Watch my introduction (in Polish)

Łukasz SmętkiewiczHospitality Pro · Video in Polish

About me

From the restaurant floor to business management.

I started in frontline roles on the restaurant floor before taking responsibility for teams, venues and financial performance. That progression taught me to see hospitality through the eyes of an employee, a manager and the person accountable for the business. I understand both the pace of service and the team’s daily challenges, as well as decisions about budgets, staffing, purchasing and profitability. My consultancy combines financial analysis with an understanding of how a restaurant actually operates.

25+years of experience

Poland and the UK

Restaurants and hotels

Hospitality Pro

Experience that benefits my clients.

Audits
Consultancy
Operational support

Through Hospitality Pro, I carry out audits, provide consultancy and offer hands-on operational support for a range of hospitality concepts, from independent restaurants to chain and boutique hotels. I work with owners and managers on cost control, work organisation, service standards and team development. Every venue has its own character, scale and needs, so I adapt my support to its circumstances. I see that trust as a responsibility to provide a thorough assessment, open discussion and recommendations that can be used in daily operations.

Many people running hospitality businesses have trusted me to review their operations and support the implementation of change.

Experience

Two perspectives. A fuller understanding of hospitality.

London and international teams

MC Group UK · Tamara Lounge

London was an important part of my professional development. From 2012 to 2018, as Group Operation Manager at MC Group UK, I managed the operations of five casual dining venues within the group and a team of more than 20 employees. My responsibilities included recruitment, training, work organisation, supplier relationships, sales analysis and financial reporting. I then became Restaurant General Manager at Tamara Lounge, managing its restaurant, lounge and club, with responsibility for service quality, business planning and budget delivery.

Working in the UK and with international teams exposed me to different management styles, guest expectations and approaches to service. It taught me the importance of clear communication, understandable standards and training that reflects employees’ experience. I bring that perspective to my work with owners and managers, finding solutions that suit the individual property, its guests and its team.

Professional experience · London

Hotel food and beverage in Poland

Radisson Blu · Wyndham · Blow Up Hall · Uroczysko Siedmiu Stawów

In Poland, I developed my hotel F&B experience at Uroczysko Siedmiu Stawów, Wyndham Wrocław and Radisson Blu Wrocław. I managed fine dining, bars, room service, conferences and banqueting. At Hotel Blow Up Hall in Poznań, I helped reopen the property, develop restaurant and bar concepts, recruit and train the team, and developed and implemented more than 200 operating procedures.

These covered stock rotation using FIFO (first in, first out), cash reconciliation, the sequence of service, reporting and stocktaking. Cash reconciliation and stocktaking procedures were designed to organise cash controls and checks between physical stock and recorded inventory. The sequence of service set out the stages of the guest experience, while reporting procedures structured the information needed for management decisions.

Working in both international hotel brands and boutique properties has given me an understanding of consistent standards and the importance of preserving a venue’s individual character.

Where I gained my hotel experience

Gola Dzierżoniowska
Wrocław
Wrocław
Poznań

Education and development

Practice complemented by knowledge.

BSc (Hons) Business and Hospitality Management

Anglia Ruskin University, London

Education · London

I graduated from Anglia Ruskin University in London with a Bachelor of Science with Honours (BSc Hons) degree in Business and Hospitality Management. I began my studies with hospitality and management experience already behind me. It was a deliberate step towards further qualifications and professional development.

The degree complemented my practical experience with knowledge of business and hospitality management. It helped me organise what I had learnt in practice and view everyday decisions in a broader business context.

Today I combine operational experience with the knowledge gained through my studies. In audits and consultancy, I examine the figures, ways of working and the team’s capabilities so that proposed changes make business sense and can be put into practice.

My approach

Three complementary perspectives on your business.

These three perspectives come from my career: from frontline restaurant work and leading teams to responsibility for budgets and results. I therefore combine data analysis with observing service and talking to employees. I also assess recommendations against how they will work during an actual shift.

Business

I examine where revenue and costs come from and what drives the venue’s performance. I connect sales reports with purchasing, product usage and labour costs. When an indicator deteriorates, I look for the cause in specific decisions: pricing, ordering, waste or shift staffing. This reflects my experience as a manager accountable for budgets and results. It informs priorities and how improvements are reviewed.

Daily operations

I look at how work actually happens during preparation, service and shift close. I review deliveries, storage, stock issues, guest service and cash reconciliation. I draw on frontline restaurant experience and on developing and implementing operating procedures. Ways of working need to be clear to the team and practical to follow even when the restaurant is full.

Team organisation

I review responsibilities, handovers and cooperation between the restaurant floor, kitchen, bar and management. I draw on experience in recruitment, training and leading teams in Poland and the UK. I help establish who makes decisions, who is accountable for tasks and when results are reviewed. I involve employees in discussions about change so they understand its purpose and can apply agreed practices in daily work.

Working together

I focus on finding solutions, not assigning blame.

I do not undermine the owner or the team. I ask questions that help explain the causes of problems. I support managers in adapting their approach to the venue, the team’s experience and the goals we want to achieve.

I help set clear expectations, share responsibility and discuss change. Trust and employee engagement matter as much as good procedures. The goal is a team that can work independently after our engagement ends.

Let’s talk about your property.

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