General Manager (GM)

The general manager runs a restaurant day to day, covering hiring, scheduling, service standards, vendor and guest relationships, and the numbers the operation is judged on. In a group, the GM owns one venue and reports to an operations or regional director above them.

The GM is where the floor, the kitchen, and the business meet. They set the standard at pre-shift, answer for the P&L, and hold the guest relationships that outlast any individual server. On a given night the room may be run by a manager on duty, and the GM still owns the result.

Who owns guest data in a restaurant?

The GM, in almost every independent restaurant and in most groups. Nobody hands the job over formally, and it arrives anyway, because every real decision about guest records is a floor decision. Which tags the team is allowed to use. Whether a note gets written after a bad table or the shift simply ends. Who is allowed to see spend. Whether the host stand is expected to check a guest’s history before seating a party.

Guest data quality follows those decisions much more closely than it follows the software. A restaurant CRM holds whatever the floor puts into it, so a house where somebody writes one line after every problem table ends up with a more useful guestbook than a house with a fully configured tag list nobody uses. The GM is the only person who can make that a standard and then enforce it at pre-shift. It is also the reason guest data tends to degrade quietly after a GM change, since the practice was never written down anywhere.

What guest reporting does a GM actually use?

Three things, running on three different clocks. Before service, the night’s arrival list with visit counts, tags, and notes attached, which is the raw material for the pre-shift briefing. Weekly or monthly, how many guests came back and how many stopped coming, because a full dining room and a shrinking base of regulars can look identical on a covers report. And in a group, whether a guest who is a regular at one venue is being recognized at the others.

That third question is the one a single venue’s systems cannot answer. A reservation platform counts visits inside its own book, and the point of sale reports revenue without knowing who spent it, so guest history across venues needs something that spans both. A restaurant CRM does that job: checks matched back to reservations, and one guest record for the whole group instead of one per venue.

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