Your third outlet should not cost you the first two.
Pre-opening project management, costed week by week, with a P&L you can actually read.
The problem
Most outlets don’t fail on the food.
They fail on a lease signed before anyone ran the numbers, a menu priced against what the street charges rather than what the plate costs, and a set of accounts that arrives six weeks after the month it describes.
By the time the problem is visible in the bank balance, the decisions that caused it are eighteen months old. We work the other way round: start with the figures, and change the things that move them.
Where you are
Not yet open
Opening something new
A dated build programme from lease to first service, the licences scheduled against it, and an operating model that tells you what the site has to take each week to stand up.
Already trading
Running something already
A read on where the margin is going — plate by plate, shift by shift — and a change list your kitchen can act on next week, with a cost and a date against each line.
What we do
Eight lines, each with a number against it.
PLACEHOLDER — intended image: a real service in progress, shot from behind the pass. Candid, warm, no posed groups and no empty rooms.
How we work
Four stages, and you can stop after any of them.
Diagnostic
We work a full service, read twelve months of accounts, and cost the menu line by line. You get the findings whether or not you carry on with us.
The plan
What changes, what it costs, and what it returns by which month. One document, with an owner and a date against every line.
Implementation
We stay on site while the changes land, because a plan handed over at the door is a plan that gets filed.
Handover
Your team runs the reporting without us. If they still need us after six months, we have not finished the job.
Case studies
Recent work
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Start here
Book a diagnostic.
Tell us where the outlet is and what is worrying you. We will come back with what we would look at first and what it would cost.