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Method-Proof · Worked Example

The board-ready brief, in full.

This is the artefact a group’s board receives — the complete Diagnostic Command Report across all five operating-health domains. The numbers below are a worked example, derived by the same fixture-gated engine that powers the live tools, not a client’s figures. It shows the instrument; yours is built from your own numbers.

GGB Consulting

Diagnostic Command Report

Sample brief
Worked-example figures

Sample numbers — not a client

68 / 100 at-risk

Operating-health score

A weighted read across the 3 diagnostics in this sample, rolled up through the operating-health domains below. It is a read, not a verdict — a confidential, P&L-based review gives the exact picture.

  • Profit health58
  • Menu profitability81
  • Multi-outlet control67

Operating-health domains

2 of 5 domains assessed

  • Margin Integrity

    70/100

    Profit health · Menu profitability

  • Operating Control

    67/100

    Multi-outlet control

Profit Leak Audit

~AED 26,000/mo above typical ranges · health 58/100

Food cost
40% vs ≤32% · ~AED 8,000/mo
Labour cost
38% vs ≤30% · ~AED 8,000/mo
Rent
18% vs ≤12% · ~AED 6,000/mo
Delivery commission
10% vs ≤6% · ~AED 4,000/mo

Menu Engineering Matrix

~AED 810/mo recoverable · 2 stars, 1 plowhorse, 2 puzzles, 0 dogs

Recoverable contribution
~AED 810/mo
Puzzle upside (if promoted)
~AED 9,485/mo
Profitability threshold
weighted-avg CM 21.26

Multi-Outlet Control

control 67/100 (partial control) · gap 33/100

HO control score
67/100
Control gap
33/100

What to fix first

  1. 01 Close the largest cost leak first — food cost, ~AED 8,000/mo.
  2. 02 Reprice/cost-trim the plowhorses — ~AED 810/mo recoverable contribution.
  3. 03 Close the head-office control gap — 33/100 of daily control not yet in place.
Gallant Growth Bureau Project Management Services L.L.C (trading as GGB Consulting) · Sample brief · Indicative estimate, not financial advice. Figures are a worked example derived by a fixture-gated engine, not a client outcome.
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