Verify the foundation
Financial information, rent, liabilities and kitchen capacity. Prepare a 13-week cash flow plan and agree responsibilities.
01 / Strategic partnership
Capital for growth.
A partnership to create value.
Invest in an established restaurant and events business. Funding, commercial experience and shared responsibility for the next phase of growth.
Confidential, non-binding proposal. The business’s identity and detailed documents are available privately.
200 000 €
Proposed growth capital
Illustrative image. This is not a photograph of the actual property.
200 000 €Capital invested in the companyFor operations and growth
40%Investor’s equity stakeIndicative basis for discussion
36 monthsDevelopment planTargets, not guaranteed returns
01 / The partnership
More than funding.
We are seeking a partner who brings corporate client contacts, event sales experience, hospitality expertise or more efficient procurement alongside capital.
Funding the company’s next phase
All capital raised is intended for company operations and growth, rather than a payment to the existing owner. The priority is to increase utilisation of the established premises and infrastructure.
The proposed 40% stake for an investment of 200 000 EUR is an initial basis for discussion. The equity split, funding amount and responsibilities will be refined after financial and legal due diligence.
02 / Use of capital
200 000 EUR with a clear purpose.
Sales development, targeted improvements and a liquidity reserve within a single growth budget.
| Priority | Amount |
|---|---|
| Premises, terrace and event improvementsEquipment and guest experience following a capacity audit. | 45 000 |
| Marketing and direct bookingsA 12-month budget with measurable booking results. | 48 000 |
| B2B and event sales managerAssumed annual employer cost. | 36 000 |
| Processes, recipes and management accountsCost of sales, waste, schedules and performance monitoring. | 16 000 |
| Working capitalInventory and the payment cycle during growth. | 35 000 |
| Contingency cash reserveA liquidity buffer, not a planned expense. | 20 000 |
| Total | 200 000 |
150 000 + 50 000 EUR
A contribution in the first month and a second tranche in the fourth month are proposed, subject to agreed implementation conditions. The full capital commitment must be documented before operations begin.
No double counting
Marketing, the sales manager and process implementation — a total of 100 000 EUR — are already included in the profit model. Initial capital expenditure is 45 000 EUR; 55 000 EUR is a working capital and contingency buffer.
03 / Three-year model
Revenue and operating profit.
Base development targets. All amounts are in EUR excluding VAT; they are not actual historical results or guarantees.
| Metric | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Net revenue | 1 250 000 | 1 550 000 | 1 800 000 |
| EBITDA | 60 500 | 198 240 | 300 442 |
| EBITDA margin | 4,8% | 12,8% | 16,7% |
| EBIT | 25 500 | 158 240 | 255 442 |
EBITDA is earnings before interest, corporate income tax, depreciation and amortisation. EBIT includes depreciation. These measures do not represent cash distributions to the investor.
Cost discipline
The model reduces food and beverage costs from 33.0% to 31.5%. Total staff costs increase from 480 000 to 572 000 EUR, while their share of revenue decreases.
Assumptions to verify
Premises rent is included in costs. The modelled annual indexation of 3% is not a confirmed lease term. Depreciation assumptions must be reconciled with the fixed asset register.
04 / Revenue growth
Building an additional 800 000 EUR.
The Year 3 target combines several sales channels. The table shows only the increase above the starting baseline, not existing orders.
| Sales channel | Increase, EUR |
|---|---|
| Everyday restaurant service | 300 000 |
| Private events | 168 000 |
| Corporate events | 126 000 |
| Brunches and themed offerings | 84 000 |
| Off-site catering | 50 000 |
| Seasonal terrace events | 72 000 |
| Total | 800 000 |
Volumes are working assumptions, not a booking pipeline. Before approving the plan, actual available capacity, staffing needs, available dates, prices and demand must be checked. Guests and events across different channels must not be counted twice.
05 / Risk scenarios
Results may also be lower.
The Year 3 scenarios illustrate a range of outcomes. They are not a probability distribution, forecast confidence interval or promise of profit.
| Scenario | Revenue | EBITDA | EBIT |
|---|---|---|---|
| Stress case | 1 200 000 | −32 558 | −77 558 |
| Conservative | 1 400 000 | 59 442 | 14 442 |
| Base target | 1 800 000 | 300 442 | 255 442 |
| Additional growth | 2 000 000 | 367 442 | 317 442 |
Cost assumptions also differ between scenarios. Performance may be worse than shown in the table, additional funding may be required and invested capital may be lost.
06 / The first 100 days
From capital to measurable action.
A coordinated implementation plan with assigned responsibilities, regular reporting and budget control.
Activate sales
Event proposals and corporate client acquisition. Monitor recipes, cost of sales and staff schedules.
Assess results
Review bookings, order costs and cash balances. Reallocate the budget based on measurable results.
07 / Before an agreement
Full facts, assessed privately.
The business’s identity and detailed documentation will be disclosed after confidentiality terms are agreed.
Finances and liabilities
Actual revenue, cost of sales, total staff costs and cash flow. Current creditor and tax balances, payment schedules and the legal status of the transaction.
Premises and operating rights
Lease commencement date and remaining term, indexation, assignment, landlord consent and the permits required to operate.
Assets and handover
Equipment and inventory lists, technical condition, ownership, usage rights and arrangements for transferring physical and digital assets.
Day-to-day operations and growth
Kitchen and guest area capacity, staffing needs, booking calendar, actual utilisation and the feasibility of the proposed sales plan.
The next step
Let’s discuss your plans.
Tell us about your experience and the transaction model that interests you. After an initial conversation, we will agree confidentiality terms, document review and a viewing.
This is non-binding discussion material. Final terms will be determined after financial and legal due diligence and agreement between the parties. The business name and exact address are not disclosed publicly.
Compare the options