In today’s restaurant industry, operators are grappling with rising costs, labour shortages, and shifting consumer behaviour. Traditional models often fall short in meeting these demands, creating a growing need for practical, sustainable solutions that drive consistent results. Benchmark Sixty has emerged as a consulting partner that helps restaurant businesses meet this moment with clarity, structure, and measurable improvement.
Jim Taylor (Founder and CEO) is at the centre of this approach. Focusing on fostering a ‘people-first’ mindset, he is helping others build businesses that are not only more resilient but also more aligned with the way the industry is evolving. With a background in executive restaurant operations, Jim began consulting in 2020 when colleagues in the hospitality industry sought his support during the height of the pandemic. What began as a way to help others quickly evolved into a purpose-driven consulting model rooted in repeatable systems, virtual delivery, and a focus on long-term value.
From Burnout to Breakthrough
Jim Taylor’s pivot into consulting wasn’t strategic. It was personal. After years leading operations at a fast-growing Canadian restaurant brand, he found himself burned out. With a young family preparing to relocate and the hospitality industry in crisis, Jim stepped back from the executive world with no concrete plan.
Then the calls started coming. Friends in the industry, facing unprecedented challenges, reached out for guidance. Jim didn’t know what “consulting” looked like, but he knew how to solve problems and deliver outcomes. That mindset became the foundation of his practice.
The more people he helped, the clearer the opportunity became—not just to consult but to change how consulting works. And when seasoned consultants warned him about the industry’s feast-or-famine cycles, scalability issues, and “bad reputation,” it didn’t deter him. It motivated him to build something different. He saw that operators didn’t just need advice. All they needed was structure, repeatable systems, and support they could actually sustain. What started as short-term help gradually evolved into a long-term model designed to do just that.
Consulting in a Post-pandemic World
Starting a business in 2020 forced Jim Taylor to reject many traditional consulting norms. He couldn’t rely on travel or in-person meetings, nor did he have a sales or marketing background. The early roadblocks (pricing his services, finding new clients, and building a brand) were significant.
But the limitations of the moment led to clarity. By necessity, Jim created systems for delivering measurable results remotely, without heavy time commitments. Over time, that evolved into a one-hour-a-week, virtual consulting model that he and his team still use today.
Most hospitality consultants, Jim observed, are most of the folks delivering expertise, but far lower at explaining what they do, defining the problems they solve, or building a business around it.
“When I started,” he says, “I was a zero out of ten in monetisation and business development. That’s where many consultants struggle, and why they can’t scale.”
Jim’s Bold Consulting Framework
Jim Taylor documented his playbook in Bold Consulting, a guide for professionals looking to build a scalable consulting business that delivers real value without requiring hours of work on a weekly basis.
Two strategies in particular challenge the industry’s status quo.
1. From “Do For” to “Do With”
Most restaurant consulting engagements are structured like temporary full-time jobs: project-based, hands-on, and time-heavy. Jim calls this the “Do For” model: consultants fix things for clients, then move on. It often leads to burnout and inconsistent income.
Instead, Jim advocates a “Do With” approach: more advisory, more collaborative. It’s about helping clients build internal capability so that the consultant is no longer needed. This model reduces delivery hours, increases client retention, and allows consultants to serve more clients without sacrificing results.
2. A smarter pricing strategy
Another common mistake: basing pricing on hourly rates derived from a former salary. While logical on paper, this creates a cap on both income and scalability. Jim Taylor encourages consultants to use a retainer-based “length and depth” pricing model. The longer a client engages, the lower the monthly fee, creating long-term value for both parties.
Rather than quoting flat fees for 90-day projects, Jim recommends structuring packages that reward commitment and allow deeper engagement. This also builds client lifetime value and prevents the cycle of starting from scratch every few months.
Carving a Niche, not Mimicking Giants
“There will always be a place for large consulting firms,” Jim says.
While their scale and breadth are unmatched, they often serve broad mandates with multi-layered teams and generalist strategies. For independent consultants, the opportunity lies in focusing on depth over breadth.
The restaurant sector is under sustained financial pressure, from rising wages and volatile supply costs to high turnover and shifting guest expectations. Operators today need support that is precise, relevant, and actionable. Independent consultants who position themselves as specialists. Whether in menu design, labour modelling, or operational metrics, independent consultants are better equipped to deliver targeted value.
Jim Taylor has seen that many consultants make the mistake of trying to be everything to everyone, believing that offering more services will appeal to more clients. In practice, this leads to confusion and diluted messaging.
“The more clearly you define your niche and the problem you solve, the easier it is for clients to say yes,” he explains.
A focused offering builds trust faster and makes it easier to demonstrate return on investment. In a competitive market, clarity becomes a competitive advantage.
No Ads. No Frills. Just Relationships.
Over the past few years, Benchmark Sixty has never run a single ad. That wasn’t a philosophical decision but a practical one.
“You either grow a business by spending money or by spending time,” Jim explains.
For him, time has always been the greater asset, especially in the early stages, when budget constraints are real for most new consultants.
Instead of paid marketing, Jim focused on building credibility through consistent delivery, clear positioning, and relationship-driven growth. From word-of-mouth referrals to meaningful conversations on digital platforms, Benchmark Sixty’s network expanded organically. The team prioritised being visible where potential clients spend their time and offering value upfront without a sales pitch.
Technology played a role, primarily through video conferencing and collaborative tools. But it was the clarity of the message and the discipline of showing up consistently that created traction. This approach forms a key part of Jim’s coaching to aspiring consultants: a sustainable business doesn’t start with scale, it starts with trust. You don’t need a marketing budget to grow. You need a point of view, a system to back it up, and the willingness to put in the time where it matters.
What’s Next: Supporting the Next Generation
Today, Benchmark Sixty works with over a hundred restaurants annually and supports around 100 consultants through its coaching programmes. The consulting arm focuses on business model optimisation, while the coaching side empowers professionals to build consulting businesses that are not only profitable but also aligned with their personal and professional lives.
But Jim Taylor sees this as just the beginning. As the hospitality landscape continues to evolve, his focus is shifting from scaling Benchmark Sixty alone to scaling its impact. That means equipping more independent consultants to operate sustainably, and helping more operators transition away from reactive firefighting into proactive, data-informed leadership. The goal is not to create dependency, but to help both sides of the industry become more self-sufficient, resilient, and future-ready.
From free speaking engagements and podcasts to pro bono consulting for restaurants in underserved markets, the team is doubling down on accessibility. They want to ensure that deep operational knowledge and strategic frameworks aren’t limited to large brands or well-funded groups. “Our mission is to lower the barrier to entry for anyone who wants to build a business around helping others,” Jim says. Whether it’s a restaurant veteran pivoting to consulting or an operator trying to stabilise post-crisis, the intention is the same: give people tools that work, and the confidence to use them.
Open Letter to Aspiring Consultants
Dear Friends,
For those of you already in consulting or working as solopreneurs, my first piece of advice is to recognize that while referrals can drive new business, relying solely on them is unsustainable. It’s like depending on winning the lottery for your paycheck—great if it happens, but not a reliable strategy. Be clear about the specific problem you solve; if it feels too broad, you risk appearing as a generalist, making it harder for potential clients to find you.
Everyone needs a coach or mentor. If your consulting business isn’t growing as quickly as you’d like, seek guidance from someone who has faced similar challenges. It can be a lonely journey, and support can make a significant difference.
For those yet to launch their consulting business, now is an unprecedented time to start. With just a cell phone, Wi-Fi, and a laptop, you can build a multi-six-figure business, often dedicating just one hour per week per client.
Understand your runway—know how long you can invest time in starting your business without incurring significant expenses. Be realistic about your goals and timelines. Remember, there has never been a better time to seize these opportunities.
Best,
Jim Taylor
Founder and CEO,
Benchmark Sixty
5 Key Takeaways from Jim Taylor’s Insights on Consulting and Restaurants
- Challenges create opportunity: The restaurant industry faces major hurdles like labor shortages and rising costs. Jim saw this as a chance to offer fresh solutions, proving that tough times can lead to new business opportunities.
- Virtual consulting works: Despite initial doubts and the pandemic preventing in-person meetings, Jim successfully built a virtual consulting model. This shows that many services can be delivered effectively online, reaching clients globally.
- Niche down to stand out: Instead of trying to be a generalist like big consulting firms, independent consultants should focus on solving specific problems for a targeted group. This makes it easier for potential clients to understand how you can help and why they should choose you.
- Relationships over advertising: Benchmark Sixty has grown without paid advertising. Jim emphasizes building relationships and investing time in organic growth, showing that strong connections are more valuable than a big marketing budget, especially when starting out.
- Empowerment is key: Jim Taylor’s consulting approach focuses on empowering clients to manage their businesses independently (“do with” model) rather than doing everything for them (“do for” model). He also aims to help other consultants build scalable businesses that give them more freedom and better returns.
