Menu economics
Which dishes carry the margin?
EHS examines: recipe cost, yield, price and item mix on a stated GST basis. Contribution is not net profit.
Restaurant & café performance consulting
Better performance is built, not promised.
Elite Hospitality Solutions (EHS) works with restaurant and café owners to bring menu economics, labour and service capacity, guest experience and management routines into one practical operating picture. Start with the question behind the numbers: where is the venue making money, where is performance being lost, and what should management change first?
- A clear business questionStart with the decision the venue needs to make.
- Evidence with its limitsDefinitions, assumptions and gaps are made visible.
- Actions with ownershipAgree responsibilities and an appropriate follow-up measure.
The operator’s view
A busy service can still leave the important question unanswered.
Full tables and a hardworking team do not automatically mean healthy margins or a sustainable service model. EHS starts with the operating question behind the number, then examines the connections that could explain it.
VenuePerformanceFour connected questions, not a single score
Labour & capacity
Does the roster follow demand?
EHS examines: demand by service period, paid hours and role coverage. Not award or payroll advice.
Guest experience
Where does service consistency break down?
EHS examines: agreed criteria, visit evidence and how service problems are recovered.
Operating systems
Do reports lead to action?
EHS examines: routines, escalation points and follow-through on agreed actions.
A clear starting point
Choose the depth that fits the decision.
A focused remote Snapshot can help identify what the available information supports. A deeper Diagnostic suits a question that needs reconciled data, management context or agreed observation. They are distinct services, not one report in two sizes.
Remote entry review
Venue Performance Snapshot
For an owner or general manager seeking an initial view of one venue over an agreed recent period.
- Agreed sales, basic financial and operational information
- Baseline definitions, limitations and up to three evidence-ranked findings
- A concise report, practical next steps and results conversation
Remote document review only. No on-site observation, financial audit, legal assurance or guaranteed savings.
Explore the SnapshotDeeper, agreed-scope review
Full Venue Performance Diagnostic
For a decision that needs detailed information and operating context brought together.
- Reconciled baselines and evidence-linked findings
- Opportunity-to-action register and 30/60/90-day roadmap
- Executive report and review workshop, where scoped
A visit, observation, implementation or ongoing review is included only when separately agreed.
Explore the Full DiagnosticFees, timing, responsibilities, exclusions and information requirements are confirmed in a written scope before any engagement is accepted.
The EHS Performance Loop
From information to an owned next step.
A working framework that connects a defined question with evidence, feasible options and a later review where follow-up is agreed.
01
Discover
Agree the question.
02
Diagnose
Establish evidence.
03
Design
Compare options.
04
Deploy
Put actions to work.
05
Demonstrate
Review what changed.
Follow-up informs the next decision
Fictional report demonstration
See the evidence, the gap and the next question.
The four-page example uses synthetic restaurant figures to show how a useful diagnostic can state definitions, assumptions, limitations, a potential next action and a follow-up measure.
Illustrative format · synthetic dataFictional demonstration
Synthetic data · not client evidence
Synthetic data · not client evidence
What information is needed before changing labour hours?
Net sales, ex GST$42,000
Covers2,100
Net sales per cover$20.00
Arithmetic only: $42,000 ÷ 2,100. These totals do not show whether staffing matches demand. No labour change or savings recommendation is made.
The example is not a real venue analysis, an achieved outcome or a benchmark.
See the sample reportSpecialist support
Focus on the operating issue that matters most.
Start with one decision. Extend the scope only where evidence and agreed delivery capacity support it.
01 · Menu economics
Menu Margin & Engineering
Understand recipe cost, yield, price and item mix alongside kitchen practicality.
Explore menu service →
02 · Service capacity
Labour & Service Capacity
Compare matched service demand, paid hours, skills and role coverage.
Explore labour service →
03 · Guest journey
Guest Experience & Mystery Guest
Turn agreed, observable service feedback into constructive action.
Explore guest experience →
04 · Management routines
Management Operating Systems
Clarify checks, handovers, escalation and follow-through across shifts.
Explore management systems →These descriptions outline proposed services, not confirmed current availability or delivery history.
The principal
Kris Ford: hospitality context and commercial perspective.
Kris Ford brings an extensive hospitality-industry background, alongside business and strategic-management study. His EHS point of view connects the pressures of live service with menu and operating economics, labour capacity, guest experience and management accountability.
Clear evidence, practical decisions and a named next step matter more than easy promises.
Common questions
Before starting a conversation.
Do I need perfectly organised reports?
No. A fit discussion can establish what information is available. If records cannot support a reliable analysis, that limitation should be explained before work is scoped.
Will EHS tell me exactly how much profit I can make?
No. A diagnostic can clarify evidence, constraints and options. Any scenario estimate is labelled with assumptions; it is not an achieved or guaranteed result.
Will EHS visit the venue?
A Snapshot is remote. A visit or service observation is included in a deeper engagement only when separately agreed, authorised and available.
How are fees and timing confirmed?
The question, information quality and agreed activities shape the written scope. Deliverables, exclusions, fees and timing are confirmed before any engagement begins.
A good place to begin
Start with the operating decision you need to make.
Describe the venue and the question you are weighing. The enquiry page explains what information to include. Please do not send confidential financial, employee or guest records.