What a finance function in this sector actually needs.
Development agreements get signed against blended averages, build-outs are funded from operating cash, and the liquidity wall arrives at the same moment as an opening deadline whose breach costs territory. Acquisitions get priced off the disclosure document’s published averages without adjusting for which outlets were in the group being measured.
Every unit gets its own profit and loss in the format the franchisor requires, on the mandated chart of accounts, so benchmarking works and reporting obligations are met without a rebuild each period. Four-wall contribution, comparable sales by unit and by vintage, and central cost shown separately so a manager is judged on what they control.
Royalty and advertising fund reporting is made accurate and timely, and audit-ready, because those rights are contractual and the clawbacks are real. New-unit economics are modeled properly — build cost, pre-opening, the ramp curve, cash-on-cash and payback — and tested against the published benchmark cohort rather than the headline average.
The development schedule is funded and phased as a financial obligation with dates, not an ambition. And the entity structure — typically one per unit or territory plus a management company — is consolidated properly, with the intercompany allocations and the separate lender and landlord reporting each one needs.
What you can do afterwards that you cannot do now.
See every unit on its own numbers.
Fund a development schedule you have already modeled.
Buy units at a price adjusted for what the published averages actually measured.
Matched to the sector, not the postcode.
With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.
Nobody needs all of it at once.
The diagnostic decides which two or three matter first in your business, and you keep that assessment either way.
Your sector is one conversation away from a written answer. Start with what is actually going on.
One hour on your business, with the CFO who would hold the seat rather than a salesperson. Nothing to prepare and nothing to sign. A written note back within two working days saying what we heard and what we would look at first.