Financial and operating advisory for multi-unit restaurant and hospitality groups. We assess costs, performance, transactions and workforce benefits, using evidence from the business you actually run.
Experience in ownership, franchising, operations, development and transactions.
Four areas of advisory
Different problems call for different work. Start with the issue facing your group, not a packaged solution.
Examine supplier pricing, contract terms, rebates, delivery deductions and other charges. Identify discrepancies and prioritize what is worth pursuing.
Work through unit economics, openings, beverage programs and marketing decisions with a defined scope and measurable operating questions.
Evaluate restaurant businesses, prepare financial and operating information for diligence, and identify questions that could change a deal.
Take stock of everything your locations offer hourly employees, from shift meals and time off to discounts and coverage, and weigh each piece against its cost and take-up.
Evidence before estimates
In cost recovery work, we distinguish what looks recoverable from what can be substantiated, and what has actually been recovered or changed.
A discrepancy or opportunity identified for review. It may not withstand validation.
A finding supported by contracts, invoices, statements or an agreed baseline.
A recovery received, an expense reduced or a measured improvement reflected in results.
How an engagement starts
We establish what needs deciding, what information matters and how the work will be scoped. The approach changes with the assignment; the expectation of clear evidence does not.
Agree on the business question, locations involved, information needed, fees and deliverables before paid work begins.
Review relevant financial records, contracts and operating evidence. Compare findings at the location level where that is useful.
Receive priorities, trade-offs and recommended next steps. Implementation support is defined by the engagement, not assumed.
Who this is for
The work is most relevant when costs, decisions or performance vary across multiple restaurants.
We work with leadership teams that need a closer look at a defined problem, a transaction, or a decision with consequences across the portfolio. A single-location problem or a software purchase may be better handled elsewhere.
Start with the decision
Describe the issue, the number of locations and what you are trying to decide. We can discuss fit before you share financial records.