AI assistant · N5 Complete system
Leadership Agenda Builder for Restaurants
Choose at the top what you need from management today. In this one —deciding something big this week— it deliberates the call with you and puts it on paper: the minutes with the options, the investment, the margin effect and the verdict, plus the next seven days' leadership agenda with an owner and the figure that closes it. The chip takes you to the business diagnosis or to the year's management system.
N5Complete system
Several chained pieces you install and operate over time, with their review cadence. It changes how the business runs, not one decision.
◆ This assistant 110 of the 164 published assistants are at this levelIs this for you?
What it does and what you get
- Most owners decide on the fly, between the lunch rush and a supplier who never showed up, so the big calls get made with urgency criteria instead of profit criteria.
- This assistant gives you an executive session: you bring the issue keeping you up at night, it builds the possible paths with figures, takes a position with a clear verdict, and leaves you a weekly agenda to run the business as an owner, not a firefighter.
What you end up with
A deliberation record in table form (paths, investment, margin effect, risk, verdict), the reasoned decision in one paragraph, and a seven-day leadership agenda with owners and the number to check each day.
EXAMPLE This is what you getAn example built with Sazón de Origen, the house's fictional restaurant.Not your data: your result is built with YOUR restaurant's.See the full example →Sample result
The owner asked this: «Location 2 has missed break-even for 5 months. Do I close it, shrink it, or give it 6 more months?»
| Path | What it involves | Investment | Effect on margin | Main risk | Verdict |
|---|---|---|---|---|---|
| A. Close location 2 | Hand back the lease, let go of that site's 7 operations people and concentrate the kitchen in location 1 | ~48,000,000 COP exit cost (assumption) | +3.1 points over 12 months | 34% of sales walks out, along with the kitchen that carries Sunday midday; the 6 admin people now sit on one location | NO |
| B. Shrink location 2 to lunch and own delivery | Close nights and Mondays, a short 18-dish menu, 4 of the 7 people move to location 1 and to the delivery pass | ~11,000,000 COP (assumption) | +4.6 points over 12 months | The brand reads as «retreating» if the guest message lands after the hours change | YES |
| C. Give it 6 more months untouched | Hold the dinner shift and wait for the area to mature on its own | ~20,000,000 COP in cash (6 months of deficit, assumption) | −0.4 points over 12 months | Reaches December with no cash for high season and the same problem on the table | NO |
| D. Raise the menu 8% | Reprice the whole menu across both locations at once | 0 COP | +2.2 points over 12 months | That is 3,840 COP more on a 48,000 COP average check, and it breaks the goal of reaching 14% without touching menu prices | NOT NOW |
Basis of this record: location 2 bills ~73,000,000 COP a month —34% of the 214,000,000 COP across both locations— and closes ~3,400,000 COP short of break-even. Points are consolidated operating margin over the declared 8% base, already net of each path's investment. Every figure above is an assumption built from the data you provided, not a projection: confirm it against the last 8 weeks of closings, location by location.
The committee's question is not which path sounds best, but which one can be undone if next month contradicts the assumption. Each path in its quadrant:
| Frees cash within 90 days | Consumes cash within 90 days | |
|---|---|---|
| Undone in 3 weeks or less | B. Shrink to lunch and own delivery: 11,000,000 COP of investment and the site turns cash-positive around month 2 (assumption). If lunch does not answer, dinner reopens with the same crew. | C. Give it 6 more months: 3,400,000 COP of deficit every month. You can stop it whenever you want, true, but each month of waiting takes two weeks out of December's cash. |
| Not undone this year | D. Raise the menu 8%: cash arrives from week one with no investment. A price set on the table does not come back; walking it down later costs credibility, not money. | A. Close location 2: 48,000,000 COP out the door before you see the first peso of savings, and that lease will not be signed again at a two-year-old price. |
One path only lands in the quadrant you want to be in while half the figures are still assumptions, and that is B. Granted: if location 2 had 24 months of measured history instead of 5, the quadrant would weigh less and the number would weigh more.
Path B. Location 2 does not have a demand problem: it has an hours problem, and the record says so with figures — Tuesday-to-Friday lunch and Sunday midday carry the sales while dinner pays rent, power and payroll to serve tables that never arrive. What gets done: location 2 runs lunch Tuesday through Sunday plus own delivery, on a short 18-dish menu, with 4 of its 7 people reassigned to location 1. What gets released, and this is the half almost nobody writes down: the entire dinner shift, all of Monday, the delivery platform at that site —it charges its commission on the same dish your own delivery hands over whole— and the idea of raising the menu this half of the year, because price is your last card and not your first, and you set that constraint yourself.
The signal that would review it: if by week 6 lunch at location 2 is not reaching 55 covers a day Tuesday through Friday —the house average today is 74 per location per day— it stops being an hours problem and path A comes back to the table that same week.
Illustrative example generated with a fictional restaurant. Not a promise of results, not a client case.
This is 3 of 5 parts. Behind the wall sit the two parts that get executed. The full 7-day agenda: one action a day, with an owner drawn from the 24 people in the house and an indicator beside it —from Monday's sales mix by daypart to Sunday's prime cost at location 2—, including the lease renegotiation that today eats ~13% of that site's sales. And the half-page checklist for the weekly 45 minute session, with the minute-by-minute blocks, the prime cost threshold that triggers the conversation (64% at location 2, against the house's 62%) and the exact signal that reopens path A if lunch does not reach 55 covers a day.
See the full example — free accountWorks with these AIs
How to use it
Which of your data it uses
This assistant works with 9 of the 23 fields in «My Restaurant», among them Restaurant name, Business type and Number of locations. It does not ask out of curiosity: these are what make the answer speak about YOUR scale instead of an industry average — the same calculation on a business of another size returns a number you cannot decide with. You fill them once and they apply across the library, so the second assistant you open already starts with them in place. Whatever you leave blank, the assistant asks for one thing at a time instead of inventing it, and says so before answering, so you know what it is working from.
Always up to date
Every assistant carries a visible version and date. When an AI changes how it works, the assistant's version goes up and you see what changed.
v1.5.02026-08-27It becomes the head of the management family: the chip leads to the business diagnosis and to the management system, which used to be two loose cards with persona names. Three different documents, one door.v1.4.02026-08-27It was called «CEO Virtual para Restaurantes». The name said who the AI was pretending to be, not what the owner takes away. Diego's instruction (2026-08-27): «what worries me most is that the client understands what they are for, because the names do not say by themselves what they do». The title now names the DELIVERABLE and the summary lists it. Not one comma of the assistant's body changes: what changes is what is read before opening it.v1.2.02026-08-20Rooting. The card declared the business data in «YOUR RESTAURANT» and then deliberated about any restaurant at all: the header got personalised, the instruction did not. The baseline now breaks out by the house's own sales channels and dayparts, a path that does not move the main goal never reaches the table, the Tuesday test breaks during the strong dayparts instead of a generic Saturday, the agenda owner comes out of the real team size, and the minutes are checked against the business type and the restaurant name. Eight fields inside the four working sections, five of them in the TASK; canales_venta joins the context. Duel held at 100.0, body at 795 words: text was swapped, not added.v1.1.02026-08-13Body rewritten under the margin mandate: 6 numbered committee steps, deliberation minutes and a 7 day agenda, 5 named output blocks with their columns, 8 business data points, committee traps and figures with units. The version is kept because the sample result is bound to it. Duel 56.1 -> 100.0.v1.1.02026-08-12Card expanded as a lead magnet (doc 11): who it is for, a sample result with the fictional restaurant Sazon de Origen, recommended AIs and a measured depth level. The assistant body did not change.Same method, another variant
Inside the app this is a single control: you press it and the assistant reframes itself, including the variants that don't appear here because they don't have their own page yet.
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This assistant is free with an account
Create it and read the whole thing, adapted to your AI and personalised with your restaurant's data. No card, no plan: the free account opens every assistant marked as free.
