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Signature method · Systems & AI

How much does your head office actually control?

Answer twelve questions about daily visibility, cost control, compliance and automation. See your head-office control score and exactly where you are flying blind. Confidential, no obligation.

Daily visibility
One consolidated daily report across all outlets
Food cost % by outlet, weekly or better
Item profitability — best and worst sellers
Cash vs card reconciliation per outlet
Cost control
Central purchasing flow — branch indent to head-office order to goods received
Stock variance tracked — theoretical vs actual
Wastage tracked and reviewed
Labour cost vs sales, by outlet
Compliance
Licences and permits tracked with expiry alerts
HACCP and food-safety status monitored
Automation
Daily figures collected from each branch automatically
One consolidated report sent to partners automatically

The GGB HO Control System

Run every outlet from one daily picture.

Daily consolidated reporting

Each outlet submits its figures; head office receives one checked, consolidated report every day — no manual compiling.

Food cost, variance & wastage

Theoretical vs actual, by outlet and by item, so margin drift is caught in days, not at month-end.

Licence & compliance alerts

Every trade licence, permit and certification tracked, with automatic alerts before anything expires.

AI-assisted discipline

Reporting and chase routines run on automation, so partners decide instead of compiling.

Control, not heroics

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.

Read as a control story: the result held because measurement was installed — purchasing, portioning, pricing and waste brought under disciplined P&L control, so the recovered margin could not silently leak back. The Command Matrix is that measurement layer, productised.

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

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 many outlets does this suit?
It is built for groups running three or more outlets, or planning to. The control problem starts the moment you cannot be in every kitchen.
Do I need to replace my POS?
Usually not. We integrate with what you run and build the head-office control layer on top of it.
Is the diagnostic confidential?
Yes. It runs in your browser; you only share contact details if you want the full review.
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