Fine dining
Coursed service
Seat & Send from the host stand, course holds and fire timing on the line, tableside handhelds so the check never leaves the guest. Reservations with guest notes and allergies attached.
Restaurants
Every station running the same night.
A Friday at 7:42. The room is full but quiet, because nothing here is being shouted across it. Twelve marks on the floor show the systems doing the work — from the door to the line to the office where the night adds up.
FRI · 7:42 PM
COVERS 58 · ON WAIT 4
OPEN TABLES 4 · AVG TURN 52 MIN
Dining room
Hover a light on the floor — or a station in the list Tap a light on the floor — or a station in the list
The 12
One system per moment, not one login per vendor.
Grouped the way a room is: what happens at the door, what happens at the table, and what happens behind the swinging door.
Front door
Email & SMS Marketing They are here because of Tuesday’s send. Explore Self-Order Kiosk Takeout that never touches the phone. Explore Reservations & Waitlist The door, under control. ExploreDining room
Seat & Send Seated and fired in one motion. Explore Menu Engineering Which dishes actually pay rent. Explore QR Menu & Guest Ordering Scan, order, reorder. Explore Tableside Handhelds The terminal walks to the table, and out to the patio. Explore Contactless Payments Tap, tip, done. ExploreBack office
The part that decides whether a full room was worth it.
Every tap at a kiosk, handheld, bar or host stand posts to the same ledger. Prime cost is known nightly, not on the 20th of next month.
- Net sales · 30 days
- $318,400
- Prime cost
- 55.4%
- Net margin
- 9.2%
Across 1 location
On target of 55%
Up from 7.8% in March
- A close that happens at close. Sales, labor and cost of goods land on one daily P&L before the last cab leaves.
- Prime cost, tracked against a target. Food plus labor as a share of sales, by week, with the line you are trying to stay under drawn on the chart.
- Voids, comps and discounts, flagged. Patterns by server, by shift, by item — surfaced rather than found in a spreadsheet in April.
- One roll-up across locations. The second and third rooms report into the same view, with per-store columns your accountant can export.
Prime cost by week
Sample dataFood and labor as a share of net sales. The dashed line is this operator’s 55% target.
View as table
| Week | Prime cost | vs target |
|---|---|---|
| Wk 1 | 58.4% | +3.4 pts |
| Wk 2 | 57.9% | +2.9 pts |
| Wk 3 | 57.1% | +2.1 pts |
| Wk 4 | 56.8% | +1.8 pts |
| Wk 5 | 56.2% | +1.2 pts |
| Wk 6 | 55.4% | +0.4 pts |
| Wk 7 | 55.1% | +0.1 pts |
| Wk 8 | 54.6% | -0.4 pts |
How it fits
Four ways in. One way through.
An order placed at a kiosk and an order placed by a server on a handheld are the same order by the time the kitchen sees it — and the same line item by the time you close the night.
Fit
Built for the room you actually run.
Same platform, different defaults. What changes is the floor plan, the ticket routing, and which stations you turn on.
Bar & lounge
Tabs and pours
Pre-auth tabs, fast re-order, measured pours tied to inventory depletion. QR ordering so a full bar does not mean a long wait for a second round.
Fast casual
Counter and kiosk
Self-order kiosks with guided modifiers, order-ready screens, and a kitchen display built for throughput instead of courses.
Café & bakery
Volume at open
A short menu that rings fast, loyalty at the register, and par levels on a product that goes stale by the end of the day.
Multi-unit
One menu, many rooms
Push a price change or an 86 across every location at once, and roll every ledger into a single P&L with per-store columns.
Switching
Six steps, and you never close for it.
The order below is the actual order. Nothing goes live until the menu is right and the staff have run a shift on it.
- 01
Menu build
Your menu, modifiers and prices are entered and checked against your current tickets.
Week 1 - 02
Floor plan
Tables, sections and printer or screen routing laid out to match how the room really works.
Week 1 - 03
Hardware on site
Terminals, handhelds, kitchen screens and the printer at the pass, installed and networked.
Week 2 - 04
Staff training
Two sessions — front of house and kitchen — on the actual hardware, with your menu loaded.
Week 3 - 05
Parallel shift
One service run on both systems so nothing is discovered at 7:30 on a Friday.
Week 3 - 06
Go live & first close
We are in the room for opening weekend, and we walk the first month-end close with you.
Week 4
Questions
The ones operators actually ask.
Do I have to replace everything at once?
No. The usual order is POS and kitchen display first, then payments, then inventory and labor once the menu data is clean. Reservations and marketing can come before or after — they do not depend on the rest.
What happens to my current reservations and guest history?
Upcoming bookings are imported before go-live, and guest profiles — visit counts, notes, allergies, spend — come across where your current system will export them. What cannot be exported gets rebuilt from your booking confirmations.
What if the internet goes down mid-service?
Terminals and handhelds keep taking orders and card payments offline and sync when the connection returns. The printer at the pass is the backup for the kitchen screens, which is why it stays on the counter even when nobody plans to use it.
Will this work with my accountant?
Yes. The daily close exports to the common bookkeeping formats, and the chart of accounts is mapped to yours during setup rather than forcing you onto a template.
How long until the back office is actually useful?
Sales and labor reporting are accurate from the first shift. Food cost and prime cost need recipes and counts loaded, which usually takes two to four weeks of real service to settle.
Can I run two locations on different setups?
Yes — menus, floor plans and pricing are per location. The roll-up view is what they share, so a bar and a dining room under one owner still report into one P&L.
Free walkthrough
Walk your own floor with us.
Forty-five minutes, your menu and your last month of numbers. We map which of the twelve you already have, which are costing you, and what the order of operations would be.
No rate quoted until we’ve seen your statement. If the right move is to change nothing, we’ll say so.
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