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Food Cost
Welcome to Food Cost This section is for anything related to controlling, analysing, and improving food cost in your venue. What to Post Here - Recipe costing questions - Menu pricing issues - Waste and portion control - Supplier pricing discussions - Food cost percentage concerns - Menu performance insights How to Use This Section - Be specific with your question - Include dish details where relevant - Share context (venue type, volume, issues) - Focus on practical, real-world problems - Stay relevant to food cost only - No unrelated posts - No self-promotion - Keep discussions professional Tip If your issue relates to labour, hiring, or operations, post in the correct section for better answers.
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General Discussion
Welcome to General Discussion This is where you can ask questions, share ideas, and discuss anything related to running your venue that doesn’t fit into the other categories. What to Post Here - General questions - Operational discussions - Ideas or observations - Industry topics - Anything not specific to food cost, labour, or hiring How to Use This Section - Be clear with your question or topic - Add context where possible (venue type, size, issue) - Keep posts relevant to hospitality operations - Stay on topic - Keep it professional - No spam or self-promotion - Be respectful to other members Tip If your post is specific to: - Food cost → use the Food Cost section - Labour → use Labour Cost section - Hiring → use Hiring section This keeps answers focused and useful.
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Welcome to the Restaurant Accelerator Hub
This is built for one type of operator: Busy venues doing solid numbers… but not seeing the profit they should. If your kitchen is running flat out, staff are busy, and sales are coming in—but the bank account doesn’t reflect the effort… you’re in the right place. This isn’t theory. This is a system-driven environment focused on: - Food cost control - Labour control - Menu performance - KPIs that actually matter - And fixing the gaps that quietly drain profit Everything here is designed to give you more clarity, more control, and better decisions in your business. Where to start Go to Profit Foundations and begin in order: 1. Read through the start here tab 2. Food Cost Basics 3. Labour Cost Control 4. Menu Analysis & KPIs 5. Profit Case Study 6. Restaurant Health Check Don’t skip around. Follow the sequence. What to expect - Practical systems you can apply immediately - Clear breakdowns without unnecessary complexity - Real examples from real venues - Content that focuses on results, not information overload Use this properly - Watch, then apply - Ask questions when needed - Share what you’re seeing in your own venue - Treat this as something you implement, not just consume If you’re here, it means something in your current setup isn’t working as well as it should. That’s what this is here to fix. Start with the foundations.
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Most venues aren't broken
Over the last few years I’ve done some consulting across all types of venues, and one thing I’ve learnt is this—I can walk into a place and get a pretty clear feel, very quickly, on whether it’s making money or quietly leaking it. It’s never just one thing. I’ll start by looking at what’s actually selling and when, then compare that to how the team is rostered. From there I’ll glance over the menu and costing—what should be profitable vs what actually is. Then I just watch service for a bit. You can see a lot in how a team moves, where things slow down, or where time is being wasted. After that, it’s usually a look at stock, ordering, and waste. Within a couple of hours, the pattern shows itself. Most venues aren’t broken—they’re just bleeding in a few areas at once. Fix those, and things turn around fast.
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Stop Over Staffing Early
I walked into a mid-volume venue that couldn’t understand why their labour was sitting above 38%. On paper, everything looked fine—good team, steady trade—but when service started, the problem was obvious. The full kitchen and floor team were rostered on from opening, yet for the first 60–90 minutes, there was barely any business. Staff weren’t doing anything wrong—they were just there too early, waiting for customers that hadn’t arrived yet. The roster had been built around “what might happen” instead of what actually happens. We stripped it back to a lean open, keeping only the essential staff to get through the first part of the day, then staggered the rest of the team to come in closer to peak periods. Within two weeks, labour dropped to around 30–32% without cutting anyone or hurting service. In fact, service improved because the team was sharper when it mattered. The fix wasn’t hiring better staff or working harder—it was simply putting the right people in at the right time. And it all started by following the labour cost control in this link below. https://www.skool.com/the-restaurant-accelerator-9706/classroom/1123542a?md=c314d6f2d19f4da981d0b88a0c304871
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