For franchisees
Franchisee profitability optimization.
You don't need to sell more burgers to improve your EBITDA. The margin is already in your P&L — in the finance and vendor lines your franchise agreement never touched.
Built for franchise groups with 20+ locations
Franchise economics leave you two levers, and one of them is off the table
Royalties are fixed. Brand standards are fixed. Menu pricing is set or heavily influenced. That leaves throughput and cost — and throughput at a mature franchise group moves in fractions of a percent per year.
Cost is different. Franchisees inherit a supplier chain designed around brand consistency, not around your basis points. Nobody in that chain is paid to tell you your effective processing rate is 34 basis points high or that your linen contract auto-renewed at a 9% escalator. That gap is the opportunity.
Payment processing
Effective rate, interchange qualification, debit routing and processor markup. Typically 60–80 basis points of card volume for a franchise group that has never had a statement audited line by line.
Food purchasing
Where approved-supplier language allows it, real group purchasing pricing on delivered cost recovers 3–7% of food spend. Where it does not, we audit invoices against your own contracted schedule and recover billing error.
Labor and benefits
Section 125 structures that cut employer payroll tax while increasing employee take-home pay, plus FICA tip and WOTC credits on the hiring volume you already run.
Third-party delivery
Commission audits and marketplace dispute recovery. Roughly 6% of delivery sales get deducted as errors and adjustments; a majority is recoverable with disciplined process.
Vendor contracts
Linen, waste, pest, grease, uniforms, repair and maintenance. No single contract feels urgent. Across 40 locations they are a seven-figure category with almost no renegotiation history.
Utilities
Deregulated-market energy procurement, load review and property tax appeals where state law permits them. Small per store, reliable across a fleet.
POS platform costs
Service, maintenance, hardware refresh and payment-adjacent module fees. Renewals are the leverage point, and most groups renew on autopilot.
Revenue programs
Guest acquisition capital, corporate dining networks and real estate monetization on sites you already control — net-new revenue rather than cost reduction.
See what your franchise group could potentially recover
Enter your unit count, average unit volume, food cost and delivery share. The calculator returns annual recoverable revenue, hard savings and payroll tax credits for a group your size.
Run my numbersFranchisee questions we get first
More than most franchisees assume. Approved-supplier language usually governs food and paper, and sometimes the POS. It rarely governs your merchant processor, your benefits structure, your business insurance, your fuel program, your utilities, your property tax posture or your delivery dispute recovery. Those categories are where a franchise group's recoverable EBITDA typically sits.
For anything touching brand standards or approved suppliers, yes, and we build the approval packet for you. For below-the-line finance categories, generally no. We identify which levers need approval before you spend any political capital on them.
An accountant reports what you spent. A broker sells one category. We run every category against a benchmark set built from multi-unit restaurant engagements, then implement and monitor the ones worth doing — paid on realized outcomes.
The model works best at roughly 20 or more locations. Below that the leaks are the same, but the absolute dollars rarely justify a full diagnostic.