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First cohort · 3 places · thirty days · free

The 20% Profit Challenge.

Thirty days of founder-led work on your real figures, at no charge, to build a documented path to the 20-point margin the published bands leave — or the numbers that show exactly why it is not there yet. Three restaurants in the first cohort.

Apply for the challenge Read your One Sheet first

The offer, plainly

Where the number comes from.

GGB publishes the operating bands it runs every diagnosis against: food at or under 32% of revenue, labour 30%, rent 12%, delivery commission 6%. Together they take 80 points. What they leave is 20. The challenge is not a promise of that number — it is thirty days of building the path to it on your figures, line by line, with the controls that hold the line once it moves.

Where the bands alone cannot close the gap, the read-back says so with numbers. That is also a result — the most useful one an operator can have before spending anything.

The bands and the red lines: the Restaurant Operating Index.

What you get

  • The Profit Leak Audit on your real month
  • The 20-point path — the order of repair with owners and dates
  • The controls installed with your team
  • The read-back at day thirty; you keep the plan

What you bring

  • Last month's revenue, food cost, labour, rent, delivery share — even roughly
  • The owner in the building for the thirty days
  • One operating restaurant (opened, trading)
  • A decision to act on what the numbers say

The thirty days

Four weeks, in order.

  1. 01 · Week one

    The audit on real figures

    Last month's P&L, line by line, against the published bands and the structural red lines. The Profit Leak Audit run on your numbers, not a form — and the One Sheet path: which lines, brought to their ceilings, close the gap.

  2. 02 · Week two

    The reset plan

    The order of repair, decided by size: menu pricing and purchasing where food is past the ceiling, the roster where labour is, the channel arithmetic where delivery commission is. Owners and dates on every line.

  3. 03 · Week three

    The controls

    The daily and weekly instruments that hold the line once it moves — recipe costing, the roster forecast, the weekly P&L cadence — installed with your team, not handed over as a document.

  4. 04 · Week four

    The read-back

    The month closed the disciplined way: where each line now sits, what moved, what did not and why, and the documented path forward. You keep the plan and the controls. Continuing is a separate decision — never assumed.

The honesty block

The target is a documented path and a working set of controls — not a promised outcome. Results depend on the operator executing what the numbers say. Three places in the first cohort; selection by fit and by the completeness of the numbers; the founder reads every application personally and replies within one business week. Regulated work stays with licensed professionals. Nothing is sold inside the thirty days.

Apply

Tell the founder about the restaurant.

One paragraph on what is broken, one reliable channel, and — if you have them — the five figures. The founder reads it personally.

Named with consent · Parco Group, Jebel Ali, Dubai: food cost 44% → 29% in 120 days; average daily sales AED 6,000 → AED 14,000 over 9 months. The record

The five numbers (all optional — the read works on what you choose to show)

Typed here, sent only when you apply — nothing is uploaded, no file leaves your device. They let the founder open the conversation already knowing where the pressure sits.

Confidential — read by the founder, not a sales team. Only what you type here is sent.

The challenge, answered straight

Why 20 percent — is that a promise?
No. It is the arithmetic of GGB's published bands: food at or under 32%, labour 30%, rent 12%, delivery commission 6% add to 80 points of revenue, which leaves 20 before other overheads. The challenge is to build the documented path to that residual on your real figures — or to show, with numbers, why it is not there yet. Whether it lands depends on execution, and the plan says so.
What does "free" mean here?
Thirty days of the founder's own time, the audit, the plan and the controls — at no charge, with nothing sold inside the thirty days. Regulated work such as licensing, MEP or structural changes stays with licensed professionals and is coordinated, never done by GGB directly. After day thirty the operator keeps everything; a continuing engagement is a separate conversation, and the feasibility anchor for paid work stays what it is: From AED 45,000 — indicative, scoped per project.
Why 3 places?
Because thirty founder-led days per restaurant is real time, not a webinar. Three is what one founder can do properly in a cohort while the rest of the practice runs. When the three places are filled the first cohort closes; applications received after that are held for the next one and told so.
How are the three chosen?
By fit and by the completeness of the numbers. A restaurant that supplies last month's revenue, food cost, labour, rent and delivery share — even roughly — can be read in the first week; one that cannot is not ready for a thirty-day sprint. The founder reads every application personally and replies within one business week (Sun–Thu, GST).
Who is it not for?
A concept that has not opened yet (that is a feasibility conversation), a group looking for a free strategy deck, or an operator who is not going to be in the building for the thirty days. The challenge works on the floor and in the sheet, with the owner present.
What happens to my figures?
The application travels on the same durable, founder-side path as every GGB lead — read by the founder, never sold or shared. The five figures are optional on the form; if you include them they are used only to read the application.
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