Business Insight is a reporting layer you talk to in plain English. Every figure is computed from your own records against one fixed definition — and when something genuinely can't be measured, Hanna says so instead of estimating.
Six questions · your week
Plain English, on the till or your phone. Every answer carries the basis it was computed from.
£17,940.15
Across 412 covers, an average of £43.55 a head. Ahead of the week before by 4.1%.
Measured · net of tax and service · ties to the daily close
I can't answer that yet.
Turned-away walk-ins aren't recorded unless someone logs them at the door, so any number I gave you would be invented. I can tell you Saturday ran at 104 of 104 covers with a 22-minute average wait — which is probably the question underneath.
Not measurable · will not estimate
Replaces: a dashboard you never have time to read
A like-for-like comparison, run before you're in. Nothing material happened? It says nothing.
Thursday covers · against a day-of-week baseline
What Hanna checked outside your four walls
Thursday is down 11.4%, three weeks running.
Every other night is level or ahead. Two of the three fell inside half-term — a candidate cause, not a conclusion. Worth a look before you change anything.
Metric: covers_served · vs day-of-week baseline · Confidence: medium
Replaces: finding out at month end
Channel, lead time, party size and who comes back — the shape of demand before it arrives.
Party size mix · last 30 days
Deposits cut no-shows by more than half. Two-tops fill late — holding four back until 48 hours out is worth roughly 9 covers a week.
Replaces: guessing which channel works
Four weeks of actuals, and what next week is expected to do.
Average covers by day · last four weeks
Next week, expected
Friday and Saturday carry 58% of the week's revenue. The capacity — and the opportunity — sits Monday to Thursday.
Replaces: gut feel about which nights matter
The forecast sets the demand. The clock sets the cost. Both sit next to your target before you publish.
| Next week · 486 covers, £21,180 | Hours | Cost | Of revenue |
|---|---|---|---|
| Rota as drafted | 372 | £8,556 | 40.4% |
| Your target | — | £7,201 | 34.0% |
| Hanna suggests−14h Tuesday, −8h Wednesday. Friday and Saturday untouched. | 350 | £8,050 | 38.0% |
Saves £506 next week. The 4 points still above target are salaried roles — structural, not rota. Worth a conversation, not a cut.
Replaces: copying last week's rota
Effort spent on a night that will fill itself is wasted. Hanna points it at the gap.
Next week · forecast against capacity
The audience that fits the gap
Nothing to Friday or Saturday guests — those nights are full, and a discount there would only cost you money. Hanna will never suggest one.
Replaces: emailing the whole list and hoping
Why it can be trusted
This is the most important sentence on the page. The language model never calculates anything. A reporting engine computes every figure against your database using one fixed definition per measure, and Hanna is handed the finished number to put into a sentence.
01 · The question
"What did we take last week?" Hanna's only job here is to work out which defined measure you mean — revenue, net of tax and service, for a date range.
02 · The engine
The same code that produces your daily close computes the figure, from the same source events, with the same filters. There is one definition of revenue in the whole platform and this is it.
03 · The answer
It receives £17,940.15 and 412 covers and writes the sentence. It cannot invent a total, because it was never asked to produce one.
So the failure mode everyone rightly fears from an AI — a confident, plausible, wrong number — is designed out rather than tested for. If a question maps to no defined measure, there is nothing to narrate, and Hanna tells you that instead.
What it won't do
Every measure in Hanna is either defined and computable or explicitly declined. Nothing sits in between, and the declined list is published inside the product rather than hidden behind a shrug.
The second column is why the first one is worth reading. Any system can produce a number for anything. Only a system that refuses is telling you when it knows.
Outside your four walls
A quiet Thursday means something different in half-term than it does in October. Hanna reads a small number of external signals alongside your own history, and uses them to qualify a finding rather than to explain it away.
Term and holiday dates for England and Wales, which move demand in almost every neighbourhood restaurant and move it differently by area.
The official calendar, including the ones that fall differently in Scotland and Northern Ireland.
Observed conditions for your postcode by day. Rain on a Tuesday is a candidate explanation; a wet fortnight is a pattern.
The strongest signal of the four, and the one that improves most with time. Last year in your room beats any general rule about restaurants.
Every comparison is like-for-like. A Thursday is only ever compared with Thursdays.
Hanna says "two of the three fell inside half-term — a candidate cause, not a conclusion." It will not tell you the weather cost you £900.
Where this is going
Told honestly, because a forecast you can't trust is worse than no forecast. Here is what is live now and what isn't.
Ask anything that maps to a defined measure and get it in seconds, with its basis. Working in daily service since 2024.
Monday findings on a like-for-like basis, with external context and a stated confidence. Silent when nothing material moved.
Next week's covers, drafted orders and labour suggestions are built from your own trading history and the external signals above. They are good enough to plan against and not yet good enough to publish a rota unread.
Patterns that hold across many rooms — how a cold snap moves a counter differently from a dining room — need many rooms. We will build it when we have them, and we will say so when we do rather than before.
In service
The same definitions across all three, which is what makes them comparable at all. Each name here will take your call.
Before you ask
Book a demo
Bring the questions you'd actually ask on a bad Tuesday, including the ones you suspect it can't answer. Watching it decline is more informative than watching it perform.
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