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Nashville is one of the fastest-growing restaurant markets in the country. That’s the headline. Here’s the part nobody talks about: fast growth in a tourist-heavy market is one of the hardest operating environments there is.
Your Broadway location might do $4M a year. Your East Nashville spot might do $1.2M. They require completely different staffing models, different purchasing rhythms, different labor structures. If you’re trying to run both with the same systems — or no systems — the growth will expose you before you’re ready.
Accross provides restaurant management consulting for Nashville operators who are past the startup phase and starting to feel the weight of running it all without real infrastructure.
Book a free 30-minute profitability review. We’ll identify your biggest operational leaks — no pitch, no obligation.
Broadway and Lower Broad run on tourist volume — enormous peaks from April through October, CMA Fest, NFL weekends, bachelorette parties year-round. East Nashville, Germantown, 12South, and Midtown run on locals with a steadier but lower revenue base.
Most multi-location Nashville operators are trying to manage both profiles with the same systems. That doesn’t work. The staffing model, purchasing rhythm, and menu pricing that make sense on Broadway don’t translate to a Germantown neighborhood spot, and vice versa.
Nashville operators overstaff for CMA Fest and understaff in January. They over-purchase in summer and get caught short in shoulder season. The fix isn’t hustle — it’s a scheduling model and a purchasing system that accounts for your actual demand curve by location, by week, by daypart.
Industry turnover of 70–100% annually is common, which makes getting the labor model right even more critical.
A lot of Nashville operators come to us at the same moment: the concept is working, revenue is growing, and the systems are breaking. The owner-as-operator model that got you through year one doesn’t survive a second location.
You need accountability systems, manager scorecards, documented SOPs, and a weekly reporting rhythm that lets you manage by data instead of by walking the floor at every unit.
Analyzing P&L, POS data, vendor contracts, labor schedules, and operational workflows across every location. For Nashville specifically, we’re looking at how your revenue and cost structure breaks down between tourist-driven and local-driven locations, whether your staffing model reflects actual seasonal demand by unit, where your food cost variance is coming from — purchasing, portioning, or waste — and whether your vendor contracts reflect current Nashville market pricing.
We don’t hand you a report and disappear. We rebuild your labor scheduling model around your actual demand curve — by location, by daypart, by season. We renegotiate vendor contracts with data. We standardize recipes and portion specs across locations.
We install a weekly reporting rhythm so you have P&L visibility every seven days. We build the accountability infrastructure — manager scorecards, weekly cost targets, HR and onboarding documentation — that lets your managers run their units without you in the building.
Some Nashville clients keep us on retainer as a fractional CFO — particularly useful when evaluating a new location, negotiating a lease, or preparing for investor conversations. Others bring us back seasonally to recalibrate systems as the business evolves. We track KPIs and make sure the systems we built are holding.
CEO
Independent restaurant groups with 2–20 locations doing $2M–$40M in annual revenue. Nashville operators running locations across Broadway, East Nashville, Germantown, the Gulch, 12South, or Midtown. Growth-stage operators who know they need better systems but don’t have time to build them.
Accross was founded by Naki Soyturk, who has Big 4 public accounting experience and served as CFO and Interim CEO of a 10-location, ~$70M restaurant group — scaling to 600+ employees and building cost management systems across every unit.
We’re a national practice based in Miami with experience across independent groups from New York to Dallas. All of our client work is conducted remotely. We’ve built these systems. We know what breaks when you don’t have them.
Here’s what happens on the call: we look at your unit-level P&L, identify where your biggest operational and financial leaks are, and give you a clear picture of what fixing them is worth. If we can’t find a meaningful path to savings, we’ll tell you that too. No obligation.
Call 786-763-2428 or book online.
At the end of the Discovery phase, we agree on specific financial targets together — whether that’s reducing your food costs by a defined percentage, improving labor efficiency, or closing cash flow gaps. Those targets are written into our engagement.
We build the systems, restructure the processes, and train your team to execute.
If we don’t hit the targets we agreed on, we keep working at no additional cost until we do. The only thing we can’t control is whether you implement what we build. Our guarantee assumes good-faith execution on both sides: we deliver the strategy, the systems, and the training. You commit to following through with your team.
In 20 years and across dozens of restaurant engagements, we’ve never failed to deliver when the operator was willing to do the work. That’s not a marketing claim — it’s our track record.
The operators who get the most out of consulting aren’t usually the ones in crisis — they’re the ones who are doing well and want to scale without losing what’s working. If you’re profitable but you’re not sure why, or you’re thinking about a second location and want to make sure Unit 1 can run without you, those are exactly the right moments to bring in outside eyes.
If any of this sounds familiar, it’s time to talk.
We treat each location as its own business with its own financial profile. A Broadway tourist-driven operation needs a different staffing model, purchasing rhythm, and menu pricing strategy than an East Nashville or Germantown locals spot. We build location-specific operating plans and consolidated reporting so you can see both the individual unit performance and the group-level picture.
Most operational consulting engagements run between 6 months to one year with defined deliverables. Some clients continue with ongoing fractional CFO advisory or bring us back for specific projects — lease negotiations, expansion modeling, annual system recalibrations. We scope every engagement before quoting, and there are no open-ended retainers with vague outcomes.
We bring the financial and operational framework that works across markets, combined with specific Nashville knowledge: the Broadway tourist-vs-local revenue split, Tennessee’s liquor-by-the-drink tax implications for menu pricing and cost structure, the seasonal pattern by neighborhood (Broadway peaks are not East Nashville peaks), and the cost pressures that come with Nashville’s rapid growth. We do the research and we build the engagement around your market — not a generic template.
Our core focus is operators with 2–20 locations where the complexity justifies fractional executive-level support. That said, if you’re running one Nashville location and planning your second in the next 6–12 months, that’s a good time to engage us — getting the operational foundation right before you split your attention is significantly cheaper than fixing it after.