Today we’d like to introduce you to Aamir Rajan.
Alright, so thank you so much for sharing your story and insight with our readers. To kick things off, can you tell us a bit about how you got started?
Right now, I’m doing two main things. I run my own consultancy, Nurture Consulting, where I provide Fractional C-suite leadership in operations and strategy. I partner with restaurant and retail businesses to help streamline their processes and really reengineer how they work, cutting out waste and making them more efficient so they can grow.
At the same time, I’m a partner and the Director of Strategy for INAA Restaurant LLC. I’m leading our new expansion into Dallas, launching a new food concept that we are building from the ground up. I’ve been handling everything from finding the locations and negotiating the leases to managing construction and hiring the whole team.
My background is really in hands on operations with some of the biggest brands out there.
I started my career managing multiple units for Dunkin’ Brands. I was in charge of operations for a group of stores and also handled several big remodels and building new drive thrus. After that, I moved to Chipotle as an Area Manager, where I ran a large territory with several restaurants and successfully opened new locations right from the start.
After doing that for a while, I realized that I was more passionate about creating the operational plan than just following it. That’s what pushed me into strategy, where I could help brands build their franchise business and, eventually, start my own.
All those years in the field, combined with my current strategy work, have given me a pretty good view of what it really takes to build and grow a restaurant business successfully. I love bridging that gap between a great idea and a business that actually works and can last. For me, it’s like a puzzle… taking all the pieces of people, product, and process and putting them together so they just run smoothly.
Looking forward, I’m also really focused on what’s next. I’ve been developing my skills in Artificial Intelligence (AI) and how it’s starting to play a major role in leadership. For me, it’s not just about the tech, but about how you can use it to make smarter decisions and help your team be more effective.
This passion for leadership also extends to my community. I have a strong belief in civic leadership, which is why I’m a proud member of Leadership Allen. It’s about taking those same principles of building something strong and applying them to help your community grow, too.
Would you say it’s been a smooth road, and if not what are some of the biggest challenges you’ve faced along the way?
It has not been a smooth road. The most significant challenge was the transition from being an operator within large, established systems to becoming an entrepreneur and a Fractional executive.
When you work for a big brand, you have a playbook and a support structure. When you are on your own, you are the support structure. Suddenly, I was responsible for everything: sales, finance, marketing, and high level strategy, not just operations. It was a humbling learning curve.
Launching new ventures, especially in a world of supply chain disruption and shifting customer habits, was also a major struggle. But these challenges are what teach you. I learned that the process reengineering I’m passionate about isn’t just for efficiency; it’s for survival. That experience taught me resilience and creative problem solving, confirming that a strong foundation is essential for weathering any storm.
We’ve been impressed with Nurture Consulting , but for folks who might not be as familiar, what can you share with them about what you do and what sets you apart from others?
I founded Nurture Consulting LLC to provide Fractional C-suite leadership in operations and strategy.
It’s built on the idea that many businesses, especially in the restaurant and retail space, need high level executive expertise to navigate growth or overcome challenges, but they don’t necessarily need or have the budget for a full time COO.
I partner directly with CEOs, boards, and leadership teams to help them solve critical problems and unlock their full potential.
A huge part of my focus is on operational efficiency. I come in and help them reengineer their processes, identify and cut out waste, and build a more scalable foundation. My goal is to transform their operations from a simple cost center into a true engine for growth, all in a flexible and capital efficient way.
Is there any advice you’d like to share with our readers who might just be starting out?
First, master the fundamentals. You can’t create strategy if you don’t truly understand the work at the ground level. Be humble and learn every part of the operation.
Second, never stop asking “why.” Curiosity is what separates an operator from a strategist.
Third, learn to love good process. I wish I knew earlier that solid processes don’t restrict you; they give you freedom. They let you focus on solving big problems instead of putting out the same fires every day.
Finally, your career isn’t just a ladder; it’s a network. The relationships you build and the reputation you earn are more valuable than any job title.
Contact Info:
- LinkedIn: https://www.linkedin.com/in/aamirrajan
