MULTI-UNITSECTOR · UNITED STATES AND CANADA

Finance leadership for multi-unit and hospitality.

The group number is fine, so the group number is what gets looked at. Underneath it, two sites are carrying the estate and two are draining it, and the average conceals both. Labor is managed as a percentage after the fact rather than scheduled against forecast demand. New sites are opened on a payback model that ignored the ramp and the pre-opening cost. And the lease — usually the second largest cost in the business — is treated as fixed and unexaminable, when in fact it is the thing most worth renegotiating.
THE MEASURE THAT FINDS ITFour-wall contribution, by site
WHAT WE DO ABOUT IT, BELOWREMOTE-FIRST, ON SITE WHEN IT CHANGES THE OUTCOME
How We Run It Here
01 / 03
What a finance function in this sector actually needs.

Every site gets a four-wall P&L on the same basis, with central cost shown separately so a site is judged on what it controls. Ranked, every month, with the bottom two discussed by name.

Labor is scheduled against forecast covers or footfall rather than reviewed afterwards, and input cost is tracked at the item level where menu or range engineering can actually move the margin.

New sites are modeled with a realistic ramp, full pre-opening cost and a cash payback that is measured after opening. Lease economics — rent to revenue, break dates, renewal windows — are put on a calendar so a negotiation begins before the option expires.

WHO YOUR CFO DRAWS ON FOR THIS SECTOR

Multi-site operators and lease specialists

What Changes
02 / 03
What you can do afterwards that you cannot do now.
Rank every site on the same basis and act on the bottom two. Open the next one on a model that has been tested against the last one. Renegotiate a lease before the break date passes.
Who Holds The Seat
03 / 03
Matched to the sector, not to the postcode.
We hire for what somebody has run rather than where they live, which is the only reason we can put a CFO in your seat who has already done this in a business like yours.
YOUR CFO, FOR THIS SECTORHas opened sites and closed the ones that did not work

With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.

THE OTHER ELEVEN
The rest of the scope.
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.
Construction and tradesDistribution and wholesaleManufacturingProfessional servicesProperty and real assetsTechnology and recurring revenueHealthcare and clinical groupsTransportation, fleet and logisticsFranchise and multi-unit operatorsConsumer brands and e-commerceNonprofit and member organizations
SEE THE FULL SCOPE →
What Happens Next

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.
BOOK A CONVERSATIONREAD THE AGREEMENT
ONE HOUR · NO CHARGE · A WRITTEN NOTE BACK WITHIN TWO WORKING DAYS
THE HOURWhat the business does, how the cash moves through it, and what would have to be different in a year.
THE NOTEWhat we heard and what we would look at first, in writing, within two working days.
THE PODA CFO who has run finance in this sector before, with a named backup who already knows your file.
THE STANDARDClose by the seventh working day, pack on the eighth, and a published response standard in between.