Abstract

Founder-led hospitality enterprises face a structural tension between short-term financial optimization and long-term operational resilience. Existing management frameworks treat financial performance and community health outcomes as independent objectives, leaving practitioners without systematic tools for achieving both simultaneously. This paper introduces the Integrated Resilience and Health-Outcome Model (IRHOM), a four-component management framework for founder-led hospitality and food-service enterprises. Drawing on the management literature on operational resilience, dual-objective business models, and cross-sector methodology development, the framework identifies four operational components—cost-nutrition alignment, workforce health integration, community demand mapping, and outcome-linked financial forecasting—and maps them to a two-axis decision matrix that supports implementation planning. The framework is illustrated through three stylized archetypes constructed using a structured synthesis of published case analyses and a documented dual-objective performance index. A side-by-side archetype comparison matrix and an explicit limitation–mitigation linkage are provided. The paper contributes a practitioner-oriented diagnostic vocabulary and implementation guide for management analysts, consultants, and operators working with founder-led enterprises at the intersection of financial performance and public health impact, and identifies four directions for future empirical calibration and longitudinal validation.

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