First Diagnose the Problem Correctly, Then Find the Root Cause.
I turn my resource-efficiency and profitability-focused management experience in restaurant and café operations into measurable, actionable solutions. I look at your restaurant not through a chef's eyes, but through a manager's and operator's eyes.
A Perspective Built and Tested in the Field
Mehmet Öncü, a 1990 graduate of Istanbul University's Faculty of Business Administration, built his professional path through experience in finance, management, international sales and business development — a journey that eventually led him into restaurant management and consulting.
His experience in Moscow, on Migros Ramstore's new-branch launch team, and in Kiev, running restaurant and catering operations up to General Manager level, prepared him to manage operations averaging 1,750 checks and 8,250 table d'hôte meals per day.
Through this, he experienced first-hand both the discipline of opening new branches for a large-scale restaurant chain and the resource-efficiency demands of high-volume daily operations. It taught him that profitability isn't created in a single department — it's the combined result of the restaurant's entire system.
Today, he turns that experience into a systematic consulting approach that measures your restaurant before setting foot on site, speaks through data, and clearly prioritizes what matters most.
Experience in Numbers
I was part of Migros Ramstore's new-branch launch team, learning first-hand the discipline of opening branches and setting up standard operations.
I managed restaurant and catering operations, experiencing first-hand the importance of resource planning in a high-volume service environment.
At the resource-efficiency and profitability-focused management level, I developed the discipline of evaluating a business as a whole.
A Four-Step Discipline
I start with data, not opinion. The first step is always measurement.
I treat the source, not the symptom. I find where the problem actually starts.
I decide which problem to tackle first based on financial impact and feasibility.
I track results, not recommendations. We monitor the impact of every action together.
I See Things Through a Manager's Eyes, Not a Chef's
Many names in restaurant consulting approach it from a kitchen or gastronomy angle. I come from a different place: management and business performance.
That means that instead of talking about plates or recipes, we talk about revenue, capacity, food cost, staff efficiency and the management system together. My goal isn't to manage your kitchen — it's to make your business manageable.
I Start From the Whole Business, Not From Where the Problem Appears.
Most restaurant consulting work starts from wherever the problem is visible. I start by measuring the whole business first. By evaluating sales, capacity, menu, pricing, purchasing, stock, staffing, operations, management and financial performance together, I uncover the real causes of performance loss. Then I determine which problem to address first based on its financial impact and feasibility.