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Vast CFO

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From tracking your cash flow to managing taxes, our dedicated restaurant accountants handle your finances so you can focus on delivering great food and service.

09/30/2026

Q3 ends tonight. If you'll know how every location did by October 10, you're ahead of most restaurant groups.

A monthly P&L that closes on the 25th isn't a report, it's a history lesson. By the time you see that location two's food cost jumped in September, you're three weeks into October and the same thing is happening again.

With more than one site, the close moves at the speed of the slowest one. One manager who sends invoices in late, one location on a different chart of accounts, and the whole group waits. Same accounts everywhere, same accrual method everywhere, one deadline everyone hits.

And month-end shouldn't be the first look anyway. A weekly flash with prime cost by location is what catches the jump while it's still one bad week instead of a bad quarter.

The weekly reports we think every operator should be tracking, and the close cadence that goes with them: https://www.vastcfo.com/financial-reports-for-restaurant-owners/

09/29/2026

Paying yourself the same amount in February as in August is one of the most common ways a profitable restaurant runs out of cash.

It doesn't feel like a mistake. The draw is the draw. But a fixed number takes the same bite out of a month with $40,000 in the account as it does out of a month with $4,000, and the slow months are where the damage lands. Then the line of credit covers it, and the interest turns into a line item that never leaves.

The version that works has two parts. A baseline draw you could sustain in your worst month of the year, and a separate distribution at quarter end, sized to whatever is actually sitting in the account after the tax reserve is funded.

Q4 starts Thursday. Holiday cash is about to make any draw schedule look fine for twelve weeks. Set the baseline now, while you can still remember what February felt like.

Full breakdown on the blog: https://www.vastcfo.com/why-profitable-restaurants-still-run-out-of-cash/

09/24/2026

Your four locations don't have a reporting problem. They have a vocabulary problem.

Location one books linen under supplies. Location two puts it in operating expenses. Location three has a line called laundry. All three are right, and the consolidated report is useless, because the same cost lives in three different places and none of the sites can be compared to each other.

That's why multi-location reporting breaks down. Not too little data. Data that doesn't agree with itself. The fix is boring and it works: one chart of accounts, the same account names at every site, the same accrual method everywhere, and a close deadline every location hits.

Once every restaurant in the group speaks the same financial language, the outlier shows up on its own. Labor creeping at one site, food cost jumping at another. You stop hunting for the problem and start fixing it.

Full breakdown on the blog: https://www.vastcfo.com/reporting-for-multiple-restaurant-locations/

09/23/2026

🎥 FREE on-demand training for restaurant owners: Is your lease killing your margins?

Most restaurant owners know their food cost and labor by heart. Ask about occupancy and the answer usually starts with base rent and stops there.

Base rent is one of five pieces. CAM, property taxes, insurance and percentage rent sit on top of it. Some of them arrive months later as a reconciliation bill nobody budgeted for.

In our September Deep Dive Training, Tanya walked operators through the whole number. She covered how to calculate true occupancy, what it should run at your sales level (our range is 6% to 10% of sales), and the lease terms worth negotiating before you sign. The numbers come from leases she has signed, renegotiated and lived with.

Watch the replay free: https://www.vastcfo.com/restaurant-occupancy-costs-webinar/?utm_source=linkedin&utm_medium=social&utm_campaign=occupancy_replay

09/22/2026

A cheap insurance renewal isn't good news for a restaurant. It's usually a gap you haven't found yet.

Quick check. Divide what you pay in premiums by last year's gross revenue. For most restaurants the answer sits between 0.5% and 1.5%. A full-service place that serves alcohol coming in under that floor is more likely underinsured than well negotiated.

The gap that costs the most is business interruption. A fire or a major equipment failure closes a restaurant for three to six months. Plenty of policies carry a 30-day waiting period and a six-month cap, and the owner finds that out the week they need it.

Most operators set the policy the year they opened and have accepted the renewal quote every year since. Thirty minutes to an hour with the declarations page, once a year, is the whole job. Do it before the holiday season, not after something happens during it.

Full breakdown on the blog: https://www.vastcfo.com/restaurant-insurance-cost-2026/

09/17/2026

Catering is the extra location most restaurant groups run without a lease, and almost none of them give it its own P&L.

It usually goes like this. The event gets prepped in location two's kitchen. Location three's van does the delivery. The deposit lands in whichever account the client happened to pay. So location two's food cost looks high that month, location three's labor looks high, and catering looks like pure profit, because nothing got charged to it.

Done properly, catering should out-earn dine-in. Fixed headcount means you buy exactly what you need and schedule exactly the hours the event takes. The tell that it isn't working: a big catering month that doesn't move the group P&L at all. That's catering revenue soaking up overhead and giving nothing back.

Give it its own lines. Its own food cost, its own labor including setup and breakdown, its own packaging and rentals, and a share of overhead in proportion to its revenue. Then judge it the way you'd judge a sixth site.

Full breakdown on the blog: https://www.vastcfo.com/catering-profit-margin/

09/15/2026

Today's the day the third estimated tax payment is due, and it's the one that catches restaurant owners most often.

Not because they forgot. Because it lands right after summer, when the P&L looked great and the cash went into the things a great summer needs: more staff, more product, a patio fix, a walk-in repair that couldn't wait. Profit on paper, thin bank balance, and now a payment the IRS generally expects from you personally, not from the restaurant, if you run an S-corp or a partnership, because the income flows through to your own return.

That's the gap. Profit and cash are two different numbers, and estimated tax is where the difference shows up in real life.

The fix isn't finding the money in September. It's a separate tax reserve account that gets funded every month like it's rent. The rule of thumb we've written about for sizing it, plus the other cash traps that catch profitable restaurants, is here: https://www.vastcfo.com/why-profitable-restaurants-still-run-out-of-cash/

The year's due dates, straight from the IRS: https://www.irs.gov/faqs/estimated-tax/individuals/individuals-2

09/10/2026

Your labor cost % is probably several points better on paper than it is in the bank.

Here's why. Most restaurant operators calculate labor off gross wages, because that's what the POS labor report shows. Gross wages aren't what you pay. Add the employer share of F**A, workers' comp, and whatever benefits you're carrying, and a labor % built on gross wages alone understates the real one by 18% to 22%.

So the restaurant that thinks it's running labor at 30% is really closer to 36%. For full service, the healthy range tops out at 35%. Which means that number was over the line the whole time, and nobody knew, because the report never said so.

It's National Payroll Week. Fair excuse to open the actual payroll register instead of the POS labor tab and rerun the number fully loaded. Then decide whether the scheduling fix you've been planning was ever the real problem.

Full breakdown on the blog: https://www.vastcfo.com/restaurant-labor-cost-percentage/

09/09/2026

Five restaurants on DoorDash, and you're still paying the same commission tier as the food truck down the street.

That's the multi-unit version of the delivery problem. The orders are real. The revenue is real. The margin left after the platform takes its cut is the part nobody walked you through at signup. On a full-service P&L running a 62% prime cost, a 25% commission eats more than the whole profit on the same order rung in at the host stand.

Single-unit operators mostly can't do much about the rate. Groups can. Once you're at five or more locations, or the platform revenue across the group is large enough, you're the kind of account they'll negotiate with. The catch is you have to show up with the number: a platform-specific P&L for every location, added up.

Pull twelve months of delivery revenue across the group this week. If it's big enough to negotiate with, you've been paying retail on it.

Full breakdown on the blog: https://www.vastcfo.com/doordash-and-uber-eats-fees-for-restaurants/

09/01/2026

Labor Day weekend is the last clean read you get on summer, and with more than one location it is the only weekend all year where every site runs the same play at the same time.

Write down four numbers per location before Tuesday: covers, average check, labor % and food cost. Nothing else.

Then stop comparing each site to last year and compare them to each other. Same holiday, same weather, same menu. If one location's labor % is four points above the others, that is not seasonality. That is a scheduling habit at one site, and you now know which one.

Group averages hide this every single time. The weekend where conditions are identical across the group is the weekend the differences are real.

Have a good one out there.

Address

4050 S McCarran Boulevard Suite D
Reno, NV
89502

Opening Hours

Monday	9am - 5pm
Tuesday	9am - 5pm
Wednesday	9am - 5pm
Thursday	9am - 5pm
Friday	9am - 5pm

Website

https://vastcfo.com/

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