Small enough to know who is accountable. Serious enough to make the numbers answer the question.
F&B Performance is a founder-led UAE restaurant-finance business. We connect reliable accounting, outlet performance, cash visibility and CFO judgement without pretending to have proof, people or scale we cannot substantiate.
Growing companies usually have financial activity everywhere and financial ownership nowhere. One provider records the transactions. Someone else handles a filing. The founder rebuilds cash in a spreadsheet on Sunday. Management waits until the 25th for a P&L describing a month everyone has stopped thinking about.
None of the individual pieces are wrong. There is just nobody accountable for the whole, and no rhythm connecting them. That is the gap we exist to close: one team, one calendar, one set of numbers, from bookkeeping through to the decisions the numbers are supposed to inform.
Our finance model is deliberately shaped by restaurant and F&B operations, where daily sales, constantly moving inventory, labour that flexes by the hour, aggregator commissions and fixed occupancy costs make weak reporting visible quickly. That operating discipline is useful well beyond F&B, and it informs how we structure finance work across sectors.
Founder-led. Intentionally lean.
The people shown here are the people we can substantiate today. We would rather show two real names than manufacture the appearance of a large firm.
Babar Shabir
Founder
Founder of F&B Performance. The business is structured so the senior point of accountability does not disappear after the first conversation.
View Babar on LinkedIn →Manpreet Singh Juneja
Team
Part of the F&B Performance team. We keep the public profile factual and link directly to the person rather than padding the biography.
View Manpreet on LinkedIn →Six operating principles we will be held to.
One accountable close calendar
We structure recurring engagements around a documented monthly calendar with named owners, dependencies and a fixed close date. Not “as soon as possible” — a date agreed in the engagement and tracked visibly.
Reconciled before reported
Nothing is issued to management until the balance sheet is substantiated. A fast report built on unreconciled data is worse than a slow one, because people act on it.
Forward cash before surprises
Recurring engagements above the Foundation tier are designed to include a forward cash view. Tax payments, rent cycles and payroll are known amounts on known dates and should not arrive as surprises.
Scope stated in writing
What is included, what is not, and what needs a separately licensed professional — a registered tax agent, a licensed auditor, a lawyer. Written down before we start, not discovered during.
Verified proof only
We publish no client logos, testimonials, credentials, partnerships or results that we cannot evidence.
We will tell you when to stop using us
When a full-time CFO or an in-house team becomes the right answer, we say so and help you hire.
No borrowed credibility.
We publish client outcomes only when they exist, can be substantiated and can be used with permission. Until then, judge us on the people, the method, the scope and the quality of the answer.
Book a Profit Review →Our standing commitments
- No anonymous result is presented as our work unless it is genuinely ours and supportable.
- A logo appears only when there is a real relationship and permission to show it.
- The service, responsibility, access and fee are made explicit before paid work begins.
- We do not need your banking password and do not replace your authorised signatories.
See whether the model actually fits.
Start with the current finance setup and the decisions leadership is struggling to make. If we are not the right answer, we will tell you that on the first call rather than the third.