District Manager, Restaurant​/Food Service

Little Beet is a fast‑casual restaurant committed to serving nourishing, real food and living well. By giving people access to better food and providing the knowledge needed to make healthy choices for minds, bodies, and lifestyles, we take pride in serving nutrient‑rich lunch, dinner, and catering meals known for their high‑quality ingredients, fresh in‑house cooking, and unique flavor combinations that appeal to every appetite.

Convive Brands is a New York‑based hospitality group that builds and operates high‑quality restaurant brands. Convive operates 50+ restaurants nationwide across three concepts:
Le Pain Quotidien and Little Beet. As a patient, long‑term investor‑operator, it aims to build significant enterprise value through both organic growth and acquisition.

As a District Manager, you will help lead the team that defines what great looks like at Little Beet. You will develop strong restaurant leaders, set the bar for hospitality and execution, and drive results across people, performance, and profitability, ensuring every restaurant in your district delivers an experience that clearly differentiates Little Beet from the competition.

Our District Managers spend their time in restaurants, building leadership capabilities and working side by side with the teams.

Each District Manager Knows the Way, Goes the Way and Shows the Way!

Does this sound like you?

• Lead a district of Little Beet restaurants with a focus on consistent execution, exceptional hospitality, and pride in the guest experience
  • How this shows up in your restaurants:
    • You create restaurants that feel calm, welcoming, and unmistakably Little Beet with smiling team members engaging and welcoming every guest.
    • Your restaurants have beautifully set up display cases showcasing our fresh baked goods pulling guests into our restaurants.
• Coach restaurant leaders to deliver warm, consistent service and to use guest feedback to continually elevate the experience
  • How this shows up in your restaurants:
    • You coach your teams to anticipate guest needs and consistently meet service standards.
    • You create an environment where guests feel at ease, knowing their needs are consistently met.
• Develop and support General Managers through clear expectations, ongoing coaching, and accountability
  • How this shows up in your restaurants:
    • You develop leaders who know their business cold and are actively praising and coaching team members in all areas of the restaurant.
    • You drive positive sales growth and consistent margin management on deliverables to deliver to bottom line.
    • You build happy and engaged teams with strong retention and low turnover.
• Build strong bench strength by identifying talent early, creating development plans, and preparing leaders for growth
  • How this shows up in your restaurants:
    • You recognize potential by identifying employees that show initiative and demonstrate a growth mindset.
    • You ensure multiple successors are ready for each critical role.
• Partner with restaurant leaders to understand and manage their business, including labor, food costs, inventory, and forecasting.
  • How this shows up in your restaurants:
    • You discuss process improvements and can walk through your business acumen and how you accomplish results.
    • You discuss how your actions not only achieved immediate results but also how those actions contributed to sustainable long‑term success.
• Ensure food safety and quality standards are upheld daily through visible leadership, training, and follow‑through
  • How this shows up in your restaurants:
    • You lead by example and demonstrate open communication.
    • You have an active presence on the floor educating and asking questions.
    • You empower teams to take ownership of food safety and quality.
• Use data and insights to spot trends, solve problems at the root, and drive meaningful improvements across the restaurants
  • How this shows up in your restaurants:
    • You connect numbers to behaviors and performance, not just reports.
    • You can use sales, labor, waste, and guest metrics daily and adjust plans accordingly.
    • You use data to celebrate wins, highlight improvements, and reinforce strong execution.
• Create and execute district level sales and…