Concepts built
to connect.
Operations built
to last.

Brand, operations, and economics, designed as one architecture.

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The next eighteen months will redraw the economics of the industry.

AI forecasting. Automated labor and inventory. Dynamic pricing. Integrated stacks across POS, payroll, and the floor. Not coming soon, but already here.

The real question is who the technology is built around. Hospitality is a human discipline, and a stack that does not serve the people running the room will quietly work against them.

Most consultants hand you a deck and leave. The firm builds the technology into the operating architecture itself, chosen for the concept and run by the team that lives in it.

See how the firm builds →

Three kinds of partner come to the firm.

The Founder
Building the first room.
A new concept, built right from the start. Set the architecture before the room sets it for you.
The Operator
Sharpening what runs.
A business already open, drifting from what it was meant to be. The firm brings the margins and the brand back to the concept while the operator keeps running the floor.
Groups & Capital
A concept inside the building.
Hotel groups and investment partners bringing a new concept into a property or portfolio. The principal takes a seat at the table and ownership of the outcome.
· The Standard ·
Hospitality is the discipline
of designing a moment
so it survives the night.
“
A lifelong student of craft. A decade behind defining bars. Another decade leading rooms. Opening, building, watching what succeeds and what fails. Hospitality is craft, not solely commerce. The craft only holds when brand, operations, and economics are designed together.

The firm exists for the operators who feel this.
Tony Edgerton · Founder
The Practice Defined

The method, named and explained.

What each discipline is designed to do, and why.

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The Practice

The Disciplines.

Most rooms run five specialists who rarely speak to each other. The firm works across all five, fluent enough in each to sit at the table beside the people already doing the work. An integrated partner across the whole, not another hand in one lane.

Concept
What the room is for
The market thesis, positioning, and audience. The logic of the room, set before anything is built on top of it.
Brand & Identity
What it promises
Direction across naming, identity, voice, and photography, so the brand reads as one intention, whoever executes the pieces.
Operations
How it keeps the promise
The standard service is held to. Training, doctrine, and the labor model, so the room performs the same on a Tuesday as on opening night.
Economics
Whether it survives
Pro forma, prime cost, and menu engineering read for operating truth, and the baseline every decision is measured against.
Technology
What reads the room before the P&L does
POS, reporting, and the systems beneath them, chosen and integrated for the concept, run by the team that lives in it.
The Workstreams

Four workstreams. One cycle.

The five disciplines are not run as five separate engagements. One method moves through all of them: four workstreams, repeated in cycle.

I
Origin Audit
The Excavation
The concept thesis, defended in one sentence.
II
Foundation Stack
The Blueprint
The architecture rendered whole.
III
Performance Matrix
The Instrument Panel
The instruments read on cadence.
IV
Intelligence Layer
The Early Warning System
The signal surfaced in time. Technology integrated for the concept.
∞
The Operating Cycle™
The Long Discipline
Steps one through four, repeated. The work that keeps the work honest, year over year.
Engagements The Work, Structured

How the work begins.

It begins with a conversation. The right shape of the work is decided together, never before.

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“
Founders carry the vision. Operators carry the room. Capital carries the timeline. What no one carries, by default, is the integration of all three.

The firm designs that integration as an instrument the principal can hold.

Trust is built in sequence.

The firm does not sell a deck. It does not sell a one-time audit. The relationship is the work. It starts with a conversation, earns a closer look, and becomes a seat at the table.

The work is collaborative. The firm directs the build. The founder, operator, or principal directs the vision. Both have to be true.

The Path
From a conversation to a partnership.
First
An introductory call. Your business, the room, the question that brought you here.
Then
A closer look when it's warranted. The firm reads the room, the operation, the books, and the systems on the ground.
The Work
An ongoing seat at the table. The firm fixes margins, design, training, and brand while the operator runs the business.
Schedule an Introductory Call →
The Three Tiers

Three tiers. One standard.

Whoever you are, the work runs at one of three depths. Tier III is not a better Tier I. The right depth answers the question in front of you. That is decided together.

I
Tier I
Repair
Where is the business losing structural integrity?
For operating restaurants and bars bleeding margin, softening in brand, or carrying labor that no longer fits the model. Tightens the operation back to the concept it was meant to be. Anchored in the Origin Audit.
II
Tier II
Rebuild
What does the concept need to become, and how does it run?
For existing operations ready to re-architect. Multi-location groups installing discipline, single rooms returning to relevance, brands that have outgrown the operation underneath them. Builds the architecture and installs the discipline that runs it. Adds the Foundation Stack and the Performance Matrix.
III
Tier III
Fractional Executive
Who carries the room when the work is the long arc?
For first-time founders building from the ground up, and for multi-unit groups, hotel partners, and capital partners commissioning concept work at scale. New openings, taken on as a defined build, or carried as an ongoing principal-level seat at the table. The Operating Cycle™ in full.
Spoken For

What the work earns.

“Tony's ability to combine strategic thinking with true hospitality leadership is rare. He leads from the front, earns the respect of his teams, and never asks anyone to do something he wouldn't do himself. His passion for hospitality, attention to detail, and relentless pursuit of excellence had a major impact on our growth trajectory.”
Mauricio Romero
President & CEO · LA EEBI
The Record

The work, briefly.

Multi-Unit Coastal Hospitality Group
Full operational and brand leadership. Revenue grew by double digits over the engagement, while the cost of goods and labor came down by the same order.
Apicii Hospitality
Beverage architecture across seventeen properties. Named programs: Breva. Masa & Agave. Clifton’s Republic. Bar Cima. Alder & Ash.
Independent Practice
A decade of openings, festival programs, and concept work — engagements at Lucky Rooster, Lunasea, Posta (Canada), Upright Gastropub, and Festival.
The Result

What one system recovers.

A multi-unit coastal hospitality group, taken under full operational and brand leadership. New brand and identity, operations, economics, and the systems beneath them, rebuilt as one object rather than repaired in parts.

12–18%
Revenue growth · both locations
10%
Cost of goods recovered
8–10%
Labor recovered
The most profitable week in the company’s history followed.
Schedule an Introductory Call → Documented and tracked. Anonymized while the engagement matures into a public reference.
The Principal Founder

Tony
Edgerton.

Formation inside the rooms that defined modern American hospitality. Twenty years carrying the discipline forward, into the firm built to deliver it as the work changes shape.

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I
Formation

The Rainbow Room. La Chine. The Waldorf Astoria.

The formation-era work happened inside the rooms that defined the modern New York bar. Under Sasha Petraske, whose discipline at Dutch Kills set the standard for the craft cocktail movement, and Frank Caiafa, whose work at the Waldorf authored the modern American bar book.

One inheritance. Everything below is built on what those rooms taught.

II
Apicii

Inside Apicii. The work, at scale.

Two years as Corporate Beverage Director at Apicii Hospitality. Seventeen properties. The beverage program for institutional hotel groups and capital partners who could not afford to get it wrong.

Led the beverage architecture across the portfolio. Five named concepts: Breva. Masa & Agave. Clifton's Republic. Bar Cima. Alder & Ash. Not generic hotel bars. Each one a program with its own identity, menu, service doctrine, and economics. Built to hold long after the opening.

The training was in scale. Building a beverage program that could be opened, taught, costed, and held inside the operational systems already in place. The work ran inside institutional houses where the beverage program had to carry a hotel's name, not just a bar's.

III
Independent Practice

Ten years before the firm.

A decade of independent practice. Engagements with founders, operators, and hospitality groups across openings, repositions, and recoveries. Consulting at Lucky Rooster, Festival, Secret Summer Festival, Lunasea (private yacht), Upright Gastropub in the Village, and Posta in Canada.

The most recent engagement, full operational and brand leadership at a multi-unit coastal hospitality group, grew revenue by double digits while pulling cost of goods and labor down sharply. The group is anonymized while the engagement matures into a public reference.

“
Hospitality is not a product category. It is an artistic medium with P&L consequences.
IV
The Firm

Why the firm exists.

The work is the only thing the firm answers to. Twenty years inside the rooms that defined modern American hospitality — Rainbow Room, La Chine, Apicii, The Grey — produced a method for building hospitality that holds. The rare thing the firm offers: one principal who has sat in every seat, and can see how they connect.

Table & Theory is the practice built to deliver that method, at the scale the work demands.

V
The Culinary Layer
Culinary Lead · Partner
Ed McDevitt
Executive Chef · New York City

Food programs that perform operationally as well as they do on the plate.

Studied at Johnson & Wales. Classically trained as Chef Tournant at The Ritz-Carlton under Chef Terance Furey, Washington, D.C. Seven years as Executive Chef at Rosa Mexicano, Upper East Side. National menu development across the Apicii portfolio: F&B leadership, concept scalability, and the operational discipline that holds a culinary program together at scale.

Nearly twenty years turning culinary vision into operationally consistent programs.

Brought in for engagements where the food program is not a feature of the concept, but the spine.

Contact The Door

Begin a conversation.

For founders, operators, capital partners, and introductions.

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The Introduction

Begin with a conversation.

Thirty minutes with the principal. Your business, the room, and the question that brought you here. No deck, no pitch — a read on whether the firm is the right partner for the work ahead.

Schedule an Introductory Call →
Direct Correspondence

A direct line to the principal.

Some conversations begin in writing rather than in form fields.

Direct Email