MATTHEW TIAN.

Project Case / Pop-up Shop

Project Context Premium Porridge Pop-up Shop

From Business Conceptto Operating Readiness.

Premium Porridge Pop-up Shop | Planning · Preparation · On-site Operations

Turn a business concept into an executable operating system.

Product, procurement, equipment, people, SOPs and daily operations must be designed as one connected system before a new business concept can become executable.

Role
Project Lead / 0→1
Focus
Business Setup / Operations Design
Launch Readiness / Operating Control
01

Context

A pop-up is not a single task.

Organize preparation into one connected operating system.

Preparing the Premium Porridge Pop-up Shop required product, procurement, equipment, systems, hygiene, people, SOPs and on-site operations to progress in parallel, with each affecting the others.

The challenge was to clarify what needed deciding first, who owned it and how the preparations connected, rather than create more tasks.

02

Operating Architecture

One system. Six operating layers.

More than 30 operating areas were organized into six layers, bringing business assumptions, on-site processes and daily management into one shared structure.

Clean-room Model

Operating Architecture

This portfolio model was reconstructed to explain the project's operating structure. It does not reproduce internal documents or actual project data.

  1. BUSINESS SETUP

    • Brand / positioning
    • Target customer
    • Pricing structure
    • Operating model
    • Launch schedule

  2. PRODUCT

    • Menu structure
    • Soup base
    • Ingredients / SKU
    • Set menus
    • Beverage

  3. SUPPLY & INFRASTRUCTURE

    • Suppliers
    • Purchasing
    • Kitchen equipment
    • Display
    • POS / payment
    • Materials

  4. PEOPLE & SAFETY

    • Roles
    • Staffing
    • Training
    • Hygiene
    • Allergen control

  5. OPERATIONS

    • Inventory
    • Kitchen SOP
    • Front-of-house SOP
    • Opening / closing
    • Daily operation

  6. MANAGEMENT CONTROL

    • Launch checklist
    • Operating data
    • Weekly review
    • Monthly review
    • Budget / supplier / SKU / inventory / operating records

Product structure affects procurement, inventory and equipment; the service model affects people, SOPs and training. Each area needs to be reviewed in relation to its dependencies.

03

My Role

Connect the operating pieces.

Project Lead / 0→1
Business Launch + Operations Build

As the business-side project lead, I broke the concept into executable workstreams, defined owners, dependencies and required outputs, and connected preparation across products, suppliers, equipment, people and systems.

I built the overall schedule and master checklist structure, organized SOP and operating-control requirements, and tracked unresolved issues and execution status.

I structured testing and launch-readiness reviews, connecting preparation with subsequent daily routines and periodic reviews.

04

Operating Readiness

From concept to operating readiness.

The checklist was not the endpoint. Work followed four stages: structure, build, readiness testing and operate. The aim was to check whether product, on-site operations, people and management could work together, then connect preparation outputs with daily routines.

Reconstructed for Portfolio

From Task List to Operating System

  1. STRUCTURE

    Break the concept into work with clear owners and dependencies.

    • Business model
    • Workstreams
    • Owners
    • Dependencies
    • Schedule

  2. BUILD

    Prepare each workstream, operating procedures and management documents.

    • Product
    • Supply
    • Equipment
    • People
    • SOP
    • Control documents

  3. TEST / READINESS

    Review product, on-site operations, people and management together; route gaps into fixes and retesting.

    • Product Readiness
    • Operations Readiness
    • People Readiness
    • System Readiness

  4. OPERATE

    Connect the prepared system with daily execution and periodic review.

    • Daily routines
    • Opening / closing
    • Inventory
    • Operating metrics
    • Weekly review
    • Monthly review

Readiness Review

  1. Test
  2. Observe
  3. Fix
  4. Retest

Internal tasting, customer tests, on-site tests and peak-hour simulations were structured to reveal readiness gaps, followed by fixes and retesting.

05

Operating Control

Connect preparation with on-site pop-up operations.

Preparation and event execution were organized within a management rhythm: record daily conditions, review issues weekly, and determine improvements and next actions monthly.

Reconstructed for Portfolio

Daily / Weekly / Monthly Operating Control

  1. DAILY

    Record daily conditions and identify changes requiring action.

    • Sales
    • Customers
    • Average ticket
    • Stock-outs
    • Waste
    • Service time
    • Complaints

  2. WEEKLY

    Review records across products, people and operational issues.

    • SKU performance
    • Food cost
    • Staffing
    • Operational issues
    • Customer feedback

  3. MONTHLY

    Review the overall operation to decide improvements and actions for the next month.

    • P&L-related operating view
    • Supplier review
    • Inventory / waste trend
    • Operational improvement
    • Next-month actions
06

Outcome and Professional Boundary

A shared operating view.

Established an operating structure connecting business design, product, procurement, equipment, people, SOPs, launch testing and ongoing management.

The outcome was more than a checklist: a shared view of the whole operation, its dependencies and next actions, helping a new business concept move toward executable operations.

This case shows the pop-up's planning, preparation structure and on-site execution mechanisms. It does not claim a permanent restaurant opening, revenue, profit or commercial success.