can analyze a restaurant’s operations and identify areas that need improvement. Although individuals in this role have to possess several skills, I would argue that the most important one is communication. It is the job of a Restaurant Consultant to communicate with the client, often the owner or the Restaurant Manager, to understand their needs and pain points. From there, it is on the Consultant to communicate how best to achieve the desired results, train the staff, work on new menu options and more. Without excellent communication and organization skills, I don’t think it’s possible to do this job.”

Example answer: “I have several years of experience in the hospitality industry, specifically working in senior managerial roles such as the role of Director of Restaurant Operations.

During this time, I’ve developed the skills necessary to successfully run a restaurant and optimize the restaurant’s processes to ensure improved bottom line. This includes inventory management, staff training, menu and pricing development and contract negotiation with the vendors and suppliers.”

Example answer: “Yes, I have experience with restaurant marketing. Quite recently, I was contacted by a bistro that was struggling to attract customers. I went in and analyzed their offerings, location and the desired clientele.

Once I determined their ideal positioning, I launched a targeted marketing campaign through social media and in-house events. This led to a 30% increase in the restaurant’s revenue within six months.”

Example answer: “I start by conducting a comprehensive audit of the restaurant’s operations. I analyze their inventory system, waste reports, purchase orders and look for areas that exhibit inefficiency. From there, I suggest implementing an inventory management system, such as Revel Systems, to improve my client’s operations. This allows them to easily track and manage their inventory, preorder or generate reports.

Additionally, I would offer training on the software and ensure that all members of my client’s team know what to look for and what to focus on when tracking inventory.”

Example answer: “When coming into a restaurant as a consultant, it is important for the staff and all members of the team to understand why you’re there.

I always start by introducing myself and carefully explaining why I’m there and what the restaurant is struggling with. I explain the broad steps we need to take to improve the restaurant’s operations and then I break it down into smaller, more digestible segments. This allows every team member to understand what we’re doing and why we’re doing it.

Once everyone has a clear understanding of what the goals are, I break it down further to give everyone an idea of what their role will be and how to perform optimally. If there’s anything that we need to clarify, I leave room at the end of each session for questions. I also do regular check-ins to see how the restaurant is faring and to ensure that they are making progress.”

Example answer: “I usually recommend that a restaurant updates its menu and comes up with new offerings every six months. However, some restaurants, especially the ones that are family-owned and have been producing a specific type of cuisine for generations, are usually hesitant to implement menu changes as they fear they might lose their regulars who come in for their traditional dishes. In such cases, I recommend that they also include healthier, vegetarian or other more contemporary options that would attract additional customers.”

Example answer: “If customers complained that portions in a particular restaurant are small, I would try to address that with the client. I would first show the client examples of portions that restaurant goers expect to see when they frequent an establishment. From there, I would work with the kitchen to make the portions larger or to create new offerings that would be more satisfactory. Of course, we would do this without sacrificing quality or creating too big of a strain on the budget.”