Restaurant Audit

An audit answers three questions: where is the money leaking, where is the guest experience breaking, and which of those two is costing you more right now.

What we look at

We sit through two full services, kitchen and floor, and watch what actually happens rather than what the manual says happens. We time tickets, count covers, watch the pass, and follow a plate from order to table.

Then the numbers: P&L, food cost against sales mix, labour cost per shift, purchase invoices against par levels, wastage and staff meals. Inventory practice is usually where the first surprise appears.

Hygiene gets a full walkthrough against FSSAI requirements. Reviews get read — all of them, not just the recent ones — because a rating is a lagging indicator with a pattern inside it.

What you get

Every finding is stated with a rupee value attached wherever one can be calculated: this much food cost, this many minutes per ticket, this much labour at this hour. A finding without a number is an opinion, and opinions are cheap.

The action plan is ranked by impact against effort, split into 30, 60 and 90 days, and each item has an owner’s name on it.

The uncomfortable part

Sometimes the finding is the owner — pricing set emotionally, a favourite dish nobody orders, a relative on the payroll in a role that does not exist. We say it plainly, in the room, once. What you do about it is your call.

Where this sits in the framework

The audit is Discover, sold on its own. Many clients start here because it is the smallest commitment that produces a real answer.