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[ Industry advisory · Hospitality ]
Strategic advisory for serious hospitality operators.
Restaurants live on small numbers — wage ratios, food cost percentages, breakeven nights. The operators who know those numbers cold are the ones still trading in five years. We help hospitality operators run the business on the numbers that actually matter.
[ What we hear, again and again ]
The pressures inside restaurants.
These questions need the business’s information and circumstances to be understood. They are not, on their own, evidence of the cause or the right solution.
- 01Food and beverage cost moving weekly while menus stay fixed
- 02Wages stretched by minimum award rates, penalties and thin trading windows
- 03Cash and tax provisions raided to cover quiet weeks
- 04Multiple venues, brands or concepts blurring where profit actually sits
- 05Capex decisions made on instinct — not on payback or return
[ How we work ]
What the accounting and advisory work can cover.
- 01
Visibility on the numbers that move a venue — sales, wages, COGS
- 02
Profitability by venue, daypart and concept
- 03
Cash and tax provisioning treated as a discipline, not a leftover
- 04
Capex and fit-out decisions framed around real payback
- 05
Structure designed for multiple venues, not a single restaurant
[ The numbers that matter ]
Measures that help owners understand performance.
Not a long list — the handful of numbers that, watched consistently, change how the business is run.
01
Wages as % of revenue
By venue and by week — the single biggest lever
02
Food and beverage cost %
Tracked against the menu the business actually sells
03
Breakeven
What needs to walk through the door to stand still
04
Revenue per seat / per cover
How hard the room is actually working
These are possible review topics, not a standard calendar. We agree the work, reporting and meeting frequency for your business. Agreed actions have clear responsibilities and are followed up.
- 01
Numbers that actually drive a venue — wages, food cost, sales mix
- 02
Profitability review, by venue and by daypart where it matters
- 03
Cash, tax and operational pressure points
- 04
Planning — capex, expansion, structure and exit thinking
[ The honest line ]
Small operational improvements compound massively in hospitality. We help operators see those points before the year is over.
[ The next conversation ]
Run the venue on real numbers.
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 ]