Mtn Prime
General management and operating leadership spanning P&L performance, menu and beverage programs, events and catering, staffing, guest experience, marketing, and growth strategy.
Built from the operator's side of the table
The advice changes when you have carried the P&L, worked the shift, and lived with the result.
Josh Walker is a restaurant operator and advisor with experience across Colorado restaurant leadership, concept openings, international consulting, catering growth, menu development, and financial performance.
JW
Operator · Advisor · Builder
Josh Walker
Why this practice exists
I want to understand your restaurant before I tell you what to change.
Josh's experience was built inside operating restaurants, not from a consulting framework looking for an industry.
He has led or operated Colorado concepts including Mtn Prime, Danielle's Scratch Kitchen, and Duke's Steakhouse, and assisted with the opening of Giordano's in downtown Denver. His work has included full P&L responsibility, food and beverage cost, labor strategy, purchasing, menu engineering, recipe costing, cocktail and wine programs, staffing, sales strategy, guest retention, and management systems.
He also spent approximately a year consulting in Sayulita, Mexico, supporting restaurant openings, food and cocktail programs, recipe and prep systems, cost strategy, POS implementation, staffing, and execution. Separately, he built a catering operation from the ground up to more than $250,000 in annual revenue by its second year.
The common thread is simple: a recommendation has to make financial sense, survive service, work for the team, and respect what the guest came for.
Experience at a glance
Across the operation, not one department.
3International consulting engagements
$250K+Catering revenue by year two
4Named Colorado operating/opening roles
DozensFood, cocktail, and wine menus
Colorado operating experience
Leadership inside real restaurants.
These were operating and opening roles - not outside consulting projects. They shaped the judgment brought into every client engagement.
Danielle's Scratch Kitchen
Hands-on restaurant leadership and execution experience inside a scratch-kitchen environment.
Duke's Steakhouse
Ownership-transition leadership, P&L analysis, sales recovery, menu strategy, food and beverage systems, staffing, operating standards, and guest-retention work.
Giordano's · Downtown Denver
Assisted with opening execution in a high-profile downtown restaurant environment.
International advisory work
From concept setup to menu economics.
In Sayulita, Josh worked with three distinct restaurant concepts: a new tiki restaurant requiring broad opening support, an elegant beachfront restaurant focused on food-menu economics, and a compact bar concept focused on repeatable prep and execution.
Explore the work →THE WORKHidden Cove Tiki HutThe DockSandbarThree different concepts. Three different operating problems. No generic playbook.
What Josh brings into the room
The whole restaurant has to make sense together.
P&L and cost discipline
Financial analysis, food and beverage cost, labor, pricing, purchasing, yields, menu contribution, and operating leverage.
Menu and beverage strategy
Food menus, cocktail programs, wine lists, recipe specs, pricing structures, and practical menu architecture.
Openings and systems
POS implementation, staffing support, training, workflow, launch readiness, and the details that turn a concept into an operation.
Shift execution
Prep, deployment, host flow, service, bar, line, expo, guest recovery, close, and management decisions under pressure.
Leadership and accountability
Role clarity, operating rhythms, standards, follow-through, management development, and reducing owner dependence.
Abstract problem solving
Separating symptoms from root causes when the obvious answer does not explain what the business is actually doing.
Why the name
Performance changes by daypart.
Restaurants are dynamic operating systems. The same four walls can behave like different businesses at lunch, happy hour, dinner, and close. DAYPART was built around that reality: diagnose the business in context, not in averages.
DAYPARTSee the whole operation.By time. By team. By behavior. By financial impact.
“The numbers tell us where to look. The shift tells us why.”DAYPART operating principle
The standard
Direct, practical, and present.
Show up before diagnosing
Every new account begins with on-site immersion and pre-visit data review.
Listen before changing
We separate what is broken from what is simply different from our preference.
Protect the guest contract
Better operations should not erase the familiarity, value, or identity guests return for.
Make tradeoffs explicit
Every change affects cost, labor, complexity, quality, speed, value, or culture. We name the tradeoff.
Build with the team
Managers and line employees must be able to execute the system when the advisor is gone.
Respect the owner's life
The operation should eventually give the owner capacity back, not simply produce another management task.
Talk operator to operator.
Start with the restaurant, the numbers, and the shift you are tired of carrying.