ACCOUNTS
INTERNATIONAL

Financial Strategy for Multi-Unit Operators and Growing Concepts

Most restaurants fail within three years. The ones that survive face a different question: do you perfect a single location or build a portfolio? 

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Each path requires fundamentally different financial thinking. Single-location operators optimize for profitability and lifestyle. Multi-unit operators need systems that scale, capital deployment strategies, and the ability to identify which locations perform and why. Both need to understand unit economics at a level that most restaurant accountants never touch.

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We work with restaurant and hospitality operators who've moved beyond survival. Your concept works, your operations are dialed in, and now you're deciding whether to open location two, franchise the model, or maximize cash flow from what you've built. These are strategic decisions that require understanding your actual unit economics, not just top-line revenue.

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Strategic Advisory for Restaurant & Hospitality Operators

• Unit-level profitability analysis—which locations make money and why

• Multi-unit expansion modeling and capital allocation strategy

• Lease vs. own real estate decisions for new locations

• Franchise structure and royalty modeling

• Labor cost optimization and tip credit compliance

• Concept development and menu engineering profitability

• Tax strategy for cash-intensive businesses

• Exit planning and business valuation for sale or partnership

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Knowing your food cost percentage isn't the same as knowing your unit economics. What's your labor cost per revenue dollar by location and by daypart? What's your break-even occupancy rate? Which menu items drive contribution margin vs. just revenue? How do your best locations compare to your worst, and can you replicate what works?

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Different hospitality models require different approaches. Quick-service concepts scale through standardization and real estate strategy. Full-service restaurants optimize for labor efficiency and table turn times. Ghost kitchens and virtual concepts need different metrics entirely. Hotel and lodging operations layer in occupancy dynamics and seasonal cash flow management.

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The operators we advise are making growth decisions based on data, not gut feel. They know which locations to replicate and which to close. They understand whether franchise economics work for their concept. They've modeled what location three needs to generate to justify the investment vs. returning cash to ownership.

If you're ready to work with advisors who understand hospitality as a portfolio of financial decisions rather than a passion project with accounting needs, let's talk.

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