ANA Bar and Eatery
2022 | Hudson Yards, NYC
Project Overview
ANA Bar and Eatery was designed as a multi-outlet space with five revenue centers, strategically positioned in the bustling Hudson Yards district. Due to challenges brought on by the COVID-19 pandemic, only one revenue center was operational, placing increasing pressure on the team to open the remaining outlets. Both ownership and the Hudson Yards landlord were keen on seeing these centers launch, particularly the Market Kitchen concept—a key component intended to serve as an amenity for office workers by offering a variety of healthier, higher-quality food options not available elsewhere in the area. However, with no chef to lead the kitchen or develop the menu and no Director of Operations to oversee the day-to-day execution, the project stalled at a critical moment.
My Role
I was brought in to assess current operations, identify inefficiencies, and develop an actionable plan to get all revenue centers open and stabilize the business. Initially brought on for a one-month engagement, I continued working with the team to support the hiring of a new Food and Beverage Director and implement operational processes, ensuring the business could run smoothly as leadership transitioned.
I oversaw daily operations, focusing on the immediate priorities of improving workflows while also launching the remaining outlets. My responsibilities included leading the recruitment for a new executive chef, managing the day-to-day of the bar, café, and pizza outlets, and setting up infrastructure like POS systems, talent acquisition and management, and operational workflows to ensure long-term efficiency.
The Approach
In a "build the plane as it's taking off" scenario, I had to quickly assess the current state of operations, identify bottlenecks, and structure a plan to launch the remaining concepts while simultaneously stabilizing existing outlets.
Managing day-to-day operations limited my ability to focus on high-level strategic goals. So, my first step was to recruit a capable team to oversee daily operations. There was only one manager in place when I started, so I led the effort to hire two café supervisors to support him, allowing me to focus on opening the bar and hiring a chef.
Working with the HR manager, we filled key management and hourly roles, including the critical executive chef position. With the chef in place, we significantly improved food quality and consistency by hiring and training qualified culinary staff. This allowed me to shift focus toward opening the remaining revenue centers, starting with the bar.
Guided by ownership’s vision, the chef and I developed a Mediterranean-inspired menu of small-to-medium-sized bites. I brought on a bar manager, worked with a consultant to create the cocktail program, and oversaw necessary upgrades—including reupholstering banquettes, purchasing furniture and equipment, and expanding the use of the Toast POS system. With a new team in place, the bar opened quickly and, considering the circumstances, successfully.
With the café and bar operations stabilized, the next priority was opening the largest revenue center: the food counter, now called “Market Kitchen.” This required a full-time Director of Operations. In collaboration with ownership and HR, we reviewed resumes and conducted interviews until we found the exceptional Tracy Wilson, whose experience managing multi-outlet food businesses at the Museum of Modern Art made her the perfect fit.
Key Results and Impact
Complete Leadership Team Built: In under two months, I successfully hired and onboarded a new chef, two café supervisors, a bar manager, and a Director of Operations. These hires created a solid leadership team that could execute the vision for ANA moving forward.
Immediate Revenue Improvements: By stabilizing the bar, café, and pizza operations, we saw immediate revenue improvements, providing much-needed financial relief while we prepared to launch the Market Kitchen.
Enhanced Operational Clarity: Introduced or improved systems and worfklows that provided better structure for staff, clarifying roles and responsibilities and enabling smoother day-to-day operations.
Improved Guest Flow and Experience: By improving signage, communication, and workflow, we reduced customer confusion in the open-floor layout, leading to increased guest satisfaction and return visits.
HR and Hiring Processes Formalized: Collaborating with the HR director, I developed job descriptions for all roles, from hourly staff to senior management, and led the effort to create a more streamlined and effective recruitment process.
Established Brand Identity: Designed the menus, carefully selecting the color palette, typography, and layout, as well as developed the menu item names and descriptions.
Vendor Selection: