Ari
Founder · HospitalityRD
ari@hospitalityrd.com
OPERATING INTELLIGENCE FOR HOSPITALITY
HospitalityRD brings your business into focus. See how sales, labor, costs and context connect, understand what needs attention, and know what to do next.
Keep the systems you already use.
Available workflows and data sources are confirmed for each engagement.
The confidence score in this example is not a calibrated production measure. Recovery values are modeled estimates, not forecasts. This is an existing product demo, not live accounts or integrations.


OPERATING INTELLIGENCE IN PRACTICE
A sample Morning Brief shows how an operating signal becomes an explanation, evidence and a next step.
Sales went up.
Why did you keep less?
BUILT AROUND YOUR REALITY
A practical starting point for independent restaurants, bars, and hospitality groups.
Talk with us about your business, the systems you use, and the questions you want answered.
Agree on the relevant reports, exports, invoices, and operating context for your first analysis.
Work through the findings and recommendations. Your team’s knowledge helps validate what matters.
LET’S TALK ABOUT YOUR OPERATION
Connect directly with the people building HospitalityRD.
Tell us what you’re running. We’ll start there.
Founder · HospitalityRD
ari@hospitalityrd.com
Website › Interactive example
Friday proved the promotion can fill the room.
Promotion margin needs approval before next Friday.
Before next FridayTwo invoice items remain above the promotion's cost assumption.
Before next orderFriday closing labor finished 1.2 points above the revised target.
Next schedule draftSample Morning Brief › Profit difference
Profit after the estimated cost of food, drink and other products used, and hourly labor. Other expenses still come out of this.
That’s $863 less than the baseline.
Other operating expenses are not included.
Baseline: $18,420 − $5,710 estimated product cost − $4,770 hourly labor = $7,940.
Sample Friday: $20,999 − $7,557 estimated product cost − $6,365 hourly labor = $7,077.
Difference: $7,077 − $7,940 = −$863. Other operating expenses are excluded.
The issue crosses departments: discounts lowered realized prices, invoices changed the ingredient base, and prep and closing hours expanded. The manager log adds a smaller, less certain service-loss signal.
Suggested next step: Approve a revised offer after reviewing the modeled tradeoff between contribution and demand.
Each amount contributes to the same −$863 gap against the comparable Friday baseline.
Additional covers and promoted-item volume created real incremental contribution.
Promotional pricing and stacked discounts reduced realized revenue per promoted item.
Two high-volume ingredients arrived above the cost assumed when the promotion was priced.
Prep and closing hours expanded beyond the volume-adjusted labor requirement.
Promoted-item refires added product usage without corresponding net sales.
Net sales, check count, item quantity, discounts, comps, and voids.
Friday · 4:00 PM–closeClocked hours, role, hourly cost, and shift boundaries.
Friday · all hourly rolesDelivered unit cost and pack-size changes for promoted ingredients.
Most recent 21 daysRefire reasons and shift notes linked to the promoted item.
Friday dinner service96% of required demo fields are populated; one causal input remains estimated. Insight confidence: 94%. Illustrative demo score · not a calibrated production model.
Net sales − estimated product usage cost − hourly labor. Discounts are already reflected in net sales; they are not subtracted twice.
Baseline: $18,420 − $5,710 − $4,770 = $7,940
Promotion: $20,999 − $7,557 − $6,365 = $7,077
Actual minus baseline: $7,077 − $7,940 = −$863
Recommended decision
Review the pricing recommendation first, then the supporting labor and purchasing decisions. Estimates are weekly modeled opportunities, not realized savings.
Retains the traffic benefit while restoring contribution on the current cost base.
Approve a revised offer after reviewing the modeled tradeoff between contribution and demand.
Suggested owner: Operator / general manager
Volume supports the promotion, but the 3:00–4:00 PM overlap did not improve throughput.
Confirm prep coverage and throughput before removing the overlap in the next schedule.
Suggested owner: Scheduling manager
The current case configuration increased effective unit cost by 8.6%.
Confirm pack size and effective unit cost with the supplier before reordering.
Suggested owner: Chef / purchasing lead
No prices, schedules, orders or assignments are changed. Recovery is a weekly estimate, not money already saved.