CFO Services
for Food & Beverage Businesses
When a food and beverage operation scales, the stakes rise—from volatile ingredient costs to labor swings and multi-location complexity. For restaurants, cafes, CPG brands, and manufacturers, it’s not just about closing the books—it’s about a strategic partner who sees the whole system and helps steer it.
A CFO in the Food & Beverage business does far more than reporting; they turn real-time operations into decisions that endure. By linking pricing, menu mix, inventory, and capital allocation to what’s happening on the floor, they guide choices that protect margins now and compound profitable growth over time.
Why It Matters
As volume climbs, costs, compliance, and working capital pressures stack up—and small leaks turn into real margin loss. A dedicated
CFO restores clarity and control, showing exactly where profit slips, which levers actually move earnings, and how to finance growth without strain. The target isn’t mere accuracy; it’s resilient cash flow and confident decisions at every stage of the journey.
What F&B CFO Services Actually Cover
Financial Forecasting
Look past week-to-week swings. Build 12–24 month forecasts that layer seasonality, planned promos, and channel mix shifts—so production, labor, and cash plans move in lockstep and shocks are fewer.
Goal-Driven Budgeting
Budgets should fuel progress, not fence it in. Tie every line of spend to unit, economics and growth milestones—whether launching a SKU, opening a site, or stepping into wholesale—so dollars track ROI, not habit.
Cash Flow Oversight
Timing is everything—and it’s operational. Balance AP/AR rhythms with a rolling 13‑week cash view and staged capex so vendor terms, payroll, and inventory turns stay aligned through growth spurts.
Scenario Planning
Before committing to equipment, a lease, a co-packer, or new distribution, model margin impact, throughput, and cash runway—so expansion strengthens the core.
Growth and Scale Strategy
From planning multi-unit rollouts to opening new channels—retail, DTC, and foodservice—map the risks, model realistic outcomes, and build margin-safe, brand-safe plans that teams can execute without overloading operations.
Investor-Ready Finance
Present clear financials, solid projections, and transparent unit economics with cohort/LTV insights that give lenders and investors real confidence—built on reliable data, aligned assumptions, and a plan that feels practical and executable.
A Real Example
A multi-unit restaurant group was busy, but cash stayed tight. We updated menu pricing using contribution margin, rescheduled labor by daypart to curb overtime, and aligned supplier payment terms with payroll cycles.
Result:
Within 60 days, food and labor percentages normalized, weekly cash turned positive, and the team funded the next opening from operating cash.
