Michal Draszewski London, UK

Operator first.
Builder by habit.

I run restaurants, develop people, and build the tools that make the working day better.

10+ years across Honest Burgers, LEON and POD.
From the floor to a ten-site area.

Portrait of Michal Draszewski — Currently General Manager · Honest Burgers

The thread through my work

There’s usually
a better way.

Sometimes it’s a clearer conversation. Sometimes it’s a better routine. And sometimes it means building something that didn’t exist before.

I’ve spent my career close to the work: leading shifts, coaching managers and taking responsibility when a restaurant needs steadying. The projects below grew out of that experience—things I built to solve problems my team actually faced.

Selected work

Small changes.
A wider impact.

Two problems. Two practical solutions.
Follow what I changed and why.

01 / Performance

The numbers were there.
The clear picture wasn’t.

Weekly KPI & labour-productivity dashboard

01 / Before

Plenty of data. Too much joining the dots.

Sales, labour and forecasts sat in separate reports. Before a manager could decide what to do, they had to piece together what had happened.

The question

How could the weekly report make the next decision easier?

02 / What I changed

One place for the numbers—and the next step.

I built an Excel dashboard bringing together forecasts, sales variance and labour productivity, with space for commentary and actions.

The design decision

Keep the explanation beside the numbers, so the review leads naturally into a plan.

03 / Impact

A local solution found a wider audience.

My Operations Manager adopted the dashboard for area reviews. A tool built inside one restaurant became part of a wider performance conversation.

What changed

A consistent starting point for discussing performance and agreeing what happens next.

Next: developing people

The thinking behind it

I structured the dashboard around the questions a review needs to answer: what changed, why it matters and what to do next. The numbers and the action plan sit together, so the report supports a decision.

It brings forecasting, variance analysis and labour productivity into one consistent format.

02 / People development

A good shift shouldn’t
depend on who trained you.

Shift Manager training workbook

01 / Before

Knowledge lived in people’s heads.

Shift-leader training depended on who delivered it. New managers needed a clearer path through the role, with a consistent standard to work towards.

The question

How could practical experience become something the next manager could learn from?

02 / What I changed

Put the learning where the work happens.

I built a Shift Manager workbook covering service, labour control, compliance and daily briefs, designed to be completed on live shifts.

The design decision

Give coaching a shared structure. Keep each part connected to what a manager actually does.

03 / Impact

A shared standard. Room for people to grow.

The workbook is in active use with my team. Alongside it, two Shift Managers are progressing towards Assistant Manager roles.

What changed

A practical resource that gives training a consistent structure and supports development conversations.

Next: the experience behind it

The thinking behind it

Training should connect to what a manager has to do during a real shift. The workbook gives coaching a consistent structure, while keeping the work itself at the centre.

I also designed a structured interview sheet to support hiring and development.

The work, in numbers

LEON restaurants supported
as acting Area Manager

11+

People developed toward
management roles

+30–60%

Like-for-like sales growth
at POD

Latest guest GOS score
at Honest Burgers

Experience

Built from
the floor up.

I started as a team member. Each step since has added a wider view of the same thing: what helps people do good work.

Aug 2025 — PresentCurrent roleGeneral ManagerHonest Burgers

Stabilised the team and service standards after a takeover. Built a weekly performance dashboard and introduced structured service coaching. The latest guest GOS score is 94.

~£1.3–1.5m annual site revenueEHO 5-star rating

Apr 2022 — May 2025General ManagerLEON

Stepped up as acting Area Manager supporting ten restaurants during a leadership absence. Coached managers across sites, helped stabilise underperforming locations and delivered up to 10% year-on-year sales growth.

~£1.3–2.6m annual site revenue4 Shift Managers & 1 Assistant Manager developed

Sep 2019 — Apr 2022Deputy ManagerLEON

Helped lead a high-volume restaurant with £10,000+ daily sales and a team of 30+, balancing service pace, quality and cost control.

Sep 2018 — Sep 2019General ManagerPOD

Delivered +30% to +60% like-for-like sales growth and achieved the company’s #1 ranking for sales and performance. Recognised with Site of the Quarter and further company awards.

Full controllable P&L£20–25k weekly sales

Sep 2015 — Aug 2018From team member to Assistant ManagerPOD

Progressed through barista and shift-runner roles, building hands-on foundations in service, training, cash handling and team leadership.

Behind the workSystems, qualifications & languages

Systems I’ve worked with

Excel: KPI dashboards, forecasting & labour analysis
Fourth · Stint · Deputy: Scheduling, workforce & labour management
Attensi: Digital training
Marketman · Stocklink · FNB: Ordering & stock control
125: Guest feedback & reporting

Qualifications & languages

NVQ Level 2 Customer Service
Health & Safety Level 3
Fire Marshal · First Aid
Functional Skills: English L1, Maths L2
Level 1 ESOL

Polish NativeEnglish Full professionalSpanish Fluent

Looking ahead

Still close to the work.
Ready for a wider canvas.

I’m interested in roles where operations, people development and technology meet. After years using workforce software every day, I’d like to help more teams adopt tools and turn their data into practical action.

Want the full picture?

One career. Three perspectives.

General CV

Doors open
both ways.

Hiring across operations, people development or hospitality technology? I’d like to hear what you’re working on.

Email me LinkedIn ↗

Michal.draszewski@gmail.com

Operator first.
Builder by habit.

There’s usually
a better way.

Small changes.
A wider impact.

The numbers were there.
The clear picture wasn’t.

Plenty of data. Too much joining the dots.

One place for the numbers—and the next step.

A local solution found a wider audience.

A good shift shouldn’t
depend on who trained you.

Knowledge lived in people’s heads.

Put the learning where the work happens.

A shared standard. Room for people to grow.

Built from
the floor up.

Systems I’ve worked with

Qualifications & languages

Still close to the work.
Ready for a wider canvas.

One career. Three perspectives.

Operations
& leadership

Training
& development

Customer
success

Doors open
both ways.

Operator first.Builder by habit.

There’s usuallya better way.

Small changes.A wider impact.

The numbers were there.The clear picture wasn’t.

Plenty of data. Too much joining the dots.

One place for the numbers—and the next step.

A local solution found a wider audience.

A good shift shouldn’tdepend on who trained you.

Knowledge lived in people’s heads.

Put the learning where the work happens.

A shared standard. Room for people to grow.

Built fromthe floor up.

Systems I’ve worked with

Qualifications & languages

Still close to the work.Ready for a wider canvas.

One career. Three perspectives.

Operations& leadership

Training& development

Customersuccess

Doors openboth ways.

Operator first.
Builder by habit.

There’s usually
a better way.

Small changes.
A wider impact.

The numbers were there.
The clear picture wasn’t.

A good shift shouldn’t
depend on who trained you.

Built from
the floor up.

Still close to the work.
Ready for a wider canvas.

Operations
& leadership

Training
& development

Customer
success

Doors open
both ways.