What they needed
Linny's owner needed the dining room, kitchen, storage, and equipment ready for the same opening.
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 had to stay together
We handled the practical pieces as one job: design, equipment, pickup and storage, cleaning, service, stainless, millwork, install, and startup.
What changed
The owner had one path through equipment, fabrication, installation, startup, and the fixes that followed opening.
01 · The work
Equipment, fabrication, storage, and install under one team.
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
Dining room, pass, and kitchen planned together.
The dining room and commercial kitchen were finished as one restaurant, with the pass, millwork, equipment, and staff flow planned together.
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
Equipment, fabrication, storage, and access had to be resolved together.
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 was evaluated against the same layout and installation plan.
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.
Support continued after opening.
That's the whole idea: one number to call, a team that sees problems coming, and a partner who sticks around once service starts.
One opening plan across every trade.
04 · Need / role / result
Project summary.
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
Project scope.
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
Finished dining room and working kitchen.
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
