Coppersmith Table Group
$11.6M revenue · 6 locations · 214 staff
Coppersmith operates six restaurants across three concepts. Two carry the group, one is quietly bleeding, and consolidated reporting hides all of it. The founder's daughter runs operations and is the presumptive successor, but nothing has been formalized.
The question on the table
Which locations do we keep, which do we close, and how do we hand this to the next generation?
Company file
- Revenue
- $11.6M
- Locations
- 6
- Blended prime cost
- 67.4%
- Staff
- 214
- Oldest location
- 17 years
What the system found
+$412k
EBITDA recovered by closing one unit and repricing two menus
67.4% → 61.8%
Prime cost after the labor scheduling changes
0 → 100%
Succession documentation, from nothing to a signed plan
Unit economics, cash timing, competitive position, and a family handoff.
Comprehensive Financial Analysis
Six locations, unmasked
| Location | Revenue | Prime cost | 4-wall EBITDA | Verdict |
|---|---|---|---|---|
| Coppersmith Downtown | $3.10M | 61.2% | $487k | Keep — flagship |
| Coppersmith Riverside | $2.42M | 63.8% | $291k | Keep |
| Foundry Tap (North) | $2.01M | 66.1% | $164k | Reprice menu |
| Foundry Tap (Airport) | $1.68M | 72.4% | −$88k | Close at lease end |
| Marlowe's | $1.44M | 70.9% | $21k | Reprice + labor fix |
| Coppersmith Catering | $0.95M | 58.4% | $203k | Expand |
- HighThe airport unit has lost money for nine consecutive quarters
It is funded by the flagship. The lease expires in fourteen months — do not renew, and stop reinvesting in it now.
- MediumCatering has the best margin and the least attention
58.4% prime cost with no dedicated salesperson. This is the growth lever hiding in plain sight.
Cash Flow Command
Thirteen weeks across six units
Cash on hand
$308k
Weekly burn (Jan)
$61k
Runway
11 weeks
After the airport closure
24 weeks
Q1 seasonal trough
Patio season recovery
Catering contracts booked
Airport unit drag
Competitive Position Radar
What the block is doing
| Competitor | Signal | So what |
|---|---|---|
| Harlow & Vine | Entrée prices up 9% with no traffic loss | You have pricing headroom you are not taking |
| The Brass Rail | Review velocity up 3x since a new GM | Talent to recruit or a threat to watch |
| Union Yard | Launched lunch service | Directly hits Riverside's weakest daypart |
| Sable Kitchen | Closed | Absorb their catering accounts |
Family Transition & Successor Simulator
Handing it to the next generation
Define the successor's authority by decision type
Menu and hiring today, capital and real estate at 24 months
Founder + successor
Value the business independently of family opinion
4.1x on normalized EBITDA excluding the airport unit
Address the two non-operating siblings
Equity vs. note vs. life insurance modeled three ways
Document the founder's supplier relationships
Nine key vendor relationships exist only in his phone
Set the founder's exit date in writing
The single highest-predictive factor in successful handoffs
- HighNine vendor relationships are personal, not corporate
Two of them provide below-market pricing that will not survive the founder's departure. Modeled cost of losing them: $71k a year.
What would this look like for your business?
Coppersmith Table Group is illustrative. The tools are not. Point them at your own numbers and you will have the first version of this file inside an afternoon.