Hospitality and venues
Casa Ferrante
Ingredient-led restaurant. One room, 34 staff.
$892,400
annual revenue
38
decisions
2
directors
5
years
34
team
Open a second restaurant, or make this one pay better.
The debate they have open today.
What it is like
- Revenue6
- $892,400 a year, on a 9% net margin.
- Maturity7
- Five years in. Kitchen and floor both settled.
- Complexity9
- Staff, suppliers, waste, shifts and a split working day.
- Pace8
- Immediate. Service does not wait for a committee.
- Risk8
- Staff turnover and the price of what they buy.
- Upside5
- The room is full. Growing means opening a second one.
Its board
Its rooms
Boardroom · Kitchen and floor
3 decisions. 35 more inside.
These are only 3 of the 38 documented decisions of Casa Ferrante.
Raising menu prices 12% and losing 8% of the regulars
Net margin did not work. They raised prices knowing part of the regular crowd would not follow. 8% left and it was worth it.
Cutting the menu from forty dishes to twenty two
Waste was running at 11% and the kitchen could not keep up at peak. At twenty two it fell to 6%, which in this house is about $31,000 a year.
Buying fish straight off the dock three days a week
An hour and a half before dawn from someone in the house. It cuts cost 18% and it forces the menu to change with whatever came in, which is what people came here to be told.
38 documented decisions
3 visible · 35 inside the .ziri
With their reasons, their dates, the rooms where they were decided and the links to every person who took part.