Who this was for
Restaurant groups and operators who need the kitchen side of a build to still work right after opening night.
What could go wrong
Too many moving parts, like equipment, site calls, used gear, fabrication, and opening pressure, each owned by someone different, with no one tying them together.
What one team owned
We handled the practical pieces as one job: design, equipment, pickup and storage, cleaning, service, stainless, millwork, install, and startup.
Why it matters
One team to call and one path to follow, so fewer things went wrong when the room turned into a working restaurant.
01 · The work
The proof is in the details.
Every part of the build ran through one team, so the small things that usually slip between vendors didn't slip here.
02 · In motion
Built to work from both sides of the pass.
The dining room and commercial kitchen were finished as one operating environment, with the details carrying from guest experience to service.
Dining room
Finished-room details
Bar, banquettes, tables, lighting, and millwork in the completed space.
Commercial kitchen
The working line
Ventilation, cooking equipment, prep space, and stainless service surfaces.
03 · How we handled it
An opening rarely fails in just one place.
It fails when the equipment, the used gear, storage, service, the drawings, and the real site all get handled by different people who don't talk. Linny's needed all of it run as one job.
Used equipment became part of the build, not a side errand.
We picked it up, stored it, cleaned it, serviced it, and worked it into the opening plan, so the owner wasn't stuck fixing avoidable problems on day one.
We stayed useful after the doors opened.
That's the whole idea: one number to call, a team that sees problems coming, and a partner who sticks around once service starts.
The real value wasn't any one line item. It was taking the finger-pointing off the table before opening week.
04 · Need / role / result
What this means for you.
What they needed
One partner to own the practical side of the build, so the equipment, the used gear, the fabrication, and the opening-week scramble all sat with the same people.
What we did
We ran every piece off one plan and through one point of contact, from the drawings and the gear to the cleaning, the install, and the startup.
What they got
Far fewer surprises as the room turned into a working restaurant, and a partner who was still there once service started.
05 · Scope
What we handled.
The pieces that had to stay connected, so a question about the gear, the fabrication, or the install came back from one place.
Kitchen design coordinationEquipment packageUsed-equipment handlingMillwork and stainlessInstallation and startup
Project typeTurnkey
AccountabilityOne partner
RelationshipLong-term
06 · Finished project
Dining room warmth. Kitchen precision.
The Linny's restaurant entrance.
The completed bar and back display.
The dining room sightline toward the kitchen pass.
Banquettes, tables, lighting, and millwork in the finished room.
The cooking equipment and ventilation line.
Stainless prep, storage, and cooking surfaces working together.
07 · Related projects
