For restaurant groups of three to thirty locations.
Keep your register. Find the money your invoices, recipes and sales don't account for.
When your invite comes, we read one month of your bills and show you what they hold, in dollars. Want it sooner, by hand? A paid audit is available now.
The name is the call at the pass when plates are up and need runners: “Hands, please.”

Strip the cost the guest never saw. Keep the experience they came for.
One more server on a Friday. A raise for the cook who never misses. A dessert on the house when the kitchen got it wrong. Family meal and a comp done right are good choices; write them down and they count as choices, not as losses.


One supplier bill, checked.
The credit request is drafted for you. Nothing is sent until you press the button.
A worked example from one house’s bills, hours and counts. Yours will be your own.
His team found 6.5 cents more on every dollar of sales. At a $20b global foodservice company, they checked every recipe, held suppliers to the agreed price and fixed the menu prices.
These are his results from an earlier role, not a customer’s. Who builds it
It asks once which column in your export is which, and remembers it the next time.
The work that disappears. We do it.
The room also dignifies the work. The line cook plating dinner is performing a craft. The server reading a table is exercising a discipline that takes years to develop.
What you and your team do. The part only you can do: decide.



What stays the same

A chat box that sums up your reports tells you what happened. Fernand drafts what to do next and waits for your yes.

Johnny Auer has spent 28 years in restaurants and food service. From 2009 to 2013 he ran a hospitality agency in Chicago. It worked for dozens of restaurants. Some had James Beard Awards or Michelin stars. Of twenty-five clients, just five are still open today.
And that's the point for all of us.
Awards honor the craft. They don't keep a restaurant open. Margin does.
Hospitality is the product. The plate is the proof.
At a $20b global foodservice company he led food transformation for North America. He also managed a business of more than $50 million a year. His team found 6.5 cents more on every dollar of sales. They did it the way Handsplease does now. They checked every recipe, held suppliers to the agreed price, and fixed the menu prices. Temp labor fell from over 20% to under 5%, and overtime from 15% to under 3%. Satisfaction increased, quality improved. But those wins aren't transferable with ease.
He also tested kitchen technology there. Delivery was rising, and so were its costs. The tools each handled one function, and nothing covered the whole operation. Lots of shiny objects, little substance, and only sticker shock. All the while he watched the back of the house go from a place where people made things to a place where people packed things.
He has tested a lot of restaurant technology. Most of it looks good in a demo and fails on a Friday night. He built Handsplease to be the other kind. It does the reading and the math. Your people stay free to do what a restaurant is for: make a guest feel something. It prompts your team one action at a time. As transferable as it gets.
Book 30 minutes with Johnny →When your invite comes, we read one month of your bills and show you what they hold, in dollars, before you pay anything. Or book 30 minutes with Johnny.