Cedar Street's menu had grown over a decade of ownership changes and regional additions. By the time current management took over, the menu had 30 items with overlapping proteins and side dishes that required 14 separate prep routines.
The analysis showed 9 items sold under 4 times weekly — each requiring a unique ingredient that appeared nowhere else on the menu. Three pasta dishes shared components but competed for the same customer segment. The soup selection (four varieties) was a kitchen sink approach that generated waste on slow days.
The new menu dropped to 18 items. Soup selection went to two varieties. Three pasta dishes consolidated to one with a customizable protein option. The low-movers with unique ingredients were removed unless they could be adapted into existing prep routines.
Kitchen waste dropped 31%. Prep staff stopped managing 14 separate routines and could focus on higher-volume items. Table turns improved. Average check size rose by $2.40 as servers stopped recommending the discounted budget options that were pulling margin down.
Management runs a quarterly menu review using the same framework. The process now takes an afternoon rather than a multi-day debate.