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This Is Profit Recovery
Somewhere between the till and the cellar, money's leaving and nobody's found where yet. I find where, prove it with the numbers and build the control that stops it happening again.
FIND IT
Your top line looks fine.
Your GP doesn't.
Somewhere between the till, the kitchen and the cellar, money's leaving the business and nobody has found where yet.
I find where, prove it with the numbers, and quantify what it's really costing.
FIX IT
I carry out a genuine top-to-bottom review of the operation.
That means stock control, sales mix, theoretical GP versus actual results, food and liquor costing, menu engineering, purchasing, delivery acceptance, stock security, and how stocktakes and line checks are happening in practice, not just on paper.
It includes a physical inspection of kitchens, cellars and storage areas, checking stock rotation, product condition and anything that shouldn't still be there.
Where there are multiple sites or service points, I follow stock movement between them to understand what's really happening.
Nothing is assumed.
Everything is verified.
In one banqueting operation, that meant introducing daily stock in/stock out controls on conference and events bars using agency staff.
The result wasn't just better balances. Teams became engaged with the process, discrepancies reduced, and surpluses became something worth celebrating rather than something nobody noticed.
NAIL IT DOWN
Finding the problem is only half the job.
The real value comes from stopping it happening again.
Through regular stock audits, operational reviews and ongoing support, I help ensure new controls become embedded in the business rather than gradually drifting back to old habits.
Because recovered profit only stays recovered when the controls behind it stay in place.
Understand The Numbers Behind The Problem
Wet GP below target, food margins drifting, stock variances, rising waste.
These aren't random events. They're usually the result of specific operational issues.
The articles below break down the mechanics behind them.
Ready To Put It Into Practice?
You've seen how GP leaks, yield losses, stock variances and waste affect profitability.
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Case Study
Turning Daily Bar Losses Into an Additional 1% Liquor GP
A large hotel banqueting operation operated multiple mobile bars across conferences and events.
Losses were a regular occurrence.
Stock issued to bars wasn't being properly reconciled, there was no reliable way of validating results, and discrepancies often weren't identified until long after the event had finished.
The Investigation
Controls were introduced at every stage of the process.
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Stock issued to each bar was checked and signed for.
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Stock returned from each bar was checked and signed for.
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Security around conference and events storage areas was tightened.
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Consumption was cross-referenced against till sales, creating an independent cost of sales and retail variance figure for every bar.
Results were then fed back to the team the following morning, bar by bar, allowing variances to be investigated and corrected within days rather than weeks.
The Result
✅ Daily losses became regular balances
✅ Some bars began reporting stock surpluses
✅ Variances were identified and resolved quickly
✅ Operational accountability improved across the team
✅ Liquor GP increased by approximately 1%
For a department generating significant beverage revenue, that 1% improvement represented a meaningful increase in profitability.
The Hidden Finding
The investigation uncovered something nobody had previously identified.
Low-volume events were keeping draught products connected for long periods with very little throughput. Beer was being lost through cooling and wastage before it was ever sold.
The solution cost nothing.
Events with fewer than 200 guests switched from draught products to bottled alternatives.
The stock shortfalls disappeared almost immediately.
The original issue looked like stock loss. The investigation revealed a combination of control weaknesses and operational practices that were quietly eroding profitability every day.
Isn't this just extra work for my team?
At the start, yes. And I won't pretend otherwise.
Any new control creates additional work, particularly for teams who already feel stretched. In the banqueting example, daily stock in/out checks were met with resistance at first. For mobile bars staffed by agency teams, it felt like another task on an already busy shift.
That resistance didn't last.
Within a few weeks, the teams wanted to see the results because they could see what the process was uncovering. The checks didn't disappear, but they stopped being seen as paperwork and started being seen as a tool.
The real answer is much simpler.
If nothing changes, nothing improves.
You get the same stock results, the same variances and the same profitability you've always had.
The time invested isn't lost. It's the price of getting a different outcome.
In the banqueting operation, those daily checks took around ten minutes per bar. The result was improved accountability, tighter control and an increase of approximately 1% in liquor GP.
That's a very good return on ten minutes.