Menu economics01
Popularity is not profitability
A top-selling item can still weaken the business when contribution margin, prep burden, waste and throughput are ignored.
Explore related workField notes
Clear thinking for consequential restaurant decisions.
Short, practical observations on margins, menus, openings, management systems and growth—without pretending every restaurant has the same answer.
Opening02
A projection is a set of assumptions
The value is not the spreadsheet’s precision. It is seeing which assumptions about seats, turns, check average and dayparts the model cannot survive.
Explore related workOperations03
Every checklist needs an owner
Documentation without timing, accountability and management follow-through becomes shelfware instead of an operating system.
Growth04
A second unit tests the first
Expansion separates a concept that works from an operation that can be taught, measured and led without one indispensable owner.
A practical first step
Insight is useful. A prioritized action plan is better.
Start with a focused restaurant assessment, then decide what support makes sense.