Page 66 of Neap & Spring

“Same,” Jim adds.

Cameron at least looks up and smiles. “Water’s great, thanks.”

“Coming right up.” Frannie’s smile doesn’t falter, but I see the slight tightness around her eyes. She’s dealt with guys like this before. “I’ll bring out some bread and our tapenade while you chat.”

She disappears, and Brad immediately turns his attention back to us.

“I forgot how beautiful this space is.” He’s looking around the dining room. His eyes sweep over the windows, the ocean view, the exposed beams. “It really captures that coastal vibe. Rustic but elevated.”

“Thank you,” Callum responds.

“Though I notice it’s pretty empty for” — Brad checks his watch — “four-thirty on a Tuesday. Don’t you do lunch service?”

“We do,” Callum deadpans, and I can hear the tension creeping into his voice. “Lunch ended at three. Dinner service starts at five-thirty.”

“Ah. So you’ve got that gap.” Brad nods like this is fascinating information. “Ever think about extending hours? Afternoon service could be additional revenue.”

I jump in before Callum can respond. “We’ve discussed various scheduling options, but Chef Reid’s current model allows him to focus on quality over quantity. Every dish that goes out is executed at the highest level.”

“Sure, sure.” Brad leans back in his chair. “But from a revenue perspective —”

“We’re actually here to talk about revenue, aren’t we?” I cut in a little aggressively, but that’s how you have to communicate with men like this. “And the strategic initiatives we’re implementing to increase it significantly over the next quarter.” I continue, gesturing to my laptop.

Jim pulls out a pen and flips open a leather notebook. “Alright. Let’s hear it.”

I take a breath and click to the first slide.

“Over the past five weeks, I’ve conducted a comprehensive analysis of Neap & Spring’s operations, market position, and growth opportunities.” The slide shows a clean graph. Current revenue versus projected revenue with our initiatives in place in a nice, easy-to-follow chart. “What I’ve found is a restaurant with an exceptional product and strong local reputation, but significant untapped potential.”

Cameron is already nodding, his fingers moving across his iPad screen.

Frannie returns with a tray carrying five water glasses, a basket of bread that’s still warm, and a small bowl of dark olive tapenade. She sets everything down quietly and disappears again without interrupting.

“The core issue isn’t the food or the service. Both are excellent. The issue is visibility and market penetration.” I click to the next slide. “Neap & Spring is essentially invisible online. No social media presence, outdated website and zero digital marketing. In 2026, that’s leaving money on the table.”

“How much money?” Jim asks, pen poised.

“Conservatively? We’re estimating a fifteen to twenty percent revenue increase within six months of implementing a comprehensive digital strategy.” I click to the breakdown. “That’s based on industry benchmarks for restaurants of comparable size and quality in similar markets.”

Brad leans forward, studying the numbers. He tears off a piece of bread but doesn’t eat it. “What’s the investment required?”

“Minimal. Two hundred dollars monthly for professional food photography, managed by existing staff. Website redesign is a one-time cost of five thousand dollars.” I can feel Callum tense beside me at that number, but I keep going. “Total first-year investment? Approximately seven thousand dollars. Projected return? Forty to sixty thousand in additional revenue.”

“That’s a strong ROI,” Cameron interjects while making notes.

“It is. We’re not trying to reinvent the wheel. We’re just making sure people can actually find the wheel.” I click to the next slide. “Which brings me to menu evolution.”

Callum’s leg starts bouncing under the table in a rapid, anxious jiggle that I can feel vibrating through the floor. Under the table, where no one can see, I reach over and place my hand on his knee. Just lightly. A gentle pressure that says I’ve got this. We’ve got this.

The jiggling stops immediately.

He doesn’t pull away this time. In fact, I feel him relax slightly, the tension draining from his leg under my palm, his muscles going from coiled-tight to loose.

So I leave my hand there.

“Chef Reid has built a reputation for exceptional seasonal cuisine. But the menu rotation has been relatively static. Same special dishes for a month at a time. We’re proposing more frequent rotation of specials. Keeping core menu items but introducing new dishes every two weeks instead of monthly.”

“Won’t that increase food costs?” Jim asks. “Testing new dishes that often has a lot of potential waste.”