A walk through your four walls
Scroll from the parking lot to the back office. At every stop, the one number a sharp operator would check — food cost against theoretical, hours against the sales you actually did, the expense line that moved three weeks ago.
Built for operators running 20 to 150 restaurants
Labor vs sales
31.4%
4.1 pts over plan · unflagged 3 weeks
01 · Dining room
Stop 01 — Dining room
Register, tablets and tables tell three different stories, and adding them together loses all three. We keep them apart, and put next week's number up before the schedule is written.
What it changesNext week gets staffed on next week's volume, not last week's.
02 · The line
Stop 02 — The line
We build the labor need half-hour by half-hour from the store's own sales curve, lay the posted schedule over it, and show the gaps both ways — short at the peak, long after it.
What it changesCuts happen at the right hour instead of the convenient one.
03 · Kitchen
Stop 03 — Kitchen
We run actual against theoretical by store and period, then break the gap out item by item. You end up talking about how thick the turkey is cut, not about food cost.
What it changesYou coach the one station that is off, not all twelve stores.
04 · Walk-in
Stop 04 — Walk-in
Shelf counts against what the recipes should have used, and beside them the repair history of the cooler, work order by work order, including the one that has been out three times this year.
What it changesThe unit gets replaced on a Tuesday instead of quitting on a Saturday.
05 · Back office
Stop 05 — Back office
One statement for the whole group, period over period, with the numbers that do not fit already circled. The director packs are emailed automatically, so nobody spends Monday assembling them.
What it changesPeriod close becomes a review instead of a rebuild.
Back of house
Three modules sit back here, all reading the same numbers — so the food cost a GM sees on Tuesday is the one that lands in the Director’s period pack.
Lead module
One consolidated P&L across every store and period, built the same way each time. When a number looks wrong you open it, rather than reconstruct it.
Module
The daily floor of the business: sales as they land, labor against them, and a forecast set before the schedule is written.
Module
Everyone sees their own scope and nobody argues about whose number is right. The bonus math is the same math on the P&L.
How your data gets here
You do nothing. It runs while the stores are closed.
POS, payroll, invoices and the delivery apps. Connected once, then left alone.
Every store, every night, on a schedule. Nobody exports anything.
Lined up to the right store, the right period and the right category, then checked for gaps.
A refreshed picture, and the period packs and playbooks already sent to the people who need them.
Tuesday morning: pull four exports, rebuild the workbook, hope the periods line up, send it round after lunch.
It was already there at seven.
Who sees what
Everyone opens the same platform and sees only the scope they own, and only the numbers they are held to. Nobody is handed a spreadsheet. Nobody sees a store that isn't theirs.
They open it on a phone in the office before the lunch rush and know where they stand by 10am — not when the period closes.
1 of 126 stores in scope
What they see
What they're held to
Cannot see: any other store's P&L, district payroll, or portfolio numbers.
One screen tells them which store to drive to on Tuesday, and what to walk in holding.
11 of 126 stores in scope
What they see
What they're held to
Cannot see: other districts, or anything above their line.
Every district side by side, in the same period, on the same definitions — so the conversation is about causes, not about whose spreadsheet is right.
126 of 126 stores in scope
What they see
What they're held to
Access is set once by role. Adding a store or moving a district updates every view underneath it.
Figures shown are representative and illustrative, not client data.
Also in the box
Managers are standing on a line, not sitting at a desk. Every view is built for a phone held in one hand.
A machine-learned forecast per store, per day, so labor is scheduled against demand rather than against last year.
White-label colours, logo and report styling, so what your managers open looks like it came from your office.
Sales, labor and delivery data pull themselves in every morning. No one exports anything, no one re-keys anything.
Reports
Nobody ran it. Three documents build themselves the moment the numbers close, formatted like something a person made, and land in the right inbox on a schedule you set once.
A dashboard waits to be opened. These do not wait.
One PDF per store: P&L performance, guest feedback scores, food cost actual against theoretical, and the labor history behind both. Built the morning the period closes, so the conversation happens while it still matters.
The week on one page: sales targets by store, labor compliance, how close last week's forecast landed, and which walkthroughs are due. Laid out for a phone, because that is where it actually gets read.
Every controllable line held against its own trailing periods, across every store. Anything that has quietly drifted comes back flagged, ranked by what it is costing you, and formatted to forward straight to the vendor.
Set the schedule once. After that it arrives written, formatted and addressed — no analyst, no reminder, no one chasing a spreadsheet on a Friday.
Figures shown are illustrative.
End of the walk
Every building you run, read the same way at the same hour: sales, food cost, labor, and the expenses that quietly drift. You stop finding out at period close.