Opening a restaurant takes vision, stamina, and a numbers engine that tells the truth. Laurie Aaronson and Seth Davies at AOC SF, Inc., have spent two decades building that engine with operators. AOC runs full-cycle accounting so founders can focus on the floor. That includes payroll, accounts payable, bookkeeping, and month-end close, plus project work when needed. Below is a practical framework you can put to work before you sign a lease.

Run the math first. Use a flexible, iterative pro-forma to test whether the concept and the address work together. Laurie is blunt: “I can’t stress enough the value of having a really strong model or a pro forma. You’ve got this big beautiful idea, does it pencil?” “Anyone who builds a model for you, that model should be flexible. We believe in building models that help you through the process, are very iterative … and ultimately will become your first year operating budget.”

Use weekly reporting as your running conversation, then let the monthly close confirm what you already know. Seth says, “We try and keep things tight on a weekly basis, so the monthly and quarterly numbers are good.” Laurie’s bar is simple: “By the time the financials come out at the end of the month, you should be like yep, that’s kind of what I thought. If the P& L is a surprise, we need to take a step back and figure out how we can change that.”

Budget reality, not stickers. “You’re not just buying equipment; you’re buying equipment plus sales tax plus freight and install,” Seth says. “It’s not just a 10,000 stove; it’s 15,000 all in.” Carry a contingency on construction and separate it from operating capital. “You always want to have at least a 10% contingency on your GC budget,” Seth notes. You also need cash for opening inventory and a runway. “Make sure that you have a good cushion of operating capital, making sure you can sustain losses for six to 12 months.”

Two common budget killers are starting rent early and hiring too soon. “I’ve seen so many people hire too early and start paying rent too early,” Laurie says. For training, keep it tight and planned: “We usually budget for one and a half weeks of hourly payroll for training, hoping that it’s a week providing a little cushion.”

Fundraising is hard work, so the fit matters. “You want investors who are going to be supportive, you know, believe in your vision and aren’t looking for freebies,” Laurie advises. “If I decide to invest in your business, it should be because I want to support it, not because you’re giving me a discount.”

Protect yourself early. “Invest in a good lawyer for your lease, because one deal point gone wrong can cost you way more than the upfront legal costs,” Laurie says. Use a letter of intent to flush out business terms before drafting. “A letter of intent is not legally binding, but it’s where you can spell out all the potential deal breakers.” And one clear warning: “Do not rely on the broker if the broker is representing the landlord.”

Opening is a sustained education process. As Seth sums it up, “It’s very much an education process for everyone.” Laurie’s final filter is people and process. “A lot about starting a restaurant is about knowing what questions to ask and then having the ability to get connected with people that are respected in the industry, charge reasonably, are reliable, and are going to do what they say they’re going to do.”