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[ Industry advisory · Hospitality ]
Strategic advisory for operators scaling fast-casual concepts across multiple sites.
Fast-casual and QSR operators rarely fail at the unit level — they fail because the second, third and fourth sites are opened on the same structure, systems and reporting as the first. We help multi-site operators see per-site profitability cleanly, plan rollout around the cashflow it actually produces, and put the structure in place before the network outgrows it.
[ What we hear, again and again ]
The pressures inside food trucks & multi-site qsr / fast-casual operators.
None of these are signs of a poorly-run business. They're signs that the financial relationship around the business hasn't kept up.
- 01Per-site profitability blurred inside a single consolidated P&L
- 02Site rollout outpacing the financial structure, systems and reporting behind it
- 03Franchise-adjacent structuring (licensing, area development) handled informally
- 04Labour and food cost discipline drifting as the network grows
- 05Capex per site rarely modelled against real payback and ramp curve
[ How we work ]
What strategic support actually looks like.
- 01
Site-level P&L from week one, with shared cost allocated honestly
- 02
Rollout funded from a real cash and ramp model — not optimism
- 03
Structure designed for franchising, licensing or area development before it's needed
- 04
Labour and food cost benchmarks tracked across the network, site by site
- 05
Group treasury, tax and reporting built for the multi-entity reality
[ The numbers that matter ]
What good operators in this industry actually watch.
Not a long list — the handful of numbers that, watched consistently, change how the business is run.
01
Site contribution margin
After own labour, COGS and direct site cost
02
Labour and COGS % by site
Benchmarked across the network week to week
03
Site payback period
Months to recover the build / fit-out cost
04
Group overhead per site
What head office actually costs the network
05
Same-site sales growth
Underlying performance, stripped of new openings
- 01
Weekly numbers that actually drive a venue — wages, food cost, sales mix
- 02
Monthly profitability review, by venue and by daypart where it matters
- 03
Quarterly cash, tax and operational pressure points
- 04
Annual planning — capex, expansion, structure and exit thinking
[ The honest line ]
Multi-site fast-casual is won and lost on per-site discipline and the structure carrying the network. We help operators build both before the next opening forces the question.
[ The next conversation ]
Scale the network — site by site, not by hope.
Bring the messy stuff. The numbers, the pressures, the decisions you've been putting off. The first conversation is structured, candid and obligation-free.
[ Other practices in hospitality ]