IVS / Operations Leadership Meeting

Meeting Header

Meeting Name: IVS / Operations Leadership Meeting Date: July 2, 2026 Location / Format: IVS / Operations Leadership Meeting Facilitator: UHP Leadership Note Taker: UHP Leadership Attendees: Ownership, GMs, chefs, CMs, and operational leaders

1. Meeting Purpose

Use this meeting to align ownership, GMs, chefs, CMs, and operational leaders around:

• Labor model performance
• Facility maintenance and pride
• Role clarity and accountability
• SOP execution and standardization
• Team motivation and leadership development
• Budget planning and activation discipline
• Communication systems and admin workload
• Store-level priorities across GTC, Park, and KR

2. IVS Topics / Meeting Agenda

Core IVS Discussion Areas

3. Labor Model

Current Labor Model Targets

Key Result

KR: Manage by labor hours.

Labor Hour Model

Labor Model Discussion Notes

• Review new labor model.
• Manage by labor hour, not just percentage.
• Get with Bob to validate model and assumptions.
• Connect budgets → sales → purchasing / receiving.
• Need to explain numbers clearly to ownership and diagnose the P&L.
• CMs should take more ownership over money conversations, especially during quarterly meetings.
• Include CMs in quarterly executive conversations by store and for UHP overall.
• CC relevant leaders on weekly email for financial visibility.

4. BOH / FOH Relationship Building

Current Opportunities

• BOH and FOH need more crossover in pre-shifts.
• Build stronger relationships between departments.
• Create more shared ownership between kitchen and service teams.
• Develop a shared sense of pride and accountability.

Proposed Practice: 5-Step Greeting

Goal: Build personal connection between BOH and FOH before service.

Use a simple 5-step greet in the kitchen:

1. Make eye contact.
2. Say hello by name.
3. Ask one personal or work-related check-in question.
4. Acknowledge the day’s shared goal.
5. Thank them or offer support.

Notes

• Implement 5-step greeting in the kitchen.
• Use it as a relationship-building tool, not a compliance exercise.
• Travis to help establish recurring day at GTC by the 17th.
• Kelvin to be at GTC for training and cross-training support.

5. Role Clarity & Leadership Expectations

Key Questions

• How could we be more explicit about role expectations?
• Who is defining the role?
• Who is explaining it?
• Who is maintaining it?
• How do we shift from a “cook mentality” to a “leader mentality”?
• How do we identify the strongest players and invite them into leadership conversations?

Current Notes

• Supervisor Pride: define what it means and how it shows up.
• Clarify CM role expectations.
• Jeff to review job descriptions with CMs.
• GMs hold accountability.
• CMs sign role clarity document by the 17th.
• Shift lead training needs to become more structured.
• Leadership expectations should be documented and reinforced.

CM Role Clarity Action

6. Accountability & Mindset

Discussion Themes

• Accountability needs to be consistent and documented.
• Ownership needs to be modeled by leaders.
• Accountability conversations should happen directly and quickly.
• Manager meetings and daily communication should reinforce expectations.
• Need to challenge “victim mindset” when it appears.

Specific Notes

• Brooke and Felix were discussed in relation to victim mindset.
• Reframe from “I can’t” to “How do we make it work?”
• Practice conscious communication.
• Help leaders recognize and change limiting language.
• Have more fun with the team in the back while still maintaining standards.

Accountability Conversation Framework

Use this structure:

1. Observation: What happened?
2. Impact: Why does it matter?
3. Expectation: What needs to happen instead?
4. Ownership: What is the team member committing to?
5. Follow-up: When will we check back in?

7. Communication & Bilingual Operations

Current Needs

• Improve bilingual communication.
• Consider written communication in both English and Spanish where needed.
• Offer to try communication in Spanish, especially at expo.
• Clarify whether headphones are helping or hurting communication.

Notes

• Written form may help reinforce expectations.
• Expo may be a key place to test bilingual communication improvements.
• Bilingual tools should support speed, clarity, and inclusion.

8. Training, Cross-Training & Talent Development

Current Opportunities

• Kelvin cross-training at other stores.
• Reward team members who are doing the right things.
• Identify strongest players and bring them into leadership conversations.
• UHP BOH leadership should work together more consistently.
• Build shift lead academy with incentives.
• Restructure MIT program to include admin task training.

Training Action Items

9. Facilities, Maintenance & Pride

Core Theme

Facility maintenance is directly tied to pride, accountability, safety, and guest experience.

Discussion Notes

• Facility maintenance > pride.
• Facility maintenance needs a clear ownership conversation.
• Facility manager should own emergency plan.
• Team involvement matters.
• Section accountability should connect to ops cards.
• Day, week, month, and quarterly cleaning schedules need to be defined.
• Shed organization: Travis to take ownership.
• Explore bartering with cleaning companies for company party or other value exchange.

Cleaning & Maintenance Cadence

Facility Action Items

10. SOPs, Job Descriptions & Standardization

Current Notes

• SOPs and job descriptions need to be reviewed.
• Sean and Travis to meet and review SOPs.
• Existing SOPs need to be executed consistently.
• SOPs need to be standardized across stores.
• Emergency plan needs to be added or clarified.
• Shift lead training should connect directly to SOP execution.

SOP Action Items

11. Admin Systems, Tech & Process

Current Admin / Tech Priorities

• Travis making PO video today.
• Improve PO completion.
• Proactive systems need to start now.
• Build activation briefs.
• Improve hiring process.
• Improve manager meetings.
• Use ops cards.
• Recreate marketing budget.
• Hold two tech onboarding meetings.
• Build system for tracking PTO.

Admin / Tech Action Items

12. Budget, Activations & Marketing

Discussion Notes

• Budget planning for activations is a priority.
• Need solution for marketing within budget.
• Recreate marketing budget.
• Activation briefs should become standard.
• Values should become verbs in how work is planned and executed.
• Innovation pipeline motivation should be clarified.

Budget Planning Framework

For each activation:

13. Team Motivation, Benefits & Culture

Discussion Topics

• Team motivation through incentives and benefits.
• Bonus program.
• Long-term benefits.
• Cash.
• Hiring bench.
• First-choice vs. second-choice employer.
• Values as verbs.
• Communication during business hours.
• Event organization space.

Culture Notes

• Reward people who are already doing the right things.
• Create visible paths for growth.
• Make leadership development practical and tied to real responsibilities.
• Use incentives to motivate performance and ownership.
• Standardize where needed without stripping personality from each store.

14. Store-Specific Notes

GTC

• Kelvin at GTC to train.
• Travis to get recurring day at GTC by the 17th.
• GTC cleanliness, organization, and pride are priorities.
• Shed organization: Travis to take.
• Focus on kitchen greeting, role clarity, and cross-training.

Park

• Emergency plan needed for power backup / generator.
• Facility maintenance ownership.
• Connect Park needs to quarterly planning and capital priorities.

KR

• Key Result: Sales & Labor.
• Manage by labor hours.
• Review BOH and FOH labor allocations.
• Build stronger labor discipline around sales patterns.

15. Decisions Made

16. Action Item Tracker

17. Parking Lot

Use this section for topics that matter but need more time, ownership, or separate discussion.

• Time limits per IVS?
• AV solution
• Event organization space
• Communication during business hours
• Bonus program
• Long-term benefits
• Standardize plateware
• UHP BOH leadership working together
• Shift lead academy + incentives
• Restructure MIT program: admin tasks
• Solution for marketing within budget
• System for tracking PTO
• Values as verbs
• Hiring bench
• KR Sales & Labor
• Innovation pipeline motivation
• Cash

18. Next Meeting Agenda

Proposed Next Meeting Focus

1. Review action item progress.
2. Confirm CM role clarity document status.
3. Review labor model by property.
4. Confirm GTC training cadence with Kelvin and Travis.
5. Review facility maintenance ownership model.
6. Review cleaning schedule framework.
7. Review PO video and PO completion expectations.
8. Review SOP standardization plan.
9. Discuss Park emergency power backup / generator.
10. Prioritize next IVS topics by vote count.

Next Meeting Details

Date: [Insert Date] Time: [Insert Time] Location / Format: [Insert Location or Video Call] Required Attendees: [Insert Names]

19. Follow-Up Email Summary

Use this section to quickly send a recap after the meeting.

Subject

IVS Meeting Recap + Action Items

Body

Team,

Here is the recap from our IVS / operations meeting.

The main focus areas were labor model discipline, BOH / FOH relationship-building, CM role clarity, facility maintenance ownership, SOP execution, and better proactive planning around POs, activations, hiring, and manager communication.

The biggest action items are:

• Implement the 5-step greeting in the kitchen to build stronger BOH / FOH relationships.
• Review and clarify CM job descriptions, with signed documents completed by the 17th.
• Review the labor model and shift to managing by labor hours.
• Get Kelvin to GTC for training and establish Travis’s recurring day at GTC by the 17th.
• Include CMs in quarterly executive conversations.
• Create and roll out the PO training video.
• Define facility maintenance ownership and build daily, weekly, monthly, and quarterly cleaning schedules.
• Sean and Travis to review SOPs and begin standardizing execution across properties.
• Build out the emergency plan, including Park’s power backup / generator needs.

We will use the next meeting to review progress, confirm owners, and keep moving these items from conversation into execution.