Outlet managers run on WhatsApp and gut feel, while delivery apps quietly take margin on every order. The group sees waste, labour cost and channel profitability by outlet daily, with food-safety drift caught before an audit does.
Sales by Time of DayIngredients & WasteCrew SchedulingKitchen SafetyBrand & Outlet Mix
A worked example for a typical Malaysian Multi-Brand Restaurant Group, not a description of any real company. Go through the six stages in order: paste each prompt into Claude, check the answer against how your business really works, then continue. Change the profile at the start to match yours.
Stage 1 of 6
Map how the operation really runs
Act as an operations consultant. I run a Multi-Brand Restaurant Group in Malaysia. Profile: A Malaysian multi-brand F&B group — 6 brands, ~140 outlets, central kitchen, dine-in plus GrabFood and foodpanda delivery.
Interview me, one question at a time, to map how decisions actually get made today. Cover: the recurring meetings and reports, who decides what, which numbers people trust, and where decisions are late or made on gut feel.
Known friction: Fast service vs. Fresh food; Delivery orders vs. Commission paid; Full fridges vs. Throwing food away; Wages vs. Service quality; Many concepts vs. A few strong ones.
After 8 to 10 questions, summarise the five decisions that cost us the most when made late, in a table: decision, current owner, current delay, cost of delay.
Stage 2 of 6
Design the specialist agents
Using the decision map above, design 5 specialist AI agents for our Multi-Brand Restaurant Group: Rush Hour, Ingredients, Crew Scheduling, Kitchen Safety, Concept Mix.
For each agent give: the one question it answers every day, the data it reads, what it may recommend, what it must never do alone, and the format of its output.
Starting points for what each should watch:
- Rush Hour: sales by daypart and outlet, weather and event effects, aggregator mix
- Ingredients: ingredient usage vs. recipe, spoilage, supplier price moves
- Crew Scheduling: labour-cost %, no-shows, skills coverage per shift
- Kitchen Safety: fridge temperature logs, equipment downtime, audit readiness
- Concept Mix: outlet P&L, cannibalisation, new-format performance
Keep every agent narrow. If an agent covers two jobs, split it.
Stage 3 of 6
Wire up data and compliance
For the agents above, list the data feeds needed. Likely systems: POS and aggregator dashboards; Inventory and central-kitchen system; Roster and attendance app; Temperature loggers and maintenance tickets.
Output a table per agent: field, source, how often it refreshes, data-quality risk, and what the agent should do if the feed is stale or missing. Mark every personal-data field and say how to minimise it.
Rules we operate under: Halal certification requirements, Ministry of Health food-safety rules, PDPA 2010, and minimum-wage and working-hours rules for rostering.
End with a short list of actions that always need human sign-off.
Stage 4 of 6
Design the morning brief
Design the single daily brief that pulls the 5 agents together for the Group CEO, ready before the first meeting of the day.
Specify how the brief merges overlapping or conflicting recommendations, how it ranks items (impact, urgency, reversibility, confidence), and the exact fields per item: what to decide, recommended action, evidence, owner, deadline, and the cost of doing nothing.
Then write a realistic sample brief of five items. Items might resemble: Cut the delivery-only discount at 12 outlets: margin is negative after commission / Reorder chicken early — supplier price up 9% from Monday / Flag walk-in freezer at Outlet 044: temperature drift three nights running.
Stage 5 of 6
Build and automate it
Turn the design into a working automation for our Multi-Brand Restaurant Group.
Needs: a scheduled daily run; the 5 agents run in parallel and each saves structured JSON; a final step reads them all and sends the brief by email or chat; every run is logged with inputs, outputs and cost.
Propose the build with Claude plus a workflow tool (for example n8n or the Claude Agent SDK). Give the steps in order, what happens when a data feed fails, and a human-approval step before anything that spends money or makes a customer commitment.
Stage 6 of 6
Roll out and measure
Write a rollout plan for the Multi-Brand Restaurant Group agent team that starts small and earns trust.
Stage 1: one agent, advisory only, run alongside the current process. Stage 2: add the other agents. Stage 3: switch on the daily brief. Stage 4: let agents prepare low-risk actions for approval.
For each stage give duration, owners, what "ready to move on" means, and the metrics to track: time to decision, how often recommendations are accepted, hours saved, and errors caught. Close with the three biggest risks and how we contain them.
