Good Evening, Old Friend
I'm your dedicated intelligence for 166 E. Lancaster Ave — built around Chef Sam Henzy's kitchen, 77 dining seats, and 8 bar seats. Ask me anything: staffing, covers, menu strategy, financials, the guest experience, or how to run the cleanest service on the Main Line.
OF
What can I help you with tonight? You can ask about pre-service prep, menu development ideas for Chef Sam, labor cost optimization, guest experience protocols. I have your floor plan, seat count, and space layout loaded.
Ready
Dashboard
Revenue, labor, what broke today. The stuff that actually matters.
Messages
Reach the team or your manager. Managers post to everyone or pick people; staff message up the line.
RAMP Compliance
The PLCB's five requirements, tracked: who's trained, what expires, what's due next.
Opening Countdown
The critical path to keys and doors — what's done, what's due, what's slipping.
Compliance Hub
Fire, health, licenses, insurance — every clock the house has to keep, in one place.
Service Standards
How we treat every guest. Pre-service, mid-service, and recovery protocols.
Pre-Service Checklist
- BOH: mise en place complete by 4 PM
- Wine list current, sommelier briefed on new pours
- POS updated: specials, 86'd items, VIP notes
- Floor plan confirmed, accessible seats noted (ADA)
- Restrooms stocked, inspected
- Music level set (60–65 dB pre-service)
- Lighting scene: warm, dimmed to atmosphere level
Mid-Service Timing
- Guests seated → water within 90 secondsStandard
- Cocktail order → 7 min delivery maxBar Standard
- First courses → kitchen to table under 18 minGoal
- Check-back on every first biteRequired
- Entree pacing: 25–30 min after apps clearedRhythm
- Dessert offer within 2 min of entree plates clearedRevenue
Bar (8 Seats) — Maximization Strategy
- Treat bar seats as the premium walk-in experience — full menu available
- Bartenders double as brand ambassadors — the fire, the sourcing, the story of the room
- Upsell: tasting pours, cocktail pairings, seasonal spirits programs
- Bar is the most photographed position — keep it immaculate and visually compelling
- Treat industry guests like every guest — the same care, the same check, no strategic comps
Guest Recovery Protocols
- Acknowledge → Apologize → Act → Appreciate — every time, without excuse
- For service failures: complimentary amuse or dessert as immediate gesture
- Manager visit is non-negotiable on any table with a complaint
- Follow up with dissatisfied guests within 24 hours — personal note from GM
Employees
Every employee's file — owner access. Front-of-house, back-of-house, and management.
My Team
The employees who report to you. GM sees front-of-house; Chef sees back-of-house; owner sees all.
Team & Culture
Chef Sam and the crew. How we work together and what we value.
Sam Henzy — Chef
Sam grew up in Delaware and came to Old Friend from Fork in Old City, where he spent two years as executive chef. Before that, Middle Child. Before that, Vernick, Noma in Copenhagen, and Quince and Angler in San Francisco.
His live-fire work started at Noma, where he found a Josper set up in a makeshift shack behind the restaurant and decided on the spot that it would be his station. He spent the last three months of a six-month internship on it. He went to Vernick partly for the wood oven. At Angler he was executive sous chef on a line with no conventional stoves at all — "it's fires everywhere you look."
At Old Friend he runs the kitchen: the team, the menu, and the food that comes off the hearth. The fire isn't a gimmick—it's how he cooks. It's the center of the kitchen, the center of the room. And it's the reason everything here tastes the way it does.
Joe Monnich — Consulting Chef
Joe grew up on the Main Line, trained at the Culinary Institute of America, and worked under Jean-Georges Vongerichten and then Lacroix. He rose to executive chef at Dandelion and Parc—two of the busiest, most respected kitchens in Philadelphia.
He is the chef-owner of Stove & Co. and continues there. At Old Friend he developed the concept, assembled the operating team, and brought Sam to the project. He will work the line alongside Sam through the opening months and mentor the sous chef, then stay on as a consultant to the owners.
Core Staffing Model — 85 Seats
Back of House
- Chef — Sam Henzy
- Sous Chef — 1 FT (Chef Sam's right hand, kitchen management when he's off)
- Line Cooks — 3–4 per service (hot, cold, pastry rotation)
- Prep Cook(s) — 1–2 daytime
- Dishwasher(s) — 2 per service (the backbone)
Front of House
- GM / Floor Manager — 1 per service
- Servers — 4–5 per service (1:17 cover ratio)
- Bartenders — 1–2 (8 bar seats + service bar)
- Food Runners — 2 (critical for kitchen-floor speed)
- Host — 1 (first and last impression)
Employee Satisfaction Framework
- Competitive pay at or above market — advertise this in recruiting
- Daily family meal — real food, cooked with care. Sets the cultural tone.
- Schedules posted 2 weeks out minimum — reliability builds loyalty
- Clear growth paths — cooks can become sous chefs, servers can become managers
- Monthly education: wine tastings, ingredient field trips, technique workshops
- Recognition culture — call out excellence publicly, address issues privately
- Open-door GM + Chef Sam policy — staff must feel heard to stay
- Quarterly 1:1 check-ins for all staff — goals, concerns, ideas
Efficiency Standards
BOH Excellence Targets
- Ticket times: apps <12 min, entrees <22 min
- Waste under 4% of food cost — rigorous daily prep lists
- Whole-animal, whole-vegetable mentality — zero waste is the ethos
- Daily specials log — captures what sold and what didn't
FOH Excellence Targets
- 4.5+ stars maintained on Google, Yelp, and Resy
- Guest return rate target: 35%+ repeat within 90 days
- Upsell training: add-ons, pairings, desserts — not pushy, just knowledgeable
- Reservation notes used on every booking — personalization scales trust
Financial Intelligence
Revenue targets, cost tracking, and profitability by week and day.
Weekly Rev (target)
$63K
Peak week · Fri/Sat full, Tue/Wed ~60%
Annual Rev (target)
$2.2M
Blended seasonal avg (Year 1)
↑ $2.8M+ at full maturity
Food Cost %
30%
Target ceiling
Bev Cost %
22%
Cocktail / wine blend
High-margin lever
Labor %
28%
FOH + BOH combined
EBITDA Target
18%
Healthy fine casual
Industry avg: 6–15%
Revenue Growth Levers
- Chef's tasting menu (optional) — 5–7 courses at $95–$130 pp drives check average dramatically
- Wine pairing add-on ($45–$65) — trains staff to sell it on every tasting menu inquiry
- Private dining / buyout — even 2 events/month at $4,000 each adds $96K/year
- Bar stays open after kitchen closes — Thu/Fri/Sat until 11 PM, Tue/Wed/Sun until 10 PM; high-margin late window with low incremental cost
- House-made retail: hot sauces, pickles, preserves — brand extension + revenue + something guests take home
Cost Control Priorities
- Weekly P&L review with Chef Sam and GM — not monthly, weekly
- Seasonal procurement contracts with 2–3 core farm partners — reduces price volatility and builds story
- Recipe costing for every dish — Chef Sam approves no dish without knowing the food cost %
- Energy audit in Year 1 — kitchen equipment energy costs are often 15–25% reducible
- Negotiate CC processing rate annually — at $2M+ revenue, 0.2% savings = $4,000/year
- Reduce deliveries to 3x/week max — fewer deliveries = better inventory control
Beverage Inventory
The weekly count of liquor, beer and wine — assigned by the GM, counted by a bartender, sealed units plus the level of anything open. Feeds the week’s order and the variance report.
Food Inventory
Ingredient master + live recipe margins, fed by AI-scanned invoices.
Monthly Operating Budget
Built directly from the OF Pro Forma. Reflects a full-capacity operating month — 6 days/week, 86 seats, $95 check average, no special events. Enter this month's actual spend in the Actual column; variance and the bottom line update live and sync across your devices.
Total Revenue
$336K
70% food · 30% alcohol
Prime Cost
61.1%
COGS + labor & benefits
Target ceiling ~65%
Operating Expenses
$95K
28.4% of revenue · incl. 3% reserve
Net Profit
$31.7K
Monthly bottom line
9.4% net margin
Budget vs. Actual
Month
● under budget ·
● over budget ·
for revenue & profit lines, higher is favorable
| Line Item | Budget | Actual | Variance |
|---|---|---|---|
| Revenue | |||
| Dinner Food | $235,251 | $ | — |
| Alcohol | $100,822 | $ | — |
| Total Revenue | $336,073 | — | — |
| Less: Controllable Comps | -$8,000 | $ | — |
| Less: Family Meals | -$1,500 | $ | — |
| Net Sales After Comps & Family Meals | $326,573 | — | — |
| Cost of Goods Sold | |||
| Food & Alcohol Cost | $101,238 | $ | — |
| Gross Profit | $225,335 | — | — |
| Labor | |||
| FOH Management | $17,472 | $ | — |
| Kitchen Management | $17,472 | $ | — |
| FOH Hourly | $17,145 | $ | — |
| BOH Hourly | $31,024 | $ | — |
| Total Labor | $83,113 | — | — |
| Payroll Taxes | $10,287 | $ | — |
| Health Insurance | $2,645 | $ | — |
| Workers' Compensation | $1,008 | $ | — |
| Bonuses | $1,234 | $ | — |
| Total Taxes & Benefits | $15,175 | — | — |
| Total Labor + T&B | $98,288 | — | — |
| Total Prime Costs | $199,525 | — | — |
| Gross Profit Less Labor | $127,048 | — | — |
| Occupancy | |||
| Common Area Maintenance | $3,025 | $ | — |
| Rent | $12,500 | $ | — |
| Property Tax | $3,070 | $ | — |
| Utilities & Occupancy (U&O) | $1,400 | $ | — |
| Total Occupancy | $19,995 | — | — |
| Operating Expenses | |||
| Linen Rental / Cleaning | $2,689 | $ | — |
| Uniforms | $101 | $ | — |
| Dishwasher Supplies | $1,008 | $ | — |
| Disposable Goods | $1,012 | $ | — |
| Cleaning Supplies | $874 | $ | — |
| Cleaning Service | $1,378 | $ | — |
| FOH Smallwares | $874 | $ | — |
| BOH Smallwares | $302 | $ | — |
| R+D | $336 | $ | — |
| Printing & Repro Menus | $672 | $ | — |
| Training — F&B | $235 | $ | — |
| Training — Labor | $504 | $ | — |
| Total Operating Expenses | $9,985 | — | — |
| Advertising & Promotions | |||
| Restaurant Marketing / Promotion | $12,771 | $ | — |
| Social Media | $5,041 | $ | — |
| Total Advertising & Promotions | $17,812 | — | — |
| Administration & General | |||
| Resy | $538 | $ | — |
| Credit Card Fees | $7,394 | $ | — |
| Professional Fees | $3,025 | $ | — |
| Payroll Service | $504 | $ | — |
| GL / Property & Umbrella Insurance | $1,042 | $ | — |
| Licenses & Permits | $101 | $ | — |
| Interest Expense | $5,713 | $ | — |
| Office Supplies | $706 | $ | — |
| Recruiting Expenses | $639 | $ | — |
| Telephone Expense | $336 | $ | — |
| Computer Software | $2,521 | $ | — |
| Security | $134 | $ | — |
| Total Administration & General | $22,651 | — | — |
| Repairs & Maintenance | |||
| Scheduled Maintenance | $5,041 | $ | — |
| Repair & Maintenance | $1,479 | $ | — |
| Total Repairs & Maintenance | $6,520 | — | — |
| Utilities | |||
| Charcoal | $3,361 | $ | — |
| Electric | $1,479 | $ | — |
| Gas | $975 | $ | — |
| Water | $1,344 | $ | — |
| Trash Removal | $1,176 | $ | — |
| Total Utilities | $8,335 | — | — |
| Reserve | |||
| Operational Friction Reserve | $10,082 | $ | — |
| Total Operating Expenses (below prime) | $95,380 | — | — |
| Net Profit — Month | $31,668 | — | — |
How To Use This
- Type each line's real spend into the Actual column. Subtotals, prime cost, and net profit recalculate automatically — you only fill in the detail lines.
- Variance shows the gap to budget — green when you're under on a cost (or over on revenue), orange when a cost runs over. Watch prime cost first.
- The 3% Operational Friction Reserve ($10,082) is built in on purpose — it absorbs small overruns. Don't spend it as found money.
- Pro forma assumes 6 service days/week with no brunch, lunch, wine dinners, or buyouts — every one of those is upside on top of this budget.
Weekly Operating Budget
Built from the OF Pro Forma, scaled to one operating week (monthly ÷ 4.33 weeks). Reflects a full-capacity operating week — 6 service days, 86 seats, $95 check average, no special events. Enter this week's actual spend in the Actual column; variance and the bottom line update live and sync across your devices.
Total Revenue
$77.6K
70% food · 30% alcohol
Prime Cost
61.1%
COGS + labor & benefits
Target ceiling ~65%
Operating Expenses
$22K
28.4% of revenue · incl. 3% reserve
Net Profit
$7.3K
Weekly bottom line
9.4% net margin
Budget vs. Actual
Week
● under budget ·
● over budget ·
for revenue & profit lines, higher is favorable
| Line Item | Budget | Actual | Variance |
|---|---|---|---|
| Revenue | |||
| Dinner Food | $54,289 | $ | — |
| Alcohol | $23,267 | $ | — |
| Total Revenue | $77,555 | — | — |
| Less: Controllable Comps | -$1,846 | $ | — |
| Less: Family Meals | -$346 | $ | — |
| Net Sales After Comps & Family Meals | $75,363 | — | — |
| Cost of Goods Sold | |||
| Food & Alcohol Cost | $23,363 | $ | — |
| Gross Profit | $52,000 | — | — |
| Labor | |||
| FOH Management | $4,032 | $ | — |
| Kitchen Management | $4,032 | $ | — |
| FOH Hourly | $3,957 | $ | — |
| BOH Hourly | $7,159 | $ | — |
| Total Labor | $19,180 | — | — |
| Payroll Taxes | $2,374 | $ | — |
| Health Insurance | $610 | $ | — |
| Workers' Compensation | $233 | $ | — |
| Bonuses | $285 | $ | — |
| Total Taxes & Benefits | $3,502 | — | — |
| Total Labor + T&B | $22,682 | — | — |
| Total Prime Costs | $46,044 | — | — |
| Gross Profit Less Labor | $29,319 | — | — |
| Occupancy | |||
| Common Area Maintenance | $698 | $ | — |
| Rent | $2,885 | $ | — |
| Property Tax | $709 | $ | — |
| Utilities & Occupancy (U&O) | $323 | $ | — |
| Total Occupancy | $4,614 | — | — |
| Operating Expenses | |||
| Linen Rental / Cleaning | $620 | $ | — |
| Uniforms | $23 | $ | — |
| Dishwasher Supplies | $233 | $ | — |
| Disposable Goods | $233 | $ | — |
| Cleaning Supplies | $202 | $ | — |
| Cleaning Service | $318 | $ | — |
| FOH Smallwares | $202 | $ | — |
| BOH Smallwares | $70 | $ | — |
| R+D | $78 | $ | — |
| Printing & Repro Menus | $155 | $ | — |
| Training — F&B | $54 | $ | — |
| Training — Labor | $116 | $ | — |
| Total Operating Expenses | $2,304 | — | — |
| Advertising & Promotions | |||
| Restaurant Marketing / Promotion | $2,947 | $ | — |
| Social Media | $1,163 | $ | — |
| Total Advertising & Promotions | $4,110 | — | — |
| Administration & General | |||
| Resy | $124 | $ | — |
| Credit Card Fees | $1,706 | $ | — |
| Professional Fees | $698 | $ | — |
| Payroll Service | $116 | $ | — |
| GL / Property & Umbrella Insurance | $240 | $ | — |
| Licenses & Permits | $23 | $ | — |
| Interest Expense | $1,318 | $ | — |
| Office Supplies | $163 | $ | — |
| Recruiting Expenses | $147 | $ | — |
| Telephone Expense | $78 | $ | — |
| Computer Software | $582 | $ | — |
| Security | $31 | $ | — |
| Total Administration & General | $5,227 | — | — |
| Repairs & Maintenance | |||
| Scheduled Maintenance | $1,163 | $ | — |
| Repair & Maintenance | $341 | $ | — |
| Total Repairs & Maintenance | $1,505 | — | — |
| Utilities | |||
| Charcoal | $776 | $ | — |
| Electric | $341 | $ | — |
| Gas | $225 | $ | — |
| Water | $310 | $ | — |
| Trash Removal | $271 | $ | — |
| Total Utilities | $1,923 | — | — |
| Reserve | |||
| Operational Friction Reserve | $2,327 | $ | — |
| Total Operating Expenses (below prime) | $22,011 | — | — |
| Net Profit — Week | $7,308 | — | — |
How To Use This
- Type each line's real spend into the Actual column. Subtotals, prime cost, and net profit recalculate automatically — you only fill in the detail lines.
- Variance shows the gap to budget — green when you're under on a cost (or over on revenue), orange when a cost runs over. Watch prime cost first.
- The 3% Operational Friction Reserve ($2,327) is built in on purpose — it absorbs small overruns. Don't spend it as found money.
- Pro forma assumes 6 service days/week with no brunch, lunch, wine dinners, or buyouts — every one of those is upside on top of this budget.
Trends
Sales, covers and labor over time. One daily line with weekly, monthly, quarterly and annual moving-average trends overlaid on the same chart — short- and long-term direction together, like a 50/200-day stock chart. Toggle any line on or off; golden/death crosses are flagged. Fed by your Daily Numbers.
Forecast
A 14-day demand outlook — covers and sales per day from day-of-week patterns, season, and the Wayne/Main Line events calendar — plus a smart order guide that scales your pars to what's coming. Works from opening night on sensible priors and sharpens as Daily Numbers builds up.
Time Off & Availability
Request time off and set your weekly availability. Clocking in and out, tips and pay are all handled in Toast.
Seasonal Cash Flow Projection
Annual revenue rhythm for Old Friend — 86 seats, Tue–Sun, $100 avg check
The Main Line Seasonality Pattern
Wayne, PA follows a distinct hospitality cycle: strong fall and spring driven by Main Line residents, compressed summer as families travel, and a holiday surge in December. Plan staffing, purchasing, and marketing investment around these peaks.
Monthly Revenue Model (Year 1)
Note on covers: The figures below are blended nightly averages across all six operating nights per week, accounting for seasonal demand swings. Peak-night capacity (Fri/Sat at 1.8 turns) is 154 covers; slow midweek nights in winter may run 50–60. The monthly revenue projection combines both.
| Month | Op. Nights | Est. Covers/Night | Revenue | Season |
|---|---|---|---|---|
| Year 1 Total | ||||
Cash Flow Strategy by Season
🌸 Spring (Mar–May) — RAMP
- Highest new-guest acquisition period — Main Line residents return from Florida
- Launch spring prix-fixe to push check average above $100
- Push Resy marketing hard; target Mother's Day as highest single revenue day
- Spring menu change — share the new season with regulars and neighbors
☀️ Summer (Jun–Aug) — PROTECT
- Expect 20–30% cover drop as Main Line families vacation
- Reduce purchasing commitments; negotiate flexible supplier terms
- Lean into bar revenue — lighter menu, cocktail-forward summer program
- Use slower nights for staff training, deep cleaning, menu R&D with Chef Sam
🍂 Fall (Sep–Nov) — PEAK
- Strongest dining season — execute flawlessly, this is peak visibility season
- Full staffing, no schedule compromises; hold labor even if costly
- Fall harvest menu — Chef Sam's best seasonal opportunity
- Maximize private dining bookings for corporate holiday parties (Oct–Nov)
❄️ Winter (Dec–Feb) — MANAGE
- December holiday surge offsets Jan/Feb softness — book it aggressively
- January: lowest revenue month — plan for 50–60% of peak capacity
- Valentine's Day (Feb 14) is a top-3 revenue night — prix-fixe only
- Use January for lease renegotiations, vendor reviews, menu planning
Cash Reserve Targets
- Maintain 60-day operating expense reserve at all times (~$55K minimum)
- Pre-fund January (slowest month) from December holiday surplus — do not spend December cash
- Net-30 terms with all major suppliers — protects cash flow during slow weeks
- Weekly cash position review every Monday (office day) with GM and owner
Plate Costing & Menu Engineering
Build a plate, see its true cost, then let Claude recommend a menu price and strategy — Old Friend, Wayne, PA
Build the Plate
IngredientQtyUnit Cost $Line $
Plate cost & suggested price are computed instantly. Claude adds the menu-engineering read, margin ideas, and a menu line.
Plate Cost
$0.00
Add ingredients to begin
Suggested Menu Price · 30% food cost
—
Recipe Builder
Chef Sam’s working recipes — method, yield, plating, and allergens, wired straight into Plate Costing. Old Friend, Wayne, PA
Recruits
A simple running list of people to recruit — name, email, phone, and the role you have in mind.
Hiring Intelligence
Job descriptions, key traits by role, and interview questions that matter.
General Manager
The GM is the culture carrier between Chef Sam's kitchen vision and the front-of-house experience. They must love hospitality as a craft, not just a job.
Job Description
- Oversee all FOH operations, scheduling, and guest experience standards
- Weekly P&L review; manage labor cost to 28% target
- Lead pre-service briefings and post-service debriefs daily
- Own Resy platform, reservations strategy, and VIP guest relations
- Hire, train, and develop all FOH staff; conduct quarterly reviews
- Maintain vendor relationships for beverage, linen, and supplies
- Serve as primary liaison to Chef Sam on menu changes and service adjustments
Key Traits to Look For
- Genuine warmth with guests — hospitality must be intrinsic, not performed
- Financial literacy — comfortable reading a P&L and explaining it to others
- Calm under pressure — how they handle a 90-cover Saturday is everything
- Staff advocate — the best GMs protect their teams while holding standards
- Proactive communicator — no surprises with Chef Sam or ownership
Interview Questions
- "Walk me through how you handled a service that went sideways. What broke down and what did you do?"
- "How do you build trust with a kitchen team when you're the FOH leader?"
- "Tell me about a time you had to have a hard conversation with a staff member. How did you approach it?"
- "What does hospitality mean to you — and can you give me an example of when you delivered it in a way that surprised even yourself?"
- "Walk me through how you'd read a weekly P&L and what actions you'd take based on what you saw."
Wine List Strategy
Triangle method: entry, mid-range, and apex selections. Every SKU must earn its place.
The Constraint Is the Concept
The cellar holds 15 red brands and 15 white brands, plus a handful of misc bottles. That's not a limitation — it's an editorial identity. The triangle strategy means every tier of the list has a clear job: entry builds access, mid-range builds revenue, and the apex builds prestige. Every single SKU must earn its slot.
The Triangle Framework
Apex — 20%
Prestige & Story
4 reds · 4 whites
$130–$250+
Mid-Range — 50%
The Revenue Engine
7 reds · 7 whites
$65–$125
Base — 30%
Accessible & High-Turn
5 reds · 5 whites
$48–$64
15 Red Brands
Base · 5 Reds · $48–$64
- Côtes du Rhône (Grenache blend)
- Barbera d'Asti
- Beaujolais Villages (or Cru Beaujolais)
- Mencia (Bierzo, Spain)
- Domestic Pinot Noir (Willamette Valley)
Mid-Range · 7 Reds · $65–$125
- Bourgogne Rouge (village-level Pinot Noir)
- Crozes-Hermitage or Saint-Joseph (Syrah)
- Rioja Reserva (Tempranillo)
- Barbaresco or Langhe Nebbiolo
- Loire Valley Cabernet Franc (Chinon / Bourgueil)
- Mid-Atlantic / PA Red (rotating producer)
- California Cabernet Sauvignon (Napa or Sonoma)
Apex · 4 Reds · $130–$250+
- Gevrey-Chambertin or Chambolle-Musigny (village)
- Barolo (from a named producer — Mascarello, Giacosa, Rinaldi type)
- Napa Valley Cabernet — reserve/cult (Ridge, Dunn, Corison type)
- Seasonal / Winemaker Feature (rotates quarterly)
15 White Brands
Base · 5 Whites · $48–$64
- Muscadet Sèvre et Maine sur Lie
- Grüner Veltliner (Kamptal or Wachau)
- Pinot Grigio (Friuli — not mass market)
- Provençal Rosé (1 SKU, runs year-round)
- Domestic Chardonnay (unoaked — Sonoma Coast or similar)
Mid-Range · 7 Whites · $65–$125
- Chablis Premier Cru
- Sancerre or Pouilly-Fumé
- Alsace Riesling (Grand Cru or single vineyard)
- White Burgundy — Mâcon-Villages or St-Véran
- Vermentino or Verdicchio (Italian white)
- Mid-Atlantic / PA White (rotating producer)
- California Chardonnay (Santa Barbara / Sonoma Coast — barrel & lees)
Apex · 4 Whites · $130–$250+
- Meursault or Puligny-Montrachet (village)
- Alsace Riesling Vendanges Tardives or Grand Cru single-site
- California Chardonnay — flagship (Aubert, Kistler, Peter Michael type; Sonoma Coast / Santa Barbara)
- Seasonal Apex Feature (rotates quarterly)
Misc Bottles — The Wild Card Slots
A Few Carefully Chosen Additions
🥂 Sparkling
1 Champagne NV (house pour BTG)
$95–$130 bottle · $22–$26 glass
🍾 Pét-Nat
1 rotating natural sparkling
Low-intervention · $55–$75 · conversation starter
🍯 Dessert
1 Sauternes or Tawny Port
Sold BTG only · $14–$18/pour
🍊 Orange / Skin-Contact
1 rotating skin-contact white
Signals culinary seriousness · $65–$85
By-the-Glass — Pulled Directly from the Triangle
6–8 BTG Pours — No Separate BTG Inventory
With only 30 SKUs total, BTG pours must come from the existing list — no separate inventory. Choose 2 base + 2 mid-range + 1 apex red, and 2 base + 1 mid white. Champagne NV from misc. Rotate the apex BTG weekly to drive cellar velocity on the prestige tier.
White / Sparkling BTG
- Champagne NV — $22–$26
- Base white (Muscadet or Grüner) — $13–$16
- Mid white (Chablis 1er or Sancerre) — $18–$24
- Rosé (Provençal) — $14–$17
Red BTG
- Base red (Côtes du Rhône or Beaujolais) — $13–$16
- Mid red (Bourgogne Rouge or Cab Franc) — $19–$26
- Apex feature pour (weekly rotation) — $28–$38
- Dessert pour (Sauternes / Tawny) — $14–$18
Cellar Rules — Non-Negotiable
- Hard cap: 15 red brands · 15 white brands · ~4 misc. Adding a new SKU means cutting one.
- Every tier — Base, Mid-Range, and Apex — must carry at least one West Coast domestic (California, Oregon, or Washington) red AND one domestic white. The Main Line guest trusts and pays up for premium domestics, so each level needs a familiar anchor alongside the Old World story.
- Apex tier rotates quarterly — keeps the top tier fresh and gives regulars something new each season
- 2 wine reps maximum — one Old World specialist, one domestic. Fewer relationships = better terms and tighter curation
- Monthly inventory: any SKU sitting at 1 bottle goes to BTG immediately to recover cost and clear space
- Monthly staff tasting: 4 bottles from across the triangle — every server must be able to sell every tier
- Mid-Range Reds must include a California Cabernet Sauvignon — a Napa or Sonoma benchmark Cab anchors the tier for guests who expect California structure with the Josper-grilled red meats
- Whites must include a California white built for live fire — a richer, textured Chardonnay (Santa Barbara / Sonoma Coast) or California Rhône-style white that stands up to smoke and char
Why This List Works
- A 30-SKU list curated with this much intentionality tells guests more about who we are than a 100-bottle list assembled without one
- The PA/Mid-Atlantic producer slots (red #11, white #11) are the Philly-native narrative made liquid — name the farms on the menu
- Write a brief note on the list explaining the triangle philosophy — guests will remember it
- The skin-contact misc slot signals that Chef Sam's beverage program has a point of view, not just a price range
Wine Cellar Inventory
The 30-bottle triangle cellar — enter your wholesale cost per bottle and let Claude suggest a menu price for each, on strategy.
Food Safety
Temperature logs, cleaning protocols, and the standards we don't compromise on.
Daily Numbers
Sales, covers, and labor by day — the manual bridge until Toast is connected. Also feeds the Daily Flash on the dashboard.
Prep List
Today and tomorrow's prep, built from the Menu Planner. Check tasks off as you finish them — the same list the back kitchen tablets show.
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86 Board
What's out right now. Add an item when it's gone; clear it when it's back.
Checklists
Opening, closing, and sidework — by area, checked off per day with who and when.
Equipment & Maintenance
Service and repair history for the Josper, Rational, HVAC, and more — with next-due dates.
Guest Book
VIP & regulars, allergies, dietary needs and preferences — with a pre-shift list of tonight’s VIPs and allergy guests.
Allergen & Dietary Matrix
Tag every dish with allergens and dietary flags — a quick grid for the kitchen and servers.
Private Events
Every party that ever asked "do you do private events?" lives here — from first email to deposit in hand. Each lead gets a stage, a score, and a next step with a date. Nothing slips. (That's the whole idea.)
Friends & Family
The list for the night before the night. Add a name, say whose it is, send the invitation, and watch the yeses come back on their own. (Seats committed is the number that matters.)
My Performance
Your selling numbers vs the anonymized Old Friend team — and your own goals.
My Documents
Your private document folder — snap a photo or upload a file.
Reference Library
Signature dishes from the world’s acclaimed live-fire restaurants, sorted into our menu sections — chef reference.
OF Cocktails
The bar list — classics and Old Friend originals; 🔥 marks Josper mise en place.
Cocktail Planner
Plan the cocktail menu by day — guest list and bar prep, with Josper notes.
Cocktail Costing
Pour cost and margin per cocktail — recipes, spirit costs, and bar-ingredient costs.
Help & FAQ
Answers to the questions people ask most, and one place to report a problem.
My Schedule
Your upcoming shifts for the next two weeks.
Schedule
Assign shifts for the next two weeks; staff see their own under My Schedule.
Labor Pacing
Live read on labor % vs target, with when-to-cut recommendations that protect the guest experience. Owner, GM, Chef and Sous Chef.
Sales Competition
Run server sales contests for a prize. Set the metric, dates, and prize; the leaderboard ranks them. Owner / GM only.
Ordering / Par
Set par levels and track on-hand. The system builds your reorder list by vendor.
Purchasing Calendar
Order day, cutoff time and delivery day for every vendor. A vendor ordering twice a week gets a row per window.
Walkthrough / Counts
Count by storage area, the way you actually walk the kitchen. Saves a dated count and updates on-hand.
Recipe Versions
Version control and chef approval. One Live version per dish — no cook ever works off an old sheet.
HACCP / Food Safety Monitoring
CCP logging (receiving, storage, cooking), calibration, and daily compliance sign-offs.
Chef Daily
Temperature checks, staff assignments, quality control. Kitchen operations in real time.
Manager Daily
Sales tracking, staffing, cash, complaints, equipment. The full operational view.
Management Log
Owner work log — what was done, decisions, follow-ups, hours. Tagged Flapjak vs Free Hugs for the monthly summaries.
Contract Hours
Hourly contract work before payroll. Log each block of work; an owner approves it and marks it paid.
Sunday Brunch Concept
A concept analysis for Old Friend — should we do it, and if so, how?
The Question Before the Menu
Sunday brunch is one of hospitality's most beloved traditions — and one of its most operationally punishing. For a restaurant with Chef Sam Henzy's culinary ambitions, brunch must either be extraordinary or not exist at all. A mediocre brunch actively harms a fine-dining reputation.
The Case For Sunday Brunch
- Wayne, PA brunch market is underserved at the quality level Old Friend can deliver
- Incremental revenue from a daypart that currently generates $0 — staffing already paid for evening service
- Guest acquisition channel: brunch guests convert to dinner guests at high rates
- Lower check average ($55–$70) broadens the audience without diluting the brand if executed correctly
- Beverage program: mimosas, Bloody Marys, and brunch cocktails are extremely high margin
The Honest Risks
- Staff fatigue: adding Sunday AM means BOH staff may work split shifts — attrition risk
- Chef Sam's bandwidth: if he's expected to lead brunch and dinner on Sunday, quality erodes
- Brand dilution: a bad brunch is worse than no brunch — Wayne diners will talk
- Cleaning and reset: Sunday morning turnaround from Saturday night service requires a tight timeline
- Recommendation: do NOT launch brunch until the dinner program is fully stable — 6–9 months minimum post-opening
The Right Brunch Concept for Old Friend
Concept Direction: "Sunday at the Table"
- Not a "brunch" — a Sunday mid-day meal. No bottomless mimosas, no DJ. Elegant, unhurried, and chef-driven.
- Seating: 11 AM and 1 PM seatings only — structured turns protect the kitchen and manage labor
- Menu: 3–4 savory plates, 2 sweet plates, a composed egg dish, and one market special from Chef Sam
- Beverage: a curated brunch cocktail list (4 drinks), still and sparkling wine, pressed juices
- Check average target: $65–$75 per person with beverages
Sample Menu Framework
- House-baked bread service with cultured butter and seasonal jam — automatic, included
- Signature egg dish: soft-scrambled with truffle, or shirred with seasonal vegetables — changes weekly
- Composed market salad: whatever's peak at Reading Terminal that week
- One substantial savory: smoked fish, charcuterie board, or weekend braise
- Sweet finish: ricotta pancake or seasonal tart — not a stack, a statement
Launch Timeline Recommendation
- Months 1–6: Focus exclusively on dinner. Do not open brunch. Perfect the evening program first.Foundation
- Month 6: Soft-launch brunch as a monthly pop-up (first Sunday of the month only) to test demand and operationsPilot
- Month 8: Evaluate: covers sold, guest feedback, staff satisfaction, food cost. Go/no-go decision.Assessment
- Month 9+: Weekly Sunday brunch launch if pilot is successful — target 11 AM and 1 PM seatingsFull Launch
- Year 2: Brunch adds ~$280K–$340K in annual revenue if averaging 100 covers at $70 per person, 48 SundaysRevenue Impact
Staffing Model for Brunch
- Designate a Brunch Lead Cook (not Chef Sam) — he consults on menu, they execute
- 2 servers + 1 runner for 11 AM seating; same team stays for 1 PM
- 1 bartender: builds brunch cocktail program, manages beverage-heavy orders
- Host manages Resy brunch bookings separately from dinner — different guest behavior, different pacing
- Labor cost for brunch must be evaluated independently — it's a separate P&L center until it's self-sustaining
Top 10 KPIs
The metrics that matter most for Old Friend — tracked weekly, owned by leadership
Measure What Moves the Restaurant
These ten indicators tell you the full health of Old Friend at a glance — financial performance, guest experience, and team retention. If these ten numbers are moving in the right direction, everything else follows.
KPI Review Cadence
Weekly (Every Monday)
- Revenue per cover, food cost %, labor cost % — reviewed by GM + Chef Sam
- Cover count vs. prior week and prior year comparable
- Table turn rate by night — flag any night under 1.5×
- Guest review score average — any new reviews read aloud at staff meeting
Monthly
- Full P&L review: all 10 KPIs benchmarked against targets and prior month
- Staff turnover rate — if above 0%, identify root cause
- Repeat guest rate pulled from Resy data
- Guest notes and feedback logged — every unhappy guest followed up within 24 hours
Vendors
Every vendor we buy from or are looking at — food, beverage, and services. Regional sourcing reference below.
The Sourcing List Is the Menu's Foundation
Sourcing is not logistics — it's narrative. Every farm name on the menu is a sentence in the story. Prioritize PA farms, Reading Terminal Market relationships, and Headhouse Square vendors. Then supplement with best-in-class regional purveyors.
🥬 Produce — Pennsylvania & Mid-Atlantic
Primary Produce Suppliers
- Weaver's Way Farm Co-op — Philadelphia, PA
- Penns Corner Farm Alliance — Pittsburgh / Western PA
- Headhouse Farmers Market — Philly (Sun AM)
- Lancaster Farm Fresh Co-op — Lancaster, PA
- Tuscarora Organic Growers — Hustontown, PA
Specialty Produce & Forage
- Primordia Mushroom Farm — Philadelphia, PA
- Weatherbury Farm — Avella, PA
- Spiral Path Farm — Perry County, PA
- Orchard Ridge Farm — Chester County, PA
- Eshelman Farms / Downingtown Farmers Market
🥩 Proteins — Meat & Poultry
Beef & Pork
- Creekstone Farms — Arkansas City, KS
- Hendricks Farms & Dairy — Telford, PA
- Griggstown Farm — Princeton, NJ
- Birchrun Hills Farm — Chester Springs, PA
- Green Meadow Farm — Gap, PA
Poultry & Game
- Bell & Evans — Fredericksburg, PA
- Griggstown Farm — Princeton, NJ
- Hudson Valley Foie Gras / Liberty Duck — Ferndale, NY
- Ayrshire Farm — Upperville, VA
🐟 Seafood — Day Boat & Sustainable
Primary Seafood Purveyors
- John Yi Fish Market — Reading Terminal Market, Philadelphia
- Samuels & Son Seafood — Philadelphia, PA
- ProFish — Washington, DC
- Forty North Oyster Farms — Barnegat, NJ
Dairy, Eggs & Pantry
- Keswick Creamery — Newburg, PA
- Trickling Springs Creamery — Chambersburg, PA
- Sauder's Eggs — Lititz, PA
- Brookfield Farm Bees & Honey — Hatfield, PA
- Jansal Valley / Sid Wainer & Son
Sourcing Principles
- PA-first: if a PA farm can supply it at quality, it goes on the menu with the farm name
- Direct farm relationships for at least 3 core suppliers — Chef Sam visits in person at least twice a year
- Supplier contracts reviewed annually; price protections negotiated before each season, not reactively
- Whole-animal and whole-vegetable ethic — what comes in whole leaves as food, never as waste
Marketing
One place for the public-facing pieces — your website, Google reviews, and social.
PR & Media
Campaign strategy, PR firms, and media contacts — all in one place.
Telling Our Story
How we share Old Friend with guests and neighbors. The work speaks first.
Substance First
We don't chase reviews, rankings or awards. Recognition comes from the work: the same care at every table, the details right on every plate, a room people want to come back to. Our story is simply what we do every night, told honestly, mostly to the people who will actually eat with us.
Before We Open
🔨 "Building Old Friend"
- Photograph the buildout — the room taking shape, the hearth going in, the team getting ready
- Short video: Chef Sam at the Josper — the charcoal, the fire, and why we cook this way
- One local opening story, shared with the writer we promised it to (see Media Contacts) — real news, not a review request
- Friends & family nights for staff families, the farmers and makers who supply us, and our Lancaster Avenue neighbors
🗓 Pre-Opening Timeline
- 12 weeks out: Decide on PR help for the opening story and inquiriesNow
- 10 weeks out: Photos of Chef Sam, the team and the spaceContent
- 8 weeks out: Resy page live, Instagram and email list startedGuests can find us
- 6 weeks out: The local opening story runsNeighbors hear the news
- 3 weeks out: Friends & family and neighbors nightsPractice on people we love
- Opening week: Resy opens, a personal thank-you to our first guestsOpen
Year One — Share the Work
- Seasonal menu notes — when the menu changes, tell regulars what changed and why: the farm, the harvest, the dish
- "PA Sourced" — one farm partner a season, introduced to our guests. Their story is part of ours.
- The 30-bottle list — explain the triangle on the list itself and at the table. Guests should understand why every bottle is there.
- Community work — an annual night with Philabundance or a Philly food access group, done because it matters
Every Year After
- Keep doing the same thing well. Consistency is the story.
- Measure what matters: regulars, return visits, guest notes, team retention — not placements or rankings
User Roles & Permissions
Who's on the team, what they see, what they edit.
Things to Think About
Don't give everyone Edit on everything
One accidental click can wipe a week's scheduling work. View-by-default, Edit-by-explicit-permission is safer.
Be intentional about who sees financials
Cash Flow and Financials contain numbers that shouldn't circulate. Default matrix gives Edit only to you and the bookkeeper.
Plan for departures
When someone leaves, their access has to come off the same day. The admin page has a one-click Deactivate button.
The Permissions Matrix
Starter set. Tune cells where you'd want different access.
| Role | Schedules | Events | Menu | Financials | Press |
|---|---|---|---|---|---|
| Owner | Edit | Edit | Edit | Edit | Edit |
| General Manager | Edit | Edit | View | View | View |
| Chef | Edit | View | Edit | — | View |
| Sous Chef | Edit | — | View | — | — |
| Bookkeeper | View | View | — | Edit | — |
| Server / Host | View | — | View | — | — |
| Bartender | View | — | View | — | — |
Server Handbook
Hospitality standards, menu knowledge, and how we make every guest feel welcome.
Daily Duties — At a Glance
Your shift in three beats
Opening
Lights & music on · set and polish tables, glassware & silverware · review the reservation book · stock and wipe menus.
During Service · Sidework
Keep setups rolled and stations stocked — silverware, glassware, menus, condiments, coffee & ice, garnishes, to-go and check supplies. Reset tables, refresh sanitizer buckets, wipe spills.
Closing
Polish & restock glassware · wipe surfaces · reset tables · take out waitstation trash · cash out & drop deposit · lights/music off · arm & lock up.
Swapping a Shift
Need a shift covered?
Open My Schedule, find your shift, and tap Offer for trade. A front-of-house teammate can pick it up there, and the trade goes to the General Manager for approval. You'll get an email when it's approved or declined. Trades close at 3 PM the day before the shift (3 PM Sunday for Tuesday shifts); after that, call the GM. Give as much notice as you can. A trade isn't final until a manager approves it, so keep working your shift until you hear back.
Responsible Alcohol Service — RAMP
Why this section exists
Every drink we serve rides on a liquor license we worked two years to get. Pennsylvania's RAMP program is how we keep it — and how we keep you out of trouble, because the law fines and sues the person who poured, not just the house. Read these policies at orientation, initial them, and live them. Refusing service the right way will always be backed by management. Serving a minor or a visibly intoxicated guest will always be treated as what it is: a fireable offense with your name on it.
House Policy № 1 — Visibly Intoxicated Guests Read & Initial
- Stop alcohol service at the first sign of visible intoxication — slurred speech, unsteady feet, loud swings in mood, drooping eyes. Not after one more.
- Tell the rest of the team the guest is flagged, and tell the manager on duty. A cut-off is a house decision, never a solo argument.
- Offer food, water, coffee, something without alcohol. Keep it warm and unembarrassing — "let me get you something to eat" beats "you're done."
- Offer a ride: call a cab or rideshare, or recruit a sober member of their party. Note who drove and how they left. Serving them "because they have a designated driver" is still illegal.
- File an incident report before you leave — the 🚨 button on your tablet or dashboard. Five minutes, and it protects you.
House Policy № 2 — Minors & Checking IDs Read & Initial
- Card anyone who looks 35 or under. Every time. The regular you carded last week gets carded this week.
- Check with FEAR: Feel the ID, Examine it front and back, Ask questions (middle name, zip code, sign), Return it only when satisfied.
- Acceptable: a valid photo driver's license or ID card from PA or any state, a Canadian license or photo ID, a U.S. military photo ID, or a passport / passport card. Nothing else. No photo, no service.
- Questionable ID? Get the manager. If we accept it, we complete a PLCB-931 Declaration of Age Card and keep it on file — that form is your legal shield.
- We have the right to refuse service to anyone who can't produce acceptable ID — and we use it, politely and without apology.
On the Floor — Server Specifics
- Guests under 21 may be seated only with a parent, legal guardian, or proper supervision under the Liquor Code. Unsure? That's a manager call, not yours.
- No alcohol to anyone at a table where an unaccompanied minor is seated — the law reads the whole table.
- The server who rings the drink is the server the law holds responsible. Don't ring drinks for another section's guests you haven't seen.
- Pace the table. Count drinks per guest, watch the fast rounds, and let the kitchen help — food on the table is your friend.
The Law, Personally
Serve a minor or a visibly intoxicated person and you — not just Old Friend — face fines starting at $1,000 from the State Police, up to a year in jail, and civil dram-shop lawsuits that have taken people's homes. RAMP training, carding hard, cutting off early, and filing the incident report are how you make sure that's never your story. If you're ever unsure, the answer is: don't serve, get the manager.
PLCB Reference Library
📕 PLCB-91 · Server Responsibility
📗 PLCB-93 · House Policies
📘 PLCB-2321 · Policy Guide
📙 PLCB-94 · Minors & the Law
📄 PLCB-2027 · Incident Form (blank)
Kitchen Manual
Charcoal fire operation, station standards, and how the team communicates under pressure.
Daily Duties — At a Glance
Your shift in three beats
Opening
Fire up equipment (Josper, Rational) · temp-check coolers · receive and store deliveries · review the prep list · label & date prep · set sanitizer buckets.
During Service · Sidework
Restock and rotate the line (FIFO) · refill mise and squeeze bottles · sanitize boards between tasks · hone knives · keep plates stocked · log temps · keep the pass clean.
Closing
Break down & clean the line · wrap, label & date all prep · organize and temp the walk-in · clean floors & equipment · trash & grease out · chef sign-off.
Fire & Hearth Safety
Working the Josper safely
Every hearth cook must read and sign the Live-Fire Ash Disposal SOP before working the fire, and the Hearth · Fire Safety checklist is completed every shift (AM ignition, mid-service, and close-down).
Host Handbook
First impression and last touchpoint. Greeting protocol, book management, and pacing.
Daily Duties — At a Glance
Your shift in three beats
Opening
Boot Resy & the POS · review the book for VIPs, large parties & allergies · confirm the floor plan and sections · stock menus and the host stand · set music & lighting · tidy the entry.
During Service
Run the book and the pace · keep menus and the to-go area stocked · check restrooms · keep the entry welcoming and the umbrella stand set.
Closing
Save the night's covers · note no-shows · prep tomorrow's book · tidy and power down · lock the entry.
Swapping a Shift
Need a shift covered?
Open My Schedule, find your shift, and tap Offer for trade. A front-of-house teammate can pick it up there, and the trade goes to the General Manager for approval. You'll get an email when it's approved or declined. Trades close at 3 PM the day before the shift (3 PM Sunday for Tuesday shifts); after that, call the GM. Give as much notice as you can. A trade isn't final until a manager approves it, so keep working your shift until you hear back.
Policies & Forms
Company policies, safety procedures, and forms — read, print, or hand out.
Employee Handbook
Company-wide HR policies — conduct, pay, time off, and how we work. Every new hire acknowledges this during onboarding.
Employee Health Policy
FDA Food Code illness-reporting agreement — what to report and when to stay home. Signed by every food handler on hire.
SOP — Live-Fire Ash Disposal
The Josper ash-disposal safety procedure (NFPA 96). Required reading and sign-off for all hearth cooks.
RAMP Incident Log Management
Printable form to document an alcohol-service incident (refusal, over-service). For quick digital entries, use Operations → Manager's Log and tag it “ramp.”
Bartender Handbook
Craft standards, service speed, and how the bar sets the room's tone.
Daily Duties — At a Glance
Your shift in three beats
Opening
Count your bank & open the POS · check and record par · stock liquor, beer, wine & mixers · cut fruit and prep garnishes · fill ice & polish glassware · make batches · check taps & CO2 · wipe the bar.
During Service · Sidework
Restock garnishes, ice & glassware · refill napkins, straws & coasters · wipe the bar between guests · top up mixes · keep to-go and check supplies stocked · sweep behind the bar.
Closing
Last call & cash out · break down and date perishables · sanitize wells & discard ice · wash and rack glassware · restock to par · secure & lock liquor · clean mats & mop · record 86s · lock up.
Swapping a Shift
Need a shift covered?
Open My Schedule, find your shift, and tap Offer for trade. A front-of-house teammate can pick it up there, and the trade goes to the General Manager for approval. You'll get an email when it's approved or declined. Trades close at 3 PM the day before the shift (3 PM Sunday for Tuesday shifts); after that, call the GM. Give as much notice as you can. A trade isn't final until a manager approves it, so keep working your shift until you hear back.
Responsible Alcohol Service — RAMP
Why this section exists
Every drink we serve rides on a liquor license we worked two years to get. Pennsylvania's RAMP program is how we keep it — and how we keep you out of trouble, because the law fines and sues the person who poured, not just the house. Read these policies at orientation, initial them, and live them. Refusing service the right way will always be backed by management. Serving a minor or a visibly intoxicated guest will always be treated as what it is: a fireable offense with your name on it.
House Policy № 1 — Visibly Intoxicated Guests Read & Initial
- Stop alcohol service at the first sign of visible intoxication — slurred speech, unsteady feet, loud swings in mood, drooping eyes. Not after one more.
- Tell the rest of the team the guest is flagged, and tell the manager on duty. A cut-off is a house decision, never a solo argument.
- Offer food, water, coffee, something without alcohol. Keep it warm and unembarrassing — "let me get you something to eat" beats "you're done."
- Offer a ride: call a cab or rideshare, or recruit a sober member of their party. Note who drove and how they left. Serving them "because they have a designated driver" is still illegal.
- File an incident report before you leave — the 🚨 button on your tablet or dashboard. Five minutes, and it protects you.
House Policy № 2 — Minors & Checking IDs Read & Initial
- Card anyone who looks 35 or under. Every time. The regular you carded last week gets carded this week.
- Check with FEAR: Feel the ID, Examine it front and back, Ask questions (middle name, zip code, sign), Return it only when satisfied.
- Acceptable: a valid photo driver's license or ID card from PA or any state, a Canadian license or photo ID, a U.S. military photo ID, or a passport / passport card. Nothing else. No photo, no service.
- Questionable ID? Get the manager. If we accept it, we complete a PLCB-931 Declaration of Age Card and keep it on file — that form is your legal shield.
- We have the right to refuse service to anyone who can't produce acceptable ID — and we use it, politely and without apology.
Behind the Rail — Bartender Specifics
- Everyone seated at the bar is 21 or older — no exceptions, not even with a parent. Minors don't sit at the rail, full stop.
- Measured pours only. Jigger every build. Free pouring is against house policy because counting drinks only works when a drink is a known quantity.
- Count drinks per guest and keep a running read on the room. No stacking — one drink in front of a guest at a time. Rounds don't outrun the slowest drinker.
- Last call is a service, not a sprint. No doubles at last call, no "one for the road." The night ends the way the house decides.
- Most cut-offs start at the bar, and most floor cut-offs need your backup — when a server flags a guest, that guest is flagged at your rail too.
The Law, Personally
Serve a minor or a visibly intoxicated person and you — not just Old Friend — face fines starting at $1,000 from the State Police, up to a year in jail, and civil dram-shop lawsuits that have taken people's homes. RAMP training, carding hard, cutting off early, and filing the incident report are how you make sure that's never your story. If you're ever unsure, the answer is: don't serve, get the manager.
PLCB Reference Library
📕 PLCB-91 · Server Responsibility
📗 PLCB-93 · House Policies
📘 PLCB-2321 · Policy Guide
📙 PLCB-94 · Minors & the Law
📄 PLCB-2027 · Incident Form (blank)