Your first month is not about changing things — it's about building the evidence base that makes your changes undeniable. Every conversation, observation, and number you gather here becomes the foundation for Month 2's diagnosis. At Bowfield, this means understanding the full picture: how weddings interact with regular guests, how the spa dining relationship works, what really happens at breakfast peak, and the team culture that predates you. Resist the urge to fix. Focus entirely on understanding.

Month 2 is where your listening becomes structured thinking. You now have enough data to diagnose the real issues — not just the surface complaints. The goal is a written diagnostic that covers what's genuinely strong, what's urgently broken, and what requires a longer runway. At Bowfield, the evidence points are already clear: service speed, breakfast consistency, spa dining coordination, and event F&B delivery are the pressure points. Name them, evidence them, and agree a plan with the GM.

Month 3 is where leadership becomes tangible. You're no longer observing or planning — you're shaping. Management rhythms must be embedded and running without prompting. Service standards must be owned by the team, not just by you. The performance conversation must be data-led and regular. By week 12, the GM should see a fundamentally different F&B operation — not just better numbers, but a team that operates with clarity, consistency, and pride in the product.