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Escalation Protocol — What Requires Anthony

Scope: All Three Locations — Graffiti Pasta · The Nook · HEYDAY Version: 1.0 Date: 2026-04-23 Prepared by: ALICE + Optimus / ACM Creative Concepts Status: DRAFT — Pending Anthony Review

The Core Rule

Managers run the restaurant. Anthony runs the company.

When something requires a decision, a manager should always ask: "Is this mine to solve or is this Anthony's to decide?" Most things are theirs to solve. Some things are Anthony's to decide. The line between the two needs to be written down — because when it lives only in someone's head, every manager draws the line in a different place.

This document draws the line.

Tier 1 — HANDLE IT. Do Not Call Anthony.

These are fully within a manager's authority. Handle it, document it in the MDR, and move on.

Staffing & Scheduling

  • Approving a shift swap or cover request
  • Sending someone home early on a slow night
  • Calling in an extra person when the floor is getting slammed
  • Managing a late arrival or early departure
  • Documenting a coaching conversation with a team member

Service & Operations

  • Comping a table for a guest complaint (within comp policy)
  • Running a shift with a staff member down
  • Managing 86'd items and communicating to the floor and guests
  • Any routine maintenance call for something non-urgent (light bulb, minor equipment)
  • Handling a guest conflict professionally at the manager level
  • Enforcing uniform and appearance standards
  • Running lineup before every shift

Daily Financial

  • Counting the drawer
  • Completing the end-of-shift cash reconciliation
  • Submitting the MDR

Tier 2 — FLAG IN THE MDR. Anthony Will Follow Up.

These don't require a call or text right now — but Anthony needs to know. Put it in the MDR.

People

  • An employee who is struggling and may need a PIP
  • A staff member who is excelling and deserves recognition or a raise conversation
  • Scheduling tension that's becoming a recurring problem
  • Any situation where a verbal warning was issued

Operations

  • Equipment that's breaking down or needs preventive attention
  • A vendor issue that's affecting product or cost
  • A recurring operational gap (same problem showing up multiple shifts)
  • Any health code concern that's been addressed but should be tracked
  • A guest complaint that was handled but was significant (food allergy, injury, serious dissatisfaction)

Sales

  • Two or more consecutive days running significantly under sales goal
  • A large event or party that needs Anthony's awareness
  • Any unusual revenue pattern worth flagging

Tier 3 — CALL OR TEXT ANTHONY NOW.

These cannot wait for the MDR. Make contact before the situation escalates further.

Team

  • Any situation that may require termination
  • A written warning being issued to a tenured or senior employee
  • A harassment, discrimination, or hostile workplace complaint from any team member
  • Any team member injury on the clock

Legal / Compliance

  • A TABC violation or any situation involving law enforcement on premises
  • A health department visit (scheduled or surprise)
  • Any food safety incident with a real risk of guest illness (not just a comp situation)
  • Any threat of legal action from a guest or employee
  • An accident or injury on premises involving a guest

Financial

  • Any suspected theft — money, food, or inventory — by any team member
  • A cash discrepancy above $50 that cannot be explained
  • POS system failure affecting the ability to process transactions

Facility / Safety

  • Fire, flood, gas leak, or any emergency requiring evacuation
  • A facility failure that requires closing the restaurant (HVAC in July, no water, etc.)
  • Any situation where the police are called to the property

Guest / PR

  • A situation that is likely to generate a viral negative review or social post
  • A media inquiry of any kind
  • Any guest incident that involved physical contact or a threat

Tier 4 — ONLY ANTHONY DECIDES.

These are never a manager's call. They don't happen without Anthony's explicit direction.

People

  • Terminating any employee
  • Hiring any new manager-level or above
  • Issuing a pay raise or bonus
  • Changing anyone's role, title, or schedule structure

Financial

  • Approving any expenditure above $200 outside of approved vendor invoices
  • Signing any vendor contract or agreement
  • Any action related to the insurance, banking, or accounting of the business

Operations

  • Closing the restaurant early or delaying opening for any reason other than an emergency
  • Changing the menu — permanently or as a special, beyond what's already been discussed
  • Making any change to hours of operation
  • Granting any exception to the uniform or appearance policy
  • Any communication with media, press, or external partners on behalf of the brand

Legal / Compliance

  • Any response to a legal demand, complaint, or lawsuit
  • Any communication with TABC officials
  • Any decision related to an HR complaint or investigation

The Language That Makes This Work

When a manager is unsure which tier something falls into, there is one question that always helps:

"If Anthony found out about this next week, would he wish I had called him?"

If yes — call. If no — handle it and note it in the MDR.

A Note on Over-Escalation

Over-escalating is a problem too. A manager who calls Anthony about every minor guest comp, every shift swap, every routine vendor invoice is not managing — they're delegating upward. It signals low confidence and it consumes Anthony's time. Part of growing as a manager is learning to hold the line at Tier 1 and Tier 2 without needing permission.

Managers are paid to make decisions. Tier 1 and Tier 2 decisions are yours. Make them.

Changelog

Version Date What Changed
1.0 2026-04-23 Initial build — escalation protocol for all 3 ACMCC locations

ACMCC Escalation Protocol | v1.0 | 2026-04-23 Prepared by ALICE + Optimus | ACM Creative Concepts