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Financial advisory for restaurant owners and groups

From a single outlet to a growing group, we help you see which numbers drive profit and act on them every month.

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Restaurant performance dashboard

Sample Restaurant Group, 3 outlets, September 2026

Sample, illustrative data

Net sales

₹89.2 L

3.0% below budget (unfavourable)

Food and beverage cost

33.3%

Target 32.0% (unfavourable)

Staff cost

20.3%

Budget 19.0% (unfavourable)

Group EBITDA

₹10.8 L

12.1% margin

Net sales trend, ₹ lakh

Group net sales by month, April to September (illustrative)075150Apr: actual 78.4, budget 80 (₹ lakh)AprMay: actual 81.2, budget 82 (₹ lakh)MayJun: actual 84.6, budget 84 (₹ lakh)JunJul: actual 80.9, budget 86 (₹ lakh)JulAug: actual 86.3, budget 89 (₹ lakh)AugSep: actual 89.2, budget 92 (₹ lakh)Sep
  • Actual
  • Budget

Outlet EBITDA margin

  • Outlet A18.4%
  • Outlet B11.9%
  • Outlet C1.0%
  • EBITDA margin
  • Target 15%

Sales by channel

  • Dine-in 58%
  • Delivery 31%
  • Takeaway 11%
Illustrative figures for demonstration only. Not real client data.

Where restaurant profit usually leaks

Sales are visible every night. These four are not, unless someone measures them.

Prime cost drift
Food, beverage and staff costs creep up a percentage point at a time. Without monthly tracking, nobody notices until the year-end accounts.
Channel economics
Delivery orders can look like growth while aggregator commissions, discounts and packaging absorb most of the margin.
Outlets that carry others
A strong outlet can hide a weak one in group totals. Outlet-level P&L shows which locations actually earn their keep.
Cash tied up or leaking
Deposits, fit-out spend, supplier terms and statutory payments make restaurant cash flow lumpier than the P&L suggests.

Further reading: Ten KPIs every restaurant owner should track

How we help restaurants

Start with monthly reporting and add focused projects when a decision calls for them.

  • Restaurant MIS package

    A monthly report with outlet P&L, prime cost tracking, KPIs and commentary.

    See what the package includes

  • Food and beverage cost review

    Recipe costing, actual versus theoretical cost and a practical plan to close the gap.

    Request a proposal

  • Channel profitability

    Contribution by dine-in, takeaway and each delivery platform, after commissions and discounts.

    Request a proposal

  • New-outlet feasibility

    Capex, ramp-up, break-even and payback for a proposed location, with downside scenarios.

    Request a proposal

  • Budgets for restaurant groups

    Outlet-wise budgets built from covers, spend per head and cost ratios.

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  • Cash and working-capital planning

    Weekly cash forecasts covering supplier cycles, rent, payroll and statutory dues.

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Planning your next outlet?

A new location is often the biggest financial decision a restaurant owner makes. A feasibility model sets out what has to go right before you sign the lease.

Discuss a feasibility study

A feasibility model typically covers

  • Fit-out, equipment and deposit requirements
  • Covers and spend-per-head ramp-up
  • Prime cost and occupancy ratios
  • Monthly break-even sales
  • Payback period and cash requirement
  • Downside case if sales ramp slowly

See your restaurant the way your numbers do.

Tell us about your outlets and your current reporting. We will suggest where to start.

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