Copper Lantern

Anticipatory, guest-first care: reading the room and meeting a need before it is voiced, so every guest feels genuinely looked after rather than processed.

In action: Notice the table that needs a moment and act before they signal; remember and use regulars' names and preferences; turn a complaint into a guest who comes back; design a small memorable moment into an ordinary shift; brief the team before service on who they will make a moment for; treat the greeting and the goodbye as chances to make someone smile.

Do it right every time, and make it a little better every day: dependable quality in the food and the service, with humble, continuous improvement rather than assuming it is already good enough.

In action: Run the shift, then ask what one thing could be better tomorrow; own a recurring problem and iterate a fix rather than working around it; build simple checklists and logs that make quality repeatable; welcome feedback on your own performance and act on it; keep learning the craft, whether food, service, or the numbers; hold the standard even on the details a guest would never see.

Care for and develop the people: treat the team as the reason the guest experience is possible, invest in their growth, and make fair calls that weigh the person, not only the number.

In action: Treat teammates as family, not headcount; step in when a colleague is struggling, on shift or off; build structured training and a promote-from-within pipeline; celebrate people's growth out loud; lead with empathy under pressure, not only efficiency; develop a successor rather than hoarding the know-how.

Honesty and ownership over shortcuts: be candid when something goes wrong, own the outcome rather than blaming, and refuse the convenient corner.

In action: Be honest with guests and the team when something goes wrong; own the result of your shift rather than pointing elsewhere; give straight, kind feedback and admit your own mistakes; refuse a shortcut that only you would know about; raise a problem early instead of hiding it; hold suppliers and yourself to the real standard, not the easy one.

Deliver a warm, service-first experience so every guest leaves happier than they arrived.

Every host grows, feels cared for, and shares in the pride of the room we run.

Build fair, lasting partnerships with local farmers and suppliers so the community shares in the value we create.

Hold the service-first standard consistently across every location while opening new bistros; deepen host development, training, and promotion from within.

Keep a consistent product and dining experience across a growing regional footprint without losing the from-scratch craft or the culture.

Become the most-loved neighborhood dining group in the region, anchored on genuine hospitality, sustainable local sourcing, and people who build their careers here.

Score the candidate against the four Copper Lantern values (Warm Hospitality, Craft & Consistency, Team First, Straight Talk) as lived in a Restaurant Manager role.

Proactive, high-responsibility, humble, calm under pressure; owns outcomes rather than blaming; embraces the onboarding and the standards.

Builds and develops the team ('a good leader makes people'): structured training plans, coaching, promotion pipeline, hiring and selection, inspiring the team with a vision.

Warm hospitality in practice: anticipatory, guest-first service; creating memorable moments; guest recovery and loyalty; upholding and rolling out service standards.

Owns the store P&L: COGS and food cost, labor cost control, revenue growth, inventory and stock control, ordering and purchasing discipline, rostering for both profit and quality.

Routine food-quality checks against standard; strict food-safety and hygiene control; consistency of taste and presentation; audit readiness.

Advanced English, speaking and writing, per the JD. Other languages a plus.

Manager or supervisor experience in F&B (restaurant, hotel, or high-quality chain); depth versus the JD bar; tenure stability and a credible track record.