Australian Hospitality Group
A better-connected business. A better guest experience.
A guest experiences one evening. Behind it are hundreds of decisions.
Start a conversationWho’s working the floor. How well they know the menu. What’s being ordered, what it costs and which supplier can deliver the quality the kitchen expects. Whether the right people hear about the venue. Whether someone answers when they call.
Cylentis is implementing AI across purchasing, marketing, staff training and management reporting for an Australian hospitality group. The published results include total COGS falling from 26.6% to 24.7% of sales, resulting in savings of $20,584 a month. Voice booking is in development.
It starts with the people delivering the experience.
Training is built around the work someone actually does, whether they’re running dishes, serving tables or managing the floor. Managers can bring together sales and service activity with guest feedback from SevenRooms, TripAdvisor and Google, giving them a fuller picture of how the team is performing. They can recognise great service, identify where someone needs support and adjust how the shift is organised.
Behind every dish is another set of decisions.
The purchasing agent reviews weekly purchasing with the kitchen’s requirements in view. Price matters, alongside supplier relationships, credits and the quality expected of a particular ingredient. A cheaper cut of beef isn’t automatically a better choice for the menu. The system brings that context into the comparison, helping the team make purchasing decisions that reflect the food they want to serve.
In its first weeks, the agent showed the group buying the same lines from three suppliers at three prices. Purchasing had never been put to tender. At Cylentis’s direction, the group went to tender and locked its prices for 90 days. Two weeks later, the group’s total cost of goods sold had fallen from 26.6% to 24.7% of sales—a reduction of 1.9 percentage points, resulting in savings of $20,584 a month—with no recipe changes.
That same understanding of the business carries into marketing.
The people who live and breathe the venues now have the tools to direct their marketing in-house. A purpose-built application brings Google Ads, Meta and TikTok into their working day, supported by AI analysis, campaign creation and creative revisions.
An owner can describe what’s happening in the business, ask for a campaign and refine the result directly. The venue’s knowledge and personality can shape the work while the idea is still fresh, with far less back-and-forth between a brief and its execution.
Within four weeks the group had brought its marketing in-house and given notice to the agency it was paying $6,000 a month. A ten-day Google Ads test, run alongside a reworked website page, produced an $18,000 function booking.
The next stage is the conversation before a guest arrives.
A voice booking agent is being developed to answer enquiries and place reservations directly into SevenRooms. The aim is to give callers a familiar welcome and help the venue capture booking opportunities when the team is busy looking after the guests already there.
Management reporting brings another part of the picture together, with group and venue-level views supporting the decisions that follow.
Across the engagement, the work connects the guest experience with the people, purchasing, marketing and management behind it. Each improvement starts with how hospitality actually works.
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