Case Study

How Peregrine Hospitality cut menu update times by 70% and gave 35 locations the freedom to run their own menus

Industry
Multi-concept restaurant group
Locations
35 across the U.S.
Use Case
Menu Management
Peregrine Hospitality

About Peregrine Hospitality

Peregrine Hospitality is a Denver-based hospitality management company that owns and operates a portfolio of destination resorts, hotels, and clubs across the U.S. and Hawaii — from beachside retreats in Pismo Beach and Avila Beach to mountain resorts in the Poconos and wine country properties in Napa Valley. Every property comes with its own restaurants, bars, and dining venues, each needing menus that stay accurate, on-brand, and easy to update without slowing down the guest experience.

Plated dish at a Peregrine Hospitality restaurant

The Challenge

Before MustHaveMenus, every menu update across Peregrine's dining outlets — no matter how small — had to flow through a central marketing team. A single price change or item swap meant an email to the designers, a queue behind dozens of other requests, and a chain of up to five people reviewing and approving before it ever reached the floor.

Key friction points:

  • white x ~250 menu requests a month funneling to a single central team
  • white x Designers spending 20+ hours a week on routine, low-value edits
  • white x A five-person approval chain for even minor changes
  • white x 15 hours of elapsed time on average per request
  • white x Operators unable to make simple price or item changes without waiting on marketing
Peregrine menu Peregrine menu Peregrine menu Peregrine menu Peregrine menu

The Solution

MustHaveMenus gave the teams at each Peregrine property direct, self-serve access to their own menus through the Item Library — without opening the door to brand inconsistency. Price changes, item additions and removals, and copy edits could now be made by the people closest to the restaurant, in minutes, while the central brand team kept full oversight.

Higher-value work — layout adjustments, design-level formatting, and new template creation — still routes to the brand team, but everything else no longer has to.

The Impact

The results showed up immediately in the numbers marketing had been tracking for months. Requests to the central team dropped from roughly 250 a month to just 20–30 — the routine edits simply stopped needing a designer. The requests that remain move faster too: what used to take 15 hours across a five-person chain now takes 4.5 hours and one or two people, because the back-and-forth over copy and pricing has been removed from the process entirely. Marketing's remaining involvement is layout and design — the work that actually needs their eye.

35
locations live
90%
fewer requests
70%
faster menu updates
*Based on internal estimates from the Peregrine Hospitality marketing team
Before

The Old Way

  • x ~250 menu requests a month funneling to one central team
  • x Every price change or item edit routed through marketing
  • x A five-person approval chain for even minor updates
  • x 15 hours of elapsed time per request
  • x Operators dependent on marketing for simple changes
After

With MustHaveMenus

  • check Operators self-serve routine edits through the Item Library
  • check 220+ requests a month that no longer need a designer
  • check Approval chain down to 1–2 people
  • check 4.5 hours elapsed time per request
  • check A brand team freed up for design — not data entry, across all 35 locations

What's Next

With 220+ requests a month eliminated from the queue, Peregrine's brand team is turning its attention to closing the last gap: layout changes, which still require central involvement. Expanding self-serve layout options in the Item Library could push those remaining requests even closer to zero — and free the brand team to spend its time on higher-value creative work instead of routine formatting.

Peregrine's next phase is about scale: giving operators more ways to move fast on their own, while marketing shapes the brand from a step back rather than being buried in the queue.

See the platform behind the story

The same centralized menu system used by Charlie Palmer Group is available for restaurants, hotel groups, and food-service brands of every size.
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