Monthly Financial Reporting Package
For the thirty days ended 30 September 2026
| 1 · Cover, close status and basis of preparation | this page |
| 2 · Executive summary, key indicators and management commentary | page 2 |
| 3 · Statement of operations — month against budget and prior year | page 3 |
| 4 · Statement of operations — year to date and trailing twelve months | page 4 |
| 5 · Balance sheet and working capital analysis | page 5 |
| 6 · Statement of cash flows and thirteen-week forecast | page 6 |
| 7 · Operating analytics — channel, daypart, labour and cost of sales | page 7 |
| 8 · Payables, accruals, close checklist and open items | page 8 |
| Item | Status | Date |
|---|---|---|
| Bank accounts reconciled — operating and payroll | Complete | 6 Oct |
| Merchant settlement reconciled to point of sale | Complete | 6 Oct |
| Physical inventory counted and valued | Complete | 30 Sep |
| Payroll accrued through period end | Complete | 7 Oct |
| Accounts payable cut off and accrued | Complete | 7 Oct |
| Fixed asset additions and depreciation posted | Complete | 7 Oct |
| Books closed and locked for the period | Complete | 8 Oct |
Prepared on the accrual basis from the entity's general ledger, point-of-sale export, payroll register, vendor statements and bank records.
These statements are unaudited management accounts. They have not been audited, reviewed or compiled in accordance with attestation standards, and no assurance is expressed on them.
Every percentage in this package is calculated from the dollar figures shown on the same page. Where a figure is a projection or a modelled input rather than a recorded transaction, it is identified as such on the page where it appears.
1 – 30 September 2026
Thirty days · twenty-six trading days
Closed six days a week
TaxBooksCFO LLC
New Jersey
Serving clients in all fifty states
8 October 2026
Eight days after period end
Revenue of $198,000 came in $4,000 below budget. Prime cost was $501 under budget in dollars and 1.05 points over budget as a percentage — the dollars held, the percentage did not, because the sales line missed. Net income of $8,031 was $3,369 below plan. Cash increased $3,291 to $65,291.
A profit and loss statement tells you what happened. This package is built to answer what changed, why, what it cost, what it did to cash, and what decision follows — with the arithmetic shown, so every figure can be traced back to the ledger it came from.
Revenue. $198,000 against a budget of $202,000, a shortfall of $4,000 or 2.0%. Covers of 3,960 were 118 below plan at an average check of exactly $50.00, in line with budget. The miss is traffic, not price. Two Tuesdays in the second half of the month fell materially below the trailing eight-week average for that daypart and account for approximately $2,900 of the variance; the balance is spread across the period without an identifiable driver.
Prime cost. This is the variance worth understanding. In dollars, prime cost of $129,789 came in $501 below budget. As a percentage of revenue it was 1.05 points above budget at 65.55% against 64.50%. Both statements are true and they point in opposite directions. Roughly 0.62 points of the percentage variance is arithmetic — a fixed dollar cost spread over a smaller revenue base — and the remaining 0.43 points is genuine, split between cost of sales and labour as set out below.
Cost of sales. $60,489, or 30.55% of revenue, against a budget of 30.00%. Food cost of 34.00% of food sales is 1.60 points above the theoretical cost derived from current costed recipes and point-of-sale item mix, an in-month exposure of $2,218. This is the third consecutive month in which the theoretical-to-actual variance has exceeded one point. It is now the largest single identified item on this page and it is the subject of an open action. Beverage cost of 21.00% of beverage sales was on plan.
Labour. $69,300, or 35.00% of revenue, against a budget of 34.50%. Hourly labour of 2,321 hours was 34 hours under the scheduled plan, so the percentage variance is a function of the revenue shortfall rather than overstaffing. Sales per labour hour of $85.31 was $1.72 below budget. Salaried management and fixed benefit costs of $28,000 do not flex with a soft week, which is where most of the 0.50-point variance sits.
Cash. Operations generated $16,391, of which $4,800 came from working capital movements rather than earnings. Capital expenditure of $4,200 was the dish machine rebuild approved in August. Debt principal of $2,900 and a member distribution of $6,000 completed the month. Cash closed at $65,291, of which $15,800 is sales tax collected and not yet remitted — leaving $49,491, or 8.1 days of operating cash, genuinely available.
1 · Food cost variance. Three consecutive months above one point. Recommend a weekly count on the ten highest-cost items for four weeks before any further action, rather than a vendor or menu change made on an unexplained variance. Owner decision required.
2 · October cash. The thirteen-week forecast on page six shows a low point of $64,983 in the week ending 10 October, driven by payroll and the sales tax remittance falling in consecutive weeks. It clears without intervention. No action required — noted for visibility.
3 · Distribution policy. $6,000 distributed against $8,031 of net income while operating cash sits at 8.1 days. Sustainable at current trading; worth a stated policy before the Q1 trough. Owner decision recommended.
4 · Working capital. Current ratio of 0.65 and negative working capital of $55,309 are normal for this business model and are not a going-concern indicator at these coverage levels. Flagged because a lender will ask.
The cause of the food variance. Until four weeks of count data exist, no dollar recovery should be assumed and none is included in any forecast in this package.
Unaudited. Favourable variances are shown in green and unfavourable in red, measured against the effect on net income.
| Actual | % | Budget | % | Var $ | Var pts | Prior yr | % | Var $ | |
|---|---|---|---|---|---|---|---|---|---|
| Revenue | |||||||||
| Food | 138,600 | 70.00 | 141,400 | 70.00 | (2,800) | — | 130,480 | 70.00 | 8,120 |
| Beverage | 49,500 | 25.00 | 50,500 | 25.00 | (1,000) | — | 46,600 | 25.00 | 2,900 |
| Private events | 9,900 | 5.00 | 10,100 | 5.00 | (200) | — | 9,320 | 5.00 | 580 |
| Total revenue | 198,000 | 100.00 | 202,000 | 100.00 | (4,000) | — | 186,400 | 100.00 | 11,600 |
| Cost of sales | |||||||||
| Food — 34.00% of food sales | 47,124 | 23.80 | 47,076 | 23.31 | (48) | 0.49 | 44,363 | 23.80 | (2,761) |
| Beverage — 21.00% of beverage sales | 10,395 | 5.25 | 10,605 | 5.25 | 210 | — | 9,786 | 5.25 | (609) |
| Event food — 30.00% of event sales | 2,970 | 1.50 | 2,919 | 1.44 | (51) | 0.06 | 1,957 | 1.05 | (1,013) |
| Total cost of sales | 60,489 | 30.55 | 60,600 | 30.00 | 111 | 0.55 | 56,106 | 30.10 | (4,383) |
| Gross profit | 137,511 | 69.45 | 141,400 | 70.00 | (3,889) | 0.55 | 130,294 | 69.90 | 7,217 |
| Labour | |||||||||
| Kitchen hourly wages | 24,700 | 12.47 | 24,845 | 12.30 | 145 | 0.17 | 23,110 | 12.40 | (1,590) |
| Front-of-house hourly wages | 12,300 | 6.21 | 12,524 | 6.20 | 224 | 0.01 | 11,556 | 6.20 | (744) |
| Salaried management and chef | 15,400 | 7.78 | 15,400 | 7.62 | — | 0.16 | 14,800 | 7.94 | (600) |
| Payroll taxes | 4,300 | 2.17 | 4,343 | 2.15 | 43 | 0.02 | 4,008 | 2.15 | (292) |
| Benefits and health insurance | 8,200 | 4.14 | 8,200 | 4.06 | — | 0.08 | 7,450 | 4.00 | (750) |
| Workers compensation | 4,400 | 2.22 | 4,378 | 2.17 | (22) | 0.05 | 3,757 | 2.02 | (643) |
| Total labour | 69,300 | 35.00 | 69,690 | 34.50 | 390 | 0.50 | 64,681 | 34.70 | (4,619) |
| Prime cost | 129,789 | 65.55 | 130,290 | 64.50 | 501 | 1.05 | 120,787 | 64.80 | (9,002) |
| Operating expenses | |||||||||
| Direct operating | 6,340 | 3.20 | 6,464 | 3.20 | 124 | — | 5,965 | 3.20 | (375) |
| Marketing and promotion | 2,180 | 1.10 | 2,222 | 1.10 | 42 | — | 2,051 | 1.10 | (129) |
| Third-party delivery commission | 6,720 | 3.39 | 6,666 | 3.30 | (54) | 0.09 | 5,778 | 3.10 | (942) |
| Utilities | 5,940 | 3.00 | 6,060 | 3.00 | 120 | — | 5,405 | 2.90 | (535) |
| Repairs and maintenance | 3,170 | 1.60 | 3,232 | 1.60 | 62 | — | 3,542 | 1.90 | 372 |
| General and administrative | 6,730 | 3.40 | 6,868 | 3.40 | 138 | — | 6,338 | 3.40 | (392) |
| Credit card and processing fees | 5,150 | 2.60 | 5,252 | 2.60 | 102 | — | 5,219 | 2.80 | 69 |
| Total operating expenses | 36,230 | 18.30 | 36,764 | 18.20 | 534 | 0.10 | 34,298 | 18.40 | (1,932) |
| Occupancy | |||||||||
| Base rent | 14,500 | 7.32 | 14,500 | 7.18 | — | 0.14 | 14,100 | 7.56 | (400) |
| Common area maintenance and property tax | 2,600 | 1.31 | 2,600 | 1.29 | — | 0.02 | 2,480 | 1.33 | (120) |
| Property and liability insurance | 1,900 | 0.96 | 1,900 | 0.94 | — | 0.02 | 1,820 | 0.98 | (80) |
| Total occupancy | 19,000 | 9.60 | 19,000 | 9.41 | — | 0.19 | 18,400 | 9.87 | (600) |
| EBITDA | 12,981 | 6.56 | 16,350 | 8.09 | (3,369) | 1.53 | 12,915 | 6.93 | 66 |
| Depreciation and amortisation | 3,560 | 1.80 | 3,560 | 1.76 | — | 0.04 | 3,480 | 1.87 | (80) |
| Interest expense | 1,390 | 0.70 | 1,390 | 0.69 | — | 0.01 | 1,510 | 0.81 | 120 |
| Net income | 8,031 | 4.06 | 11,400 | 5.64 | (3,369) | 1.58 | 7,925 | 4.25 | 106 |
| YTD 9 mths | % | Trailing 12 | % | Full-service band | |
|---|---|---|---|---|---|
| Revenue | |||||
| Food — 70.0% of revenue | 1,264,200 | 70.00 | 1,680,000 | 70.00 | — |
| Beverage — 25.0% of revenue | 451,500 | 25.00 | 600,000 | 25.00 | — |
| Private events — 5.0% of revenue | 90,300 | 5.00 | 120,000 | 5.00 | — |
| Total revenue | 1,806,000 | 100.00 | 2,400,000 | 100.00 | — |
| Cost of sales | |||||
| Food cost — 34.0% of food sales | 429,828 | 23.80 | 571,200 | 23.80 | — |
| Beverage cost — 21.0% of beverage sales | 94,815 | 5.25 | 126,000 | 5.25 | 18 – 24% |
| Event food cost — 30.0% of event sales | 27,090 | 1.50 | 36,000 | 1.50 | — |
| Total cost of sales | 551,733 | 30.55 | 733,200 | 30.55 | 28 – 35% |
| Total labour, fully loaded | 632,100 | 35.00 | 840,000 | 35.00 | 33 – 37% |
| Prime cost | 1,183,833 | 65.55 | 1,573,200 | 65.55 | 60.0 – 65.0% |
| Variance to the upper bound of the band | 9,933 | 0.55 | 13,200 | 0.55 pts | — |
| Below prime cost | |||||
| Total operating expenses | 330,498 | 18.30 | 439,200 | 18.30 | — |
| Total occupancy | 171,000 | 9.47 | 228,000 | 9.50 | 6 – 10% |
| EBITDA | 120,669 | 6.68 | 159,600 | 6.65 | — |
| Depreciation and amortisation | 32,040 | 1.77 | 42,720 | 1.78 | — |
| Interest expense | 12,650 | 0.70 | 16,800 | 0.70 | — |
| Net income | 75,979 | 4.21 | 100,080 | 4.17 | 3 – 8% |
Ranges are published full-service guidance, not covenants and not targets set by this entity. They are shown so a variance can be read as ordinary or unusual rather than simply large.
On a trailing basis this business sits inside every band except prime cost, where it is 0.55 points above the upper bound — $13,200 a year. Food and beverage cost, labour, occupancy and net margin are all within range.
The honest qualification: several 2026 analyses describe the full-service prime cost band as having re-anchored nearer 60 to 66 percent, with food and labour each roughly a third above 2019 levels. 65.55% is therefore not an outlier and is not presented as one.
$2,400,000 × 1.00% = $24,000
Equal to 24.0% of trailing net income. A point of prime cost is worth more than a quarter of what this business earns, which is why it is measured weekly rather than at close.
October 2025 through September 2026 inclusive. Recomputed each month; it is not the prior fiscal year.
| Week ended | Revenue | Cost of sales | % | Labour | % | Prime | Prime % | vs 64.50% target |
|---|---|---|---|---|---|---|---|---|
| Sunday 6 September | 47,600 | 14,280 | 30.00 | 16,422 | 34.50 | 30,702 | 64.50 | on target |
| Sunday 13 September | 49,800 | 15,089 | 30.30 | 17,231 | 34.60 | 32,320 | 64.90 | 0.40 over |
| Sunday 20 September | 44,200 | 13,746 | 31.10 | 15,868 | 35.90 | 29,614 | 67.00 | 2.50 over |
| Sunday 27 September | 43,900 | 13,565 | 30.90 | 15,540 | 35.40 | 29,105 | 66.30 | 1.80 over |
| Monday 28 – Wednesday 30 September | 12,500 | 3,809 | 30.47 | 4,239 | 33.91 | 8,048 | 64.38 | 0.12 under |
| September total | 198,000 | 60,489 | 30.55 | 69,300 | 35.00 | 129,789 | 65.55 | 1.05 over |
The two weeks that produced the month's variance are visible and both were low-revenue weeks. Weeks ending 20 and 27 September carried $88,100 of revenue at a blended prime cost of 66.65%, against $97,400 in the first fortnight at 64.70%. Cost of sales rose roughly one point in those weeks and labour roughly one point. Because a weekly prime cost is produced each Tuesday for the week ended Sunday, the 20 September result was known on 22 September — with eight trading days still available in the period to respond to it.
Unaudited, prepared on the accrual basis. Comparative column is 31 August 2026.
| 30 Sep 2026 | 31 Aug 2026 | Movement | |
|---|---|---|---|
| Assets | |||
| Cash and cash equivalents | 65,291 | 62,000 | 3,291 |
| Credit card receivable — two-day settlement float | 10,700 | 11,100 | (400) |
| Inventory — food | 9,400 | 9,700 | (300) |
| Inventory — beverage | 7,300 | 7,600 | (300) |
| Prepaid expenses | 8,600 | 9,200 | (600) |
| Total current assets | 101,291 | 99,600 | 1,691 |
| Leasehold improvements | 385,000 | 385,000 | — |
| Furniture, fixtures and equipment | 218,200 | 214,000 | 4,200 |
| Less accumulated depreciation | (298,400) | (294,840) | (3,560) |
| Property and equipment, net | 304,800 | 304,160 | 640 |
| Security deposit | 29,000 | 29,000 | — |
| Total assets | 435,091 | 432,760 | 2,331 |
| Liabilities | |||
| Accounts payable | 61,300 | 58,900 | 2,400 |
| Accrued payroll and paid time off | 22,400 | 21,300 | 1,100 |
| Sales tax payable | 15,800 | 16,400 | (600) |
| Accrued expenses | 9,700 | 9,100 | 600 |
| Gift card and deferred revenue liability | 12,600 | 12,900 | (300) |
| Current portion of long-term debt | 34,800 | 34,800 | — |
| Total current liabilities | 156,600 | 153,400 | 3,200 |
| Long-term debt, net of current portion | 118,700 | 121,600 | (2,900) |
| Total liabilities | 275,300 | 275,000 | 300 |
| Members' equity | |||
| Members' capital | 240,000 | 240,000 | — |
| Accumulated deficit | (80,209) | (82,240) | 2,031 |
| Total members' equity | 159,791 | 157,760 | 2,031 |
| Total liabilities and members' equity | 435,091 | 432,760 | 2,331 |
| Current assets | 101,291 |
| Current liabilities | 156,600 |
| Working capital | (55,309) |
| Current ratio | 0.65 |
Negative working capital is the normal condition of a full-service restaurant and is not, by itself, a solvency indicator. Guests pay at the point of sale while vendors, payroll and taxes are paid in arrears, so the balance sheet shows a deficit that operations fund continuously.
It matters for two reasons. There is no cushion in it — a slow fortnight is funded from cash rather than from receivables. And a lender will ask, so the coverage figures below should be presented alongside it rather than after it.
| Debt service coverage | 3.09× |
| Total debt to trailing EBITDA | 0.96× |
| Cash, net of tax collected | 49,491 |
| Days of operating cash | 8.1 |
Coverage is comfortable and liquidity is thin. Those are different questions and this business answers them differently. Thirty to sixty days is the customary target for an operation of this size.
| Cash and cash equivalents at 30 September | 65,291 |
| Less sales tax collected and not yet remitted | (15,800) |
| Less gift card and deferred revenue liability | (12,600) |
| Cash attributable to the business | 36,891 |
Sales tax collected at the point of sale is not revenue and is not the entity's money. It sits in the operating account until remittance. Gift cards sold are an obligation to deliver food and beverage, not earnings.
Neither figure is a problem. Both are shown because the bank balance is the number owners manage against, and $65,291 and $36,891 lead to different decisions about a distribution, a deposit on equipment, or a slow fortnight.
| Month | Year to date | |
|---|---|---|
| Operating activities | ||
| Net income | 8,031 | 75,979 |
| Depreciation and amortisation | 3,560 | 32,040 |
| Decrease in credit card receivable | 400 | 1,900 |
| Decrease in inventory — food | 300 | (700) |
| Decrease in inventory — beverage | 300 | (400) |
| Decrease in prepaid expenses | 600 | 2,300 |
| Increase in accounts payable | 2,400 | 7,100 |
| Increase in accrued payroll | 1,100 | 3,400 |
| Decrease in sales tax payable | (600) | 1,200 |
| Increase in accrued expenses | 600 | 1,500 |
| Decrease in gift card liability | (300) | (2,400) |
| Net change in working capital | 4,800 | 13,900 |
| Net cash provided by operating activities | 16,391 | 121,919 |
| Investing activities | ||
| Purchases of property and equipment | (4,200) | (28,600) |
| Financing activities | ||
| Repayment of long-term debt principal | (2,900) | (26,100) |
| Distributions to members | (6,000) | (54,000) |
| Net cash used in financing activities | (8,900) | (80,100) |
| Net increase in cash | 3,291 | 13,219 |
| Cash at beginning of period | 62,000 | 52,072 |
| Cash at end of period | 65,291 | 65,291 |
Of $16,391 generated by operations, $11,591 came from earnings and depreciation and $4,800 from working capital movements. Working capital is a timing source, not an earnings source, and it does not repeat.
Most of it is a $2,400 increase in accounts payable. Payables at $61,300 against monthly purchases of roughly $63,000 represent about twenty-nine days. Extending payables generates cash once and then stops.
$54,000 year to date against $75,979 of net income — a payout ratio of 71%. Sustainable at current trading and worth a written policy before the first quarter, when a restaurant of this profile ordinarily gives back the fourth-quarter cash build.
$4,200 in the month was the dish machine rebuild approved in August, capitalised to equipment and depreciated over five years. Year-to-date capital spending of $28,600 is within the $35,000 annual plan.
| Week ending | Net sales | Receipts | Vendors | Payroll | Operating | Occupancy & debt | Tax remittance | Total out | Closing cash |
|---|---|---|---|---|---|---|---|---|---|
| 3 October | 47,000 | 49,984 | 14,053 | — | 8,601 | 23,290 | — | 45,944 | 69,331 |
| 10 October | 48,500 | 51,436 | 14,358 | 32,550 | 8,876 | — | — | 55,784 | 64,983 |
| 17 October | 49,000 | 52,277 | 14,817 | — | 8,967 | — | 15,800 | 39,584 | 77,676 |
| 24 October | 50,000 | 53,194 | 14,970 | 34,125 | 9,150 | — | — | 58,245 | 72,625 |
| 31 October | 52,500 | 55,411 | 15,275 | — | 9,608 | — | — | 24,883 | 103,153 |
| 7 November | 51,000 | 55,029 | 16,039 | 35,875 | 9,333 | 23,290 | — | 84,537 | 73,645 |
| 14 November | 52,000 | 55,334 | 15,580 | — | 9,516 | — | — | 25,096 | 103,883 |
| 21 November | 54,000 | 57,169 | 15,886 | 36,050 | 9,882 | — | 17,290 | 79,108 | 81,944 |
| 28 November | 46,000 | 51,666 | 16,497 | — | 8,418 | — | — | 24,915 | 108,695 |
| 5 December | 56,000 | 56,863 | 14,053 | 35,000 | 10,248 | 23,290 | — | 82,591 | 82,967 |
| 12 December | 61,000 | 63,741 | 17,108 | — | 11,163 | — | — | 28,271 | 118,437 |
| 19 December | 68,000 | 70,620 | 18,636 | 40,950 | 12,444 | — | 14,210 | 86,240 | 102,817 |
| 26 December | 44,000 | 54,417 | 20,774 | — | 8,052 | — | — | 28,826 | 128,408 |
| Thirteen weeks | 679,000 | 727,141 | 207,046 | 214,550 | 124,258 | 69,870 | 47,300 | 664,024 | 128,408 |
The low point is $64,983 in the week ending 10 October and it is entirely structural: a biweekly payroll run and the month's occupancy and debt service fall a week apart, with the tax remittance following. It clears without intervention and requires no action. It is on this page so that it is not a surprise.
Closing cash of $128,408 at 26 December is not $128,408 of available money. Sales tax collected in December and remitted in January is approximately $16,030, and the fourth quarter is the period in which this business builds the cash that the first quarter consumes.
Basis. Receipts reflect a two-day card settlement float applied to gross sales. Vendor payments assume a one-week lag on cost of sales at 30.55%. Payroll is biweekly in arrears. Occupancy and debt service are monthly. Sales tax is modelled at a 7.0% blended rate and must be replaced with the entity's actual rate and remittance frequency, which vary by jurisdiction and by volume.
No revenue growth, price increase or cost saving is assumed. The forecast contains no recovery from the open food cost variance. It is rolled forward and reissued every Friday.
A reclassification of the same $198,000 of revenue. Contribution is stated after cost of sales and after the direct channel costs — commission, packaging and processing — which appear within operating expenses on the statement of operations.
| Revenue | Mix | Cost of sales | % | Direct channel cost | Contribution | Contribution % | |
|---|---|---|---|---|---|---|---|
| Dining room — food and table beverage | 128,700 | 65.0% | 40,927 | 31.80 | — | 87,773 | 68.20 |
| Bar — beverage only | 27,720 | 14.0% | 5,821 | 21.00 | — | 21,899 | 79.00 |
| Third-party delivery | 27,720 | 14.0% | 9,425 | 34.00 | 7,552 | 10,743 | 38.75 |
| Direct online ordering and pickup | 3,960 | 2.0% | 1,346 | 34.00 | 396 | 2,218 | 56.01 |
| Private events | 9,900 | 5.0% | 2,970 | 30.00 | — | 6,930 | 70.00 |
| Total | 198,000 | 100.0% | 60,489 | 30.55 | 7,948 | 129,563 | 65.43 |
Third-party delivery contributes 38.75 cents on the dollar against 68.20 in the dining room — a gap of 29.45 points. At $27,720 a month the channel produced $10,743 of contribution, and the commission and packaging that made it possible cost $7,552. On a full service, an order that displaces a dining-room cover destroys the difference; on a quiet Tuesday it is incremental and worth having. The accounts have never separated the two, and until contribution is measured by channel and daypart together the question cannot be answered. That analysis is scheduled for the November package.
Direct online ordering, at 2.0% of revenue, contributes 56.01% — 17.26 points better than the same food sold through a platform. Migrating a quarter of existing third-party volume to the direct channel would be worth approximately $1,435 a month at current mix, from customers who have already been acquired.
| Dinner | 128,700 | 65.0% |
| Lunch | 39,600 | 20.0% |
| Weekend brunch | 19,800 | 10.0% |
| Private events | 9,900 | 5.0% |
| Covers served | 3,960 |
| Average check | $50.00 |
| Covers per trading day | 152 |
| Seat turns per trading day | 2.06 |
| Actual | Budget | Variance | |
|---|---|---|---|
| Kitchen hourly labour hours | 1,251 | 1,266 | 15 |
| Front-of-house hourly labour hours | 1,070 | 1,089 | 19 |
| Total hourly labour hours | 2,321 | 2,355 | 34 |
| Sales per labour hour | $85.31 | $87.03 | $(1.72) |
| Labour cost per cover | $17.50 | $17.11 | $(0.39) |
| Covers per labour hour | 1.71 | 1.73 | (0.02) |
Hours were 34 under plan and the percentage was 0.50 points over. The schedule was not overstaffed. The revenue base was smaller, and $28,000 of salaried management, benefits and workers compensation does not flex with a soft week. Cutting hours would not have closed this variance and would have cost service.
| Theoretical | Actual | Variance | |
|---|---|---|---|
| Food cost, % of food sales | 32.40 | 34.00 | 1.60 pts |
| Food cost, dollars | 44,906 | 47,124 | (2,218) |
| Beverage cost, % of beverage sales | 20.80 | 21.00 | 0.20 pts |
| Beverage cost, dollars | 10,296 | 10,395 | (99) |
| Total unexplained variance | — | — | (2,317) |
Theoretical cost is derived from costed recipes applied to point-of-sale item mix for the period. A variance is a measurement gap, not a finding of loss. Ordinary causes include specification drift, portioning, yield and trim, waste, comps and voids not costed, transfers between kitchen and bar, delivery remakes, and count accuracy. Until the weekly counts now scheduled produce four periods of data, the cause is unknown and no recovery is assumed anywhere in this package.
| Amount | Share | |
|---|---|---|
| Current — not yet due | 38,400 | 62.6% |
| 1 – 30 days past due | 16,700 | 27.2% |
| 31 – 60 days past due | 4,900 | 8.0% |
| 61 – 90 days past due | 1,300 | 2.1% |
| Over 90 days past due | — | — |
| Total accounts payable | 61,300 | 100.0% |
| Days payable outstanding | 29.2 | on purchases |
$6,200 sits past sixty days across two vendors. Both are disputed delivery shortages from July, both are documented, and neither has been escalated. Recommend clearing or writing off before year end — an aged balance of this size is small enough to be immaterial and large enough to damage terms.
| Amount | Basis | |
|---|---|---|
| Accrued wages — 22 to 30 September | 20,790 | 9 days at $2,310 |
| Accrued paid time off | 1,610 | earned, unused |
| Accrued payroll and paid time off | 22,400 | — |
| Utilities — estimated, meter read pending | 3,200 | estimate |
| Professional fees | 2,500 | engagement |
| Repairs and maintenance — work completed | 1,900 | invoice pending |
| Other accrued expenses | 2,100 | schedule |
| Accrued expenses | 9,700 | — |
| Sales tax collected, not yet remitted | 15,800 | per return |
The utilities accrual is an estimate pending the meter read and is the only material estimate in the period. It has been within $400 of actual for each of the last six months.
| Item | Action | Owner | Due | Quantified |
|---|---|---|---|---|
| Food cost variance — third consecutive month above one point | Weekly count on the ten highest-cost items; four periods before conclusions | Chef | Weekly from 11 Oct | No — $2,218 exposure identified, no recovery assumed |
| Aged payables over sixty days | Resolve or write off two disputed July shortages | Owner | 31 Oct | Yes — $6,200 |
| Channel and daypart contribution | Determine whether third-party delivery is incremental or displacing covers | TaxBooksCFO | November package | No — analysis not yet run |
| Distribution policy | Set a written policy ahead of the first-quarter trough | Owner | 30 Nov | Not applicable |
| Sales tax filing frequency | Confirm the current threshold and frequency against trailing receipts | TaxBooksCFO | 31 Oct | Not applicable |
TaxBooksCFO LLC
8 October 2026
Engagement partner
8 October 2026
Managing member
_______________
TaxBooksCFO produces this package eight days after period end, every month, from your existing point-of-sale, payroll and vendor records. No migration and no new software. To see it built on your own numbers, send a twelve-month point-of-sale export, a payroll summary and your most recent profit and loss statement.
Harbor & Main Restaurant Group LLC is a composite illustration prepared to demonstrate the form and content of a monthly reporting package. It is not a client and does not represent any actual business. The financial statements presented are internally consistent — the statement of operations, balance sheet and statement of cash flows articulate, and the balance sheet balances at both dates shown — but every figure is illustrative. These are unaudited management accounts; they have not been audited, reviewed or compiled in accordance with attestation standards and no assurance is expressed on them. The thirteen-week cash forecast is a projection based on the stated assumptions and is not a guarantee of future results; actual results will differ. The sales tax rate, filing frequency and remittance dates used in the forecast are model inputs and must be replaced with those applicable to the entity's own jurisdiction and volume, which vary. Published full-service ranges shown for comparison are drawn from the National Restaurant Association's Restaurant Operations Data Abstract and published 2026 compilations citing it, and are indicative rather than prescriptive. This package is financial reporting and advisory material. It is not legal, tax, or accounting advice, and it is not a substitute for professional advice on any specific matter. TaxBooksCFO LLC · New Jersey · serving clients in all fifty states.