October 11th 2025

We’ve all heard the phrase: “Jack of all trades, master of none.” Usually flung about like it’s some sort of career insult—like being able to do lots of things somehow makes you less impressive than someone who’s nailed one niche. But here’s the bit they conveniently leave out. The full saying actually goes:

“Jack of all trades, master of none—but oftentimes better than master of one.”

If there’s one industry where that last bit couldn’t ring truer, it’s hospitality. Especially when it comes to consultancy. 

Because if you’ve ever stepped foot in a kitchen at 7am, briefed a GM at 10, wrangled a chaotic pre-opening at lunch, and then rewritten a wine list before dinner service—you’ll know the truth: being a Jack isn’t just useful, it’s essential.

Hospitality doesn’t happen in silos. A great restaurant isn’t just about food. A brilliant hotel isn’t just about beds. It’s the layering of people, product, process, profit, and personality. And that’s where the “Jack of all trades” shines.

A proper hospitality consultant isn’t just a strategist. Or an ops lead. Or a branding bod. They’re all of those things—and more. In a single day. 

This is not a world for one-trick ponies. It’s for the curious, the capable, the context-switchers. It’s for Jacks.

Specialists have their place, of course. You wouldn’t want a chef who’d never used a knife. But in consultancy—especially when working with independent restaurants, boutique hotels or emerging hospitality groups—the magic is in the intersection.

The payroll system links to morale. The drinks strategy affects spend per head. The onboarding process changes retention. Everything’s connected. And if you’re only seeing one part of the puzzle? You’re missing the point.

A “Jack” can zoom out to see the whole system, not just the menu layout or the P&L. And that’s what hospitality businesses actually need: perspective and practicality in equal measure.

Let’s get one thing straight: being a Jack doesn’t mean you’re winging it. It means you’ve built a career by layering experience across functions—working the floor, managing teams, launching venues, rebranding, firefighting, forecasting.

You might not have a PhD in revenue management, but you know enough to ask the right questions, sniff out inefficiencies, and find someone sharp to plug the gap. That’s depth. Just… expressed differently.

It’s not about being the best at any one thing. It’s about being the only one in the room who understands how it all fits together.

When I was initially launching myself as a consultant, I spent a lot of time thinking and consulting friends within the industry to decide if my approach should be specific to a role (wine guy, openings guy, international guy) or effectively a 'Jack of all trades'. The perceived risk with the former being my range of potential clients/projects could reduce whilst the risk with the latter being that I may not be considered a 'specialist' or 'expert' in a particular field.

In hospitality consultancy, the generalist thrives where things are murky, messy or in motion. Launching a new concept. Repositioning an underperforming brand. Shaping culture across a growing group. These aren’t jobs for a single specialism—they’re jigsaws. And a Jack knows how to put the pieces together.

The clients who really get it? They don’t want “just” a trainer, or “just” a marketer. They want a partner who sees it all. Someone who can bounce from kitchen workflow to brand identity without blinking. That’s who adds value beyond the PowerPoint. That’s the consultant they remember.

So, next time someone says “Jack of all trades” like it’s a flaw—correct them. Politely. But firmly.

Because in hospitality, being a Jack isn’t second-best. It’s strategically vital. It means you’ve built up instinct, insight and infinite adaptability. It means you can walk into any venue, anywhere, and figure out what’s really going on.

And frankly? The industry doesn’t just need Jacks. It runs on them. Be the Jack.