What it looks like
Shown with dummy figures. The group's own screens stay private.
Case study · hospitality · New York and Dublin
Mahon Hospitality Group runs bars, restaurants and event spaces in Manhattan and Dublin, with different partners in different venues. Every venue had its numbers. Nobody had all of them in one place, read, before the day started.
Nothing was replaced. Each system stayed where it was and was read overnight, after the last New York closeout.
The value was never the charts. It was the short list of things that needed a person.
Each one listed with the date it came in and the money behind it, so the follow-up call had a reason and a number.
Forgotten clock-outs were being closed automatically at the end of the night and inflating hours. The brief now flags them and shows the real percentage.
Any low Google review goes to that venue's manager and the owners at once, with the text. It became the group's review policy.
At one venue sales now reconcile between the POS and the books. Costs coded to the wrong place were flagged for the bookkeeper.
The group view on his phone: every venue against last year, the week's snapshot each Monday, the top customers across the group, and a booking alert when one of them books.
A view of their own set of bars and nothing else. The team tree shows who owns, runs and manages each venue.
The morning brief for their venue, its alerts, and the right to invite their own team to their own venue.
Followers over time for every venue, a loss alert with likely reasons, content ideas from trends, and a register of shoots.
Shown with dummy figures. The group's own screens stay private.
"Quote to come."
Thirty minutes. Tell us your POS and your books, and you have your own brief by Friday.
Book the thirty minutes