How accurate are these numbers?

They are indicative estimates from your inputs. A full model uses real aggregator terms, kitchen capacity and a realistic ramp-up.

Does it include delivery aggregator commissions?

Yes — that line is often the difference between a profitable and a loss-making cloud kitchen.

Can GGB help me set one up?

Yes — concept, kitchen design, menu engineering and the unit economics, founder-led, across the UAE and GCC.

Free tool · Launch

Will your cloud kitchen actually make money?

Most cloud kitchens are decided on optimism, then lose money on commission and food cost. Enter six numbers and see the estimated monthly net and payback before you commit. Confidential.

Orders per monthAll aggregators + direct

No.

Average order valuePer order

AED

Food costTypical 28–32%

Aggregator commission% of revenue to delivery apps

Fixed costs / monthRent, staff, utilities

AED

Setup investmentOptional — for payback

AED

Estimated monthly net

What is actually left after food cost, aggregator commission and fixed costs.

Your net margin

Whether the model is healthy or too thin to survive — before you commit capital.

Payback period

How long the setup investment takes to come back, at your own run-rate.

What a launch inherits

We don't trade on logos. We show you the numbers.

One named, documented engagement — published with the client's consent — then the method we hold every engagement to. Other outcomes stay confidential until we walk you through them.

For a launch, this is the method you start with instead of retrofit: the same purchasing, portioning and menu-pricing controls that recovered fifteen points of food cost at Parco are installed from day one — so a new opening holds its margin from the first week of trading.

Parco Group

Multi-outlet restaurant group · Jebel Ali, Dubai

Named & consented · cleared 2026-07-05

Food cost

44% 29%

−15 pts · 120 days

Average daily sales

AED 6,000 AED 14,000

+133% · 9 months

At Parco Group's Jebel Ali operation, food cost was running at 44% — margin lost on every cover. Over a 120-day reset, GGB rebuilt purchasing, portioning, menu pricing and waste control and brought food cost to 29%. With margin under control, the focus moved to the top line: across nine months, average daily sales rose from AED 6,000 to AED 14,000 — the same kitchen and team, under disciplined P&L control.

Abdul Haseeb

Executive Director, Parco Group

“Highly recommended, we have signed retainership for all our restaurants including Parco, Sameer, Rolls and Tea, Nakshatra and others.” — Abdul Haseeb, Executive Director, Parco Group

Read the full Parco Group case study →

The four axes we hold every engagement to

Diagnostic panel

Food cost %

Theoretical vs actual, by item and by outlet — usually the fastest margin to recover.

Quantified per engagement

Labour vs sales

Productivity per shift measured against revenue, not a blanket headcount cut.

Quantified per engagement

Delivery economics

Channel mix and menu pricing rebuilt around real aggregator commission.

Quantified per engagement

Payback

Every intervention measured against the capital and the time it takes to return.

Quantified per engagement

See how we measure results Ask for a result relevant to you →

Questions

How accurate are these numbers?: They are indicative estimates from your inputs. A full model uses real aggregator terms, kitchen capacity and a realistic ramp-up.
Does it include delivery aggregator commissions?: Yes — that line is often the difference between a profitable and a loss-making cloud kitchen.
Can GGB help me set one up?: Yes — concept, kitchen design, menu engineering and the unit economics, founder-led, across the UAE and GCC.

Model it with a consultant on WhatsApp Call +971 50 346 0478