Our Engagement Model
No pitch decks, no binders, no advice that evaporates after the meeting. Here's exactly how we engage, what each phase delivers, and what you should expect at every stage.
Before we build anything, we get precise about what's actually broken. Most restaurant groups know something is wrong — they feel it in the inconsistency, the margin pressure, or the exhaustion of being the last line of defense on everything. What they often don't know is the root cause. We do.
In the first phase, we conduct a focused operational and financial diagnostic — observing, interviewing, and analyzing with a clear objective: identify the two or three structural constraints that are generating the most friction, the most cost, and the most risk.
Based on the diagnostic, we build a precise, sequenced plan — not a binder of recommendations that gathers dust, but a working document with clear priorities, owners, timelines, and success metrics.
The game plan focuses on the highest-leverage interventions first. We sequence the work so that early wins build credibility and momentum, and later work builds on a stronger foundation.
This is where TDPHG is fundamentally different from a consulting firm. We don't hand off the plan and move on. We lead the execution — embedded in your business alongside your team, taking ownership of outcomes rather than just recommendations.
Mark Moeller leads every operational engagement personally. Michael Ross leads every financial engagement personally. You work directly with the principal — not a junior associate, not a project manager. The person who built the plan is the same person driving its execution.
Systems don't stick because they were well-designed. They stick because someone stays in the work long enough to reinforce, adjust, and hold the line when pressure builds. This phase is what separates TDPHG from every engagement that looked good on paper but failed in practice.
We stay engaged through the full performance cycle — watching results, adjusting what isn't working, and building the internal capability that allows the business to sustain performance without ongoing external support.
Every engagement is run by a principal — Mark Moeller or Michael Ross — from start to finish. No delegation to junior team members. No account managers. You work with the person who has actually done this work before.
We don't advise from the outside. We work inside your business, alongside your team, and take ownership of execution. The difference between a recommendation and a result is accountability — and we provide it.
Most fractional firms cover one side. TDPHG covers both — operational execution through Mark Moeller and financial leadership through Michael Ross, working from the same playbook inside your business simultaneously.
Every engagement is scoped to the business — this is a representative structure, not a rigid template.