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Finance

The numbers that open investors' doors. From the investment model to day-to-day management accounting — complete financial support for your business.

Numbers reveal the truth sooner than any audit. Transparent management accounting is the owner's peace of mind and the foundation for confident decisions.
— the RENOVA Hospitality team

Financial Modeling

We develop the investment model of a restaurant (the opening budget), a preliminary operating model (the budget for operating activities), and an adaptive model for calculating the break-even point.

A restaurant without management accounting is a business run blind. You can have a full house and still operate at a loss. Financial transparency is not a luxury but a necessity.

Investment Model

A complete opening budget with a breakdown by line item: construction, equipment, furniture, launch, and working capital. The model is adaptive — it allows you to model different scenarios (optimistic, realistic, pessimistic). It includes a calculation of the payback period and return on investment.

Operating Model

The budget for operating activities: revenue forecast, cost structure, and break-even point. A month-by-month breakdown that accounts for seasonality. Key financial KPIs: food cost, labor cost, EBITDA, average check.

Accounting Policy and Automation

We take part in creating the accounting policy for the venue — the accounting rules that ensure transparency and control. We help with the selection and setup of accounting software for management accounting.

What the Owner Gets

P&L (profit and loss statement) — how much you earn and from what. Cash Flow — the movement of money, why there is less in the account than in profit. Analytics by cost line item — where the budget is "leaking." Plan/actual comparison — how well the business matches the forecasts.

Outsourced Finance Department

A service for day-to-day bookkeeping and the preparation of a complete package of management reporting for the owner. You get a transparent picture of the finances without having to maintain an in-house finance department.

A monthly reporting package. Real-time dashboards. Recommendations for optimizing costs. Preparation of data for investors and partners.

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What's included

Investment model of the restaurant — opening budget
Preliminary operating model — budget for operating activities
Adaptive model for calculating the break-even point
Participation in creating the accounting policy for the venue
Selection and setup of accounting software for management accounting
Outsourced "Finance Department" — day-to-day bookkeeping, preparation of a management reporting package for the owner

Projects we guided from idea to profit

100+ restaurants delivered in Ukraine and Europe. Each one — with a unique concept, team, and the numbers behind its success.

Interior of the Nam restaurant
Kyiv

Nam. Modern Vietnamese Cuisine

Modern Vietnamese cuisine in the heart of Kyiv

Design: YOD GroupLightning design: ExpolightBrand chef: Héctor Jiménez-BravoProject Management: RENOVA Hospitality
Interior of the Gra z Vognem restaurant
Kyiv

Gra z Vognem

A concept meat restaurant in the city centre, with an open kitchen

Design: Denis BelenkoBrand chef: Alex YakutovProject Management: RENOVA Hospitality
Interior of the Casta restaurant
Chain across Ukraine

Casta restaurant chain

Building and growing a chain of family restaurants. Restaurant opened in 30 days

Design: O.S.A.Project Management: RENOVA Hospitality
Interior of the Georgia restaurant
Kyiv

Georgia

Authentic Georgian cuisine in a modern interpretation

Consulting: Inna Andriyishyna & Igor BraginDesign: Mdesign ArchitectureProject Management: RENOVA Hospitality
Interior of the BAO Lviv restaurant
Lviv

BAO

A modern Asian restaurant in the centre of Lviv. Restaurant opened in 35 days

Design: PRAVDA StudioBrand chef: Héctor Jiménez-BravoCo-Founder & Project Management: RENOVA Hospitality
Interior of the Mafia restaurant
Chain across Ukraine

MAFIA

41 restaurants opened. Opening in 30 days. Reaching the TOP-3 restaurant chains in Ukraine

Design: O.S.A.Project Management: RENOVA Hospitality

How we work with clients

These aren't corporate slogans. They're the principles we've lived by for 15+ years — which is why the same owners come back to us with new projects.

01

We are partners, not contractors

We don't close the deal after launch. We stay by your side as the venue lives through its first, second, fifth year — helping it adapt, grow, and change together with the market.

02

Numbers over pretty slides

Every decision has a financial rationale. A concept must pay off — not just "be special." Design must sell — not just "look trendy."

03

People are the heart of the venue

Staff is not a resource or a budget line. It's the team responsible for your guest's impression every evening. We build teams you want to work with for years.

04

A restaurant is a living organism

We don't work from templates. Every concept is born from a unique context: the owner, the location, the audience, the era. There are no two identical restaurants — and thank goodness for that.

100+
completed projects in Ukraine and Europe
15+
years of experience in the restaurant business
8
areas of expertise in one team
hours invested in our own restaurants
We own our own restaurants. What we advise clients to do, we first test on ourselves. That is exactly why we know where contractors "cut corners," what a standard audit won't catch, and how operations really run after opening.

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Frequently Asked Questions

A complete opening budget with a breakdown by line item, three scenarios (optimistic, realistic, pessimistic), a calculation of the payback period, and a forecast of revenue and profit for 12-24 months.

We keep the day-to-day management accounting for your venue and prepare a reporting package every month: P&L, Cash Flow, analytics by cost line item and by revenue. The owner sees the full picture of the business.

Bookkeeping is for the tax authorities. Management accounting is for you. It shows the real state of the business: where you earn, where you lose, and where to invest. It is a tool for making decisions, not for reporting.

A small one especially. Large chains have in-house finance staff. A small venue often operates "on gut feeling" — and that is precisely why it does not understand why there is no money despite a full house. The outsourced finance department solves this problem at a reasonable cost.

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