Founder Private Coach
From company strategy to daily execution. A 2-month coaching program for Founders and Co-founders of F&B chains with 5 or more outlets and annual revenue of 60–100 billion VND. 25 sessions across 6 SECTIONS, run on your own real business data, surveyed by PEACH before the program starts.
Each cohort is selected through interviews and limited to 8 businesses. Interviews close 3 weeks before the survey week so that the survey team can be scheduled.
What is already fixed
Each business sends 1–3 people: the Founder with the Co-founder, or the people who actually hold decision-making authority.
6 SECTIONS, each SECTION lasting 2 consecutive days, with SECTIONS 1 week apart. Each session runs 3 hours, with 2 sessions per day.
Priced per business and number of attendees, not per head. Includes the full on-site survey week and 7 private coaching sessions.
Plus a complete executive file and a 24-month roadmap running on the planning platform.
The Founder Private Coach curriculum is drawn from PEACH advisory packages actually delivered since 2016, not content written specifically for a classroom. All templates used in the program are the ones in use on advisory projects.
A predictable crisis
An F&B chain that passes 5–10 outlets faces a very different problem from the start-up stage. This is not a sign of poor management. It is a crisis every chain goes through, and it appears just when the business is succeeding.
Revenue keeps growing but cash does not come in
Each outlet reports a profit and the total is still a profit, yet company cash flow keeps tightening. Head office and central kitchen costs have not been allocated to the right places.
Books across multiple legal entities do not reconcile
Accounting is not consistent across companies and brands, so the same question produces different numbers. No one dares to make big decisions.
An organization built by circumstance, not by design
The head office, HR, accounting, QA and QC functions formed gradually as needs arose. A central kitchen exists, but its capacity and cost allocation are not yet sound.
The leader becomes their own bottleneck
Once the operating system of the whole business in the early years, the leader still receives every decision today, and good managers leave because they are not allowed to decide anything.
Most chain owners respond to this crisis with two familiar moves: redrawing the org chart and buying more software. Neither addresses the root cause, because what is missing is not a box on a chart or a feature in software, but clearly defined decision rights, a steady governance rhythm, and a team capable enough to take on those rights.
3 phases in 2 months
No theory followed by self-application. PEACH first goes into the business to collect real data, the whole cohort works on that same data, and between blocks there is private coaching on the work being built.
Brief & On-site Survey
The PEACH team works directly at your business before the program starts: receiving the brief from the Founder, surveying all operations, and joining work shifts, documenting the current org chart, collecting 12 months of financial data, and interviewing managers and key staff. All of it becomes coaching material used throughout the program.
Decisions
25 sessions × 3 hours, a cohort of 8 businesses. Each SECTION runs 2 consecutive days with 2 sessions per day; SECTIONS are 1 week apart to leave time for real implementation between blocks. Every session ends with a table, a diagram, a list or a signature. No session ends with knowledge alone.
Support
Six private coaching sessions 2 hours per business, held between SECTIONS. Coaching is on work being built at your business, not on hypothetical cases. This is where private issues that are not suitable to raise in front of the cohort are handled. After the program ends, each business also has one private review session: comparing the 24-month roadmap against what has actually been implemented, and adjusting milestones that are off track.
Participants enter the first session with a picture of their own business already in hand, built by outsiders, not a self-description. The survey team records even what the Founder cannot see from being too close: standards drifting between outlets, actual processes that differ from the ones on paper, and people issues that can only be raised when leadership is absent. Without Phase 0 the program falls back to theoretical training.
6 decisions, not 25 lessons
The program is measured not by the number of sessions attended but by the number of decisions signed. Every session exists to serve one of the six decisions below, and each decision depends on the one before it.
3-year goal & growth drivers
The 3-year goal, 2 growth drivers confirmed on real data, and a keep / fix / close list of outlets with the reason for each.
Target organization profile
An org chart for the 3-year scale, a 3-layer × 4-level competency framework, and 5-block job descriptions for 5 key positions.
24-month resource plan
Three types of budget, a headcount table by required timing, a 24-month cash flow, and three scenarios modeled with warning thresholds.
2–3 fronts you must win
Re-score the 8 fronts with evidence, choose at most 3 fronts you must win, declare a measurable “good enough” threshold for the rest, with a dependency matrix.
Annual plan & metrics set
A 12-month business plan across 6 lines × 4 quarters, regional plans, and a 3-tier measurement system with a named owner for every number.
Decision-rights limits & 24-month roadmap
A decision-rights limits table signed in class, the target technology architecture, and a 24-month roadmap loaded onto the planning platform.
5-layer cascade
The program follows the actual sequence of strategy execution in a business: choose the direction first, build the capability to pursue it, and only then move down to planning and execution. Each layer answers one question, and a lower layer only makes sense once the layer above has an answer.
| Layer | Content | Core question | Where it is covered |
|---|---|---|---|
| Layer 1 | Company strategy | Where to play | SECTIONS 1 & 2 — 7 sessions |
| Layer 2 | Departmental strategy | How to win | SECTIONS 2, 3 & 4 — 8 sessions |
| Layer 3 | Annual / quarterly plan | What to do | SECTION 5 — 3 sessions |
| Layer 4 | Regional / area plan | Where specifically | SECTION 5 — 1 session |
| Layer 5 | Operational & commercial execution | How to operate | SECTIONS 4, 5 & 6 — 6 sessions |
A rule that applies throughout: every departmental strategy must trace back to Decision 1, showing which growth driver it serves. If it cannot be traced, it is dropped on the spot in class. This is where the cascade breaks most easily, because each department head brings their own strategy and each one is reasonable, but together they do not serve the common goal.
25 sessions across 6 SECTIONS
Each session runs 3 hours, with 2 sessions per day and 2 consecutive days per SECTION. SECTIONS are 1 week apart so the business has time for real implementation between blocks, and brings the results back to class.
Where to play — Strategy & organization
Answers the biggest question of a chain that has stalled: what is the next goal, and what organization can run that chapter. The principle of this SECTION: do not open with a cost table. Someone who has built a 60–100 billion VND business does not need to be shown that costs are high. Data appears in session 1.2 to test hypotheses, not to grade anyone.
| Session | Name | Key content | Deliverables |
|---|---|---|---|
| 1.1 | Next goal & positioning | 5 growth drivers of an F&B chain · 3 stages of crisis · a sealed 5-year ambition statement | 2-driver hypothesis |
| 1.2 | Dual audit: the leader & the business | 30-decision exercise · 4 control levers · 4-wall P&L per outlet · 2-tier bridge | D1 |
| 1.3 | Current org chart & core capabilities | True core capabilities · value chain · calculating the outlet-opening ceiling, the number that governs the whole program | As-is org map |
| 1.4 | New organization structure for the new goal | 2 axes of authority · span of control as a function of SOP maturity · 3-layer × 4-level competency framework · 5-block JDs | D2 |
Capabilities & resources
SECTION 1 settled the goal and designed the target organization. SECTION 2 answers what it takes to get from the current organization to that one: which processes must be rewritten, who must be added, how much money, and how long it takes.
| Session | Name | Key content | Deliverables |
|---|---|---|---|
| 2.1 | Review & build new SOPs | Inventory of 3 SOP groups · prioritization by frequency × impact · a 4-part SOP structure with teeth | Priority SOP list |
| 2.2 | Human resources strategy | The real constraint is time, not money · dual career paths · 70-20-10 learning | 24-month headcount table |
| 2.3 | Financial & resource strategy | 3 types of budget · the economics of a new outlet · why chains die while profitable · 3 scenarios | D3 |
| 2.4 | Survey of 8 fronts | Preliminary scoring of 8 fronts by attractiveness × internal strength, bridging into SECTION 3 | Preliminary scoring table |
How to win — Market
The first 4 fronts, all on the business development axis. Every decision in this SECTION must trace back to Decision 1. If it cannot, it is dropped on the spot in class.
| Session | Name | Key content | Deliverables |
|---|---|---|---|
| 3.1 | Win in category, concept & product | The role of each brand in the portfolio · menu architecture · the add-one-remove-one rule | Menu portfolio & item classification |
| 3.2 | Win in brand & marketing | Defensible positioning · multi-brand architecture · brand marketing and in-store marketing | 2-tier budget |
| 3.3 | Win in market & area | Attack / defend / harvest roles · density principle · sequence of geographic expansion | Market map |
| 3.4 | Win in channel & outlet | Channel portfolio and true margin after discounts · site selection criteria · the opening gate | Written criteria set |
How to win — Capabilities & choosing the battlefield
The remaining four fronts are on the operations and governance axes. Then comes the pivotal session of the whole program, choosing the battlefield, where everything learned from SECTION 1 until now converges into a single decision.
| Session | Name | Key content | Deliverables |
|---|---|---|---|
| 4.1 | Win in operations & supply chain | Operating model by scale · 5 sufficient conditions for a central kitchen · cost center or profit center | Target operating model |
| 4.2 | Win in technology | 3 technology zones · touchpoint-based architecture · 10 selection criteria · requirements brief | As-is architecture |
| 4.3 | Franchising & capital structure | 6 checks before franchising · the truth about capital markets at this scale · 24-month preparation | Expansion model |
| 4.4 | Choosing the battlefield | Re-scoring the 8 fronts with evidence · dependency matrix · a measurable “good enough” declaration | D4 |
What to do — Plan & rhythm
Turn the chosen fronts into an annual plan, break it down into quarters, months and weeks, attach metrics to measure it, tailor it by region, and finally build the governance rhythm together with a delegation mechanism. Session 5.5 is the highest-impact session of the whole program. It contains a one-page tool that is signed in class.
| Session | Name | Key content | Deliverables |
|---|---|---|---|
| 5.1 | 1-year business plan | Mandatory chain of linkage · strategy house · 6-line × 4-quarter roadmap with budget | Annual plan |
| 5.2 | Breaking it down: quarter → month → week | Describe outcomes, not actions · the limits of decomposition · vertical and horizontal linkage | 4-quarter priorities |
| 5.3 | Metrics & 3-tier measurement system | Metrics tree · the leader’s 7–10 number dashboard · each number with a named owner | 3-tier metrics set |
| 5.4 | Regional / area plan | 2 versions for multi-province or single-city businesses · consolidation and reverse balancing | D5 |
| 5.5 | Governance rhythm & delegation | 3 tiers of meetings that get mixed up · delegation = who decides + limits + post-review · a one-page limits table | D6 · signed in class |
How to operate — Execution
The plan is in place, the governance rhythm is in place, and decision rights have been assigned. SECTION 6 is the final layer: what happens every day in the store, in the central kitchen and in the office. Both the Founder and the Co-founder sit through this entire SECTION together, not split into rooms by function.
| Session | Name | Key content | Deliverables |
|---|---|---|---|
| 6.1 | Operational financial management & internal control | Reading store P&L weekly · tracing causes of variance · cutting book closing to under 10 days · 3 leakage zones | Weekly report template |
| 6.2 | Restaurant management — people & shift rhythm | 30-60-90 onboarding · on-shift coaching · forecast-based scheduling · the regional manager’s outlet visit rhythm | Daily rhythm set |
| 6.3 | Quality standards, central kitchen & supply | Weighted standards set · time-bound corrective loops · internal transfer pricing that reads profit correctly | Transfer pricing policy |
| 6.4 | Technology integrated across the value chain | A complete-loop architecture · data model · planning platform, where the roadmap lives after the program | D6 part 2 |
The final 90 minutes of the program
This is the only part of the entire program where all 8 businesses sit together with the full set of files they have built. It is not a wrap-up session but an assembly session: the previous 25 sessions produced separate pieces, and the final block joins them into a single roadmap.
| Part | Content | Result |
|---|---|---|
| 25 minutes | Open the envelope sealed in session 1.1 and rewrite the 5-year vision, this time with constraints. The gap between the two versions is the value of the whole program. | Rewritten vision |
| 40 minutes | Build the 24-month roadmap across 8 quarters. Each step has 6 fields: task · owner · deadline · resources · acceptance metric · gate condition. | 24-month roadmap |
| 25 minutes | Load the roadmap into the planning platform, assign permissions per the signed limits table, set a weekly update rhythm, export to PDF, and print and sign in class. | Live planning board |
Each 3-hour session, one template
This template applies to all 25 sessions. It ensures participants get the same experience no matter who teaches, and allows several people to build materials together without drifting apart.
| Block | Minutes | Content |
|---|---|---|
| 0 · Open | 10 | Layer × Axis matrix map with the current cell highlighted · “after 3 hours, what do you have in hand” |
| 1 · Problem | 15 | 3–4 symptoms in a chain owner’s own language · the cost of inaction · why the usual approach fails |
| 2 · Framework | 25 | One-page framework · each component unpacked · a complete example · common traps |
| 3 · Method | 20 | A 4–6 step process, each step with clear input, output, owner and duration · blank template · acceptance standard |
| 4 · Workshop | 75 | Exercise on your own numbers · fill-in form · self-questioning prompts when stuck · self-check criteria |
| 5 · Coaching | 25 | 2–3 businesses present for 5 minutes using the template · cohort critique · on-the-spot coaching |
| 6 · Close | 10 | Deliverable checklist · homework with deadline and criteria · link to the next session |
Three principles govern the whole design: learn on your own numbers : every workshop runs on real data surveyed by PEACH in Phase 0, with no hypothetical cases for the hands-on parts; each session produces a decision or a result : no session ends with knowledge alone; and at least 100 minutes per session are devoted to working and cross-critique among the businesses in the cohort.
Who this program is for
We screen through interviews because a cohort only works when eight businesses sit at the same table facing problems of the same scale. Below are the boundaries we discuss openly from the interview onward.
A good fit when your business
- Revenue of 5 billion VND per month or more, equivalent to 60–100 billion VND per year.
- Currently operates 5 to 10 outlets or more, across one or more brands.
- Already has supporting infrastructure: a dedicated office, a mid-sized central kitchen, or franchise partners.
- Growth has stalled after a period of rapid expansion.
- The Founder attends in person and is not yet strong at delegating to subordinates. We encourage attending with a Co-founder or a peer who holds decision-making authority.
- Is ready to provide real financial data and give the survey team access to its sites before the program starts.
Not yet a fit when your business
- Has not opened any outlet or is still at the idea stage. Start with Setup F&B.
- Has fewer than 5 outlets and no head office function. Most of the company-layer content would go unused.
- Only needs to solve one functional problem, for which Business Advisory is a better and more economical fit.
- Cannot arrange for the leader to attend the full 2 days of each SECTION across all 6 blocks.
- Is not ready to share real financial data with the advisory team.
- Expects to receive a ready-made solution set instead of building a roadmap for its own business together with us.
Mandatory technical requirement: after the survey week, the business must be able to produce a set of 12 numbers, covering AUV, food cost and its variance between outlets, prime cost, occupancy, EBITDA per outlet and company EBITDA, through to days to close the books and span of control. A business that cannot produce this set should not yet join the program.
The executive file you take home
Not lecture slides. It is your own business’s strategy and operations file, built on actual data, using PEACH’s standard advisory templates.
An 8-quarter timeline, each step with 6 fields: task · owner · deadline · resources · acceptance metric · gate condition. Preloaded on the planning platform, with a PDF printed and signed in class.
A standard P&L for each outlet on one unified template, with a bridge table from total outlet EBITDA down to company EBITDA, which answers why outlets make a profit while the company makes a loss.
An organization drawn for the 3-year scale, not today’s scale, a 3-layer × 4-level competency framework described in observable behaviors, and 5-block job descriptions for 5 key positions.
One page per management level: decide independently · decide then report within 24 hours · must ask first · strictly forbidden. This is the highest-impact tool in the whole program.
A metrics tree for the whole organization, the leader’s own 7–10 number dashboard with a named owner for each number, and a 3-tier meeting rhythm calendar with an agenda for the weekly leadership meeting.
A priority SOP list and at least 3 SOPs written in full across all 4 parts, a weighted quality control standards set with corrective loops, and an internal transfer pricing policy between the central kitchen and outlets.
The roadmap must live in two places at once: a version on the planning platform, updated weekly in the leadership meeting, and a printed version hung in the meeting room. A roadmap kept in a slide deck dies after about six weeks, with no one updating status and no one knowing which tasks are late.
This is group advisory, not a classroom
| A typical course | Founder Private Coach | |
|---|---|---|
| Teaching share | 70–90% | 33% |
| Learns on | Hypothetical cases | The business’s own real data |
| Before class | Nothing | A full on-site survey week |
| Buyer | One individual | One business, 1–3 people |
| Private coaching | None | 7 sessions × 2 hours: 6 between SECTIONS and 1 post-program review |
| Admissions | Anyone who registers | Screening interview, maximum 8 businesses |
| Deliverables | Certificate | 6 signed decisions + a live 24-month roadmap |
4 steps, with screening
We accept at most 8 businesses per cohort. A cohort is only good when the people at the table face problems of the same scale.
Register & complete the assessment
36 questions, about 10 minutes. Your business receives a preliminary diagnostic report right after.
45-minute interview
Directly with the Chief Coach. Both sides determine whether the program fits your business’s current stage.
Confirm your seat
Sign the agreement, pay the first installment, submit your 12-month P&L and finalize the schedule for hosting the Phase 0 survey team.
Enter Phase 0, the survey week
The PEACH team spends a full week at your business, joins work shifts and collects the set of 12 numbers. A dedicated diagnostic report is sent before the start date.
Before you apply
Why are SECTIONS a week apart instead of back to back?
I cannot leave my business for two days at a time.
Where does the on-site survey fit in?
What is the ratio between teaching and working?
What are the six decisions, and is signing mandatory?
Will my business’s data be shared in class?
My business operates in only one city. Is the regional planning session redundant?
4 cohorts per year, 3 months apart
Each cohort lasts 2 months from the survey week to the Final Block, plus one month for the team to prepare the survey for the next cohort, so the cycle is 3 months. In 2026 we are opening two consecutive cohorts to get started; from 2027 we keep to the 3-month rhythm. Later cohorts open for registration 3 months in advance.
2027 rhythm: cohort 03 opens in early March, then every 3 months: June, September and December. The schedule avoids Lunar New Year week and the industry’s year-end peak weeks.
Cohort 02 starts 23.11.2026
Apply for an interview now to hold your seat. Businesses that have passed the interview are prioritized for the nearest cohort with space.
Book a 30-minute consultation
This is not a sales call. You bring one specific problem, and we discuss openly whether it is the root cause and what it takes to solve it.
343 Pham Ngu Lao Street, District 1, Ho Chi Minh City
tientien@peach.vn · 056 566 7686