dadlani f+b consultants
Confidential Executive Proposal
Prepared for Minor Hotels Australasia

AVANI Queenstown
F&B Transformation

Building Six to Midnight into the property's central Food & Beverage experience.
Executive proposal · July 2026
01 — Executive Perspective

Every operational decision becomes easier once the commercial direction is clear.

Six to Midnight needs a clearer commercial role, a stronger connection to the AVANI brand, and an operating model that allows every Food & Beverage touchpoint to work together towards a common objective.

01
Concept clarity

The current concept needs to be tested against the AVANI brand, the Queenstown market and the property's commercial ambition.

02
Commercial viability

Menu, beverage, pricing, labour and operating complexity must work together as a sustainable business.

03
Disconnected F&B touchpoints

Breakfast, bar, room service, pantry and minibar need to reinforce the main restaurant rather than develop independently.

04
Execution readiness

Service philosophy, workflows, SOPs and training must follow a clear concept and commercial direction.

05
Immediate opportunity

Obvious operational and commercial improvements should begin while the longer-term repositioning is being developed.

02 — The centre of the programme

Six to Midnight becomes the anchor.

The restaurant should become the clearest expression of AVANI Queenstown's Food & Beverage identity. The other guest touchpoints should extend its relevance across the day and across the property.

01

Breakfast creates the first daily connection to the venue.

02

The bar strengthens atmosphere, dwell time and spend.

03

Room service, pantry and minibar extend the same thinking beyond the restaurant.

03 — The journey

Understand the current operation. Improve what can change now. Build what comes next.

01

Understand

Observe the current concept, commercial model, menus, kitchen, service flow and guest experience.

02

Stabilise

Address obvious commercial, operational and menu issues immediately where practical.

03

Reposition

Define the future role, identity and commercial direction of Six to Midnight and the wider F&B offer.

04

Implement

Translate the direction into menus, beverage, workflows, SOPs, training, launch and ongoing refinement.

04 — Decisions the programme must resolve

The first priority is to resolve the commercial and strategic questions.

Is Six to Midnight positioned correctly for AVANI and Queenstown?
Should it operate as a hotel restaurant, a destination venue, or both?
Is the current menu commercially sustainable and operationally realistic?
How should breakfast, bar and in-room dining reinforce the restaurant?
Where are the immediate revenue, margin and workflow opportunities?
What should the F&B experience become over the next several years?
05 — Programme focus

A connected transformation of concept, commercial performance and execution.

01

Concept & Positioning

Assess and refine the role, identity and market position of Six to Midnight.

02

Commercial Model

Review revenue potential, menu economics, beverage opportunity, pricing and operating complexity.

03

Culinary Direction

Define menu philosophy, meal-period structure, product direction and kitchen execution.

04

Beverage Direction

Build a commercially relevant bar and beverage programme around the venue's positioning.

05

Operations

Align workflows, service interfaces, SOPs, outlet presentation and daily operating rhythm.

06

Implementation

Support training, rollout, launch readiness, refinement and ongoing commercial improvement.

06 — Working together

Two complementary lenses, aligned around one property outcome.

Hemant Dadlani

Group Culinary & F&B Operations
  • F&B strategy and commercial direction
  • Six to Midnight concept and culinary direction
  • Menu, beverage and kitchen operations
  • Commercial performance and sustainability
  • Immediate improvements and implementation support

Kelly Taylor

Guest Experience, Brand Positioning & Service Culture
  • Guest journey and service experience
  • Brand positioning and market fit
  • Service philosophy and culture
  • Front-of-house experience
  • Brand expression and marketing activation
Shared focus on concept, brand alignment and guest experience strengthens the final outcome.
07 — Programme outputs

Once the direction is clear, the practical work becomes focused and executable.

01
Strategic F&B Assessment

Current-state evaluation, commercial opportunities, operational priorities and concept viability.

02
Six to Midnight Direction

Positioning, menu philosophy, beverage direction, meal-period logic and relationship to the wider hotel.

03
Commercial & Culinary Review

Menu engineering, pricing, cost structure, production model, kitchen workflow and immediate improvements.

04
Operating Framework

Service and kitchen workflows, required SOPs, training priorities and operational implementation plan.

05
Implementation Partnership

Support through development, decision-making, rollout, launch and post-launch refinement.

08 — Engagement

Improve the current operation while building the future of F&B at AVANI Queenstown.

ProgrammeAVANI Queenstown F&B Transformation
Primary focusSix to Midnight and its supporting F&B ecosystem
ApproachAssessment, stabilisation, repositioning and implementation
InvestmentTo be confirmed in final commercial scope