BOME Vechta

01

Starting point

After the established first location the question was: does BOME work elsewhere — and on considerably more floor space? Vechta offered a large site with potential, but also with all the risks of a large fixed-cost block.

02

Challenge

A large space forgives no planning mistakes: more seats, more staff, longer routes, higher base load. The brand had to be transferred without becoming a copy — and the team had to function without the founder's daily presence at location one.

03

Strategy

Scaling through systems rather than improvisation: documented processes, clear responsibilities and a kitchen designed to produce higher volumes without losing quality.

04

Planning

Zoning by demand: which areas can stay closed on quiet days? Kitchen and technology were sized for peak load, and staffing per shift was planned in from day one.

05

Implementation

Full build-up of the location including interior, technology and processes, recruiting and onboarding the team, opening and stabilising day-to-day operations.

The lessons from Vechta — on large-format economics, team structure and running a site at a distance — now feed directly into my consulting work. That is part of being honest: expansion is hospitality's hardest school.

06

Result & decision

The location ran for four years — but it depended on me. I had never built a second leadership level, and without people carrying the same spirit and drive the concept couldn't be run at a distance. At the same time my family was growing, and the seven-day week took its toll.

In 2026 I therefore sold Vechta — not an insolvency, but a deliberate, profitable exit: the business was high-revenue, which is exactly why it sold at a profit. Better to run one location at its maximum than three at half strength. That experience is now the most valuable part of my consulting, because I know both sides — building up and exiting profitably.