Before you open Excel, you need to understand the philosophy of the floor. Below are 10 non-negotiable truths — just a small sample of the operational frameworks included in the main Operator's Toolkit.
Most owners look at a recipe card and say, "This burger costs $4 to make, I sell it for $16. My cost is 25%." That is Theoretical GP.
Actual GP is what remains at the end of the month after:
"The Variance is where you bleed."
If your Theoretical is 75% and your Actual is 68%, you are losing 7% of your revenue to mismanagement. Our Toolkit includes the stock take sheets to close this variance.
Do you build a concept and find a site, or find a site and build a concept?
You have a rigid concept (e.g., "Authentic Nashville Hot Chicken"). You wait 12 months for the specific extraction and footfall required. You do not compromise.
You find an incredible corner unit with cheap rent near a university. You ignore your personal dreams and build exactly what that street needs (e.g., Cheap Pizza & Beer).
A restaurant is an army. Without hierarchy, you have chaos. Here is the typical structure:
Opening for Breakfast, Lunch, and Dinner looks like "maximizing revenue" on paper. In reality, it destroys labor models.
The Cost: You need two full teams (AM/PM). Utility bills soar. Staff retention plummets due to "Split Shifts."
Tip: Do one service perfectly before you attempt a second.
This is where the actual net profit lives.
Build a name, then leverage the brand for corporate buyouts.
You can take a lower percentage margin to bank a higher cash profit. Don't be afraid of a lower GP% on premium items.
| Bottle Type | Cost | Sell Price | GP % | Cash Profit |
|---|---|---|---|---|
| House Wine | $5 | $20 | 75% | $15 |
| Winner Bottle | $30 | $65 | 53% | $35 |
The Play: Incentivize staff to sell the "Winner." The customer drinks better, the staff gets a bonus, and you bank more cash.
A large menu is an inventory nightmare. 50 items require 500 ingredients. This causes spoilage, slow prep, and inconsistency.
The Golden Rule:
If you add a dish, you must remove a dish. Keep it tight.
Inventory is just cash sitting on a shelf. If it sits there for a week, it's rotting money.
Buying bulk to "save money." If you buy 10kg of basil for a discount but throw away 4kg, you lost.
Order tight. Never hold more than 3 days of perishable stock. Running out creates demand; serving old food destroys reputations.
In a busy service, the kitchen is the engine and the floor is the wheels. The Expo (Expeditor) is the transmission.
The Expo stands at the pass. They do not cook. They do not serve. They:
"A kitchen without an Expo is a car without a steering wheel."
You aren't just selling food; you are selling time at a table. Your rent costs the same whether you serve 50 people or 150 people.
| Turns per Night | Guest Count | Financial Result |
|---|---|---|
| 1 Turn | 60 Guests | 🔴 Break Even |
| 1.5 Turns | 90 Guests | 🟡 Profitable |
| 2+ Turns | 120+ Guests | 🟢 The Dream |
The Art of the Turn: Clear plates promptly and drop the check swiftly without rushing the guest. It is a hospitality ballet.
Our Toolkit contains the actual PnL templates, shift schedulers, and menu matrices to manage all of this.
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