Insights & Perspectives
Short essays on stewardship, governance, and the strategic finance decisions facing clubs, hospitality businesses, and growing companies.
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Percentage nudges adjust the sticker, not the 2019 cost assumptions underneath it. A three-column audit — the price, when it was last rebuilt from cost, and the current cost of delivery — usually finds the problem in an afternoon.
A food minimum increase feels like deficit reduction: no menu changes, no staffing fights, one line in the bylaws. But the new revenue is mostly forfeiture from your least-engaged members, and the F&B line on paper stops telling the truth about the dining room.
Fractional CFO pricing is opaque by design. A practical breakdown of what engagements actually cost in 2026, what drives the range, and how to think about value rather than rate.
