Andy Sehremelis on Restaurant Site and Menu Economics

By Andy Sehremelis · October 30, 2026

Andy Sehremelis has owned and operated restaurants in Southern California and has built restaurant properties through Parkcrest Construction, which he founded in Chino in 1992. Restaurant performance depends on the relationship between the real estate a restaurant occupies and the menu it serves. Decisions in both areas affect sales, costs and the guest experience.

Andy Sehremelis on Matching the Concept to the Site

A restaurant concept performs best on a site suited to how guests will use it. Quick-service concepts depend on convenient access, visibility and, often, a drive-thru lane with adequate stacking. Sit-down concepts rely more on parking, atmosphere and proximity to residential or entertainment areas.

Occupancy cost is one of the largest fixed expenses in a restaurant. Rent or ownership costs should be evaluated against realistic sales expectations for that location, not optimistic projections.

Andy Sehremelis on Building Design and Operations

The building shapes daily operations. Kitchen layout, storage capacity, dining room size and the placement of the drive-thru window all affect labor needs and speed of service. A well-planned kitchen reduces unnecessary steps for staff and supports consistent food quality.

Mechanical systems, including ventilation, refrigeration and grease management, represent a significant portion of restaurant construction cost and require ongoing maintenance planning.

Andy Sehremelis on Menu Design

The menu is both a marketing tool and an operating plan. Every item requires ingredients, storage, preparation steps and equipment. A focused menu allows a kitchen to execute consistently and limits inventory and waste. An overly broad menu increases complexity and often slows service.

Menu items should be reviewed regularly for popularity and contribution to profit. Items that sell slowly and require unique ingredients are candidates for revision.

Andy Sehremelis on Food and Labor Costs

Food and labor are the two largest controllable costs in most restaurants. Accurate recipes, portion control, careful receiving and regular inventory counts keep food costs in line. Scheduling staff based on expected sales by hour helps manage labor without compromising service.

These costs change with market conditions, so pricing and purchasing should be reviewed on a regular schedule rather than set once and left unchanged.

Andy Sehremelis on Speed and Throughput

For many restaurants, especially those with drive-thru service, speed directly affects sales. Menu design, kitchen layout, order-taking technology and staffing all influence how many guests can be served during peak periods. Small improvements in service time can have a meaningful effect over the course of a year.

Throughput should never come at the expense of accuracy or food quality, which drive repeat visits.

Andy Sehremelis on Equipment and Maintenance

Kitchen equipment represents a substantial investment and a continuous operating responsibility. Fryers, grills, ovens, refrigeration and ventilation systems must be selected for the menu being served and maintained on a regular schedule. Equipment failures during a busy period interrupt sales and frustrate guests.

A preventive maintenance program, relationships with qualified service technicians and a budget for replacement help owners avoid unexpected disruptions. Choosing durable, serviceable equipment during construction reduces long-term costs.

Andy Sehremelis on the Guest Experience

Site, building and menu ultimately come together in the guest experience. Convenient parking, a clean dining room and restrooms, friendly service and food prepared correctly each contribute to whether guests return. A restaurant can have an excellent location and still struggle if the experience inside is inconsistent.

Owners who visit their restaurants regularly, observe service during peak periods and review guest feedback are better able to identify what is working and what needs attention. Those observations often lead to practical improvements in menu, layout or staffing that strengthen performance over time.

Andy Sehremelis on the Long-Term View

Restaurants that endure are built on sound real estate, well-designed buildings and menus that the kitchen can execute well every day. Owners who understand both the property and the operation are positioned to make balanced decisions about investment, pricing and growth.

As a builder and operator, Andy Sehremelis views restaurant economics as a connected system in which the site, the building and the menu each influence the others.

These principles apply across restaurant formats, from quick-service drive-thru concepts to neighborhood dining. In each case, the owner who understands how the real estate, the building and the menu work together is better prepared to protect margins, serve guests consistently and make sound decisions about future investment.