Fractional CFO for boutique and mid-market hotel groups with 3–25 properties, restaurant groups, multi-venue F&B operators, and roll-up sponsors. RevPAR, same-store, four-wall, GOP and NOI bridge, FF&E reserve — the unit-economics discipline that protects multi-unit hospitality from quiet financial drift, written from the operator seat not the audit chair.
Sector-specific. Every hospitality & hotels engagement is built around these levers, not a generic CFO playbook.
Every property / venue stands on its own first. Group rollup second.
Revenue management married to financial planning, not run in parallel silos.
The single biggest controllable cost. Tracked weekly, not monthly.
Plate cost, beverage cost, prep waste. The basics done right.
When growing by acquisition, the financial systems that scale.
Renovation, refresh, expansion. The ROI work that determines next-cycle margins.
We don't sell what we haven't run. Every engagement led by a partner who has been inside the function.
5–50 properties or venues. From regional restaurant groups to boutique hotel collections.
Sid Ahuja. Multi-unit operating background, hotel + restaurant + venue experience.
Yes — multi-unit roll-up sequencing is one of Sid's specialties.
Property management systems (Opera, Mews, Cloudbeds), POS (Toast, Lightspeed), accounting (Sage, NetSuite, QuickBooks).
Sell-side advisory for regional groups, often to PE buyers or strategic operators.
