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Key Takeaways Most companies don’t fail because of bad advice — they fail because leaders don’t consistently execute the good advice they already have.
Outside consultants can provide clarity and direction, but real change only happens when owners take full ownership of implementation and follow-through.
Before Gordon Ramsay became a world-famous chef, he hosted a TV show in the UK called Ramsay’s Kitchen Nightmares. The premise was simple: Ramsay, a successful restaurateur, would spend time with struggling restaurant owners and try to coach them back to profitability. The show ran for 10 years before eventually being adapted in the U.S. for several more.
In total, Ramsay attempted to help 105 restaurants. I use the word “attempted” generously. Want to guess how many are still in business? According to multiple reports, roughly 76% of the restaurants featured across both the British and American versions of the show eventually closed. In fact, of the 22 restaurants featured in the first two American seasons alone, only two reportedly remained open long term. That failure rate says less about Ramsay and more about the reality of consulting.
You would think that with Gordon Ramsay in your corner, turning around a restaurant would be inevitable. That is what great consultants are supposed to do, right? Help businesses improve operations, increase profits and succeed.
But if you actually watch the show, one thing becomes obvious: Ramsay’s advice was usually sound. Setting aside the theatrics, he identified real problems and offered practical solutions. The issue was rarely the advice itself. The issue was whether the owners were willing — or able — to implement it consistently after he left. That reality mirrors my own experience.
Over the past few years, I’ve worked as a consultant with small businesses across industries, including manufacturing, construction, distribution and services. I spend time on-site meeting with owners and key employees, learning how the business operates and identifying opportunities to improve profitability and efficiency.
From there, I do two things. First, I deliver written operational and strategic recommendations based on patterns and lessons I’ve learned from successful business owners over the years. Then, over the following six months or so, I help implement those recommendations. We assign responsibilities, track progress, hold meetings and troubleshoot obstacles together. The results? Better than Ramsay’s so far, but still mixed.
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