Tue needs $4,762.28. The week's first finished day lands tomorrow morning. Of every $100 that comes in, about $1.70 stays — every night counts.
The biggest lever: labor lands at $10,760.42 fully loaded — 36% of projected sales against the 26% target, $2,997.02 over. Measured from Toast's clock-ins plus the schedule for what is still ahead.
This section answers: “Where do our key numbers stand right now?”
| KPI | Now | The bar | Status | Measured from |
|---|---|---|---|---|
| Break-even, per open day | $4,762.28 | the bar every open day | watch | ledger + payroll, Jun–Jul base |
| Labor, % of sales (fully loaded) | 36.0% | target 26% | off track | punches + roster + employer tax |
| Prime cost (product + labor) | 68.9% | rule of thumb ≤60% | off track | ledger, Jun–Jul |
| Cost of goods, % of sales | 26.7% | liquor-led bars run ~24–30% | on track | ledger, Jun–Jul |
| Net margin (EBITDA) | 1.7% | healthy bars run 10–15% | off track | full P&L, Jun–Jul |
| Schedule accuracy, hours | 19% | 100% = worked as planned | watch | punches vs schedule, this week |
| Overtime scheduled this week | 0.0 h | 0 by design — OT should be bought by a call-out | on track | the schedule as written |
| Spend per guest (2026-07) | $37.78 | prior month $47.85 | watch | Toast orders & guests |
Each figure links to its full story in the sector that owns it — this table is the reading, not the argument. A KPI moved here only when it has a real bar to be judged against; a number without a bar is trivia, not a KPI.
This section answers: “What did the week cost, and did it go to plan?”
Live from the Toast Orders API, pulled 05:14 UTC. Today is deliberately kept out of the week's totals below — a part-day figure would distort every ratio on the page.
| Day | Hours | People | Hourly pay | Fixed share | Net sales | vs expected | Labor % | Week to date |
|---|---|---|---|---|---|---|---|---|
| Mon 24 | 22.0 | 4 | $274.75 | — | — | — | — | — |
| Tue 25 | 38.3 | 4 | $445.83 | $1,013.78 | $1,877.00 proj | — | 84% | 100% |
| Wed 26 | 46.8 | 5 | $501.87 | $1,013.78 | $3,004.25 proj | — | 54% | 72% |
| Thu 27 | 82.3 | 10 | $733.69 | $1,013.78 | $3,990.00 proj | — | 47% | 61% |
| Fri 28 | 94.3 | 10 | $927.50 | $1,013.78 | $9,420.50 proj | — | 22% | 41% |
| Sat 29 | 105.3 | 12 | $1,026.97 | $1,013.78 | $10,131.50 proj | — | 22% | 34% |
| Sun 30 | 39.0 | 4 | $222.47 | $1,013.78 | $1,436.00 proj | — | 93% | 37% |
| Week | 428.1 | $4,133.08 | $6,082.69 | $29,859.25 | 37% |
0 of 6 trading days have a note in config/daily_log.json. Days without one get explained in the meeting by whichever story sounds best — write them the same night, while it is still recall rather than reconstruction.
Fixed pay is $6,082.69 a week whatever the schedule does — 55% of total labor. Only the $4,133.08 of hourly wages responds to how the week is built.
| Who | Mon 24 closed |
Tue 25 00:00 |
Wed 26 00:00 |
Thu 27 01:00 |
Fri 28 02:00 |
Sat 29 02:00 |
Sun 30 21:30 |
Hours | Cost |
|---|---|---|---|---|---|---|---|---|---|
| Dish / Porter | |||||||||
| Jhony Andrade$975.00/wk salary | 8:00 AM - 3:00 PM8.0 h · flat weekly |
7:00 AM - 3:30 PM9.5 h · flat weekly |
7:00 AM - 4:00 PM10.0 h · flat weekly |
7:00 AM - 4:00 PM10.0 h · flat weekly |
10:00am to 7:00PM10.0 h · flat weekly |
47.5 | $975.00 | ||
| Jorge Genaro$20.00/h | 6:00 PM - 11:59 PM7.0 h · $139.67 |
5:30 PM - 1:30 AM9.0 h · $180.00 |
6pm PM - 3:00 AM10.0 h · $200.00 |
6pm PM - 3:00 AM10.0 h · $200.00 |
36.0 | $719.67 | |||
| Tomas Calel Sente$19.00/h | 6:00 AM - 12:00 PM7.0 h · $133.00 |
7.0 | $133.00 | ||||||
| Bartenders | |||||||||
| Calum Powers$12.00/h | 4:00 PM - CLOSE9.2 h · $110.00 |
6:00 PM - CLOSE8.2 h · $98.00 |
6:00 PM - CLOSE9.2 h · $110.00 |
26.5 | $318.00 | ||||
| Jennifer Huynh$17.00/h | INVENTORY 1:00 PM5.0 h · $85.00 |
3:00 PM - 1st cut8.0 h · $136.00 |
3:00 PM - 1st Cut9.0 h · $153.00 |
6:00 PM - CLOSE9.2 h · $155.83 |
31.2 | $529.83 | |||
| Madeline Marquis Samid$12.00/h | 3:30 PM - CLOSE9.7 h · $116.00 |
9.7 | $116.00 | ||||||
| Sophia Abreu$12.00/h | 3:00 PM - 1st Cut9.0 h · $108.00 |
12:00 PM - 9:30 pm10.5 h · $126.00 |
19.5 | $234.00 | |||||
| Servers | |||||||||
| Callie Spears$17.00/h | 4:00 PM - CLOSE9.2 h · $155.83 |
3:30 - 1st Cut8.5 h · $144.50 |
6:00 PM - 2ND CUT7.5 h · $127.50 |
25.2 | $427.83 | ||||
| Eisa Bush$11.35/h | 4:00 PM - 1ST CUT7.0 h · $79.45 |
3:30 PM - 1st cut8.5 h · $96.47 |
2:00 PM - 9:30PM8.5 h · $96.47 |
24.0 | $272.39 | ||||
| Gianna Cooper$12.00/h | 4:00 PM - CLOSE9.2 h · $110.00 |
6:00 PM - Close9.2 h · $110.00 |
18.3 | $220.00 | |||||
| Katherine Dyball$11.35/h | OFF | OFF | OFF | OFF | 0.0 | $0.00 | |||
| Teresa Van Beek$11.35/h | 6:00 PM - CLOSE8.2 h · $92.69 |
ON CALLnot costed |
8:00 PM - CLOSE7.2 h · $81.34 |
15.3 | $174.03 | ||||
| Barbacks | |||||||||
| Angel Morel$15.00/h | 3:00 PM - CLOSE12.0 h · $180.00 |
3:00 PM - CLOSE14.0 h · $210.00 |
2:00 PM - 1st Cut10.0 h · $150.00 |
1:00 PMnot costed |
36.0 | $540.00 | |||
| David DeBiasi$11.35/h | PREP/INVENTORY 1:00 PM5.0 h · $56.75 |
3:00 PM - CLOSE12.0 h · $136.20 |
3:00 PM - CLOSE13.0 h · $147.55 |
7:30 PM - CLOSE9.5 h · $107.83 |
39.5 | $448.33 | |||
| Kitchen | |||||||||
| Brian Ramirez$1,200.00/wk salary | 4:00 PM - 8:00 PM5.0 h · flat weekly |
4:00 PMnot costed |
4:00 PM - 9:00 PM6.0 h · flat weekly |
4:00 PM - 11:00 PM8.0 h · flat weekly |
4:00 PM - 11:00 PM8.0 h · flat weekly |
27.0 | $1,200.00 | ||
| Lidia Tian$1,100.00/wk salary | 3:00 PM - 11:00 PM9.0 h · flat weekly |
5:00 PM - 11:30 PM7.5 h · flat weekly |
4:30 PM - 12:00AM8.5 h · flat weekly |
4:30 PM - 12:00AM8.5 h · flat weekly |
12:00 PM - 9:00 PM10.0 h · flat weekly |
43.5 | $1,100.00 | ||
| HOST/FLOOR | |||||||||
| Sarano rate | 5:30 PM - 10:30PM6.0 h · — |
5:00pm - 12:00AM8.0 h · — |
5:00 pm - 12:00 AM8.0 h · — |
22.0 | $0.00 | ||||
| Day total | 22.0 h $274.75 |
38.3 h $445.83 |
46.8 h $501.87 |
82.3 h $733.69 |
94.3 h $927.50 |
105.3 h $1,026.97 |
39.0 h $222.47 |
428.1 | $7,408.08 |
Cell cost is hours × that person's base rate. Overtime is a property of the week, not of one shift, so the 0.0 overtime hours this week are added at the week level ($0.00) and never smeared across individual cells. Day totals cover hourly staff only.
Toast's clock-in record is the truth for the 1 finished day; the schedule only covers what is still ahead. Weighing them that way is a different number from the plan, and a better one.
Across the 1 day that have finished (2026-08-24 → 2026-08-24), the floor ran 17.9 hours under the schedule and cost $223.30 less. Only finished days are compared; a shift still running would read as an underrun.
| Who | Planned h | Actual h | Δh | Planned $ | Actual $ | Δ$ | Jobs actually worked |
|---|---|---|---|---|---|---|---|
| Tomas never clocked in | 7.0 | 0.0 | -7.0 | $133.00 | $0.00 | -133 | — |
| Jenn (LEAD BAR) | 5.0 | 2.9 | -2.1 | $85.00 | $37.83 | -47 | Bar Prep 2.9h |
| David | 5.0 | 1.2 | -3.8 | $56.75 | $13.62 | -43 | Barback 1.2h |
| Bryan never clocked in | 5.0 | 0.0 | -5.0 | $0.00 | $0.00 | +0 | — |
| Total | 22.0 | 4.1 | -17.9 | $274.75 | $51.45 | -223 |
Where the money moved, and why: David $43.13 under — worked Barback. Jenn (LEAD BAR) $47.17 under — worked Bar Prep. The schedule assumes a person's department sets their wage. Toast pays the wage attached to the job they actually clock into.
Labor % says whether the week is over-staffed in total. It cannot say whether people are on when money arrives. Both columns below are shares of their own total, so they compare directly.
| Part of the day | Share of sales | Share of labor | Hourly pay | Staff-hours | |
|---|---|---|---|---|---|
| Before 5pm prep, deliveries, porters | 1.7% | 16.8% | $695.73 | 105 | +15 pts more labor than revenue |
| 5–7pm build doors open, room fills | 19.2% | 15.9% | $659.20 | 72 | in proportion |
| 7–10pm peak the money | 56.3% | 29.6% | $1,224.38 | 122 | carries the week on 30% of labor |
| 10pm–midnight late service | 19.6% | 18.5% | $764.23 | 70 | in proportion |
| After midnight last call and breakdown | 3.2% | 19.1% | $789.57 | 59 | +16 pts more labor than revenue |
36% of hourly wages sits in the two blocks that produce 4.9% of revenue — $1,485.30 across 164 staff-hours. Prep has to happen before service and the bar has to be broken down after it, so this is not waste by definition. It is the biggest single question the schedule raises.
This section answers: “Which labor dollars can we actually move?”
Of $10,760.42 in fully loaded labor this week, $4,226.09 is bought by the hour and $6,534.33 is owed whatever the schedule says. Only the first responds to sending someone home early.
| Track | What decides the amount | Wages | Employer tax | Fully loaded | Share |
|---|---|---|---|---|---|
| Hourly | punched so far + scheduled for the rest of the week | $3,909.79 | $316.30 | $4,226.09 | 39% |
| Salary | flat weekly amounts, whatever the hours | $5,582.69 | $451.64 | $6,034.33 | 56% |
| 1099 / contractor | flat weekly vendor cost — no employer payroll tax | $500.00 | none owed | $500.00 | 5% |
| Total | at 8.09% employer burden on W-2 wages | $9,992.48 | $767.94 | $10,760.42 | 100% |
$5,582.69 in salaries, of which $3,275.00 buys 118.0 posted hours on the shift grid and $2,307.69 carries no shifts at all. The effective rate below is a comparison, not a wage — it moves every week with the schedule and nobody is paid it. What it does show is when a salary starts earning its keep: past 40 hours the same time bought hourly would carry time-and-a-half.
| Who | Department | Weekly salary | Hours | Effective $/h | Over 40 | On the shift grid |
|---|---|---|---|---|---|---|
| GM | Management | $2,307.69 | none on file | — | — | no — payroll only |
| Brian Ramirez | Kitchen | $1,200.00 | 27.0 scheduled hours | $44.44 | — | yes — scheduled shifts, flat cost |
| Lidia Tian | Kitchen | $1,100.00 | 43.5 scheduled hours | $25.29 | 3.5 h · $44.26 of overtime not owed | yes — scheduled shifts, flat cost |
| Jhony Andrade | Dish / Porter | $975.00 | 47.5 scheduled hours | $20.53 | 7.5 h · $76.99 of overtime not owed | yes — scheduled shifts, flat cost |
| Total | $5,582.69 | 118.0 | $121.25 |
$3,909.79 in wages, from punched so far + scheduled for the rest of the week — 1 finished day of punches. The schedule as written called $4,133.08.
| Who | Department | Rate | Scheduled h | Clocked h | Scheduled cost | Clocked cost |
|---|---|---|---|---|---|---|
| Jorge Genaro | Dish / Porter | $20.00 | 36.0 | 0.0 | $719.67 | $0.00 |
| Angel Morel | Barbacks | $15.00 | 36.0 | 0.0 | $540.00 | $0.00 |
| Jennifer Huynh | Bartenders | $17.00 clocks $13.00 | 31.2 | 2.9 | $529.83 | $37.83 |
| David DeBiasi | Barbacks | $11.35 | 39.5 | 1.2 | $448.32 | $13.62 |
| Callie Spears | Servers | $17.00 | 25.2 | 0.0 | $427.83 | $0.00 |
| Calum Powers | Bartenders | $12.00 | 26.5 | 0.0 | $318.00 | $0.00 |
| Eisa Bush | Servers | $11.35 | 24.0 | 0.0 | $272.40 | $0.00 |
| Sophia Abreu | Bartenders | $12.00 | 19.5 | 0.0 | $234.00 | $0.00 |
| Gianna Cooper | Servers | $12.00 | 18.3 | 0.0 | $220.00 | $0.00 |
| Teresa Van Beek | Servers | $11.35 | 15.3 | 0.0 | $174.03 | $0.00 |
| Tomas Calel Sente | Dish / Porter | $19.00 | 7.0 | 0.0 | $133.00 | $0.00 |
| Madeline Marquis Samid | Bartenders | $12.00 | 9.7 | 0.0 | $116.00 | $0.00 |
| Total | 288.1 | 4.1 | $4,133.08 | $51.45 |
| Who | Role | Weekly | Why it sits apart |
|---|---|---|---|
| Sara | Host | $500.00 | Paid as a vendor, not an employee — no FICA, FUTA, SUTA or MCTMT is owed, and they will never appear in Toast. |
No hourly overtime so far this week, and nobody currently on the schedule is on pace to cross 40 hours. Toast's payroll engine decides which hours are overtime; this reads its verdict rather than re-deriving one.
Both are right. Toast's Labor cost screen prices the punch clock — that is all a POS can see. It has no way to know about a salary nobody clocks, a 1099 vendor who was never an employee, or the payroll tax the restaurant owes on top of every W-2 dollar. Every step between the two figures is below, so the next time the two screens disagree the answer takes ten seconds instead of an afternoon.
| Step | Why it is there | Amount | % of sales |
|---|---|---|---|
| What Toast's Labor cost screen shows | hourly wages on approved punches — Toast's own figure | $51.45 | 0.2% |
| + Rest of the week, still scheduled | days that have not been worked yet, priced from the schedule | $3,858.34 | 13.1% |
| + Salaries — nobody clocks a salary | flat weekly pay Toast's labor screen cannot see | $5,582.69 | 31.8% |
| + Employer payroll tax at 8.09% | FICA, FUTA, SUTA, MCTMT on W-2 wages — owed, and on no labor report | $767.94 | 34.4% |
| + 1099 contractor | a real weekly labor bill, outside payroll entirely | $500.00 | 36.0% |
| What labor actually cost | every dollar the business paid for people this week | $10,760.42 | 36.0% |
Toast's figure is the right one for asking whether a shift was worth running. This one is the right one for asking whether the business made money. Quote one number in one room and the other in another, and the business ends up believing two different things about itself.
This section answers: “Where does the money go every month?”
The room has to take $4,762.28 on every open day just to break even.
That is $123,819.28 a month across 26.0 open days — five trading days a week, not thirty calendar days. Dividing by the calendar would set the bar $4,127.31 and be wrong by forty percent every day of the year.
Every line measured over 2026-06, 2026-07 — the months where the sales history and the ledger both cover the full month. Labor is measured from the ledger, so nothing here is a projection.
| Line | Per month | % of sales | What it is |
|---|---|---|---|
| Net sales | $127,798.50 | 100.0% | what the room took, after discounts and voids |
| Cost of goods | -$34,177.21 | -26.7% | liquor, wine, beer, food — moves with every dollar sold |
| Gross profit | $93,621.29 | 73.3% | what is left to pay for everything else |
| Labor, fully loaded | -$53,929.88 | -42.2% | wages, payroll tax and workers' comp |
| Operating expenses | -$37,573.90 | -29.4% | rent, utilities, supplies, marketing, insurance, professional fees |
| Profit before tax | $2,117.51 | 1.7% | what the business actually kept |
| Step | Value | Why |
|---|---|---|
| Cost of goods | 26.7% of sales | every dollar sold carries this before anything else |
| Hourly labor | 20.0% of sales | the part of labor that moves with the schedule |
| Contribution margin | 53.2% | what each dollar of sales leaves behind to pay fixed cost |
| Fixed cost, non-labor | $37,573.90 / mo | rent, utilities, insurance, subscriptions — arrives empty or full |
| Fixed cost, labor | $28,315.43 / mo | salaries and the 1099, which no schedule changes |
| Break-even | $4,762.28 / open day | $65,889.33 ÷ 53.2% ÷ 26.0 open days |
| Category | Behaves | Per month | % of sales | Vendors |
|---|---|---|---|---|
| Liquor | variable | $19,119.45 | 15.0% | 8 |
| Rent & occupancy | fixed | $18,692.32 | 14.6% | 1 |
| Food | variable | $10,818.48 | 8.5% | 3 |
| Electricity | fixed | $2,829.07 | 2.2% | 1 |
| Cleaning supplies | fixed | $2,729.29 | 2.1% | 2 |
| Wine | variable | $2,396.60 | 1.9% | 1 |
| Subscriptions & software | fixed | $2,314.74 | 1.8% | 7 |
| Insurance | fixed | $2,308.78 | 1.8% | 1 |
| Paper supplies | fixed | $1,671.93 | 1.3% | 2 |
| Accounting | fixed | $1,500.00 | 1.2% | 1 |
| Marketing | fixed | $1,329.57 | 1.0% | 2 |
| Beer | variable | $1,015.82 | 0.8% | 2 |
| Equipment rental | fixed | $927.62 | 0.7% | 2 |
| Advertising | fixed | $853.67 | 0.7% | 3 |
| Other beverage | variable | $826.87 | 0.6% | 3 |
| Waste removal | fixed | $696.80 | 0.5% | 1 |
| BOH supplies | fixed | $419.09 | 0.3% | 1 |
| FOH supplies | fixed | $392.36 | 0.3% | 1 |
| Maintenance | fixed | $250.00 | 0.2% | 1 |
| Telephone & internet | fixed | $241.81 | 0.2% | 2 |
| Pest control | fixed | $206.86 | 0.2% | 1 |
| Office supplies | fixed | $117.56 | 0.1% | 1 |
| Repairs — equipment | fixed | $112.13 | 0.1% | 1 |
| Photography & printing | fixed | $36.49 | 0.0% | 1 |
| Other expenses | fixed | $27.07 | 0.0% | 1 |
| General & admin | fixed | $7.66 | 0.0% | 1 |
| Meals & entertainment | fixed | $7.62 | 0.0% | 1 |
| Other operating | fixed | $7.36 | 0.0% | 1 |
| Unclassified | fixed | -$105.88 | -0.1% | 1 |
| Total non-labor | $71,751.11 | 56.1% | 43 |
| Vendor | What for | Per month | Avg bill | Bills | Cadence |
|---|---|---|---|---|---|
| DOUGLAS ELLIMAN PM | Rent & occupancy | $18,692.32 | $4,153.85 | 9 | every month |
| SOUTHERN GLAZER'S OF NY METRO | Liquor | $13,927.08 | $2,321.18 | 12 | every month |
| Baldor Foods | Food | $10,745.09 | $537.25 | 40 | every month |
| CON EDISON | Electricity | $2,829.07 | $2,829.07 | 2 | every month |
| Union Beer Distributors | Liquor | $2,761.95 | $306.88 | 18 | every month |
| Empire Merchants | Liquor | $2,533.60 | $723.88 | 7 | every month |
| Fruit of the Vin | Wine | $2,396.60 | $399.43 | 12 | every month |
| IPFS | Insurance | $2,308.78 | $2,308.78 | 2 | every month |
These vendors had no usable category in the ledger, so each has been given a working label. The money is in every total and is marked provisional wherever it appears, because a working guess that stops looking like a guess is worse than no guess at all. Confirm each and the label becomes permanent.
These landed before the months this sector averages, so they are in no monthly figure here. If any is an annual cost, its twelfth belongs in the fixed base and break-even is understated by that much:
This section answers: “What do we have to make to stay above water?”
Sweet Linda has to take $4,762.28 every open day, $28,573.68 a week, to cover everything it spends.
Below that, the day loses money. Above it, every extra dollar keeps 53 cents.
Covers everything: drink and food cost, all four ways people are paid, rent, utilities, every vendor bill. Measured over 2026-06, 2026-07.
One caveat while Sundays are new: the six-day bar assumes Sunday becomes a real trading day, and there is no Sunday sales history yet. The first few measured Sundays will test that assumption — until then Sunday's share of the bar is a plan, not a record.
Two daily numbers, and only one is a target. The business costs $4,070.77 a calendar day — rent does not skip Monday. But money can only arrive on a day we are open, so the number to hit is $4,762.28. Aim at $4,070.77 five times a week and the week lands $8,219.83 short with every daily figure looking green.
Variable costs arrive with the sale. Fixed costs arrive anyway.
| Expense | Behaves | Per month | Per open day | Where it comes from |
|---|---|---|---|---|
| Cost of goods | variable | $34,177.21 | $1,314.51 | 26.7% of sales — liquor, wine, beer, food |
| Hourly labor | variable | $25,614.45 | $985.17 | 20.0% of sales — the part a schedule moves |
| Salaries and 1099 | fixed | $28,315.43 | $1,089.06 | flat every week, whatever the hours |
| Rent and occupancy | fixed | $18,692.32 | $718.94 | the largest single fixed bill |
| Utilities | fixed | $3,070.88 | $118.11 | electric, phone, alarm |
| Everything else | fixed | $15,810.72 | $608.10 | supplies, marketing, insurance, professional fees, subscriptions |
| Everything | $125,681.01 | $4,833.89 | at $127,798.50 of sales a month |
The bar is $4,762.28 every open day — rent does not care what day it is. What each day takes is not the same at all.
| Day | Typical sales | Needs | Gap | Verdict |
|---|---|---|---|---|
| Tue | $1,877.00 | $4,762.28 | -$2,885.28 | does not cover itself |
| Wed | $3,004.25 | $4,762.28 | -$1,758.03 | does not cover itself |
| Thu | $3,990.00 | $4,762.28 | -$772.28 | does not cover itself |
| Fri | $9,420.50 | $4,762.28 | +$4,658.22 | clears it, and carries part of another day |
| Sat | $10,131.50 | $4,762.28 | +$5,369.22 | clears it, and carries part of another day |
| Sun | $1,436.00 | $4,762.28 | -$3,326.28 | does not cover itself |
$8,741.87 a week is carried by Friday and Saturday. That is what a fixed cost base does when it is spread over five days and the money arrives on two. The question is not how to fix Tuesday — it is whether Tuesday is worth opening, which should be a decision rather than an accident.
| If this changed | Break-even per day becomes | Change | What it would take |
|---|---|---|---|
| Cost of goods improves 2 points | $4,590.12 | -$172.16 | pour cost from 26.7% to 24.7% — pricing, portioning or supplier terms |
| Hourly labor comes down 3 points | $4,508.46 | -$253.82 | the schedule, not the wage — sector 2 shows which hours are reachable |
| Rent were 10% lower | $4,627.54 | -$134.74 | a renegotiation, not an operating decision |
| One more open day a week | $4,762.65 | +$0.37 | same fixed cost spread over six days instead of five |
Stated so the figure is not quoted as more complete than it is:
This section answers: “What does the business actually earn — and what would a buyer see?”
| Month | Net sales | Per order | Per guest | Per open day | Guests / day |
|---|---|---|---|---|---|
| 2026-06 | $137,532.50 | $94.14 | $47.85 | $5,979.67 | 125 |
| 2026-07 | $118,064.50 | $66.03 | $37.78 | $5,133.24 | 136 |
Spend per guest moved $47.85 → $37.78 while guests per day moved 125 → 136 — more people, spending less each. June carries a large private event, so part of that swing is mix, not behaviour.
This section answers: “Do tables that order ZBiotics spend more than identical tables that don't?”
Tables that order ZBiotics spend more than the same-size tables that don't — at every size, on the same nights. Orange is the typical check that bought ZBiotics; red bought nothing but was comped one; grey had none. Private-event checks are excluded from all three.
The clearest proof is the 2-person table — our most common table, with the most evidence: 16 of them ordered ZBiotics and typically spent $83.50; the 488 that didn't spent $60.00. Same nights, same size, $23.50 more per table.
■ purchased ■ comped free ■ covers with no ZBiotics on the check — all on one scale: the grey bar is the untouched market each week.
Where the stock went: 61 sold at the register, 14 comped free, 8 consumed at private events (rung to record a buyout's consumption, then voided when the event paid its flat minimum — paid for, just not per item). Total out of stock: 83 units. On comps: roughly one free for every 4 sold — a comp that starts a habit is cheap marketing; a comp that replaces a sale is a discount.
The target: 300 units a month — about 69 a week, 2.8× the best week so far (25.0 units). At the observed 2 units per table, that is ~35 tables a week saying yes — roughly one check in ten. Honest read: the demand pattern supports it, but no week has come close yet; it takes the offer at every table, every night, plus “one for everyone?” at the bigger tops. The bars above are the scoreboard.
| Table | Room | Visits | Units | Units/visit | Revenue on those checks |
|---|---|---|---|---|---|
| 102 | Room 1 | 2 | 6 | 3.0 | $472.00 |
| B7 | Disco Room | 2 | 6 | 3.0 | $679.00 |
| H1 | Room 2 | 3 | 5 | 1.7 | $248.00 |
| 302 | Disco Room | 2 | 5 | 2.5 | $668.00 |
| Nook2 | Disco Room | 2 | 4 | 2.0 | $347.00 |
| 205 | Room 2 | 1 | 4 | 4.0 | $285.00 |
| 103 | Room 1 | 2 | 3 | 1.5 | $222.00 |
| 301 | Disco Room | 1 | 3 | 3.0 | $416.00 |
| Nook1 | Disco Room | 2 | 2 | 1.0 | $175.00 |
| B5 | Disco Room | 2 | 2 | 1.0 | $122.00 |
| B9 | Disco Room | 1 | 2 | 2.0 | $66.00 |
| 405 | OUTDOOR | 1 | 2 | 2.0 | $277.00 |
| 202 | Room 2 | 1 | 2 | 2.0 | $106.00 |
| B1 | Disco Room | 1 | 2 | 2.0 | $78.00 |
| D7 | Disco Room | 1 | 2 | 2.0 | $64.00 |
| H2 | Room 2 | 1 | 2 | 2.0 | $85.00 |
| 104 | Room 1 | 1 | 2 | 2.0 | $95.00 |
| B8 | Disco Room | 1 | 1 | 1.0 | $56.00 |
| 200 | Room 2 | 1 | 1 | 1.0 | $83.00 |
| 204 | Room 2 | 1 | 1 | 1.0 | $151.00 |
| B2 | Disco Room | 1 | 1 | 1.0 | $48.00 |
| 101 | Room 1 | 1 | 1 | 1.0 | $173.00 |
| B10 | Disco Room | 1 | 1 | 1.0 | $28.00 |
| C | Disco Room | 1 | 1 | 1.0 | $8.00 |
Where they sat: Disco Room 18 (55%) · Room 2 8 (24%) · Room 1 6 (18%) · OUTDOOR 1 (3%).
| Date | Table | Room | Guests | Units | Check |
|---|---|---|---|---|---|
| 08-22 | Nook1 | Disco Room | 3 | 1 | $101.00 |
| 08-22 | 103 | Room 1 | 1 | 2 | $159.00 |
| 08-21 | Nook2 | Disco Room | 2 | 1 | $101.00 |
| 08-21 | H1 | Room 2 | 2 | 1 | $52.00 |
| 08-21 | B9 | Disco Room | 2 | 2 | $66.00 |
| 08-21 | B8 | Disco Room | 2 | 1 | $56.00 |
| 08-21 | 405 | OUTDOOR | 5 | 2 | $277.00 |
| 08-21 | 102 | Room 1 | 2 | 2 | $138.00 |
| 08-20 | 200 | Room 2 | 2 | 1 | $83.00 |
| 08-15 | B7 | Disco Room | 2 | 2 | $24.00 |
| 08-15 | B5 | Disco Room | 1 | 1 | $32.00 |
| 08-15 | 302 | Disco Room | 6 | 1 | $446.00 |
| 08-14 | 204 | Room 2 | 2 | 1 | $151.00 |
| 08-14 | H1 | Room 2 | 2 | 2 | $84.00 |
| 08-14 | 202 | Room 2 | 2 | 2 | $106.00 |
| 08-14 | Nook1 | Disco Room | 4 | 1 | $74.00 |
| 08-12 | Nook2 | Disco Room | 3 | 3 | $246.00 |
| 08-12 | B5 | Disco Room | 1 | 1 | $90.00 |
| 08-08 | B1 | Disco Room | 2 | 2 | $78.00 |
| 08-08 | 103 | Room 1 | 2 | 1 | $63.00 |
| 08-08 | 102 | Room 1 | 4 | 4 | $334.00 |
| 08-08 | D7 | Disco Room | 4 | 2 | $64.00 |
| 08-06 | 302 | Disco Room | 4 | 4 | $222.00 |
| 08-06 | 301 | Disco Room | 5 | 3 | $416.00 |
| 08-06 | B7 | Disco Room | 1 | 4 | $655.00 |
| 08-05 | B2 | Disco Room | 1 | 1 | $48.00 |
| 08-05 | H1 | Room 2 | 2 | 2 | $112.00 |
| 08-05 | H2 | Room 2 | 2 | 2 | $85.00 |
| 07-31 | 104 | Room 1 | 2 | 2 | $95.00 |
| 07-31 | 101 | Room 1 | 4 | 1 | $173.00 |
| 07-31 | B10 | Disco Room | 1 | 1 | $28.00 |
| 07-30 | 205 | Room 2 | 3 | 4 | $285.00 |
| 07-23 | C | Disco Room | 2 | 1 | $8.00 |
| Party size | Z tables | Avg units |
|---|---|---|
| 1 | 6 | 1.7 |
| 2 | 16 | 1.6 |
| 3 | 3 | 2.7 |
| 4 | 5 | 2.4 |
| 5+ | 3 | 2.0 |
Observational: cannot separate 'ZBiotics drives spend' from 'big-night tables buy ZBiotics'. Either way the gap is real money and prices the attach the same. Sold so far by: Gianna Cooper (17), Jennifer Huynh (15), Eisa Bush (13), Callie Spears (7), Calum Powers (4). Party sizes and tables are Toast's own records. Study refreshed 2026-08-24.
This section answers: “Who is strong at what — and who needs what next?”
The numbers are Toast's — who rang what, sized how, on which nights. The words are management's, added over time in config/team_profiles.json. Revenue credits the server on the check: a lens on contribution, not a commission scoreboard.
| Who | Team | Checks | Revenue rung | Median check | Best night | ZBiotics | Thank-yous |
|---|---|---|---|---|---|---|---|
| Callie Spears | Servers | 296 | $26,987.50 | $80.00 | Wed $135.00/check | 7 | 2 |
| Eisa Bush | Servers | 214 | $16,828.00 | $61.50 | Thu $91.53/check | 12 | 2 |
| Gianna Cooper | Servers | 172 | $13,971.50 | $79.00 | Wed $82.35/check | 17 | 10 |
| Jennifer Huynh | Bartenders | 267 | $13,192.00 | $40.00 | Wed $85.60/check | 15 | 9 |
| Teresa Van Beek | Servers | 116 | $10,161.00 | $70.50 | Fri $93.15/check | 1 | — |
| Katherine Dyball | Servers | 69 | $5,686.00 | $64.00 | Wed $87.35/check | 2 | 6 |
| Calum Powers | Bartenders | 125 | $5,420.00 | $40.00 | Thu $56.30/check | 4 | 9 |
| Madeline Marquis Samid | Bartenders | 37 | $1,895.00 | $40.00 | Wed $53.79/check | 1 | 4 |
| Angel Morel | Barbacks | 6 | $554.00 | $41.00 | Sun $102.40/check | — | — |
| Jorge Genaro | Dish / Porter | 1 | $39.00 | $39.00 | — | — | — |
| David DeBiasi | Barbacks | 1 | $9.00 | $9.00 | — | — | — |
| Finding | Source | How Sweet Linda uses it |
|---|---|---|
| The #1 predictor of team performance is psychological safety — whether people feel safe flagging a mistake — not who is on the team. | Google, Project Aristotle (2012–15, 180+ teams studied) | Errors and comps on this page are information for fixing systems, never ammunition. They are shown as context beside volume, and the page never ranks people. |
| People who get to use their strengths every day are about six times as engaged; strengths-based development lifted sales 10–19% across Gallup's meta-analysis. | Gallup strengths research (decades, millions of workers) | Profiles lead with strengths, and the schedule is built from “works best” — put people where they already shine before coaching anything. |
| Hospitality performance is 51% emotional skills, 49% technical. Six traits to hire and grow: optimistic warmth, curiosity, work ethic, empathy, self-awareness, integrity. | Danny Meyer, Setting the Table (Union Square Hospitality) | Those six traits are this page's profile vocabulary — each person's leading traits are tagged on their card. |
| Every guest interaction has a teachable structure: approach warmly, probe politely, present a solution, listen, end with a warm goodbye. | Apple Retail, five Steps of Service | The coaching script for new floor staff — and the ZBiotics offer lives at the “probe/present” step, not as a hard sell at the end. |
| Short, regular one-on-ones are a manager's highest-leverage hours — and one growth area at a time beats a list. | Andy Grove, High Output Management (Intel) | Each profile carries ONE growth focus and a last-check-in date; the page flags anyone not spoken to in 30 days. |
| The caution: aggressive metrics without trust empties the building — a culture rebuilt from scratch after the 2017 review. | Uber (2017 Holder report) | Revenue here credits contribution, never commissions; measured numbers and management judgment are never blended. |
Overtime by week: 12-01: 42h · 01-01: 73h · 04-01: 2h · 08-10: 11h · 08-17: 6h. Overtime creeping up while sales stay flat is the earliest sign a schedule no longer fits the business.
Carrying the current overtime: Jorge Genaro (15.8h), David DeBiasi (1.2h), Lidia Tian (0.3h) — last 28 days.
This section answers: “What did we lose, and what did we give away — and why?”
Values are MENU prices of what was voided — approximate cost of the gesture, not product lost: Toast cannot tell whether a voided item was already made.
Nothing voided yet today.
A Comp is hospitality spent on purpose — it should match a story someone can tell. An Error is training or process. 86'd is inventory failing the menu.
| Reason | Items |
|---|---|
| Comp | 1 |
| This week | 1 |
| Last week, for scale | 58 |
The Thank-You buttons track hospitality spent by choice: Thank you ($0) is a free drink; Thank You Charge ($1) is the industry / friends-and-family check. Tracked so generosity stays a decision with a number on it.
| Date | Item | Qty | Reason | Rung by |
|---|---|---|---|---|
| 08-24 | Bheeyo Orange | 2 | Comp | Management |
| 08-23 | La Cabra Espresso | 1 | Comp | Eisa Bush |
| 08-23 | Pigs in a Blanket | 1 | Comp | Eisa Bush |
| 08-23 | Shrimp Tacos | 1 | Comp | Eisa Bush |
| 08-23 | Laelia | 1 | Comp | Angel Morel |
| 08-23 | S O C K S | 4 | Comp | Angel Morel |
| 08-23 | Paloma | 5 | Comp | Angel Morel |
| 08-22 | Pornstar Martini | 1 | Comp | Katherine Dyball |
| 08-22 | Purple Lychee | 1 | Comp | Katherine Dyball |
| 08-22 | 818 Reposado | 1 | Error | Calum Powers |
| 08-22 | Shots | 6 | Error | Calum Powers |
| 08-22 | Pornstar Martini | 1 | Error | Calum Powers |
| 08-22 | Purple Lychee | 1 | Error | Jennifer Huynh |
| 08-22 | S O C K S | 1 | Error | Jennifer Huynh |
| 08-22 | Cosmopolitan | 1 | Customer Changed Mind | Teresa Van Beek |
| 08-21 | BTL Prosecco / Terre del Trebbia | 1 | Comp | Management |
| 08-21 | Pornstar Martini | 1 | Comp | Gianna Cooper |
| 08-21 | Mezcal Union | 1 | Comp | Gianna Cooper |
| 08-21 | ACGT Negroni | 1 | Comp | Gianna Cooper |
| 08-21 | ZbioticZ | 1 | Comp | Jennifer Huynh |
| 08-21 | ZbioticZ | 1 | Comp | Gianna Cooper |
| 08-21 | Hugo Spritz | 1 | Comp | Callie Spears |
| 08-21 | Matcha - Tini | 2 | Comp | Callie Spears |
| 08-21 | ZbioticZ | 4 | Comp | Gianna Cooper |
| 08-21 | 818 Reposado | 4 | Comp | Gianna Cooper |
| 08-21 | Diet Coke | 1 | Customer Changed Mind | Gianna Cooper |
| 08-21 | Pilsner - POLISHED | 1 | Server Error | Jennifer Huynh |
| 08-21 | Purple Lychee | 1 | Comp | Sophie ABREU |
| 08-21 | ACGT Negroni | 1 | Comp | Sophie ABREU |
| 08-21 | Pornstar Martini | 2 | Comp | Gianna Cooper |
| 08-21 | La Cabra Espresso | 1 | Server Error | Jennifer Huynh |
| 08-21 | Matcha - Tini | 1 | Server Error | Jennifer Huynh |
| 08-21 | Mezcal Union | 1 | Comp | Callie Spears |
| 08-21 | Mezcal Union | 1 | Comp | Callie Spears |
| 08-21 | ACGT Negroni | 1 | Server Error | Jennifer Huynh |
| 08-21 | ZbioticZ | 3 | Comp | Callie Spears |
| 08-21 | Bombay Sapphire | 1 | Comp | Gianna Cooper |
| 08-21 | ZbioticZ | 4 | Comp | Jennifer Huynh |
| 08-20 | Eastern Dip | 1 | Comp | Teresa Van Beek |
| 08-20 | Lychee Martini | 1 | Error | Teresa Van Beek |
| 08-20 | Michter's Rye | 1 | Comp | Management |
| 08-20 | Honey Whipped Ricotta | 1 | Comp | Management |
| 08-20 | Burger | 1 | Comp | Management |
| 08-20 | Pigs in a Blanket | 1 | Comp | Management |
| 08-20 | Mezcal Union | 1 | Error | Management |
| 08-20 | Michter's Rye | 1 | Error | Management |
| 08-19 | Shots | 3 | 86ed | Katherine Dyball |
| 08-19 | Sparkling Water | 1 | Server Error | Katherine Dyball |
| 08-19 | Sparkling Water | 1 | Server Error | Katherine Dyball |
| 08-19 | Shrimp Tacos | 1 | Comp | Gianna Cooper |
| 08-19 | Honey Whipped Ricotta | 1 | Comp | Gianna Cooper |
| 08-19 | Old Bay Fries | 1 | Comp | Gianna Cooper |
| 08-18 | Thank You Charge | 1 | Error | Calum Powers |
| 08-18 | Pornstar Martini | 2 | Comp | Callie Spears |
| 08-18 | Side Chips | 1 | Comp | Callie Spears |
| 08-18 | Aperol Spritz | 1 | Testing/Training | Callie Spears |
| 08-17 | Chateauneuf Du Pape | 2 | Error | Management |
| 08-17 | Chateauneuf Du Pape | 2 | Comp | Management |
| 08-17 | Chateauneuf Du Pape | 1 | Comp | Management |
Toast cannot say whether a voided item was already made — a cocktail voided seconds after ringing probably never got poured. These are counts of items rung and unsold: the pattern, not a price tag.
This section answers: “Are we growing, or just busy?”
Each month against the venue's own average — solid bars are measured from last year's sales; hatched are industry rules of thumb for months we have not traded through yet. The outlined bar is this month. This is what makes a target realistic: a soft July is the venue's pattern, and September–October is where the year is won.
1.00 = an average month. Hatched bars are unmeasured guesses and will be replaced by real figures as those months trade.
Weeks after 2026-08-09 arrive through the Toast API, which carries no sales-category detail — a private event inside one of those weeks cannot be split out automatically the way the Aug 3 event was. Tell me about booked events and they are held apart by hand.
Strip the events out and trading was $29,265.00 last week — $2,886.00 up, which is ordinary week-to-week noise.
This series routinely swings $4,450.50 a week. A change only counts as real here when it clears that by half again — otherwise a normal Tuesday gets treated as a turning point, which is how operators end up chasing noise.
| Week beginning | Trading | Events | Guests | Net per guest | 4-week avg | |
|---|---|---|---|---|---|---|
| 2026-01-19 | $35,930.37 | — | 559 | $64.28 | $35,930.37 | |
| 2026-06-01 | $32,875.00 | — | 673 | $48.85 | $34,402.68 | |
| 2026-06-08 | $41,015.50 | — | 826 | $49.66 | $36,606.96 | |
| 2026-06-15 | $27,359.00 | — | 703 | $38.92 | $34,294.97 | |
| 2026-06-22 | $33,782.00 | — | 599 | $56.40 | $33,757.88 | |
| 2026-06-29 | $9,570.20 | — | 313 | $30.58 | $27,931.67 | |
| 2026-07-06 | $30,403.80 | — | 773 | $39.33 | $25,278.75 | |
| 2026-07-13 | $32,728.50 | — | 960 | $34.09 | $26,621.12 | |
| 2026-07-20 | $28,278.00 | — | 636 | $44.46 | $25,245.12 | |
| 2026-08-03 | $23,921.00 | $19,930.00 | 914 | $47.98 | $33,815.32 | |
| 2026-08-10 | $26,379.00 | — | 812 | $32.49 | $32,809.12 | |
| 2026-08-17 | $29,265.00 | — | 776 | $37.71 | $31,943.25 |
| Day | Median net sales | Share of week | Weeks seen | Range | Behaviour |
|---|---|---|---|---|---|
| Mon | — | — | — | — | closed or no data |
| Tue | $1,877.00 | 6% | 8 | $1,575–$2,501 | dependable (±18%) |
| Wed | $3,004.25 | 10% | 8 | $2,283–$8,481 | swings hard (±63%) |
| Thu | $3,990.00 | 13% | 8 | $2,181–$7,727 | moderately variable (±38%) |
| Fri | $9,420.50 | 32% | 8 | $1,974–$23,447 | moderately variable (±60%) |
| Sat | $10,131.50 | 34% | 8 | $631–$12,624 | moderately variable (±36%) |
| Sun | $1,436.00 | 5% | 1 | $1,436–$1,436 | moderately variable |
This section answers: “What is coming that needs a decision now?”
Next date worth planning for: US Open, main draw — 6 days out (2026-08-31).
| Date | Day | Event | Weather | Projected sales | Same date last year |
|---|---|---|---|---|---|
| 2026-08-26 | Wed | US Open — Fan Week (free, approx) | overcast, 83/62°F, 1% rain | $3,004.25 | $5,546.01 |
| 2026-08-27 | Thu | US Open — Fan Week (free, approx) | thunderstorm, 81/73°F, 74% rain | $3,990.00 | $1,249.00 |
| 2026-08-28 | Fri | US Open — Fan Week (free, approx) | drizzle, 87/73°F, 62% rain | $9,420.50 | $2,061.00 |
| 2026-08-29 | Sat | US Open — Fan Week (free, approx) | overcast, 84/68°F, 10% rain | $10,131.50 | $3,394.53 |
| 2026-08-30 | Sun | US Open — Fan Week (free, approx) | overcast, 83/71°F, 7% rain | $1,436.00 | $3,538.01 |
| 2026-08-31 | Mon | US Open, main draw | drizzle, 87/74°F, 15% rain | no data | — |
| 2026-09-01 | Tue | US Open, main draw | overcast, 84/71°F, 16% rain | $1,877.00 | — |
| 2026-09-02 | Wed | US Open, main draw | overcast, 76/67°F, 21% rain | $3,004.25 | $933.00 |
| 2026-09-03 | Thu | US Open, main draw | partly cloudy, 83/63°F, 20% rain | $3,990.00 | $1,511.00 |
| 2026-09-04 | Fri | US Open, main draw | light drizzle, 73/69°F, 15% rain | $9,420.50 | $2,163.00 |
| 2026-09-05 | Sat | US Open, main draw | overcast, 77/68°F, 16% rain | $10,131.50 | $3,972.16 |
| 2026-09-06 | Sun | US Open, main draw | overcast, 78/68°F, 13% rain | $1,436.00 | $4,603.01 |
| 2026-09-07 | Mon | US Open, main draw | partly cloudy, 76/68°F, 30% rain | no data | — |
| 2026-09-08 | Tue | US Open, main draw | overcast, 76/69°F, 30% rain | $1,877.00 | — |
| Event | Days out | Dates | Last year |
|---|---|---|---|
| NY Fashion Week, Sept edition (approx — confirm) MONETIZE: industry afterparties, out-of-town spend, late-night and cocktail-led. Customarily the week after Labor Day; the CFDA sets real dates each season — confirm before building on them. The February edition is the same play in a colder month. | 16d | 2026-09-10 – 2026-09-16 | no clean comparison — closed, or not trading yet back then |
| Feast of San Gennaro (approx — confirm) MONETIZE: ~11 nights anchored on the Sep 19 feast day, ten minutes' walk away — evening spillover, biggest at weekends. | 17d | 2026-09-11 – 2026-09-21 | no clean comparison — closed, or not trading yet back then |
| Halloween | 67d | 2026-10-31 | $4,720.00 (-53% vs a typical week of those days) |
| Village Halloween Parade MONETIZE: the biggest costume crowd of the year, downtown. Staff it like a holiday; plan theme and any cover early. | 67d | 2026-10-31 | $4,720.00 (-53% vs a typical week of those days) |
| NYC Marathon MONETIZE: marathon Sunday is a daytime drinking holiday — brunch-to-evening arc, finishers and spectators. | 68d | 2026-11-01 | $5,636.01 (+292% vs a typical week of those days) |
| Thanksgiving / Black Friday | 92d | 2026-11-25 – 2026-11-27 | no clean comparison — closed, or not trading yet back then |
| Thanksgiving Eve MONETIZE: the biggest bar night of the year in most of the US. Staff and order for a Saturday, not a Wednesday. | 92d | 2026-11-25 | no clean comparison — closed, or not trading yet back then |
| SantaCon (customary date — confirm) MONETIZE OR DEFEND: customarily the second Saturday of December. Huge volume, messy crowd — lean in, charge a cover, or close early, but decide on purpose. | 109d | 2026-12-12 | no clean comparison — closed, or not trading yet back then |
Every one of the 428 scheduled hours now has a pay rate behind it. 202 of them have a printed start and end time as well. The other 226 are priced correctly but end in a word — “CLOSE”, “1st Cut”, “2nd Cut”, “PREP” — so their length comes from policy rather than a clock.
The labor number below is no longer a floor — it is the figure. What is left is precision, not coverage: if every one of the 25 policy-ended shifts actually runs 30 minutes longer or shorter than assumed, the week moves by $183.10 — a range of $10,818.68 to $11,184.88 fully loaded. Pin the cut times and even that closes.
Labor is 36.8% of projected sales this week. That is now a real figure, not a floor — every scheduled hour is priced. The band around it is 36.2%–37.5%, and it comes entirely from not knowing the exact cut times. It also rests on a sales projection; the ratio will move when August actuals land.
| Measure | Value | How it was calculated |
|---|---|---|
| Labor % — wages only | 34.2% | $10,215.77 ÷ $29,859.25 |
| Labor % — with employer tax | 36.8% | $11,001.78 ÷ $29,859.25 |
| Labor % — if cut times are ±30 min out | 36.2% – 37.5% | 25 policy-ended shifts × 30 min × each person's rate |
| Sales per labor hour | $69.74 | $29,859.25 ÷ 428 h |
| Labor cost per sales dollar | $0.342 | wages ÷ net sales |
Sales shown are projected — 1 day(s) already traded use the real Toast figure ($0 so far); the rest is the median net sales per weekday across the 8 most recent COMPLETE weeks in the database (2026-06-22 .. 2026-08-23). Bar height is hours; solid is a printed shift, hatched is a shift that ends in “CLOSE” or a cut.
| Person | Department | Rate | Days | Printed h | Policy h | Total h | OT | Cost |
|---|---|---|---|---|---|---|---|---|
| Angel Morel | Barbacks | $15.00 blended | 3 | 0.0 | 36.0 | 36.0 | — | $540.00 |
| David DeBiasi | Barbacks | $11.35 blended | 4 | 0.0 | 39.5 | 39.5 | — | $448.32 |
| Calum Powers | Bartenders | $12.00 blended | 3 | 0.0 | 26.5 | 26.5 | — | $318.00 |
| Jennifer Huynh | Bartenders | $17.00 blended | 4 | 0.0 | 31.2 | 31.2 | — | $529.83 |
| Madeline Marquis Samid | Bartenders | $12.00 blended | 1 | 0.0 | 9.7 | 9.7 | — | $116.00 |
| Sophia Abreu | Bartenders | $12.00 blended | 2 | 10.5 | 9.0 | 19.5 | — | $234.00 |
| Jhony Andrade | Dish / Porter | no rate | 5 | 47.5 | 0.0 | 47.5 | — | $975.00 |
| Jorge Genaro | Dish / Porter | $20.00 blended | 4 | 36.0 | 0.0 | 36.0 | — | $719.67 |
| Tomas Calel Sente | Dish / Porter | $19.00 blended | 1 | 7.0 | 0.0 | 7.0 | — | $133.00 |
| Sara | HOST/FLOOR | no rate | 3 | 22.0 | 0.0 | 22.0 | — | $0.00 |
| Brian Ramirez | Kitchen | no rate | 4 | 27.0 | 0.0 | 27.0 | — | $1,200.00 |
| Lidia Tian | Kitchen | no rate | 5 | 43.5 | 0.0 | 43.5 | — | $1,100.00 |
| Callie Spears | Servers | $17.00 blended | 3 | 0.0 | 25.2 | 25.2 | — | $427.83 |
| Eisa Bush | Servers | $11.35 blended | 3 | 8.5 | 15.5 | 24.0 | — | $272.40 |
| Gianna Cooper | Servers | $12.00 blended | 2 | 0.0 | 18.3 | 18.3 | — | $220.00 |
| Teresa Van Beek | Servers | $11.35 blended | 2 | 0.0 | 15.3 | 15.3 | — | $174.03 |
| Total | 202.0 | 226.2 | 428.1 | 0.0 | $4,133.08 |
Angel Morel — Rate read from the pay column of the weekly schedule — the most current source available. Unit was inferred from the size of the figure; write 'per hour' or 'weekly' in the sheet to be explicit.
Callie Spears — Rate read from the pay column of the weekly schedule — the most current source available. Unit was inferred from the size of the figure; write 'per hour' or 'weekly' in the sheet to be explicit.
Calum Powers — Rate read from the pay column of the weekly schedule — the most current source available. Unit was inferred from the size of the figure; write 'per hour' or 'weekly' in the sheet to be explicit.
David DeBiasi — Toast pays $11.35 as Barback (his main job); sheet said $12.00. Toast wins per management decision, 2026-08-20. His occasional Bar Prep/Trail punches at $17.00 are job rates Toast prices per punch.
Eisa Bush — Toast pays $11.35 on every Server punch; sheet said $12.00. Toast wins per management decision, 2026-08-20.
Gianna Cooper — Rate read from the pay column of the weekly schedule — the most current source available. Unit was inferred from the size of the figure; write 'per hour' or 'weekly' in the sheet to be explicit.
Jennifer Huynh — Rate read from the pay column of the weekly schedule — the most current source available. Unit was inferred from the size of the figure; write 'per hour' or 'weekly' in the sheet to be explicit.
Jorge Genaro — Two rates: $20.00 as porter, $11.35 as barback. This is why Toast's implied rate read $16.89 — it averaged both jobs together. Rates on file: $20.00 as Dish / Porter, $11.35 as Barbacks.
Madeline Marquis Samid — Toast punches confirm $12.00 — sheet and punches agree.
Sophia Abreu — Toast punches confirm $12.00.
Teresa Van Beek — Toast pays $11.35 on every Server punch; sheet said $12.00. Toast wins per management decision, 2026-08-20.
Tomas Calel Sente — Rate read from the pay column of the weekly schedule — the most current source available.
This section answers: “Who fills the room — bookings or walk-ins — and what do no-shows cost?”
No-shows cost roughly $2,964.00 this month — 76 booked covers that never sat, at the $39-a-head booked guests average at the register. At 7% of reservations, a confirmation text the afternoon of, and releasing tables after 15 minutes, are worth real money.
A typical dinner service seats 111 covers — 59 booked, 52 walk-in. Nearly half the room walks in off the street: strong for a bar, and it means the street presence (the front, the window, the door) earns as much as the booking links do.
This section answers: “What does the internet tell a stranger about us — and what is each booking channel worth?”
| Platform | Rating | Reviews | Change | Checked |
|---|---|---|---|---|
| Yelp | 4.4 | 45 | — first reading | 08-23 |
| Tripadvisor | — | 9 | — first reading | 08-23 |
| OpenTable | 4.9 | None | — first reading | 08-24 |
| Resy | 4.6 | 422 | — first reading | 08-24 |
Tripadvisor: #274 of 444 NYC Food & Drink; no public star average shown.
A guest who books online spends 34% more than a walk-in ($39 vs $29 per person at dinner — Resy's register data, last 30 days). Every seat moved from walk-in to booked is worth about $10 a head — which is what the reservation links on Instagram and Google are for.
| Measure | Sweet Linda | East Village average |
|---|---|---|
| Rating | 4.9 ★ | 4.6 ★ |
| Spend per cover | $42.90 | $58.50 |
| Covers via OpenTable, 365 days | 237 | — |
The read: 4.9 stars beats the neighborhood's 4.6 — the best marketing asset on this page. OpenTable sends few covers (237 in a year, under one a day), so the channel is a shop window more than a pipeline; the rating is what matters, and it costs nothing to keep.
Every figure above is generated, not typed. Rebuild before the meeting and the brief updates with it.