Hospitality & Restaurants
Executive financial guidance built for independent restaurants, F&B groups, hotels, and boutique hospitality — at a fraction of the cost of a full-time CFO.
Why hospitality is different
Hospitality carries financial complexity that general CFO work doesn't prepare you for: prime cost discipline, daily revenue swings, labor models tied to service patterns, vendor and supply volatility, gift-card and deposit liabilities, and a guest experience that quietly suffers the moment cost discipline overreaches.
Most independent restaurants, growing F&B groups, and boutique hospitality properties do not need (and cannot justify) a full-time CFO. They do, however, need executive financial leadership: someone who sits beside the owner or operator, speaks the language of the line and the boardroom, and brings sector-specific judgment to the decisions that most shape the next decade of the business.
"Great hospitality looks effortless on the floor. The discipline behind every well-run operation is almost always financial."
What we do
Weekly and period-end financial packets built for hospitality operators — unit-level P&Ls, prime cost discipline, daily flash reports, and the variance commentary that turns service-night noise into clear operating decisions.
Disciplined margin work behind the guest experience: menu engineering, recipe costing, beverage program economics, vendor and contract review, and the pricing strategy that protects gross profit through inflation cycles.
Labor modeling tied to revenue patterns — covers per labor hour, scheduling discipline, tip and service-charge structures, and the productivity metrics that keep margins intact without eroding the guest experience.
Pro forma, financing, and post-open performance modeling for new units, renovations, and concept launches — and the disciplined finance build that decides whether expansion strengthens the group or quietly weakens it.
Cash forecasting built for hospitality's swings — seasonality, deposits, gift-card liabilities, working capital, and the lender, landlord, and investor relationships that depend on credible, on-time financial reporting.
Consolidated reporting across concepts and locations, with consistent chart of accounts, KPI dashboards, and the comparability ownership and investors need to see the whole portfolio at a glance.
Who we serve
Single-unit and emerging multi-unit restaurants, typically $2M–$15M in revenue, where the owner or chef-operator needs a financial peer at the table without absorbing a full-time CFO into overhead.
Growing restaurant and food-and-beverage groups consolidating multiple concepts and locations, where consistent reporting, capital planning, and unit-level accountability start to outrun what a controller and outside CPA can deliver alone.
Independent and boutique hotels, resorts, and mixed-use hospitality properties where rooms, F&B, events, and ancillary revenue all need to roll up into one coherent financial story for ownership and lenders.
How we engage
Some operators need the strategic seat only: forecasting, capital planning, lender conversations, and the financial voice in pricing and expansion decisions. Others need controller-level discipline underneath it — a close that lands on time, reconciliations that hold up, and a period-end packet ownership can trust. We scope to whichever layer is actually missing, and we work alongside your existing bookkeeper or CPA rather than replacing relationships that are working.
Where a controller vacancy or a stretched accounting team is the immediate problem, we can also provide interim coverage while the longer-term structure gets sorted out.
Advisory scope
Beyond the monthly cadence, most groups eventually face a decision that deserves dedicated financial consulting: a lease or management agreement to evaluate, a second location to underwrite, a refinancing to prepare for, or a partner buyout to model. We take those on as defined projects, with the same operator-grade rigor we bring to the recurring work.
The accounting side matters too. Clean chart-of-accounts structure, consistent period definitions, and comparable unit-level reporting are what make every later decision defensible — to a lender, a landlord, an investor, or a buyer.
Why fractional
New to the model? Read our overview of what a fractional CFO actually does — and the three-question framework we use to decide whether the model is the right fit for an organization.
Frequently asked
Explore further
Hospitality finance rarely sits in one bucket. These pages cover the hotel and restaurant specifics, the controller layer beneath a CFO, and how engagements are priced.
RevPAR, departmental profit, and owner reporting for hotels and resorts.
Prime cost, unit-level economics, and expansion decisions across locations.
How fractional, outsourced, and part-time CFO arrangements differ in practice.
Start the conversation
Tell us a little about your operation and the questions in front of you. We'll tell you honestly whether a fractional engagement is the right fit — or what we'd suggest instead.
Schedule a conversation