Chef Joe's at Roadhouse · Delta Roadhouse
Every price, what each plate costs to make, and exactly what the Roadhouse receives — under both readings of “a dollar from each plate,” which is still the one term nobody has written down.
4.3-allergens.
Costs change there and this page is regenerated from them — it has no way to write back,
which is deliberate: it is the page that gets shared.price, what it costs, what each side gets
The fee lands on an order, not on a bottled drink that rides along with one. The ice cream is the exception — cones and shakes carry the $1.00 themselves, by Joe’s own decision rather than any term that was asked for. Switch the control above to each item and the fee appears on everything.
Every ingredient behind these numbers carries a source and a date. Where a price is a published survey rather than an invoice or a supplier quote, the engine holds it as a band rather than a point — butter, for instance, is the USDA’s advertised average for Colorado’s region this month, not a Sam’s Club receipt.
| Plate | Price | Food | To Roadhouse | Joe keeps | Food % |
|---|
the one term still unwritten
“A dollar from each plate” reads two ways, and the gap is wider than any cost decision in the business. A burger, fries and a drink is one order and three items.
| Orders a service | Per order | Per item | Difference | Per order, of sales | Per item, of sales |
|---|---|---|---|---|---|
| 50 | $57 | $84 | +$27 | 6.1% | 9% |
| 65 | $74 | $109 | +$34 | 6.1% | 9% |
| 75 | $86 | $125 | +$40 | 6.1% | 9% |
| 90 | $103 | $150 | +$48 | 6.1% | 9% |
Both readings are defensible, which is why it needs settling rather than assuming. Percentage rent in food service typically runs 6–10% of gross sales. At 75 orders, per-order lands at 6.1% — inside that range — and it only lands there because the ice cream carries the fee too. Without that it would be 5.4%, below the conventional floor. Per-item lands at 9% — the top of it.
The engine has read it as per order since the beginning, because the words were “a dollar from each plate” and a plate has meant an order throughout. That reading has never been confirmed by anyone at the Roadhouse.
And there is a third reading nobody has raised. The catering term
sheet is unsigned and says the Roadhouse will “likely NOT charge for facility usage for
2026.” facility_fee_2026 is recorded as 0.
So the live range is $0, $86, or $125 a service. That is a sentence in an unsigned document deciding the largest recurring number between the two businesses.
75 orders · average contribution $8.53 a unit, across what actually sells
Contribution is what a plate leaves after its food and its share of the Roadhouse fee. It is the number that decides what belongs on a board, not food cost percentage — a 4% item that nobody buys earns nothing.
| Item | Sold | Keeps each | Total | Of profit | Reading |
|---|---|---|---|---|---|
| Smash Burger, single | 23 | $11.62 | $261 | 24.5% | star |
| Smash Burger, double | 14 | $18.20 | $246 | 23% | star |
| The Weeknight, single smash plus friesfryer | 15 | $15.98 | $240 | 22.4% | star |
| Tallow Fries, regularfryer | 17 | $7.61 | $126 | 11.8% | plowhorse |
| Tallow Fries, largefryer | 8 | $10.44 | $78 | 7.3% | puzzle |
| Bottled Soda | 34 | $1.34 | $45 | 4.2% | plowhorse |
| Milkshake, 16 oz | 4 | $7.31 | $27 | 2.6% | dog |
| Ice Cream Cone, single scoop | 5 | $4.52 | $20 | 1.9% | dog |
| Ice Cream Cone, waffle | 2 | $6.19 | $14 | 1.3% | dog |
| Bottled Water | 6 | $1.77 | $11 | 1% | dog |
| THE SMOKEfryer | 0 | $26.07 | $0 | 0% | not launched |
| Gochujang Chicken Salad | 0 | $12.01 | $0 | 0% | not launched |
| Bang Bang Chickenfryer | 0 | $13.03 | $0 | 0% | not launched |
| Add garlic aioli | 0 | $0.87 | $0 | 0% | not launched |
| Add a slice of cheese | 0 | $0.85 | $0 | 0% | not launched |
| Add caramelised onion | 0 | $0.92 | $0 | 0% | not launched |
| Add a Wagyu patty | 0 | $6.77 | $0 | 0% | not launched |
| Add shaved pecorino | 0 | $1.36 | $0 | 0% | not launched |
reasoning, risk, and the fallback if it does not work
Why it works: an add-on rides on an order that has already paid the $1.00 Roadhouse fee, so the upcharge carries none of it. Nothing else on the menu has that property.
These are now live, costed, priced items in the engine, built from stock already carried and prep already done — none adds a supplier, a batch or a step.
One of them is not a judgement call. A single is $15 and a double is $23, so the menu already prices this exact patty at $8.00. Put the add-on below that and a single plus a patty becomes a cheaper double — at $3 that is a $5 leak on the second-biggest earner on the board. At $8.00 both routes cost the guest the same and there is nothing to game. The condiments are free of that problem, which is why they sit at a dollar.
| Add-on | Costs | Price | Keeps | Food % |
|---|---|---|---|---|
| Add caramelised onion | $0.083 | $1.00 | $0.92 | 8% |
| Add garlic aioli | $0.133 | $1.00 | $0.87 | 13% |
| Add shaved pecorino | $0.135 | $1.50 | $1.36 | 9% |
| Add a slice of cheese | $0.150 | $1.00 | $0.85 | 15% |
| Add a Wagyu patty | $1.226 | $8.00 | $6.77 | 15% |
These prices are suggested and pending your say-so — they are the one set of numbers on this page I chose rather than recorded.
The benefit: at 51 burgers a service, one condiment add-on on a quarter of them is about $195 a month. One added patty on a twentieth of them is another $293. No new supplier, no new equipment, no change to the board prices.
What breaks it: one person at a window cannot upsell verbally while cooking. If add-ons live only in the order-taking, they will not sell.
The workaround: put them on the board as a printed list beside the burgers, so they sell themselves while your hands are busy. If take-up is still under 10% after two weeks, fold the best one into a named specialty instead — a menu item sells where an upsell does not.
Why it works: the double keeps $18.20 against $11.62 — about $6.59 more for one extra scoop and a slice of cheese. It is the highest-contribution item and it sells least of the three.
The benefit: costs nothing. Board position, naming and order of listing do the work.
What breaks it: $23 is a hard number to say yes to in this market, and pushing it can make the single look like the sensible choice rather than the cheap one.
The workaround: if the double stalls, do not discount it — introduce a third tier above it. A triple at $28–30 costs one more scoop and makes $23 read as the middle option rather than the expensive one.
Why it matters: the salad and the Bang Bang are priced, active, and forecast at zero. Each would keep more than a regular fries order. An item nobody orders still costs prep, inventory and board space.
The bottleneck: Bang Bang is fried. It competes for the one vat with fries, which ride on most orders. The salad does not touch the fryer at all.
The move: if you keep one, keep the salad — same contribution, no throughput cost, and it travels for catering where fries never will. If both stay, give them a real share in the engine so they appear in prep and ordering; leaving them at zero means you will not have the ingredients when someone asks.
The constraint: 39 fried portions a service already, one every 6 minutes, from one vat under a hood sized for one fryer. Every new fried item competes with fries.
The benefit: a specialty burger costs nothing in throughput and carries the same fee-free upcharge as an add-on — but it reads as a menu item, which sells where an upsell does not.
What breaks it: every extra build is another thing to hold in your head on a busy line, and specials that need their own prep die first when a service runs long.
The workaround: build specials only from stock already carried and prep already done. One new sauce or one new cheese, never a new sub-recipe. If a special needs its own prep batch, it is a menu change, not a special.
Why: catering is becoming the more frequent of the two, and fries are both the throughput ceiling and the item that travels worst.
The benefit: off-site, burgers and the chicken salad scale in a way fries never will. A catering menu without fries removes the fryer from the constraint list entirely and lets volume rise past what the courtyard can serve.
The bottleneck: two menus is two prep lists, two order sheets and two sets of pack-downs for one person.
The workaround: make the catering menu a strict subset of the courtyard menu minus the fryer, not a separate menu. Same recipes, same suppliers, same prep — fewer items. Nothing new to learn and nothing extra to buy.
what switching these on actually costs
Three sauces are already built, costed and sitting in the prep file. Two of them earn nothing today, because the only items that used them are switched off or forecast at zero. Turning a sauce on is the cheapest menu change available — the recipe, the yield and the shelf life are already written down.
| Sauce | Per fl oz | Batch | Keeps | Earning today |
|---|---|---|---|---|
| Bang bang sauce | $0.1,240 | 52 fl oz | 7 d | nothing |
| Garlic aioli | $0.1,333 | 34 fl oz | 7 d | nothing |
| Gochujang dressing | $0.1,791 | 44 fl oz | 7 d | nothing |
The benefit: a sauce is the highest-leverage thing on this list. Garlic aioli costs $0.133 a serve against a $2–3 upcharge, and it is the difference between “a burger” and “a burger you have to describe to someone.” It also gives a plain smash burger a second version without a second build.
What breaks it: every open sauce is a 7-day clock and a labelled container in a cold box that is already carrying prep for four burgers and the fries. Sauces do not fail on cost, they fail on date labels and space. Three open squeeze bottles for an item that sells twice a night is waste dressed up as choice.
The workaround: one sauce at a time, for two weeks, and only a sauce whose batch is already being made for something else. If a new sauce does not clear its batch inside its shelf life twice running, it comes off — that is a measurable test, not a judgement call.
Smoked half-pound blend, basted in garlic butter to order, with pecorino-and-seasoning fries and a drink.
It is switched on, costed at $7.935, priced at $35.00, and deliberately forecast at zero. At that price it runs 22.7% food cost and keeps $26.07 after the fee — more than any other plate. Note what that percentage means: the smash burgers run 14–16%, so $35 is the least aggressive markup on the menu, not the most. Matching the double’s 16% would price it at $50.
Burger, fries and drink on one order, so it carries one $1.00 Roadhouse fee rather than three. Under the per-item reading that bundling is worth $2.00 a plate.
The half pound is already there. The portion is 6 oz cooked, which takes 10 oz of raw blend — 0.625 lb. Menu weights are conventionally stated pre-cooked, so “half pound” is accurate as built and slightly understated. Going to a full 8 oz served costs $1.41 more a plate and drops the batch from 32 to 24, which breaks the rule below.
Cap it at 32, not 35. One batch is 20 lb of blend, 8 hours in the smoker, and exactly 32 portions. Capping a service at the batch means one smoke, one service, no remainder and nothing left on a 2-day clock. 35 and 35 a day is 2.19 batches — a part-batch every day, which is where waste comes from. 32 and 32 is exactly two.
The blocker is regulatory, not culinary. Its smoking blend is gated in the engine: the smoke-to-chill-to-sear process needs written Delta County Health sign-off before it can be served to anybody. Putting the item back on the board does not lift that, and no amount of pricing work will.
Why its share is held at zero on purpose. A share here would put pounds of smoking blend on an order sheet and eight hours of offsite smoker time on a prep list, for a process that is not approved. The share goes in the day the sign-off is in hand.
The second bottleneck, once it clears. THE SMOKE carries fries, so it lands on the fryer — already the binding constraint at 39 portions a service. It is also an offsite, 8-hour, hold-2-days prep, which makes it the only item on the menu that cannot be recovered mid-service if it runs out.
How to open it. Not at 32 and 32. Earn the second batch:
| Phase | Batches a day | Plates a day | Sells | Keeps | When |
|---|---|---|---|---|---|
| 1 | 1 | 32 | $1,120 | $834 | OPEN HERE. One batch a day, sold across both services until gone. Not 32 at lunch and 32 at dinner. |
| 2 | 2 | 64 | $2,240 | $1,668 | Move here only after phase 1 sells out TWICE RUNNING. |
The exposure, in one number. A batch costs $135 of blend before anything else and lasts 2 days. Smoke two batches for a day that only half turns up and that is roughly $135 of the most perishable, most expensive prep on the menu to move or lose. Start at one batch a day and raise it after it sells out twice, rather than opening at 32 and 32.
The drink in the bundle is a Roadhouse question, not a costing one. A drink inside a $35 plate is a beverage sale that does not happen at their bar. That is the one thing on this page most likely to need their yes before it goes on a board.
The workaround: run it as a named limited item in fixed counts rather than a standing menu item — smoke a set number, sell them until they are gone, and the prep, the fryer load and the shelf life are all bounded in advance. That also makes it the reason to come on a specific night, which a permanent item never is.
the one place taking nothing is the right trade
ANY menu item containing alcohol is a Delta Roadhouse sale at 100%. Vivere Colorado LLC takes no share of an alcohol sale, does not price it, does not ring it and does not invoice a customer for it.
Why zero rather than a share. The Roadhouse holds the liquor licence and Vivere does not. Two separate risks follow from that, and taking 0% avoids both: (1) an unlicensed party that invoices or rings an alcohol sale can be treated as SELLING alcohol, and (2) sharing the profit of an alcohol sale can look like an undisclosed financial interest in the licence, because Colorado defines an owner partly as whoever has the opportunity to gain profit from the operation.
Verification. NOT VERIFIED AT SOURCE. The above reflects Colorado Liquor Rules (1 CCR 203-2) and DOR Bulletin 18-05 as described in search results on 6 Sep 2026; the state site returned 403 and the bulletin text was NOT read directly. Treat as the reason to ask their liquor attorney, not as legal advice. The chosen structure is the conservative one either way, so the answer does not change the plan.
How it runs: The trailer supplies a shake base as an ingredient and invoices it like any other wholesale line. The Roadhouse pours, serves in their glassware, rings it on their POS and keeps the whole ticket.
| Route | Price | Cost | Joe keeps |
|---|---|---|---|
| Sell the 16 oz shake yourself | $9.75 | $1.441 | $7.31 |
| Supply 5 oz of ice cream at $1.50, bar sells the spiked one | $1.50 | $0.484 | $1.02 |
| Do nothing — the bar builds its own | — | — | $0.00 |
A correction worth recording. The first pass modelled this as a blended shake base at $4.00. Put through a bar's own arithmetic that is a 43% cost on a $14 drink — roughly double what a bar runs, and it would have been refused. The workable unit is ice cream by the serving: 5 fl oz at $1.50 leaves the bar at 25% and still keeps $1.02 a serving on the supply line, which is 68% of it.
The one real risk is cannibalisation. A spiked shake at the bar competes with the $9.75 shake at the window, and the window keeps $7.31 against $1.02 on a serving. Every spiked drink that replaces a plain shake costs about $6.29 — which is why the floor on their menu price matters more than the transfer price does.
what they see, and what each one is worth here
Sent to them as a separate card at https://roadhouse-courtyard.pages.dev/drinks, with a calculator they fill in themselves. None of these has been built, costed or tested — they are suggestions, and the only hard column is the last one.
| Drink | They pour | We scoop | Anything new? |
|---|---|---|---|
| The Ute Street Mudslide | Vodka, coffee liqueur, Irish cream | Vanilla, whole milk, chocolate syrup, whipped cream | nothing |
| Bourbon Butterscotch | Bourbon, butterscotch schnapps | Vanilla, whole milk, whipped cream | butterscotch sauce for the dessert side, if you want it drizzled |
| Roadhouse Root Beer Float | Vanilla vodka, or bourbon for the grown-up version | Vanilla, root beer from your gun | nothing |
| Black Canyon Grasshopper | Crème de menthe, crème de cacao | Vanilla, whole milk, chocolate syrup | nothing |
| Affogato, Spikedpremium | Amaretto, hazelnut or coffee liqueur | Two scoops vanilla, hot espresso poured at the table | espresso — this one lives or dies on whether you have a machine |
| Salted Caramel White Russianpremium | Vodka, coffee liqueur | Vanilla, salted caramel, flaked salt | salted caramel sauce |
| Cherry Amaretto Float | Amaretto | Vanilla, maraschino cherries, soda from the gun | nothing |
| Mimi's Boozy Sundaepremium | A liqueur float — Irish cream, amaretto or coffee, poured over | Whatever is in the case that week, built as a sundae | nothing |
at $1.50 a serving
| Drinks a service | Cost | Invoiced | Keeps a service | A month |
|---|---|---|---|---|
| 5 | $2.42 | $7.50 | $5.08 | $86 |
| 10 | $4.84 | $15.00 | $10.16 | $173 |
| 20 | $9.68 | $30.00 | $20.32 | $345 |
It is a small line, and that is the point. Ten a night is about $173 a month on drinks that cannot legally be sold from the window at any price. It will never be a big number; it is close to free, it costs no fryer time, no prep and no window minutes, and it puts Mimi’s product in front of people who came for a drink rather than a dessert.
The workaround: agree a floor on the bar’s price. If the spiked version is priced as the premium drink it is rather than a dollar or two over the plain one, it draws a different customer instead of moving the same one. That is a conversation to have before the first one is poured, not after.
food plus labour — the number an operator actually runs on
A menu can have flawless food cost and still lose money on the people cooking it. Prime cost puts both against sales, and it is the figure a lender, a landlord or a buyer will ask for. Labour is held as a period cost, never pushed into a plate: a salary does not change because somebody orders another burger, and folding it into a recipe would make every plate look dearer on a slow night.
| Orders a service | Sales | Food | Labour | Prime |
|---|---|---|---|---|
| 50 | $930 | 17.3% | 23.7% | 41% |
| 65 | $1,209 | 17.3% | 18.3% | 35.5% |
| 75 | $1,394 | 17.3% | 15.8% | 33.1% |
| 90 | $1,673 | 17.3% | 13.2% | 30.5% |
Read the labour column, not the food column. Food cost sits at 17.3% whatever the volume — that is what a food cost percentage does. Labour is the one that moves: it is 23.7% of sales at 50 orders and 13.2% at 90, because the wage is the same either way. That is operating leverage, and it means volume is worth more to you than margin is. Fifteen more orders a night are worth more than any price rise on this page.
10.8 hours of somebody, for every service. 6.8 hours of prep from the batches the plan actually calls for, plus 4 hours at the window. Across 204 services that is 2,193 hours a year, or about 42.2 a week.
Which makes $45,000 an effective $20.52 an hour — and that is before ordering, invoicing, catering enquiries, marketing, the Health Department or a single hour of driving. Prime cost at 33.1% says this business is healthy. The hours say you are the binding constraint, not the fryer.
Both things are true at once and they point the same way: the cheapest capacity you can buy is not equipment, it is somebody else doing the prep.
Why your own burden is set to zero, deliberately. If Vivere Colorado LLC is a single-member LLC taking an owner draw, there is no employer FICA, no FUTA, no SUTA, and Colorado FAMLI does not require a self-employed owner with no employees to register. Workers’ compensation also lets an owner reject coverage for themselves outside construction. So $45,000 is the cost to the business, full stop. Self-employment tax at 15.3% is real money, but it is your personal tax on net profit — putting it in a kitchen cost line would double-count it.
Two things would change that. Electing S-corp and running real W-2 payroll adds roughly 10–12% employer burden, taking $45,000 to about $49,950. And a second person is an employee, who does carry burden — FAMLI at 0.44% of wages for a business with nine or fewer employees, FUTA, Colorado SUTA, and workers’ compensation, which is not optional for employees the way it is for an owner.
partly — and here is exactly which part
Every plate cost on this page is built the way a kitchen costs a recipe: purchase price, divided by yield, through the batch, onto the plate. What differs line by line is how much the purchase price is worth trusting. An invoice is a receipt. A quote is a promise. A market figure is research, which is a guess with a date on it.
Two receipts change almost everything. Beef is $79.10 a service on a quote, and bottled soda is $72.97 on a market figure nobody has verified. Between them that is 63% of the food spend. A Homestead invoice and a Sam’s Club receipt would take this model from 19% real to 82.2% real in an afternoon. Nothing else on this list comes close.
| Ingredient | $ a service | How the price is known | As of |
|---|---|---|---|
| Ground beef, 80/20 American Wagyu | $79.10 | quoted | 2026-09-03 |
| Bottled soda, 20 oz | $72.97 | researched | 2026-08-31 |
| Brioche sesame bun, 4 in sliced | $37.30 | receipt | 2026-09-02 |
| Potato for fries, variety TBD | $11.90 | researched | 2026-08-27 |
| American cheese, sliced | $7.27 | receipt | 2026-09-02 |
| Burger wrap or clamshell | $6.32 | researched | 2026-08-26 |
| Ice cream, hard pack | $5.74 | researched | 2026-08-27 |
| Yellow onion, for caramelising | $4.81 | researched | 2026-08-26 |
| Goldees BBQ brisket seasoning | $3.87 | quoted | 2026-09-06 |
| Fry carton | $2.92 | researched | 2026-08-27 |
| Dill pickle chips, crinkle cut | $1.82 | researched | 2026-08-26 |
| Bottled water | $1.40 | researched | 2026-08-31 |
| Beef tallow, fry medium | $1.29 | receipt | 2026-09-02 |
| Chocolate dessert syrup | $0.80 | researched | 2026-08-27 |
| Waffle cone | $0.71 | researched | 2026-08-27 |
| Whipped topping | $0.58 | researched | 2026-08-27 |
| Milk, whole | $0.45 | researched | 2026-08-27 |
| Salt and seasoning, aggregate | $0.44 | researched | 2026-08-26 |
| Cake cone | $0.37 | researched | 2026-08-27 |
| Maraschino cherry | $0.31 | researched | 2026-08-27 |
| Cold cup, 16 oz | $0.22 | researched | 2026-08-27 |
in the order it would earn its keep
What is missing: everything here is theoretical food cost, which is recipe times price. Real COGS is opening inventory + purchases − closing inventory, counted. The gap between the two is the only thing that tells you whether the kitchen is running the way the recipes say it does.
Why it tops the list: a 3% gap is normal. Past 5% is over-portioning, waste, giveaways or theft, and no amount of recipe costing will show it to you. On $240.78 of food a service, five points is $205 a month leaving unrecorded.
What it costs you: a weekly count. Fifteen minutes with a scale on the same day each week, before the delivery lands.
What I need: one count to start — every open case and tub, weighed
or counted — plus the purchase invoices for that week. The engine can hold both and
report the variance. actuals currently holds
nothing at all.
What is missing: there is no labour in this model anywhere. Food cost is half the picture and it is the smaller half. Operators run on prime cost — food plus labour against sales.
The benchmark: prime cost generally wants to sit under 60–65% of sales. Food here runs 17.3%, which looks excellent — and will look considerably less excellent once two people on a four-hour service are counted against it.
Why it matters more than it sounds: a menu can have perfect food cost and still lose money on labour. THE SMOKE is the example already on this page: eight hours of offsite smoker time that no food-cost figure in this report charges it for.
What I need: hourly rates, who works a service, and whether you pay yourself. Then a plate can carry a labour minute as well as a dollar.
What is missing: 9 prep yields are marked assumed rather than measured. Fries are the expensive one — potato is $11.90 a service and the entire figure rests on a 0.58 yield nobody has ever weighed.
What it costs you: four weights and twenty minutes. Carton in, after cutting, after blanching, finished portion. That one test retires the largest assumption in the file.
What is missing: freight, fuel surcharge, minimum-drop fees, case-break charges, credits for returns. None of it is modelled. The Shamrock invoice on file is page 1 of 2 — if there is a freight line, it is on the page I have not seen.
What I need: page 2, and what the minimum drop is.
What is missing: the model carries a flat 25% waste factor on ordering. That is a planning cushion, not a measurement, and 25% is high enough that being wrong in either direction costs real money.
What I need: a waste log for two weeks. Spoiled, dropped, comped and staff meals are four different problems with four different fixes, and right now they are one number.
The honest summary. As a pricing model this is sound: the
recipes, yields and plate costs are built the way a kitchen builds them and the arithmetic
has tests behind it. As a COGS model it is 19% real and the rest
is well-sourced estimating. As a forecasting model it is honest about volume but has
never met a real service — actuals is empty, so not one number here has
been corrected by a night of tickets. Three different maturities, and worth not confusing
them.
derived from every recipe, prep and sub-prep — opening is 13 September
The engine walks each plate down through its preps to the ingredient that carries the allergen, so this matrix is generated rather than typed. It is not a substitute for reading a label, and it cannot see your line.
The fryer is a shared allergen path, and no recipe on this page shows it. There is 1 vat. Tallow Fries carry no major allergen by recipe — and Bang Bang Chicken is breaded in wheat flour and fried in the same oil. A guest who orders fries because they cannot eat wheat would be served wheat.
engine.allergens() walks recipes. It cannot see shared equipment, shared oil, shared tongs or a shared scoop, so a recipe-clean item can still be a cross-contact item. No allergen matrix anywhere substitutes for knowing your own line.
Three ways out, cheapest first:
The middle one is nearly free: Bang Bang is already forecast at zero, so dropping it makes the fryer wheat-free at no cost to the forecast.
| Item | milk | egg | fish | shellfish | tree nuts | peanuts | wheat | soy | sesame | Label checked |
|---|---|---|---|---|---|---|---|---|---|---|
| Smash Burger, single | ● | ● | · | · | · | · | ● | · | ● | not checked |
| Smash Burger, double | ● | ● | · | · | · | · | ● | · | ● | not checked |
| Tallow Fries, regular | · | · | · | · | · | · | · | · | · | none to check |
| Tallow Fries, large | · | · | · | · | · | · | · | · | · | none to check |
| THE SMOKE | ● | ● | · | · | · | · | ● | · | ● | not checked |
| The Weeknight, single smash plus fries | ● | ● | · | · | · | · | ● | · | ● | not checked |
| Gochujang Chicken Salad | · | ● | · | · | · | · | ● | ● | ● | not checked |
| Bang Bang Chicken | · | ● | · | · | · | · | ● | · | ● | not checked |
| Ice Cream Cone, single scoop | ● | · | · | · | · | · | ● | · | · | not checked |
| Ice Cream Cone, waffle | ● | ● | · | · | · | · | ● | · | · | not checked |
| Milkshake, 16 oz | ● | · | · | · | · | · | · | · | · | not checked |
| Bottled Soda | · | · | · | · | · | · | · | · | · | none to check |
| Bottled Water | · | · | · | · | · | · | · | · | · | none to check |
| Add garlic aioli | · | ● | · | · | · | · | · | · | · | not checked |
| Add a slice of cheese | ● | · | · | · | · | · | · | · | · | not checked |
| Add caramelised onion | · | · | · | · | · | · | · | · | · | none to check |
| Add a Wagyu patty | · | · | · | · | · | · | · | · | · | none to check |
| Add shaved pecorino | ● | · | · | · | · | · | · | · | · | not checked |
On the menu: egg, milk, sesame, soy, wheat. Not on it: fish, shellfish, tree-nuts, peanuts — which is why the 10 lb of shrimp sitting unused matters more than its price. It would add the one group the menu currently avoids entirely.
Clean by recipe: Tallow Fries, regular, Tallow Fries, large, Bottled Soda, Bottled Water, Add caramelised onion, Add a Wagyu patty. Worth knowing which items you can offer someone who asks — subject to the fryer note above, which applies to the fries and not to the rest.
Nothing here has been checked against an actual label. Every allergen shown is what the ingredient record claims, and those claims came from product descriptions rather than packaging. Before 13 September the three that matter most are the ones on your best sellers: the brioche bun, the cheese, and the Goldees rub.
read from the file, not typed by hand — it cannot go stale
Everything below is derived from the same records the costing uses, so it updates itself. A checklist somebody maintains by hand goes wrong the first week nobody remembers to update it.
$156.90 of the $319.87 Shamrock order — 49% of it — was food no active menu item uses.
| Bought and unused | Pack | Allergen | Standing |
|---|---|---|---|
| Fountain syrup, bag in box | $122.09 | — | carried, not bought |
| Chicken breast, single 4 oz boneless skinless | $84.97 | — | on the invoice |
| Shrimp, peeled and deveined, 21-25 | $71.93 | shellfish | on the invoice |
| Lime | $48.29 | — | carried, not bought |
| Cold cup, 22 oz | $39.59 | — | carried, not bought |
The shrimp keeps — it is frozen — but it puts shellfish on a menu that declares no allergen at all. The chicken is refrigerated and was delivered on 2 September, so unlike the shrimp it has a clock on it. Neither is a costing problem; both are money already spent against recipes that do not exist yet.
| Loop | Count | What it means |
|---|---|---|
| Allergens unverified | 47 | of 48 live ingredients, and 15 of them already declare an allergen. Nothing has been checked against a label. This is the one on the list that is a compliance item rather than a money item. |
| Priced but forecast at zero | 8 | THE SMOKE, Gochujang Chicken Salad, Bang Bang Chicken, Add garlic aioli, Add a slice of cheese, Add caramelised onion, Add a Wagyu patty, Add shaved pecorino. Each is on the board and in no forecast, so none appears on a prep list or an order sheet. |
| Prices I chose, not you | 6 | Bottled Water, Add garlic aioli, Add a slice of cheese, Add caramelised onion, Add a Wagyu patty, Add shaved pecorino — still marked pending. |
| Yields assumed, never weighed | 9 | Fries are the expensive one. Four weights and twenty minutes retires it. |
| Cannot be sold yet | 1 | THE SMOKE — waiting on written Delta County Health sign-off. |
| Decisions still open | 2 | Confirm or overrule the five add-on prices and the bottled water. Two invoice lines have no menu item: 10 lb shrimp and 20 lb chicken breast. |
three of these are Joe’s, two are shared