Contacts
| TOTAL BIDS | |||||||
| TOTAL BIDS | |||||||
Enter your total available capital. As you allocate funds in the Development Budget, the remaining balance will track automatically.
| Item | Assign | Qty | Unit Cost | Total | Status |
|---|
| Sub-Total Pre-Opening | |||
| Working Capital Reserve |
| Item | Assign | Qty | Unit Cost | Total | Status |
|---|
| Sub-Total Renovations | |||
| Item | Assign | Qty | Unit Cost | Total | Status |
|---|
| Sub-Total Kitchen | |||
| Item | Assign | Qty | Unit Cost | Total | Status |
|---|
| Sub-Total Bar | |||
| Item | Assign | Qty | Unit Cost | Total | Status |
|---|
| Sub-Total FF&E | |||
| TOTAL DEVELOPMENT BUDGET | |||
Monthly Qty × Unit Cost = Monthly Total. The grand total feeds the P&L and scales with capacity utilization.
| Item | Monthly Qty | Unit Cost | Monthly Total |
|---|
| TOTAL MONTHLY DISPOSABLE SUPPLIES | |||
The total above becomes Disposable Supplies in the P&L. It scales proportionally with monthly capacity — at 50% capacity, disposable costs are ~50% of the total entered here. This makes the model realistic: busier months spend more on supplies.
| Mon | Tue | Wed | Thu | Fri | Sat | Sun |
|---|---|---|---|---|---|---|
| Metric | Per Week | Monthly Base |
|---|---|---|
| Covers | ||
| Food Sales | ||
| Beverage Sales | ||
| Total Sales |
| Mon | Tue | Wed | Thu | Fri | Sat | Sun |
|---|---|---|---|---|---|---|
| Metric | Per Week | Monthly Base |
|---|---|---|
| Covers | ||
| Food Sales | ||
| Beverage Sales | ||
| Total Sales |
| Mon | Tue | Wed | Thu | Fri | Sat | Sun |
|---|---|---|---|---|---|---|
| Metric | Per Week | Monthly Base |
|---|---|---|
| Covers | ||
| Food Sales | ||
| Beverage Sales | ||
| Total Sales |
| Service | Weekly Covers | Weekly Food | Weekly Bev | Weekly Total | Monthly Base |
|---|---|---|---|---|---|
| Dinner | |||||
| Brunch | |||||
| Lunch | |||||
| TOTAL |
The per-service breakdown below updates automatically as you change these values.
| Service | M1 | M2 | M3 | M4 | M5 | M6 | M7 | M8 | M9 | M10 | M11 | M12 | Avg |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Dinner | |||||||||||||
| Brunch | |||||||||||||
| Lunch |
Each employee's weekly hours = Days/Wk × Hrs/Shift. Weekly pay = Weekly Hrs × Rate × Count.
| Note / Name | Position | Shift | Days/Wk | Hrs/Shift | Hrly Rate | Count | Wkly Hrs | Wkly Pay | Monthly | |
|---|---|---|---|---|---|---|---|---|---|---|
| TOTAL HOURLY FOH | ||||||||||
| Role | Annual Salary | Monthly Cost | |
|---|---|---|---|
| TOTAL SALARIED FOH |
Kitchen staff weekly hours = Days/Wk × Hrs/Shift. Weekly pay = Weekly Hrs × Rate × Count.
| Note / Name | Position | Shift | Days/Wk | Hrs/Shift | Hrly Rate | Count | Wkly Hrs | Wkly Pay | Monthly | |
|---|---|---|---|---|---|---|---|---|---|---|
| TOTAL HOURLY BOH | ||||||||||
| Role | Annual Salary | Monthly Cost | |
|---|---|---|---|
| TOTAL SALARIED BOH |
| Category | Weekly | Monthly | Annual |
|---|---|---|---|
| FOH (Hourly + Salaried) | |||
| BOH (Hourly + Salaried) | |||
| TOTAL COMBINED LABOR |
| Item | Monthly |
|---|---|
| FOH Schedule (pre-tax) | — |
| BOH Schedule (pre-tax) | — |
| Sub-total (pre-tax) | — |
| + 20% Payroll Tax | — |
| Total Labor + Payroll Tax (20%) | |
| Health Insurance | |
| Workers Comp | |
| TOTAL LABOR |
Labor includes all hourly + salaried staff with 20% payroll tax applied. Adjust based on your staffing model.
| Item | Monthly |
|---|---|
| Rent / CAM / Taxes / Insurance | |
| Business Insurance | |
| Utilities (Electric / Water / Gas) | |
| TOTAL OCCUPANCY |
| Item | Monthly |
|---|---|
| Accountant | |
| Bookkeeper | |
| Payroll Processing Fees | |
| Office Expenses | |
| Telephone | |
| Management Fee (% of sales) | % |
| Professional Fees | |
| Liquor Licenses & Fees | |
| TOTAL G&A (excl. mgmt fee) |
| Item | Useful Life (years) |
|---|---|
| Equipment Depreciation Life | |
| Leasehold Amortization Life |
| Item | Rate |
|---|---|
| Food COGS % | % |
| Beverage COGS % (Months 1–6) | % |
| Beverage COGS % (Months 7–12) | % |
| Item | Rate |
|---|---|
| Sales Tax Rate | % |
| Liquor Tax Rate | % |
| Credit Card % of Sales | % |
| Credit Card Processing Fee | % |
| Item | Early Months | Later Months |
|---|---|---|
| Carting / Trash | same | |
| Cleaning | same | |
| Equipment Lease | same | |
| Cable / Internet / Phone | same | |
| Exterminator (M1–5 / M6+) | ||
| Music License | same | |
| POS System | same | |
| Security Monitoring (M1–5 / M6+) | ||
| Linen & Uniforms | same | |
| Maintenance | same | |
| R&D | same | |
| Travel | same | |
| Disposable Supplies (from Tab 2) | — | scales w/ capacity |
| Miscellaneous (M1–6 / M7+) |
| M1 | M2 | M3 | M4 | M5 | M6 | M7 | M8 | M9 | M10 | M11 | M12 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Item | Value | Note |
|---|
| Item | Value |
|---|
| Item | Value |
|---|
| Item | Rate |
|---|---|
| Company Fund (% of Net Profit reinvested) | % |
| Class B Dividends (% of distributable) | % |
| Managing Partners (% of distributable) |
| Category | Amount | % of Raise |
|---|
| Month | Avg Cap % | Monthly Revenue | Cumulative |
|---|
| Line Item | Annual | % of Revenue |
|---|
| Metric | Value |
|---|
| Distribution Waterfall | Amount |
|---|