GGB Founder-led systems coordination — the unglamorous systems that decide speed, safety and reliability, specified and reconciled as one backbone.
The Back-of-House Anatomy
- 01
Extraction
The ecology and extract system decides whether the kitchen can legally and physically cook at capacity. Consequence: menu ceiling and compliance.
- 02
Wash
The wash line decides the turnaround of every plate and tool in the building. Consequence: speed at peak.
- 03
Storage
Stainless and epoxy shelving decide hygiene discipline and stock visibility. Consequence: safety and waste.
- 04
Ice & beverage
Heavy-duty ice equipment is sized for the hottest day, not the average one. Consequence: reliability under load.
- 05
Equipment line
Revised BOQ, schedules and quotations reconciled missing items before they became opening-week surprises. Consequence: labour and throughput.
- 06
POS layer
The POS and restaurant-management system is the café’s nervous system — orders, controls and the numbers the owner actually reads. Consequence: control.
- 07
Supplier coordination
Additional-scope reconciliation and delivery and account records kept every vendor on one governed account of the work. Consequence: cost integrity.
Seven systems, one counter — the guest only ever sees the last metre.
GGB development framework — seven systems and the consequence each one carries; never an equipment catalogue.
The situation
A café’s ceiling on speed and consistency is set by its back of house. The work here was to close the gaps between BOQ revisions, supplier quotations and missing items — so that ecology, wash, storage, ice, equipment and the POS layer arrived as one coherent backbone rather than a pile of deliveries.
The mandate
Café development, equipment, BOQ and technology coordination. Founder-led systems coordination — the unglamorous systems that decide speed, safety and reliability, specified and reconciled as one backbone.
What the mandate covered
- Revised BOQ
- Equipment schedules
- Supplier quotations
- Missing-item reconciliation
- Wash basin
- Stainless and epoxy shelving
- Heavy-duty ice equipment
- Ecology and extract system
- POS and restaurant-management system
- Design coordination
- Additional-scope reconciliation
- Delivery and account records
How it was run
- Reconciled the revised BOQ against equipment schedules and supplier quotations until the missing items surfaced on paper instead of in opening week.
- Coordinated the ecology and extract system as the compliance-and-capacity decision it is.
- Specified the wash line, stainless and epoxy shelving and heavy-duty ice equipment for the hottest day, not the average one.
- Coordinated the POS and restaurant-management system as the café’s nervous layer beside the physical backbone.
- Kept every vendor on one governed account of the work through additional-scope reconciliation and delivery and account records.
- Decision made
- Reconcile the BOQ against reality until the missing items surfaced early.
- What was controlled
- Revised BOQ, equipment schedules, supplier quotations, missing-item reconciliation.
- The record
- BOQ and reconciliation records (attested).
- What it proves
- The equipment line was governed as one list, not many invoices.
- Where the record stops
- Cost outcomes — no figures are claimed.
- Why it matters to your project
- Every missing item found on paper is a crisis that never gets a date.
- Decision made
- Size the invisible systems for peak, not average.
- What was controlled
- Ecology/extract, wash, shelving and heavy-duty ice specifications.
- The record
- System specification records (attested).
- What it proves
- The backbone was engineered for the hardest hour.
- Where the record stops
- Operating performance under load — not claimed.
- Why it matters to your project
- Equipment should follow menu, throughput and labour logic — not supplier availability.
- Decision made
- Put the technology layer inside the development scope, not after it.
- What was controlled
- POS and restaurant-management system coordination beside the physical fit-out.
- The record
- Technology coordination records (attested).
- What it proves
- The control layer was part of the backbone from the start.
- Where the record stops
- Any specific system’s performance.
- Why it matters to your project
- A café that installs its numbers after opening will manage its first quarter blind.
What the record consists of
- Revised BOQ and equipment schedules
- proves specification and procurement work
- Supplier quotations and reconciliations
- proves governed vendor coordination (identities and prices stay private)
- System specifications (ecology, wash, ice, shelving)
- proves back-of-house systems work
- POS/RMS coordination records
- proves technology-layer coordination
- Delivery and account records
- proves a commercial record of the coordinated scope
The source records for this project — BOQ revisions, schedules, quotations, reconciliations and delivery records — are held on file and described here rather than reproduced, so client and commercial material stays private.
Delivered by GGB’s founder through the operating and consulting practices he led at the time; presented here as one continuous professional record.
The outcome
- Delivery and account records exist for the coordinated scope.
Not claimed
- Not presented as a turnkey mandate — no signed turnkey instrument is attested.
- No trading-performance claim is made.
- Supplier identities and prices are private.