Effective multi-site management has never been more critical. With rising wage costs, operational volatility, and tighter margins, the ability of multi-unit leaders to manage their cost base is now one of the biggest differentiators between a site that thrives and one that struggles.
Here are the top six areas that multi-unit managers need to focus on right now:
1/ Rotas and labour planning
These need a fresh approach. We can no longer rely on inherited rotas or the ‘how we’ve always done it’ mentality. Multi-site managers need to get under the skin of how hours are used – identifying duplication, removing low-value tasks, reviewing whether roles are genuinely needed at certain times, and understanding how even 15-minute inefficiencies compound across a week.
2/ Process inefficiencies
Inefficiencies add up – and only multi-site managers can see the patterns. Small habits such as early starts, unnecessary two-person tasks, poorly timed prep, or back-of-house routines that don’t align to demand can all create cost leakage. These are exactly the things that are highlighted when multi-site leaders apply clarity of expectations and disciplined review practices.
3/ Back-of-house practices
Standardising and simplifying batch prep routines helps smooth labour peaks and create more predictable staffing models. Again, this relies on multi-site managers having the capability to spot operational friction and coach their GMs to redesign routines.
4/ Tech – especially AI
This now plays a central role in protecting labour hours. AI tools that automate admin, note-taking, reporting, rota planning and guest feedback analysis help release managers from manual tasks. The value isn’t in tech for tech’s sake, but in freeing people to spend more time on coaching and guest experience.
5/ Business rates
Business rates are largely outside a GM’s control – but not outside their understanding. Multi-site managers are the bridge between head office economics and site-level decision-making. Ensuring that GMs understand rate changes, cost implications and the commercial context can strengthen decision-making and financial ownership.
6/ Apprenticeship opportunities
Apprenticeships represent a genuine positive for workforce development. The increased support for under-25 apprenticeships can help build a junior pipeline, reduce reliance on higher-cost supervisors, and improve retention. This frees up budget and bandwidth to invest more appropriately in multi-site leader development without neglecting younger team members.
If you’re considering all these factors, then you’re already on the right track. Make sure you have the skills and tools you need at your fingertips, because well-trained multi-site managers create stability, efficiency and commercial clarity during uncertain periods. This is exactly the capability gap that our The Leader of Managers programme is designed to address.
