Revenue coming in. No idea where it was going.
The business was generating revenue but had no structured system for analyzing performance. Financial data existed in disconnected places — receipts, POS reports, rough expense logs — never consolidated.
Without a unified analysis, trends were invisible. Seasonal patterns, expense creep, and underperforming areas couldn't be identified because no one had built the system to find them.
A consolidated financial and operational performance model.
I built a performance analysis system that pulled together revenue, expense, and operational data into a single reporting framework — giving the business a clear financial picture for the first time.
The analysis covered both financial performance (revenue trends, expense structure, net margin) and operational performance (efficiency metrics, cost drivers). Output included a structured report and summary presentation.
Note: Downloadable files use anonymized sample data to protect business confidentiality. The analysis was performed using real financial data from the café.
What's inside the system.
- Revenue consolidation sheet pulling from POS exports, categorized by product line and time period
- Expense categorization with fixed vs. variable cost separation and trend tracking
- Monthly P&L summary with net margin, gross profit, and operating expense ratios
- Trend analysis identifying month-over-month and period-over-period changes
- Cost structure breakdown showing which expense categories grow as % of revenue
- Business performance report documenting findings, analysis, and recommended actions
- Executive presentation translating data into a clear, decision-ready format
Open the actual data.
Three files make up this system — the raw revenue data, the expense tracking sheet, and the formatted performance report delivered as a presentation. All three are available below.
A full financial picture for the first time.
October revenue came in at $9,155, with beverages driving nearly half of all sales at $4,497. Lattes alone accounted for 262 units sold and $1,680 in revenue — the single largest revenue line on the menu. Specials like the Nutella Latte and London Latte added another $1,214. COGS for the period totaled $3,666, putting gross margin at approximately 60%.
The analysis identified the largest cost centers: Prepared Foods ($694, 19% of COGS), Beverage/Milks ($616, 17%), and Dairy ($356, 10%). This gave the business its first clear view of where money was going by category, and which expense lines were growing fastest relative to revenue — something that was completely invisible before the system existed.