Solutions
See what better visibility looks like.
Examples of the reporting, analysis and insight Outturn delivers — from a full management dashboard to the specific analyses behind better decisions.
All figures on this page are illustrative. They describe a fictional business, were created for demonstration, and do not represent any real business, client or engagement.
Financial performance visibility
An interactive management dashboard
Revenue, margin, labour and profit against budget and last year — with commentary that explains what changed. Switch the reporting period and the chart metric to explore.
Performance overview
Example hospitality group · August – October
All panels update to the selected period.
Revenue
$860k
Budget $868k
+5.8% vs same period last year, favourable
Gross profit margin
70.0%
Budget 70.0%
+0.2 pts vs same period last year, favourable
Labour cost
30.8%
of revenue · budget 29.5%
+0.1 pts vs same period last year, unfavourable
Operating profit
$122k
14.2% of revenue
+6.0% vs same period last year, favourable
Revenue: actual vs budget
Monthly, last 12 months
- Monthly average
- $293k
- Strongest month
- $362k December
- Weakest month
- $259k June
View as table
| Month | Actual | Budget | Variance |
|---|---|---|---|
| November | $298k | $290k | +2.8% |
| December | $362k | $355k | +2.0% |
| January | $331k | $325k | +1.8% |
| February | $268k | $272k | −1.5% |
| March | $289k | $292k | −1.0% |
| April | $301k | $296k | +1.7% |
| May | $276k | $280k | −1.4% |
| June | $259k | $265k | −2.3% |
| July | $266k | $272k | −2.2% |
| August | $271k | $280k | −3.2% |
| September | $284k | $288k | −1.4% |
| October | $305k | $300k | +1.7% |
Management commentary
What the numbers are saying
Revenue
Revenue of $860k was 0.9% behind budget and 5.8% up on the same period last year.
Labour
Wages and on-costs ran at 30.8% of revenue — 1.3 pts above budget. The ratio improved in each month of the quarter, but higher August rosters still weigh on the result.
Margin
Gross margin was 70.0%, in line with budget. Margin recovered through the quarter after a weaker July, with cost of goods falling each month.
Suggested focus
Revenue is slightly behind budget for the quarter. Review weekday trading and the function calendar to test whether the December forecast is achievable.
Budget vs actual
August – October · $'000
| $'000 | Actual | Budget | Variance | Var % |
|---|---|---|---|---|
| Revenue | 860.0 | 868.0 | −8.0 | −0.9%unfavourable |
| Cost of goods sold | 257.6 | 260.4 | −2.8 | −1.1%favourable |
| Gross profit | 602.4 | 607.6 | −5.2 | −0.9%unfavourable |
| Wages and on-costs | 264.6 | 256.1 | +8.6 | +3.3%unfavourable |
| Occupancy | 105.3 | 103.5 | +1.8 | +1.7%unfavourable |
| Other operating costs | 110.6 | 108.5 | +2.1 | +1.9%unfavourable |
| Operating profit | 121.9 | 139.5 | −17.6 | −12.6%unfavourable |
Favourable to budget Unfavourable to budget
Cost ratios
Share of revenue
-
Cost of goods sold30.0%Budget 30.0%
-
Wages and on-costs30.8%Budget 29.5%unfavourable
-
Occupancy12.2%Budget 11.9%unfavourable
-
Other operating costs12.9%Budget 12.5%unfavourable
-
Operating profit14.2%Budget 16.1%unfavourable
Illustrative data for a fictional two-venue hospitality business. All figures are invented for demonstration and do not represent any real business or client.
Built in tools you control
Dashboards like this can be built in Excel, Power BI or Looker Studio, using data from your existing systems.
Commentary, not just charts
Each reporting period comes with a plain-English explanation of what moved, why, and what to focus on next.
Designed around your business
Measures, layout and level of detail are agreed with you — by venue, department, service line or team.
KPI tracking
A weekly scorecard that shows what needs attention
A short list of agreed measures, each with a target and a clear status. Managers see at a glance what is on track, what to watch and what needs action — before month-end.
Questions it answers
- Which measures are off target this week?
- Is the trend improving or deteriorating?
- Where should the management meeting focus?
Delivered through
Weekly KPI scorecard
Week ending Sunday · example venue
| Measure | Target | This week | Last week | Status |
|---|---|---|---|---|
| Revenue vs forecast | 100% | 102.4% | 97.1% | On track |
| Labour cost % of revenue | ≤ 29.5% | 30.4% | 31.2% | Watch |
| Revenue per labour hour | ≥ $78 | $81 | $76 | On track |
| Food gross profit | ≥ 66.0% | 65.1% | 66.4% | Watch |
| Average spend per head | ≥ $46.00 | $47.20 | $45.80 | On track |
| Overtime hours | ≤ 12 | 19 | 14 | Off track |
Labour cost analysis
See exactly where labour is out of step with trade
Labour cost broken down by day and daypart shows where rosters and trading patterns diverge. In this example, weekday afternoons and early-week lunches carry the highest labour ratio, while Friday and Saturday dinner absorb labour most efficiently.
Questions it answers
- Which shifts are over-rostered for the trade they carry?
- How much would aligning rosters to demand be worth?
- Where do penalty rates have the greatest effect?
Delivered through
Labour cost by day and daypart
% of revenue · average of last 8 weeks · target 29.5%
| Breakfast | Lunch | Afternoon | Dinner | |
|---|---|---|---|---|
| Mon | 36% | 41% | 44% | 31% |
| Tue | 35% | 39% | 42% | 29% |
| Wed | 34% | 38% | 40% | 27% |
| Thu | 33% | 35% | 37% | 25% |
| Fri | 31% | 30% | 33% | 22% |
| Sat | 29% | 27% | 31% | 21% |
| Sun | 38% | 33% | 36% | 28% |
Margin reporting
Know which categories make the money
Gross margin by category, weighted by sales mix, separates what sells from what earns. Here, mains generate the largest share of gross profit but sit below their target margin — so a modest price or recipe change there matters more than anywhere else.
Questions it answers
- Which categories are below target margin?
- Where does a one-point improvement matter most?
- How is the sales mix shifting?
Delivered through
Gross margin by category
Last 4 weeks · blended gross margin 71.1%
| Category | Sales mix | GP % | vs target | Share of gross profit |
|---|---|---|---|---|
| Mains | 34.0% | 64.2% | −1.8 ptsbelow target | |
| Entrées & share plates | 12.0% | 69.5% | +1.5 ptsat or above target | |
| Desserts | 5.0% | 72.8% | +2.8 ptsat or above target | |
| Beer & cider | 18.0% | 76.4% | +0.4 ptsat or above target | |
| Wine | 14.0% | 70.1% | −1.9 ptsbelow target | |
| Spirits & cocktails | 9.0% | 79.8% | +1.8 ptsat or above target | |
| Non-alcoholic | 8.0% | 81.5% | +1.5 ptsat or above target |
Operational diagnostics
Findings, prioritised by impact and effort
A performance review ends with a clear, prioritised set of opportunities — not a long list of observations. Plotting estimated impact against effort separates the quick wins from the projects that need planning, and from the ideas worth parking.
Questions it answers
- What should we do first?
- Which improvements need investment or planning?
- What can safely wait?
Delivered through
Diagnostic findings: prioritised opportunities
Estimated impact against implementation effort
- 1Align weekday rosters to trading patternsQuick win
- 2Re-price the lowest-margin mainsQuick win
- 3Automate the weekly trading reportQuick win
- 4Review beverage supplier termsMajor project
- 5Introduce a 13-week cash flow forecastMajor project
- 6Consolidate cleaning and waste contractsFill-in
- 7Replace the POS systemReconsider
Process improvement
Give managers their time back
Mapping a recurring task step by step shows where time is lost. Automating the data handling leaves people to do what adds value: reviewing results and deciding what to do about them.
Questions it answers
- Which recurring tasks consume the most management time?
- What can be automated reliably with existing tools?
- Where do errors creep in?
Delivered through
Weekly trading report: before and after
Manager time per week
Current process
≈ 3.5 hours
- 1Export sales by venue from the POS20 min
- 2Export hours and wages from rostering20 min
- 3Copy both into the master spreadsheet45 min
- 4Fix broken formulas and reconcile totals50 min
- 5Build charts and write commentary60 min
- 6Save as PDF and email to the owners15 min
Improved process
≈ 30 minutes
- 1Scheduled exports from POS and rosteringAutomated
- 2Data model refreshes and reconciles totalsAutomated
- 3Dashboard updates, with exceptions flaggedAutomated
- 4Manager reviews results and adds commentary30 min
Next step
Want to see this for your business?
Every business measures performance differently. A short discovery call is the quickest way to work out which reports and analyses would make the biggest difference to yours.
Or email admin@outturnadvisory.com.au
- 1
A short call
We discuss your business, priorities and where performance feels unclear.
- 2
An honest view
We tell you whether — and how — Outturn could help.
- 3
A clear proposal
If there is a fit, you receive a defined scope and fee before anything begins.