Secured with Microsoft authentication (Entra ID) for your security
Role-level security — what you can see is scoped to your assigned role
Why this looks locked down. The confidentiality marking, the role-scoped login, and the data-handling protocol you see here are not set dressing — they are the same controls we apply to every live engagement. Security and compliance are part of the build, not an afterthought. See the Security tab inside.
Demonstration environment — synthetic data. This is a product demo. Every number, unit, login, and metric shown is made-up sample data created only to illustrate how the platform works. It is not Sub Culture Sandwich Co.'s actual financials and represents no real customer, operator, or franchisee. Strictly confidential and intended solely for the named recipient — please do not distribute, screenshot, or forward.
SC
Sub Culture Sandwich Co.Network · 13 units · 10 states
⌄
Sub sandwich franchiseCurrent to yesterdayNetwork Admin — full access
LP
Laura PierceCOO
Home
Standard Ledger — Network Cash P&L
One chart of accounts, every unit, built from each office's operating systems — not 13 different QuickBooks. A sub shop lives on food cost, labor, and speed, so the ledger is built around store-level margin and the operating lines. Click any line to drill in.
Columns by
PeriodTTM · $000s
Every figure traces to source transactions in each unit's systems. Switch columns to re-cut the same P&L by any dimension — this is the comparability the franchisor can't get today.
Marketing & Acquisition
Where your customers come from, what each channel costs to acquire, and which ones convert and come back. Built for the operator: grow your loyalty app, referrals and catering, and cap the discount channels.
Acquisition channels · trailing twelve months
Lead-to-first-order is the share of leads from a channel that placed a first order. CAC is the blended cost to acquire one customer from that channel. Illustrative, synthetic data.
Benchmark
Every unit scored against the network median on the metrics that drive home-care economics. Color shows the quartile within the Options network — the network health radar from the pitch.
Top quartileMidBottom quartile
Unit
Type
Revenue
Gross margin
Net margin
Bill rate
Util.
Overtime
90-day ret.
Inq→Adm
DSO
Gross margin vs net margin · where overhead eats the spread
The Read — what the radar shows
Core KPIs
The numbers a home-care operator should see every month — funnel, labor, revenue engine, and financial health — each against an industry target. This is the monthly numbers meeting (Tier 3), standardized across the network.
Slice byNetwork · 16 units
Demand & funnel
Caregiver & labor— the existential side of the business
Revenue engine
Financial health
Tax Planning
Tier 2 of the network finance department. Because Franchise OS already keeps every owner's books, tax planning runs off real numbers — not a March scramble. Below: the network-wide opportunities a CPA would work unit by unit.
Owner entities
16
— S-corp elected
Network owner profit
—
pass-through to owners
Est. current tax
—
blended ~32%
Identified annual savings
—
across 16 owners
Tax-saving opportunities — prioritized by network value
S-corp & reasonable-comp snapshot · sample units
Unit
Owner profit
Reasonable comp
SE tax saved
Quarterly estimates · network
What a unit operator sees — the single-location view (Tier 2)
Each franchisee gets this scoped to their own entity — their books, their estimates, their plan — while the franchisor sees only the anonymized network roll-up above.
Charts
The ledger in graph form — plus operational metrics the P&L can't show. Pick a metric, a comparison, a timeline, and a chart type; everything updates live.
Metric
Compare by
Timeline
Chart type
Latest
—
vs prior period
—
TTM total / avg
—
Best vs worst series
—
—
Latest period by series
Pitch Deck
The franchisor pitch, in the room. Lead with the department, not the plumbing.
01
Sub Culture Sandwich Co. · Franchise OS
One finance department for the entire network.
Every franchisee's bookkeeping, taxes, and monthly numbers meeting — done by the same team, the same way — so the franchisor finally sees every unit's financials in one format, live.
02
The problem
Today your 16 units have 16 different answers to “how are we doing.”
Most have no answer at all. Franchisees don't keep books, don't use a CPA, and have no incentive to. Scheduling software holds the operations; nobody connects it to the money. So there's no gross margin by payer, no true overtime cost, no referral-source ROI — and no comparable numbers for corporate.
03
The offer
We become the network's finance department.
Each owner gets their books, taxes, and a monthly numbers meeting handled — for less than a bookkeeper alone costs. Because it's the same finance department doing every unit the same way, the franchisor gets something no individual CPA could ever produce: every unit's financials, one format, side by side.
04
Why the franchisor wins
It pays for itself in one incremental franchise sale.
Item 19 ammunition
Audit-quality unit economics turn weak or absent financial performance representations into a sales asset. Better data sells more territories, faster, at stronger fees.
Royalty assurance
Royalties run on self-reported gross sales. Warehouse-verified revenue closes the trust gap quietly — no franchisee audits, no friction.
Network health radar
Early warning on margin compression, overtime creep, and census decline — before a unit becomes a default, a resale, or litigation.
Platform stickiness
Built on your proprietary operations system, making your own technology more valuable and harder for a franchisee to leave.
05
What franchisees get
Three tiers — just how much of the finance department you want.
TIER 1 — Automated Accounting
$650–900/unit/mo
Fully automated bookkeeping on the network chart of accounts; monthly financials and a unit dashboard.
Replaces a bookkeeper ($800–1,500) — or the nothing most units use today.
TIER 2 — + Tax
$1,000–1,200/unit/mo
Tier 1 plus entity & owner tax prep, quarterly estimates, and proactive planning by a licensed CPA.
Replaces a bookkeeper + seasonal tax preparer.
TIER 3 — + Growth Advisory
$1,800–2,500/unit/mo
A monthly KPI meeting: census, billed hours, gross margin by payer, utilization, inquiry-to-admission — with peer benchmarks.
Arms your field support with real financials.
06
The math
~$221K of annual network value — and it scales with every territory you sell.
16 units at a blended ~$1,150/month. Sold once to corporate, deployed across every unit, expanding automatically as you grow the network. We grow when you grow.
Network ARR today
~$221K
Per new territory sold
+$14K/yr
Sold to
1 relationship
07
How it integrates
Three placements, ranked.
New franchisees — written into the FDD at the next annual renewal as part of the required technology / back-office stack (any franchisor revenue share disclosed in Item 8, as is standard).
Existing franchisees — endorsed-vendor network rate, adoption incentivized by a modest royalty credit — self-funding through royalty assurance and a growing royalty base.
White-label option — carries the Options brand, billed by the franchisor as a financial-management fee, offset against existing franchisee fees.
08
90-day proof
Pilot on your corporate-owned units first.
Days 1–30: API connections and chart-of-accounts mapping on 2–3 corporate units. Days 31–60: live unified financials and unit dashboards. Days 61–90: the first cross-unit benchmark deck — the asset that sells the program to the network at your next franchisee conference. Zero franchisee friction; you see the product before anyone is asked to adopt it.
09
Two views, one system
The franchisor sees everything. Each franchisee sees only their own — and anonymized peers.
One chart of accounts, one dataset — scoped by role. That's how every owner gets real benchmarks without the franchisor exposing one unit's numbers to another, and how the franchisor gets verified, network-wide visibility no individual CPA could produce.
Franchisor view · full network no blind
Unit
Net margin
Gaithersburg, MD
15.6%
Greater Baltimore, MD
13.7%
McLean & Arlington, VA
12.4%
Wake County, NC
−1.9%
Franchisee view · single location
Unit
Net margin
McLean & Arlington you
12.4%
Network unit 01
15.6%
Network unit 02
13.7%
Network unit 14
−1.9%
Live in the demo: open Benchmark and switch View as at the top between Franchisor and Franchisee.
10
The close
“We'll prove it on your corporate units first.”
Today your units have 16 different answers to how they're doing. We become the network's finance department — each owner gets their books, taxes, and a monthly numbers meeting for less than a bookkeeper alone. You get real Item 19 numbers, verified royalties, and early warning when a unit slips.
Each unit connects a handful of endpoints; the proprietary Options platform is one integration replicated across the network. Everything lands in a warehouse, is standardized once in the semantic layer, and surfaces in the operating system the team actually uses.
The semantic layer is the moat: one definition of every account and metric, so every unit — and every benchmark — is comparable. Role-level security is applied here, which is why the franchisor and franchisee see the same numbers scoped differently.
Security & Compliance
How the network's data is protected. A sub franchise runs on card payments, payroll, and bank data — so payment-grade security and clean data separation are built in from day one, not bolted on.
For your security, we will follow these protocols.
Nothing connects and no data moves until these are in place. Each is standard practice for handling payment, payroll, and financial data across a franchise network.
1 · Data Processing Agreement (DPA)
Before any data flows, we execute a Data Processing Agreement with the franchisor and each participating unit. The DPA defines the permitted uses of data, the safeguards we're required to maintain, the obligations we pass down to any sub-processor (e.g., the cloud vendor), and breach-notification timelines. No DPA, no connection.
2 · PCI DSS — cardholder data stays out of scope
Card payments are handled by your PCI-DSS-validated POS and processor — that is where cardholder data lives, and it stays there. We ingest settled totals, fees, and deposits, never the primary account number (PAN) or full card data. Your PCI scope doesn't grow by connecting to us, because no cardholder data ever touches our systems.
3 · SOC 2 Type II
The platform and our cloud data vendor operate to SOC 2 Type II controls across Security, Availability, and Confidentiality — independently audited on an annual cycle, with the report available under NDA. SOC 2 governs how we run the environment day to day: change management, access reviews, monitoring, and incident response.
4 · Data minimization, privacy & anonymization
We don't need to know who a guest is to keep the books. We work from financial, POS, and operational data — no card numbers and no personal customer detail. Any loyalty or CRM data is handled on a minimum-necessary basis under applicable consumer-privacy law (e.g., CCPA / state privacy statutes). Network benchmarks are anonymized — the same unit-level blinding you see in the ledger, where a franchisee views their own store and only "Location 1–13" for everyone else.
5 · Data warehouse & vendor security layers
The warehouse runs on an enterprise cloud data platform chosen with you — Databricks, Microsoft Azure, or Google Cloud — each of which carries its own SOC 2 Type II and ISO 27001 attestations. Layered controls on top:
Encryption — at rest (AES-256) and in transit (TLS 1.2+).
Network isolation — private endpoints / VPC; no public data exposure.
Access control — role-based, plus row- and column-level security in the warehouse.
Audit — immutable, queryable logs of every access and change.
6 · Role-level security & data ownership
Access is scoped to your role — franchisor vs. franchisee — exactly as enforced at login. Unit-level data belongs to the franchisee. The franchisor sees network-wide, anonymized benchmarks and the verified gross sales the franchise agreement already entitles — nothing more, by design.
Data commitments: unit-level data belongs to the franchisee · network benchmarks are anonymized · no cardholder data is ingested or stored — PCI scope stays with your POS and processor.
