Frequently asked questions

DailyGM is a restaurant operating system. It connects sales, labor, demand, inventory, purchasing, invoices, and manager notes into a daily operating plan centered on the Daily Operator Brief — so leaders know what happened yesterday, what matters today, and what to do next.

A restaurant operating system is the daily operating layer above disconnected restaurant systems. It does not replace the POS, scheduler, reservation book, accounting system, or manager judgment. It connects operational meaning into one management picture — the Daily Operator Brief and the workflows that support action.

The Daily Operator Brief is a compressed management memo. It summarizes yesterday’s operating result, week context, labor and purchasing attention, demand context when available, and today’s focus. Managers can read it in about a minute, then use Operator workflows when they need to investigate further.

Toast remains your POS and the source of sales and actual labor where applicable. DailyGM does not replace Toast. It connects Toast activity with demand, scheduling context, inventory, invoices, and manager notes into the Daily Operator Brief so managers get priorities — not another place to export from Toast.

Yes. DailyGM can connect to Square for sales, checks, item and catalog activity, actual labor, employee and job context, and scheduled labor where Square Scheduling is enabled. Square remains the POS; DailyGM organizes the operating picture.

No. OpenTable remains the reservation platform. DailyGM reads reservation pacing and demand and connects that context to labor, prep, and management focus Before Service.

No. Your scheduling system remains the source of staffing intent. DailyGM uses scheduled labor alongside actual labor, sales, and demand so managers can review staffing before service. Supported scheduling context currently includes Toast Scheduling, Square Scheduling, and 7shifts.

No. Accounting closes the books. DailyGM supports operating decisions on labor, demand, inventory, and purchasing before the period closes. Invoice Intelligence can stay accountant-ready; it does not replace your ledger or bookkeeper.

Spreadsheets can hold fragments of truth, but managers still assemble the story by hand. DailyGM produces a consistent Daily Operator Brief and connected workflows so the operating picture does not reset every morning in a new workbook.

Dashboards and BI display data for interpretation. DailyGM organizes management attention for the operating day. The Daily Operator Brief states what happened, what matters, and where to focus — then workflows support action.

Inventory counts, on-hand, and par context feed Order Guides. Invoice activity and price history inform purchasing decisions. The connected workflow is: invoices and vendor activity → standardized items and price history → counts → order guides → purchasing decisions — so teams count accurately, build better orders, and catch cost pressure earlier.

Invoice Intelligence is the review workflow that turns invoice documents into usable purchasing truth — status such as ready, quick fixes, or needs review, plus price history that informs the next order. It does not post accounting entries or replace accounts payable.

The Manager Logbook is the human operating record — meal-period notes, VIP context, maintenance, and issues systems do not capture alone. That context supports Before Service handoffs and continuity into the next day’s operating picture alongside the Daily Operator Brief.

Active product connections include Toast and Square for POS activity, OpenTable for reservations and demand, supported scheduling systems for staffing intent, and invoice ingestion for Invoice Intelligence. DailyGM also connects inventory counts and Manager Logbook context into the operating picture.

General managers, multi-unit owners, directors of operations, and executive chefs — people who need daily operating decisions, not more exports.

No. Managers remain responsible for operating decisions. DailyGM organizes the operating picture and ties recommendations to visible evidence — it does not autonomously change staffing, purchasing, or restaurant systems.