Sample result
Financial Presentation Builder for Restaurants
The owner asked this:«I am asking the bank for a loan to remodel the Centro location. My sales and costs are current, but every time I present numbers the meeting tangles up. I need a presentation an analyst understands in twenty minutes.»
① The audience, the decision and the three-act script
Written before the first slide: audience, credit analyst · decision sought, approval of the remodelling loan · real time, 20 min. With that line, act three gets built first and the other two are trimmed towards it.
| # | Act | Slide | Leading figure | Comparison | Source |
|---|---|---|---|---|---|
| 1 | Where we stand | The house in one slide | locations · years open · month's sales | against the same month last year | P&L + POS |
| 2 | Where we stand | The rhythm of sales | 12-month rolling sales | against the previous half | POS |
| 3 | Where we stand | What one table leaves | contribution margin per occupied seat | lunch against the slow evening | POS + recipes |
| 5 | What explains it | Cost under control | prime cost with its 12-month series | against the house target | P&L |
| 6 | What explains it | The full room and the empty one | table turnover in the full shift | against the slow shift | POS |
| 8 | What we ask | The ask | amount and term | — | proposal |
| 9 | What we ask | Where the payment comes from | the installment against the slowest month's cash flow | 12 months of flow | cash flow |
Rule visible on every slide: one big figure, its comparison beside it and its source at the foot. A slide with two protagonists splits in two.
② The per-table economics, the assumption and the weak figure
Slide 3, complete: the big figure — what an occupied lunch seat leaves —; the comparison — against what it leaves on the slow evening —; and the line said out loud: «every lunch table already pays its share; the remodel buys seats in the shift that is running out of room».
SUPUESTO: occupancy in the remodelled shift is projected from the real occupancy measured in today's full shift, not from an industry benchmark percentage. If real occupancy afterwards came in lower, the installment stops being covered by lunch and has to lean on the evening: the slow scenario goes on the next slide, not in a footnote.
The weak figure, presented and not hidden: labor cost went up and appears in act two with its cause —two split shifts the new menu no longer needs— and its dated plan. The analyst was going to find it anyway; finding it explained is worth more than not seeing it.
The full example has 1 more part(s): you see them inside the library, with your account.