Sample result
Transformation Plan Builder for Restaurants
The owner asked this:«I want to stop being the one who opens the place and balances the register every night. How do I change that without sales falling?»
① The double portrait: today and destination, five exact indicators
| Indicator | Today | Destination at 12 months | Gap | How it is measured |
|---|---|---|---|---|
| Contribution margin | 38% of sales (prime cost 62%) | 43% | +5 points | Month's prime cost over month's sales |
| Monthly sales, both locations | 214,000,000 | 230,000,000 | +16,000,000 | Consolidated cash close |
| Owner dependency | Opens 6 of 7 days and balances the register nightly | 2 days on the floor, zero openings, zero cash-outs | 4 days, the opening and the cash-out | Opening and cash-out log signed per shift |
| Customer experience | No record of its own: known by whatever reaches the owner | One logged complaint per 200 tickets, with its cause | From no system to one | Incident log per service |
| Team turnover | 5 departures in 12 months across 24 people | 2 departures | −3 departures | Departures in the year over average headcount |
Three of those figures —openings, incidents and departures— were not in the business profile: they came from the five opening questions. None of the five indicators takes an adjective: if the destination cannot be read as a number, it is not a destination yet.
② The three phases and the floor that does not get breached
The anchor comes first. With a 38% contribution margin and fixed costs near 30% of sales, Sazón de Origen's break-even lands at 169,000,000 a month, meaning a floor of 39,000,000 per week across both locations. Sales can fall 21% today before touching that floor, and that cushion is what pays for the crossing. Breach it two weeks running and the phase pauses; that is not argued in the heat of the moment.
| Phase | Fronts | Window | Checkpoint | Threshold read over 4 weeks | Owner |
|---|---|---|---|---|---|
| 1 · The house opens without you | Written opening protocol and delegated cash-out at location 1 | 12 weeks, Feb-Apr | Week 8 | 20 straight openings with no call to the owner and the weekly floor covered | Location 1 manager |
| 2 · The same at location 2 | Protocol replicated and night close delegated | 12 weeks, May-Jul | Week 8 | 20 closes balanced, variance under 0.3% of the shift's sales | Location 2 shift lead |
| 3 · Directing from the numbers | Weekly 90-minute committee and a five-figure dashboard | 12 weeks, Aug-Oct | Week 8 | 10 straight committees with minutes and the owner on the floor only 2 days | Owner and administration |
No phase opens inside Tuesday-to-Friday lunch or in high season: November, December and January stay outside the crossing, that is for selling only. And each phase leaves value on its own: if phase 2 never happened, phase 1 already handed the owner back four nights.
The full example has 1 more part(s): you see them inside the library, with your account.