Your sites should run as well when you’re not in them.

I’m Tom Bojko, founder of TB Hospitality Solutions. I bring Operations Director and COO experience to helping hospitality and food retail owners strengthen performance, develop their teams and prepare for growth. Each engagement is shaped around the business, with my involvement and any specialist support agreed from the outset.

Discuss your business See how I help
15 years at Pret A Manger Harrods Food Halls manager Director of Operations, Joy Brands

Situations owners tend to recognise.

They rarely mean the business is failing. More often it has outgrown the way it is run.

Every site runs a little differently.

Same brand, same menu, but standards depend on who is on shift.

Everything still comes back to you.

Decisions wait for the founder, and problems appear when you step away.

Growth has outpaced the structure.

Sites have been added faster than the managers and reporting lines to run them.

Sales are up. Profit isn’t.

Revenue grows while labour, waste and margin drift, and nobody can say exactly where.

If one of these sounds familiar, it’s worth a conversation. Get in touch.

Two ways to work together.

Both are shaped around your business, with scope, responsibilities and timescale set before work begins.

Advisory support

Senior operational judgement on the decisions that matter.

An experienced outside view for owners and leadership teams: reviewing performance, testing decisions and setting priorities. Your team keeps ownership of running the business.

Suits
A significant decision, a period of growth or change, or a leadership team that wants a senior sounding board.
Shape
Focused sessions at an agreed frequency, built around the questions that matter most.
Operational improvement projects

One priority, properly scoped.

We define the problem, the deliverables and the timescale, and agree who does what: your team, my role and any specialist support the work needs.

Suits
An issue that needs senior attention without a permanent senior hire.
Shape
Agreed scope and timescale, taken on when the right delivery arrangements are in place.

What the work covers.

Operational detail matters, but each area is judged by what it does for the performance of the business.

  • Operating structureRoles, reporting lines and spans of control that fit the business you are becoming, and clarity on who decides what.
  • Site performanceWhy sites perform differently, and the commercial decisions on sales, labour, waste and margin that close the gap.
  • Management routinesThe rhythm of reviews and checks that keeps a multi-site business in control without the owner in every room.
  • Management capabilityClear expectations for area and site managers, development to meet them, and successors identified early.
  • Leading changeNew ways of working introduced so they are adopted on the shop floor, not just announced.
  • Growth readinessTesting whether systems, people and standards can carry the next site, and fixing what can’t, before you commit.

AI for frontline performance.

TBHS helps you identify where AI is worth using, select suitable tools and plan pilots in daily operations. People stay responsible for the decisions.

  • Clearer priorities for managersTurning performance data and customer or team feedback into a short list of what needs attention.
  • Answers on the shop floorHelping teams find approved procedures and product information quickly, from your own sources.
  • Focused coaching and briefingsSupporting shift briefings, coaching conversations and training with material relevant to each site.

Each pilot starts small, in real shifts, and is judged on your own results before it goes further.

How I work.

The same four steps in every engagement.

  1. Understand the business

    Your numbers, your managers’ view and what happens in the sites, to see how the operation really runs.

  2. Agree priorities and scope

    What matters most, what success looks like and who does what, including my involvement and any specialist support.

  3. Deliver with clear ownership

    Every action has a named owner. I’m accountable for my part, and progress is reviewed with you regularly.

  4. Embed ways of working

    Routines, roles and ownership built into your team, so improvements last beyond the engagement.

An example operating rhythm.

Well-run multi-site businesses tend to share a simple rhythm of routines at four speeds. Choose a ring to see what typically happens at each one.

Illustrative only. Every business’s rhythm is set together, around how it actually trades.

Quarterly Monthly Weekly Daily Sites
Tomasz “Tom” Bojko
Founder, TB Hospitality Solutions

About Tom.

My career has been in multi-site retail and hospitality operations, from managing on the floor to leading operations at director and COO level.

I bring commercial judgement and the habit of checking it against what happens on the shop floor. My focus is performance, clear accountability and disciplined execution.

  • Pret A MangerFifteen years.
  • Harrods Food HallsManager.
  • Joy BrandsDirector of Operations through the sale process.
  • Ana PanContract COO, leading operational transformation across its retail network and food manufacturing operation.
  • Moonstar AIAdvisory role focused on practical AI applications for frontline retail performance.

TBHS is the practice I lead. I shape each engagement personally, and agree from the outset how I’m involved and whether specialist support is needed.

Let’s think it through together.

Tell me about your business and what’s prompting the conversation. The first conversation is about understanding your situation, and if I’m not the right fit, I’ll say so.

  • How many sites you run, and what kind of business it is
  • What’s prompting you to look for help now
  • Whether you want an outside view on a decision, or a specific problem addressed
Email Tom