Industries

One system. Six very different arguments.

A wet-led pub and a 90-cover restaurant both lose margin, but they lose it in different places and they argue about different numbers. Pick yours and we will be specific.

RestaurantsHotels & LeisureCafés & BakeriesPubs & BarsFood to GoCatering & Events

The menu changed on Tuesday. The costings did not.

Kitchens move faster than any system built for a warehouse. A special goes on, a supplier substitutes a line, and the dish that looked like 74% is quietly running at 61% until someone works it out at month end.

IncludesCasual diningFine dining

Where it goes, in a restaurant

01Recipes costed once, then never againHops: Recipes re-cost themselves the moment a delivered price moves, so the dish tells you before the P&L does.

02Specials that never get costed at allHops: Build a special from your existing product library in a couple of minutes and it carries a real cost from the first cover.

03Kitchen and bar counted together, so nobody owns eitherHops: Departments are split, with their own GP, their own count and their own head.

04Allergen sheets in a different document to the recipesHops: Allergens and nutrition sit on the recipe, so changing an ingredient updates the sheet.

Fortnight one

Your menu, actually costed

We build the product library and cost every live dish with you, rather than handing you an empty system and a login.

Fortnight one

Kitchen split from bar

Departments set up so the chef and the GM are each looking at a number they can be held to.

Ongoing

Counts that take an hour, not a shift

Count sheets in the order you walk the room, on a phone, working in a basement with no signal.

At scale · Restaurants

Two restaurants is a conversation. Nine is a system.

Growing is the moment most operators outgrow their system, because what held together at two sites quietly stops working at six. This is what stays the same as you add venues.

One recipe, every kitchen

A costing signed off centrally lands in every site, so the same dish is the same dish and the GP is comparable.

Central production, local service

A central kitchen can produce for several sites, with transfers and recipe costs landing where the food is served.

The new opening

Site nine inherits the library, the suppliers and the departments on day one and reports in the same shape as site one.

Work it out yourself

Three numbers you already know.

Move the sliders to match your business.

Sites3Food and drink spend, per site, per week£14,000Hours a week spent on counts, invoices and cash-up14

Back in the business, a year

£52,934

Inventory

£40,824

Purchasing recovery plus 576 hrs back from counts

Finance

£12,110

865 hrs back from invoices and cash-up

Assumes Inventory and Finance running together, a 1.5% recovery on purchasing once counts are accurate, and that two thirds of the stated admin hours go away. We allocate 40% of that time to Inventory counts and 60% to invoices and cash-up, valued at £14 an hour. These are assumptions, not a promise; we will run them with your real numbers on a call.

Restaurants on Hops

“You can really tell Hops has been built by operators. They understand our needs and provide a solution that is exactly what we want, instead of us having to adapt and change for a system.”
Dominique FernandesHead of Operations, Mildreds

Over 120 restaurant sites already run Hops.

Every one of them can be rung up and asked. Tell us which looks most like you.

All customer stories→

Where to start

Tell us the number you argue about most. We will start there.

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