MGM Hospitality acquires, operates, and grows independent restaurants across the country. We buy concepts with great bones — including those carrying merchant cash advance debt — and run them better than the day we walked in.
We acquire single units and small multi-unit restaurant groups across the U.S. — full-service, fast-casual, QSR, bars, and coffee. We're equally comfortable with healthy, growing operations and with restaurants stuck under merchant cash advance stacks.
Owner retiring, partner buyouts, multi-unit operators consolidating around their best concept — we close clean deals on fair terms, often with seller financing structured around your cashflow.
Multiple open MCA positions, daily debits eating cashflow, lender calls you've stopped answering. The concept still works — the cap stack is the problem. We're comfortable acquiring businesses with MCA debt and underwriting straight through it.
Every restaurant we buy gets the same playbook our own units run on. It's the reason we close — and the reason the team that helped you build it tends to stay.
Menu engineering, pricing architecture, daypart expansion, guest-mix shifts, and reservation/throughput tuning. Same team, same concept, better math. Last six acquisitions moved AUV 18–34% in twelve months.
POS-driven scheduling, cross-training, full vendor RFP for food and paper in the first 60 days. Median prime cost at handoff: 68%. At stabilization: 54%.
Once a unit stabilizes, we know how to grow it. Site selection, build-out management, cross-unit operating cadence, and back-office leverage — the muscle most independents never get to build because they're too busy running shifts.
We're not a holding company that emails the GM once a quarter. The whole team is operator-trained — most of us came up running units before we were running deals.
Item-level margin analysis, contribution-margin reweighting, and a quarterly price discipline that holds. We don't cut quality — we cut waste.
POS-integrated scheduling, cross-training programs, and a labor model rebuilt around real demand. Reduces labor 400–600 bps without service degradation.
Full RFP across food, paper, and packaging in the first 60 days. We bring our negotiated rate cards and our vendor relationships to every unit we acquire.
Local-marketing playbooks, loyalty program implementation, and brand work that respects what the original owner built. We grow brands, we don't replace them.
Most acquirers walk from MCA-burdened deals. We don't. We underwrite through the cap stack, structure the offer around what the business is actually worth, and handle the MCA exposure as part of the close.
Once a concept stabilizes, we expand. Site selection, build-out management, and cross-unit operating cadence — the muscle most independents never get to build.
MGM Hospitality is a founder-led restaurant operator. We've built, managed, and scaled restaurants across multiple states — and most of our acquisitions team came up through the line, the office, and the GM seat before they ever underwrote a deal.
Our thesis is simple: most independent restaurants in trouble don't have a concept problem. They have a cap-stack problem, a cost problem, or a bandwidth problem. Those are problems we solve every day in our own units. So we acquire, integrate, and operate — and let the next chapter of the brand happen.
Most operators stitch together POS, scheduling, voice, and reporting tools that don't talk to each other. We got tired of that — so we built our own. Same team, same operating standards. Available to your restaurant the day we close.
The operating system for our restaurants — labor scheduling, inventory, vendor management, financial reporting, and unit-level dashboards in one place. We run every MGM property on it.
Bytecall answers every call — reservations, takeout orders, hours, directions, special requests — with the same voice across every shift, 24/7. The calls that need a human get routed cleanly. The rest stop interrupting service.
Answer a few questions. We'll show you a ballpark estimate as soon as you give us the four key numbers — then we'll follow up with a real offer, usually within one business day. NDA available on request.
We'll keep it confidential. Happy to sign an NDA if you'd like one.
City and state is enough.
Top-line revenue per week, after refunds/comps. Rough average is fine.
Food, beverage, paper, packaging. Average per week.
All-in labor including taxes & benefits. Owner comp counts.
Base rent + CAM / triple-net + percentage rent if any.
A rough estimate, not an offer. The real number comes after diligence and lands in an LOI.
Like the number? Answer a few more questions and we'll firm up a real offer.
Be honest — MCA debt doesn't disqualify your deal. We acquire restaurants in this exact spot all the time and structure the offer around it.
Pick whichever fits — no wrong answer.
95% of our acquisitions are seller-financed. It's the only structure that lets us pay nearly double what a traditional single buyer would write a check for — because the prior owner stays in the deal financially while we grow it. You get paid out of the cashflow we're going to expand.
Our whole model — paying 2–2.5× annual NCF instead of the 1.5× market norm — only works because the prior owner is paid out of operating cashflow over 5–9 years. On cash-only, we're not the right buyer for you, and we'd rather tell you that now than waste your time.
Want to change your answer?
All we need to send a real offer. We won't share or contact anyone else without your written OK.
Our acquisitions team is reviewing your numbers right now. Expect a real offer follow-up — confidential, no broker fees, no spam. If you'd like an NDA signed before we go deeper, just say the word.
Until then — feel free to read more about our approach below.