How it works
Two doors, five fields, one verdict.
I'm not one more piece of software to learn. I'm the colleague who gets in before you, who has already read yesterday's numbers, and who tells you what to do today. Here's how we work together, from the first day to the first month.
The two doors
Your restaurant gets its own address, something like your-restaurant.bonjourgus.com. Behind it, there are two doors that never mix.
The Back Office, for management
The owner and the manager each have their own account, email and password. That's where the morning dash, the daily report, the schedule editor, the employee files, the inventory, the bonuses and the settings live. If you have several restaurants, one account takes you from one to the other.
The team side, for everyone
Your employees don't have an account. They go to bonjourgus.com, "See my schedule", they enter the restaurant's short name and the six-character team code posted near the register. It's good for six months on their phone. They see the schedule, confirm they've seen it, give their availability, say how many days they want to work, and open the handbook: procedures, recipes, employee manual, tip agreement. You change the code whenever you want, and it locks every phone at once.
The first day
Five fields to create your location. Then I ask you three questions, two minutes: your kind of place (café, bistro, restaurant, bar) and your opening hours; your money targets, labour cost as a percentage of sales, employer contributions, the average ticket you're aiming for, food cost, the month's break even if you know it; and your team, the positions, the starting rates, the minimum number of people per day. I suggest values based on your kind of place, you correct. Everything can be changed later in Settings.
Then you add your employees, one file per person, position and rate. You create your first week, you fill the grid or you let me fill it from availability, and you publish. The team gets the schedule on their phone. One hour, all in.
The morning, in two minutes
Every morning, your manager opens the daily report and gives me yesterday: net sales, before taxes and tips; the number of transactions; the real hours in service; the real hours in the kitchen; and whether the closing routine was done.
That's it. Sales and transactions, they read them off the register. Hours, off the time clock or the published schedule, corrected for what changed. No integration, no import. Two minutes, the time it takes the coffee to brew.
The verdict
I answer right away, with a colour and a sentence.
How I decide: I compute the loaded cost of yesterday's hours (hourly rates from your files plus employer contributions), I divide it by sales, and I compare to your target. I compute the average ticket (sales divided by transactions) and I compare it to your target. I check whether the routine is ticked. Three lights, one colour.
Today
Under the verdict, I put what matters for the day that's starting: the day's sales goal, computed from the scheduled hours and your labour cost target; who's working and who's on call; pending vacations; the day's tasks; the manager's obligations coming due. Red first, then yellow, then the rest. And we open.
The week and the month
Every Monday morning, I send the owner and the manager an email summing up the last seven days: sales, transactions, average ticket, days entered, pending vacations, decisions in progress. In the dash, the Performance page puts the month to date against the month before, real labour cost against the target, estimated net profit against the break even, and the gap translated into sales per day until the end of the month.
At the end of the month, your manager enters the inventory, a single value, locked, and I compute the real food cost. If you have a bonus plan, I compute the month's bonus on the real numbers, tier by tier, and we close together.
| Metric | This month | Last month | Change |
|---|---|---|---|
| Sales to date | $24,850 | $23,120 | +7.5% |
| Average ticket | $28.17 | $26.90 | +$1.27 |
| Labor | 23.9% | 28.6% | better |
| Estimated food cost | 34% | 34% | = |
| Estimated net profit | $2,340 | $410 | +$1,930 |
The schedule, in more detail
One grid per week, employees in rows, days in columns, shifts picked from lists: the active employee, the start time, the end time. Nothing is typed by hand, so no name comes unhooked from its hours and its costs. I can fill the grid from availability, preferred days and roles; the manager corrects by hand. Before publishing, I require a contingency plan: someone on call for service and someone on call for the kitchen every day, two different people, never the director. You can turn that rule off, I advise against it. Every publication keeps an archived version, and the team gets an email.
What I don't do
I'm not connected to your POS or your payroll. Yesterday's sales, your manager types them in. I don't do the accounting, I tell you every day whether you're headed the right way so your accountant gets no surprises. And I don't replace the manager: I give them the numbers to do their job well.