Financial Modeling

Numbers built by someone who has run the P&L they're modeling.

Most hospitality pro formas are works of optimism — a ramp that's too fast, a labor line that only holds in theory, a build-out number that was never going to survive the first change order. We build models grounded in how restaurants actually perform: real unit economics, honest build-out and ramp assumptions, and the downside cases most operators would rather not run. The math is only as good as the operating judgment behind it, and ours comes from owning the P&L, not modeling someone else's.

Whether you're sizing a new unit, restructuring a P&L that's drifted, or walking into a capital conversation, we build the clarity to make the call with confidence — and the version of the numbers a sophisticated investor will actually believe.

The call usually comes with a decision attached — a new unit to size, a P&L that's drifted and needs restructuring, or a capital conversation where the model has to hold up to a sophisticated investor's questions. What operators rarely have is a set of numbers they fully trust, because most models are built backward from the answer they wanted: an aggressive ramp, a labor line that only holds in theory, a build-out figure that never survives the first change order. An engagement grounds the model in how the operation actually performs — real unit economics, honest assumptions, and the downside cases most would rather skip — then pressure-tests it until the math and the operating reality agree. You leave with numbers you can act on and defend: the version you'd stake your own capital on, and the version a lender or investor will believe.

Common Questions

What makes a restaurant financial model credible to investors?

Operating judgment, not spreadsheet polish. A model an investor believes is one whose assumptions survive scrutiny — a ramp that matches how units actually fill, a labor line that holds at real volume, a build-out number with contingency in it, and a downside case that's genuinely run. We build from how the operation performs, so the numbers hold up when someone who knows the business starts asking questions.

When should we build a pro forma or financial model?

Before any decision with capital attached — sizing a new unit, restructuring a drifted P&L, or preparing a raise. The value is in making the call with clarity instead of optimism: knowing the break-even, the sensitivities, and the downside before you commit, not after. Built early, the model is a decision tool; built late, it's a justification for one already made.