Prime cost and labour targets
Targets for food, beverage and labour set for your concept, and tracked every period against what actually happened.
Clean books are the start. Then come the decisions: whether the menu and the schedule are working, what you can safely spend this month, and whether the next location will pay for itself. That's the CFO part.
The numbers an owner actually uses
Reviewed with you, not just sent to you.
Most independent restaurants and small groups don't need a full-time CFO. They need someone who reads the numbers every period, knows what good looks like in a restaurant, and tells them what to change while it still matters.
Targets for food, beverage and labour set for your concept, and tracked every period against what actually happened.
P&Ls by location, by period and against last year, with the three numbers that moved called out.
What is owed, what is coming in, and what you can safely spend this week, with payroll, rent and tax dates on the calendar.
Pro formas, opening costs and break-even worked out before you sign the lease, not after.
Built on top of clean restaurant books. If the books aren't there yet, that's where we start.
Reconciled sales, a restaurant chart of accounts and a regular close. CFO advice on unreliable numbers is guesswork.
Prime cost, labour and food cost targets that fit your menu, service style and price point.
A short review of what moved, why, and what to change, location by location.
A new location, an expansion or a big purchase, worked out before you commit.
Cost of goods sold plus total labour, and why it matters more than either one alone.
Read the answer →Profit is an opinion about a period. Cash is a schedule.
Read the answer →It depends on your concept. What matters is measuring it the same way every period.
Read the answer →A P&L for every location before you open the next one.
See the service →Seven quick questions, and a Savoury restaurant accounting specialist will come back with where your numbers stand.