The business is structured around eight complementary revenue streams, deliberately reducing dependence on dine-in alone and increasing customer lifetime value. Value is captured across the restaurant experience, off-premise convenience (takeaway, delivery, cloud kitchens), contracted catering, brand-extension retail products, education (masterclasses) and franchising.

Non-restaurant revenue grows from a small base to roughly 55% of Year-5 revenue as catering, retail, franchising and cloud kitchens scale. This diversification is the strategic heart of the model, it lifts blended margin above a standalone-restaurant level, smooths the seasonality and location risk of dine-in, and creates the recurring, asset-light income (royalties, retail, catering contracts) that a pure restaurant chain lacks.

Restaurant unit economics

At the individual restaurant, the premium fine-casual positioning supports a healthy contribution structure. Food and beverage cost runs at roughly 30% of sales, protected by central procurement and in-house spice and sauce production, while labour, the largest operating line in full-service dining, and occupancy are managed to leave a restaurant-level EBITDA margin near the high teens before central overhead. The premium beverage and bar programme and the sharing-plate format lift average spend, and central production removes cost and complexity from each site’s kitchen. The illustrative economics below (per R100 of sales) show the structure that underpins both company-restaurant profitability and the franchise proposition.