Four things, done properly, in the order that pays.

Maison Pompon is a hospitality consulting studio specialising in luxury restaurants, hotels and members' clubs. We help them elevate guest experience, increase loyalty and drive revenue.

Guest Experience & Service

What a guest actually goes through, written down and made repeatable.

Most houses have a standard of service that lives in one or two people's heads. It works on the nights they are there. We write it down — the arrival, the table, the pace of the meal, the goodbye — so that it holds on a Tuesday in August with half the team on holiday. Then we come back unannounced and check that it does.

Guest journey — mapped end to end, from the first search to the follow-up
Service standards — written as SOPs a new hire can actually follow
Mystery guest — an unannounced visit, and a written read you can act on
Team training — on the floor, with your people, not in a seminar room
Concierge & guest relations — the desk that turns a customer into a regular

Membership & CRM

Knowing who your guests are is not a database problem. It is an operating decision.

The private-client director who knows that the window table is yours, that your wife does not drink rosé, and that the children's birthdays are in March and September — that is the entire economic moat. It is also, in most houses, one person's memory and nothing more. We build the system underneath it: what is recorded, by whom, at what moment, and what is done with it the following week.

VIP strategy — who deserves the attention, and what the attention actually is
Membership programmes — pricing, tiers, what a member gets that a guest does not
CRM — the fields that matter, the ones that never get filled, and why
Loyalty — the follow-up that brings a table back in six weeks, not six months
Data hygiene — because a list nobody trusts is a list nobody uses

Revenue & Reservations

The book is the business. Most houses run it as an afterthought.

A dining room has a fixed number of seats and a fixed number of hours. Everything else — the pacing, the table mix, the deposit policy, the way a no-show is handled — is a decision, and most of those decisions were made once, years ago, by someone who has left. We go through them one by one, with the numbers in front of us, and change the ones that are costing you covers.

Reservation strategy — pacing, table mix, deposits, no-shows, waitlists
SevenRooms & OpenTable — configured properly, and the reports finally read
Revenue optimisation — more from the same room, without raising prices
Private dining & buyouts — the offer written down, priced, and sellable
Reporting — the three numbers a general manager should see every Monday

Openings & Programming

There is one window to be interesting, and it is short.

An opening is the only moment a house gets undivided attention, and it is usually spent on the wrong things — a launch party for people who will never come back, a feed that could belong to anyone. We work the other side of it: who should be in the room on the first night, what the calendar looks like in month four, and which partnerships are worth signing.

Pre-opening — from the deck to the first covers, with a critical path
Programming — the calendar that fills a Tuesday, not just a Saturday
Events — dinners, launches, residencies, conceived and cast
Luxury partnerships — the houses worth working with, and the ones to decline
Concept & positioning — what the house is, and who it is for

Five lines is enough. Tell us what the house is and what you want to be true in a year.

Write to us