Posada El Durazno

Posada El Durazno runs three business units: a restaurant, an ice cream shop, and a general store (pulpería). All three run on Fu-Do, a management platform. The business was selling and running well. The problem was what couldn’t be seen: the data entered didn’t show how each unit was doing.

The gaps were specific. Recipes were incomplete and didn’t account for waste, the part of each ingredient lost during prep. Ingredient costs were out of date. In-house production was recorded as if it came from a supplier, which threw off stock, and transfers of goods between units left no matching entry. Expenses were only partly recorded at the restaurant and not at all at the ice cream shop or the general store.

On that basis, there was no reliable way to calculate margins by product or to know which unit added profit and which took it away. Pricing and purchasing decisions relied on old or incomplete information.

Before proposing changes, we reviewed how Fu-Do was actually used and what the system exported, unit by unit. That review shifted the focus of the work: the data existed. What was missing was structure and discipline in data entry. The platform could support reliable costing and stock control; the recording gaps were what stood in the way.

With that in mind, we agreed on the goal: build a financial picture of each unit, with an income statement and break-even point, and deliver a prioritized plan to close the gaps that distorted it.

A platform assessment. We reviewed Fu-Do in detail: which modules were active, how good and consistent the data was, and what could actually be exported, including through its API. The goal was to learn what the tool could support and what was holding it back.

An operations assessment. In parallel, we reviewed each unit by area: sales and dining room, cash, products, recipes and stock, ingredient costs, expenses, and suppliers. Every problem was documented along with its concrete consequence.

A financial picture of each unit. Using the sales exports and the expenses we gathered, we built the income statement and break-even point for the restaurant, the ice cream shop, and the general store. The criteria were made explicit: how shared expenses are allocated by revenue, how VAT is handled, and why we used purchases instead of COGS.

A plan ranked by impact. Seven improvements: standardize recipes and ingredients, accounting for waste, move to actual COGS, organize expense entry, fix the production and inter-unit transfer workflows, set a policy for staff meals, review user permissions, and start measuring with an initial set of KPIs and a dashboard. We added an appendix of metrics ready to calculate with the data the system already holds.

Posada El Durazno went from operating with no view of profitability to having an income statement and break-even point for each unit, plus an assessment that names every recording gap and its consequence. Today it knows where it’s losing accuracy, what distorts its margins, and in what order to act.

Everything was solved within the tool it already used, with no new systems.

What’s next. The change at this stage is about visibility and direction. Margins are indicative until the move to actual COGS, one of the steps in the plan.