Restaurant
in Austin.
This scenario earns an operating margin, but ramp losses and pre-opening spending leave launch payments unrecovered within 60 months. A paid replacement manager is included.
This is a city planning case, not a Texas average. Local sources are combined with national prices and explicit assumptions.
Capital including operating reserve and undrawn contingency.
$3,089 normalised monthly EBIT
104 guests/day for EBIT break-even
Conditional result · source-checked inputs do not validate demand.
This hypothetical restaurant assumes usable existing kitchen infrastructure and a light refresh. No premises, signed lease, contractor quote, supplier-priced recipe budget or achieved sales has been verified for this business.
One specific operating format.
- Leased footprint
- 1,800 sq ft
- Seats
- 48
- Service
- Casual full service; lunch and dinner
- Trading schedule
- 26 days/month · 8 service hours/day
Existing restaurant infrastructure, leased; functional extraction and grease systems assumed. No purchase of the predecessor business, goodwill or key money included.
48 seats × 3 whole-day seat turns = 144 guests/day. Turns are a planning ceiling, not measured demand. Kitchen and service coverage still need a timed trial.
No alcohol, drive-through or delivery platform. Service-included pricing; no tip credit and no customer tips in the cash model.
Published items include equipment offers, selected menu prices, May 2025 wage benchmarks and scoped government fees. Daily demand, achieved check, site condition, paid roster and unquoted expenses are assumptions. All three research records remain partial.
Test the plan before trusting the headline.
Downside, Base and Upside change conditions of this same format. They are authored scenarios, not measured probabilities or confidence intervals.
Price anchors: S067 · S068
Asking rent context: S062 · S063 · S064 · S065 · S066
Changing these fields does not transform assumptions into local observations.
Calculated planning scenario. Full paid team; no tips. Mature results use normalised annual payroll and renewal expenses, with month-12 depreciation. Year 1 below follows the ramp and cash schedule. Monetary headlines round to whole dollars; exports retain cents.
Fund the launch and the slow months.
| Use of funds | USD |
|---|---|
| Design, legal and accounting setup allowanceAssumption | $8,500 |
| Dining furniture and smallwares allowanceAssumption | $12,000 |
| POS, network and hardware setup allowanceAssumption | $2,500 |
| Pre-opening manager time and team training allowance, employer costs includedAssumption | $26,000 |
| Branding and signage allowance, installed and tax inclusiveAssumption | $5,000 |
| Launch marketing allowanceAssumption | $3,000 |
| Refundable utility deposits allowanceAssumption | $2,500 |
| Insurance during two months of pre-opening worksAssumption | $1,000 |
| Utility use during pre-opening worksAssumption | $1,000 |
| Required LLC state formation feesPublished input | $300 |
| Scoped initial food/local feesPublished input | $1,326 |
| Additional approvals and food-safety training allowanceAssumption | $2,000 |
| Renovation and installation allowanceAssumption | $117,000 |
| Equipment basket, estimated sales tax and fixtures taxInputs + assumptions | $33,172 |
| Refundable lease depositAssumption | $10,500 |
| Rent during pre-opening worksAssumption | $10,500 |
| Opening ingredients and consumablesAssumption | $5,000 |
| Total payments before openingRefundable deposits and opening stock are assets, not operating expenses. | $241,298 |
$241,298 pre-opening payments
+ $87,534 operating cash reserve
+ $21,981 undrawn works/equipment contingency
Reserve has a reason.
$87,534 = $62,534 maximum cumulative operating deficit + $25,000 cash floor. The deepest modeled deficit occurs in month 5.
The additional 15% contingency on construction and equipment stays in cash until used; this scenario assumes no draw. Funding includes it, while payback excludes unspent reserves. Two months of pre-opening rent cover works before M1; the deposit is separate.
Rent basis: S062 · S063 · S064 · S065 · S066
Scoped permits: S055 · S056 · S057 · S058 · S060
Does the paid business support itself?
| Revenue and expense | Amount |
|---|---|
| Net revenue110 guests/day × 26 days × $28.00; tax excluded. | $80,080 |
| Ingredients, consumables and waste32% of net revenue; recipe cost not measured. | -$25,626 |
| Card processing90% card share; 2.6% of tax-inclusive processed sales + $0.15 per payment; 2 guests/payment. | -$2,222 |
| Cash wages | -$32,309 |
| Employer taxes, benefits and workers compensationBenefits 6% and workers compensation 1.5% are unquoted allowances. Tax uses each employee’s annual wage base. | -$5,132 |
| Base rent + NNN$3,750 base + $1,500 additional rent. | -$5,250 |
| Other operating expenses | -$4,600 |
| Annual renewals, normalised monthly | -$77 |
| EBITDABefore depreciation, financing and income taxes. | $4,864 |
| Depreciation at month 12Straight-line assets; reinvestment cohorts included. | -$1,775 |
| Operating profit (EBIT)Not an owner distribution. | $3,089 |
Two break-even thresholds.
EBITDA break-even: $72,623 net revenue/month, or 2,594 whole guests.
EBIT break-even: $75,344 net revenue/month, or 2,691 whole guests.
Analytical fixed costs ÷ contribution per unit, before monthly ledger rounding. A whole-day target rounds daily throughput upward. The target fits the stated capacity; customer demand still needs validation.
Owner labor is already paid.
The team includes $5,417/month gross replacement-manager pay. If the owner performs that role, this is labor compensation already included in costs. Normalised EBIT of $3,089 is the residual project result, not guaranteed spendable owner cash.
Payroll treats the replacement as an employee. An owner’s actual payroll and tax treatment depends on entity/tax status and is outside this project comparison.
Other operating costs, item by item
- Electricity, gas, water and internet allowance: $1,500/month
- Business insurance allowance (workers compensation is in payroll): $500/month
- Ongoing marketing allowance: $700/month
- Software subscriptions allowance: $250/month
- Accounting and professional services allowance: $350/month
- Repairs and maintenance expense allowance: $450/month
- Waste, pest control and cleaning supplies allowance: $600/month
- Business property tax and miscellaneous operating allowance: $250/month
The first year is not twelve mature months.
From profit to cash
| EBIT | -$43,451 |
| Add back depreciation | $20,857 |
| Add normalised renewal expense | $927 |
| Subtract actual renewal cash payments | -$0 |
| Subtract change in operating working capitalReceivables plus inventory; positive increases use cash. | -$5,784 |
| Subtract equipment reinvestment purchases | -$4,800 |
| Project cash generated after reinvestmentBefore financing, income taxes and owner distributions. | -$32,251 |
Opening inventory is paid in U₀, then consumed or carried forward. Purchases = COGS + ending stock − beginning stock. Assumed customer settlement lag is 2 days; target stock is 7 days of cost. No supplier credit. Payroll taxes are set aside when accrued; actual remittance timing is not modeled.
What is deliberately held constant?
Prices, staffing and cost rates stay at the disclosed planning basis for 60 months. Ramp changes demand; it does not silently remove paid staff. No measured seasonality, inflation or future tax forecast is asserted.
Equipment reinvestment is modeled as $400 of paid additions per month, depreciated over 60 months. Repair expenses are separate. An actual replacement plan, asset retirements and terminal value require equipment condition and a longer model.
Inventory is a fungible cost balance; spoilage is within the COGS allowance, not a shelf-life simulation. Sales-tax collections are ring-fenced and never fund the project.
Can the project recover its pre-opening payments?
Not within 60 months. Cumulative cash starts at −$241,298. Positive recovery must remain positive through month 60; neither refundable deposit recovery nor sale value is assumed.
Swipe horizontally on a narrow screen to follow all 60 months. The table below contains the same cash series.
Inspect all 60 months and the cash balance
| Month | Sales | EBIT | ΔNWC | Net cash | Cash balance | Project recovery |
|---|---|---|---|---|---|---|
| 1 | $36,036 | -$26,394 | -$147 | -$24,868 | $84,646 | -$266,166 |
| 2 | $48,048 | -$18,483 | $1,618 | -$18,716 | $65,930 | -$284,882 |
| 3 | $57,658 | -$11,844 | $1,294 | -$11,746 | $54,184 | -$296,628 |
| 4 | $65,666 | -$6,212 | $1,078 | -$5,892 | $48,292 | -$302,520 |
| 5 | $72,072 | -$1,854 | $863 | -$1,312 | $46,981 | -$303,831 |
| 6 | $76,877 | $1,277 | $647 | $2,042 | $49,023 | -$301,789 |
| 7 | $80,080 | $3,360 | $431 | $4,347 | $53,370 | -$297,442 |
| 8 | $80,080 | $3,353 | $0 | $4,779 | $58,149 | -$292,663 |
| 9 | $80,080 | $3,347 | $0 | $4,779 | $62,928 | -$287,884 |
| 10 | $80,080 | $3,340 | $0 | $4,779 | $67,707 | -$283,106 |
| 11 | $80,080 | $3,333 | $0 | $4,779 | $72,485 | -$278,327 |
| 12 | $80,080 | $3,327 | $0 | $4,779 | $77,264 | -$273,548 |
| 13 | $80,080 | $2,254 | $0 | $2,786 | $80,050 | -$270,763 |
| 14 | $80,080 | $2,330 | $0 | $3,795 | $83,845 | -$266,968 |
| 15 | $80,080 | $2,701 | $0 | $4,173 | $88,018 | -$262,795 |
| 16 | $80,080 | $3,110 | $0 | $4,589 | $92,606 | -$258,206 |
| 17 | $80,080 | $3,289 | $0 | $4,774 | $97,381 | -$253,432 |
| 18 | $80,080 | $3,287 | $0 | $4,779 | $102,159 | -$248,653 |
| 19 | $80,080 | $3,280 | $0 | $4,779 | $106,938 | -$243,874 |
| 20 | $80,080 | $3,273 | $0 | $4,779 | $111,717 | -$239,096 |
| 21 | $80,080 | $3,267 | $0 | $4,779 | $116,495 | -$234,317 |
| 22 | $80,080 | $3,260 | $0 | $4,779 | $121,274 | -$229,538 |
| 23 | $80,080 | $3,253 | $0 | $4,779 | $126,053 | -$224,759 |
| 24 | $80,080 | $3,247 | $0 | $4,779 | $130,832 | -$219,981 |
| 25 | $80,080 | $2,174 | $0 | $2,786 | $133,617 | -$217,195 |
| 26 | $80,080 | $2,250 | $0 | $3,795 | $137,412 | -$213,400 |
| 27 | $80,080 | $2,621 | $0 | $4,173 | $141,585 | -$209,227 |
| 28 | $80,080 | $3,030 | $0 | $4,589 | $146,174 | -$204,639 |
| 29 | $80,080 | $3,209 | $0 | $4,774 | $150,948 | -$199,864 |
| 30 | $80,080 | $3,207 | $0 | $4,779 | $155,727 | -$195,085 |
| 31 | $80,080 | $3,200 | $0 | $4,779 | $160,505 | -$190,307 |
| 32 | $80,080 | $3,193 | $0 | $4,779 | $165,284 | -$185,528 |
| 33 | $80,080 | $3,187 | $0 | $4,779 | $170,063 | -$180,749 |
| 34 | $80,080 | $3,180 | $0 | $4,779 | $174,842 | -$175,971 |
| 35 | $80,080 | $3,173 | $0 | $4,779 | $179,620 | -$171,192 |
| 36 | $80,080 | $3,167 | $0 | $4,779 | $184,399 | -$166,413 |
| 37 | $80,080 | $2,094 | $0 | $2,786 | $187,185 | -$163,628 |
| 38 | $80,080 | $2,170 | $0 | $3,795 | $190,980 | -$159,833 |
| 39 | $80,080 | $2,541 | $0 | $4,173 | $195,153 | -$155,660 |
| 40 | $80,080 | $2,950 | $0 | $4,589 | $199,741 | -$151,071 |
| 41 | $80,080 | $3,129 | $0 | $4,774 | $204,516 | -$146,297 |
| 42 | $80,080 | $3,127 | $0 | $4,779 | $209,294 | -$141,518 |
| 43 | $80,080 | $3,120 | $0 | $4,779 | $214,073 | -$136,739 |
| 44 | $80,080 | $3,113 | $0 | $4,779 | $218,852 | -$131,961 |
| 45 | $80,080 | $3,107 | $0 | $4,779 | $223,630 | -$127,182 |
| 46 | $80,080 | $3,100 | $0 | $4,779 | $228,409 | -$122,403 |
| 47 | $80,080 | $3,093 | $0 | $4,779 | $233,188 | -$117,624 |
| 48 | $80,080 | $3,087 | $0 | $4,779 | $237,967 | -$112,846 |
| 49 | $80,080 | $2,014 | $0 | $2,786 | $240,752 | -$110,060 |
| 50 | $80,080 | $2,090 | $0 | $3,795 | $244,547 | -$106,265 |
| 51 | $80,080 | $2,461 | $0 | $4,173 | $248,720 | -$102,092 |
| 52 | $80,080 | $2,870 | $0 | $4,589 | $253,309 | -$97,504 |
| 53 | $80,080 | $3,049 | $0 | $4,774 | $258,083 | -$92,729 |
| 54 | $80,080 | $3,047 | $0 | $4,779 | $262,862 | -$87,950 |
| 55 | $80,080 | $3,040 | $0 | $4,779 | $267,640 | -$83,172 |
| 56 | $80,080 | $3,033 | $0 | $4,779 | $272,419 | -$78,393 |
| 57 | $80,080 | $3,027 | $0 | $4,779 | $277,198 | -$73,614 |
| 58 | $80,080 | $3,020 | $0 | $4,779 | $281,977 | -$68,836 |
| 59 | $80,080 | $3,013 | $0 | $4,779 | $286,755 | -$64,057 |
| 60 | $80,080 | $3,007 | $0 | $4,779 | $291,534 | -$59,278 |
Every required role has a cost.
Six days/week, eight service hours/day. Paid roster includes preparation, cleaning, management and overlap; no hourly worker exceeds 40 scheduled hours/week. 8.65 paid FTE equivalents; 10 people. Headcount, hours and hiring rates are assumptions.
| Role / benchmark | People | Hours / person / week | Cash pay / person | Loaded annual role cost |
|---|---|---|---|---|
| General manager / owner replacementSOC 11-9051 · S001 | 1 | 40 | $65,000/year | $75,133 |
| Kitchen leadSOC 35-1012 · S002 | 1 | 40 | $25.00/hour | $60,163 |
| Line and prep cooksSOC 35-2014 · S003 | 2 | 40 | $20.00/hour | $96,375 |
| ServersSOC 35-3031 · S006 | 3 | 32 | $21.00/hour | $121,569 |
| DishwashersSOC 35-9021 · S007 | 2 | 30 | $18.00/hour | $65,238 |
| Host / runnerSOC 35-9031 · S008 | 1 | 30 | $17.00/hour | $30,823 |
Wage references are May 2025 metro distributions from BLS via O*NET. BLS wages include tips and exclude employer benefits; no-tip hiring pay remains a planning choice (S095). Chosen hiring rates are September 2026 planning assumptions, not current job offers. Required food-manager coverage must include qualified relief beyond the manager’s own 40 hours. Benefits and workers-compensation percentages need quotes.
A priced basket, with the gaps visible.
Quantities are chosen for discussion. The model assumes these movable assets must be bought. Remove any item only after confirming usable equipment is conveyed with the lease.
| Item / configuration | Chosen qty | Unit price | Evidence |
|---|---|---|---|
| Range and ovenVulcan SX36-6BN. Gas connectors, commissioning and installed suitability not included. | 1 | $2,307.00 | Published input |
| Manual griddleAtosa ATMG-24. Additional exact natural-gas listing at The Restaurant Warehouse verified. RestaurantSupply unavailable offer is price corroboration only. Stand, connector and commissioning separate. | 1 | $839.00 | Published input |
| FryerPitco 45C+S NAT. Use1472, not stale category1436. Initial oil belongs to inventory/consumables, not fryer purchase. | 1 | $1,472.00 | Published input |
| Reach-in refrigeratorAtosa MBF8507GR. | 1 | $3,117.00 | Published input |
| Reach-in freezerAtosa MBF8501GR. | 1 | $2,612.00 | Published input |
| Refrigerated prep tableAtosa MSF8302GR. Do not buy the included12 pans and board twice. Coffee quantity depends on light-food menu. | 1 | $2,326.00 | Published input |
| DishwasherCMA UC50E. Use final voltage confirmation. Water treatment,drains,electrical,chemical starter and install separate. Built-in booster not an extra purchase. | 1 | $6,136.00 | Published input |
| Three-compartment sinkAdvance Tabco 9-3-54-18RL. Faucet sold separately. Existing sink conveyed and suitable => new sink quantity0. | 1 | $2,457.57 | Published input |
| Dry prep work tableRegency600T2448GC. Quantity assumption. Not automatic substitute for heat-rated griddle stand. | 2 | $209.99 | Published input |
| Batch coffee brewerBunn VP17-1SS13300.0001. Menu-dependent optional. Decanter,filters and batch grinder not priced here. | 1 | $472.00 | Published input |
| Optional ice machineManitowoc UDP0140A161B. One vendor only. Distinct from olderUDF0140A. Capacity depends on test conditions;size using peak iced drink demand and ambient temperature,not seats alone. | 1 | $2,780.00 | Published input |
| Handwash sinks, faucets, heat-rated stand, racks and additional small appliancesUnquoted ancillary hardware allowance. Hardware allowance only; connections, delivery and installation are in the renovation allowance. No new hood purchase. | 1 | $4,600.00 | Assumption |
What sits outside these merchandise prices?
Renovation allowance: $65/sq ft across 1,800 sq ft. Intended scope: modest finishes, layout adjustments, quoted-item connections, delivery/handling, and inspection/repair of retained infrastructure. No new hood, structural works, major HVAC, utility-capacity upgrade or goodwill purchase. The allowance is unquoted; an incompatible site invalidates it.
Furniture/smallwares and POS are separate allowances. Published furniture sets and a $299 Square Terminal are reference components inside these allowances; they are not added twice. Allowances include additional fixtures, network/order hardware and unpriced accessories. Food, stock and staff training have their own lines.
Equipment sales tax is estimated by item; Florida local surtax cap is applied where relevant. Installation and tax classification still need an actual invoice. The contingency is separate undrawn cash.
The address can change this answer.
Lease and premises
Partial planning scenario for an assumed 1,800 SF restaurant; no premises selected. The reopened 1,650 SF Jester Village listing asks $25 base plus $10 landlord-estimated NNN per SF/year, or $4,812.50/month for its advertised area. Applying those rates to the assumed area gives $5,250/month, not an offer for 1,800 SF or an Austin average. This is the lowest of four rechecked base asking rates and assumes favorable existing infrastructure. The retained broker flyer calls the suite second-generation retail; a usable hot-food kitchen, approved grease system and transferable equipment are unconfirmed. The $65/SF renovation allowance assumes a light refresh with core systems accepted for the proposed menu and equipment. It is not a site quote; freight, connections and commissioning also need itemized scope.
Scoped permits
$927 annual food permit + $178 pre-opening inspection + $221 remodel plan review under 2,500 SF = $1,326 for the assumed Austin-jurisdiction scope and $150,000+ annual food-sales tier, using the posted schedule effective October 1, 2025. The separate $2,000 for other approvals and training remains an unquoted allowance. Reconfirm fees for the actual address, work and opening date. Forty-eight seats require the cited two-restroom provision and certified-manager coverage throughout operations. For the modeled dishwasher, Austin Water publishes a 500-gallon minimum interceptor requirement; actual design, capacity, condition and approval still need a site review. Building, fire, grease and trade scope, invoices and launch timing are unresolved.
Close the material gaps before using this as your budget.
- A site and a signed cost scope
Lease, NNN reconciliation, equipment ownership, approved seats and contractor quote.
- Demand at the planned price
Daypart observations, conversion, menu mix, price testing and repeat visits. Capacity and traffic counts are not customer demand.
- A quoted operating plan
Supplier recipes, staffed shifts and relief, insurance, utilities, benefits and approval timing.
Idea Score, State Fit and investment confidence: not scored. Source counts measure documentation, not the chance of success.
How much room is there for a different outcome?
A national survey of full-service restaurants with under $2 million in annual sales reported a 33.7% median food and nonalcohol beverage cost share for 2024. The sales size is useful context, but location, alcohol mix and operating history differ. It is not a recipe estimate for this restaurant.
Scroll the table horizontally to compare all results on smaller screens. Keyboard users can focus the table and use the arrow keys.
| Assumption tested | Mature monthly EBIT | Funding with reserves | Sustained payback |
|---|---|---|---|
| Published Base assumptions | $3,089.17 | $350,812.26 | Not within 60 months |
| 33.7% ingredients and consumables | $1,727.81 | $355,849.29 | Not within 60 months |
| 100 guests per open day | -$1,659.27 | $383,062.79 | Not within 60 months |
The same calculation engine produces these separate Base tests. Other inputs, the paid team and sales ramp stay fixed. EBIT includes depreciation and is before financing and income taxes; it is not an owner withdrawal. These tests assign no probabilities. Use the calculator above to explore your own changes.
What to collect for an actual opening
- Select an address and obtain the complete base rent, NNN estimate, deposits, landlord contributions and permitted use in writing.
- Inspect the existing kitchen, grease equipment, hood/fire systems and utility capacity; price the menu-specific work, installation and commissioning.
- Cost portions, yields, waste and the menu mix using delivered supplier quotes. Observe service-included spend and guest demand separately.
- Build a paid roster covering preparation, service, cleaning, breaks and qualified food-manager relief, then confirm the applicable approvals and operating quotes.
Sources for these additional checks
- National Restaurant Association size comparison ↗ 2024 operating data.
- Austin Water grease-interceptor sizing criteria ↗ Current published guidance; site approval still required.
- Austin Water industrial waste plan review ↗ Current published guidance; confirm jurisdiction and site condition.
- Austin fixed food-establishment requirements ↗ Current published operating requirements.
Selected claims were rechecked on 2026-09-05. This is an additional assessment of the Austin Restaurant case. Earlier source periods and access limits remain applicable; this is not a complete refresh of the original source library. Research remains partial.
Turn the test into a site-specific plan.
Replace rent, contractor scope, menu mix and staffing with your own evidence. Then extend the cash schedule to financing, taxes, owner distributions and actual equipment replacement.