A restaurant management agreement is a contract that turns daily operation of a restaurant over to a professional management company while the owner keeps legal title to the business, its assets, and its licenses. The owner pays fees for operational expertise; the manager hires staff, runs the kitchen, handles purchasing, and reports back. What the document says about those fees, about who controls hiring, about audit access, and about how either side gets out determines whether the arrangement protects the owner or quietly erodes the business. The sections below walk through the provisions that belong in a well-drafted agreement and the traps that catch owners who skip them.
Who the Parties Are and What the Manager Takes Over
The contract opens by naming the parties. Each legal name should match corporate filings exactly. If the owner is an LLC or corporation, use the name on file with the Secretary of State, not a trade name or DBA. The same goes for the management company. Getting this wrong creates confusion over which entity actually bears liability for the restaurant’s debts.
The premises need a precise description, typically the legal description from the deed or lease rather than a street address. If the restaurant occupies part of a larger building or shares a patio with adjacent tenants, the agreement should spell out which spaces the manager controls.
Scope then inventories what the manager gets to work with: tangible assets like kitchen equipment, furniture, and point-of-sale systems, plus intangible assets like trademarks, recipes, and social media accounts. Liquor licenses deserve special attention and should be documented by permit number, since the license holder (almost always the owner) bears regulatory liability for how alcohol is served. A filed restaurant management agreement between a licensor and operator assigns the manager responsibility for daily operations while keeping the license in the owner’s name throughout the term.1U.S. Securities and Exchange Commission. Restaurant Management and Operations Agreement
How the Management Company Gets Paid
Compensation usually comes in two layers, with a third category for pass-through costs.
Base Fee
The base management fee is a percentage of gross operating revenue, paid whether or not the restaurant turns a profit. Full-service restaurants tend to land around 4% to 5% of gross sales, while casual dining operations often fall between 3% and 5%. One publicly filed food and beverage management agreement sets the base fee at 4% of operating revenue, payable monthly in arrears.2U.S. Securities and Exchange Commission. Food and Beverage Management Agreement Defining “gross revenue” precisely is critical. The agreement should exclude sales tax collected, tips passed through to employees, and any revenue the restaurant collects on behalf of third parties, since none of that money belongs to the operation.
Incentive Fee
The incentive fee rewards profitability above a negotiated threshold. A common structure pays the manager 10% of net profit exceeding a specified dollar amount or return target.2U.S. Securities and Exchange Commission. Food and Beverage Management Agreement The agreement must define exactly how “net profit” is calculated, including which expenses count as deductions. Without that formula, the manager has an incentive to classify costs in whatever way maximizes the payout. Incentive fees are usually reconciled annually after audited financial statements are delivered, not monthly like the base fee.
Reimbursable Expenses
On top of fees, the owner typically reimburses the manager for costs paid on the owner’s behalf. A filed management agreement requires the owner to reimburse the manager promptly for any costs related to operating the restaurant, provided the manager supplies supporting documentation.3U.S. Securities and Exchange Commission. Management Agreement Common reimbursable categories include corporate-level accounting, legal compliance, technology systems, and travel for corporate staff visiting the location. Cap reimbursable expenses or require the owner’s approval above a set threshold. An uncapped reimbursement clause lets the management company pass through overhead that has little to do with your restaurant.
What the Manager Decides and What You Approve
The management company’s core job is running the restaurant as if it owned it, within limits the owner sets. A well-drafted scope of services covers staffing, purchasing, maintenance, marketing, and financial record-keeping. In one filed agreement, the manager’s responsibilities include hiring and training all personnel, ordering food and supplies, purchasing advertising, paying operating expenses from the restaurant’s account, and maintaining all financial books and records.1U.S. Securities and Exchange Commission. Restaurant Management and Operations Agreement
The line between what the manager can do independently and what requires the owner’s sign-off is where most disputes start. Owners typically retain approval authority over capital expenditures above a negotiated threshold, changes to the core menu or concept, long-term supplier contracts, and hiring or firing of the general manager. The agreement should specify that these reserved decisions require written approval, not just a phone call. Everything else, from scheduling dishwashers to negotiating produce prices, falls within the manager’s discretion as long as spending stays inside the approved operating budget.
All restaurant employees are employees of the management company, not the owner. Their compensation, working hours, and employment policies are determined by the manager, who must comply with all applicable labor and employment laws.1U.S. Securities and Exchange Commission. Restaurant Management and Operations Agreement That clean separation matters enormously for joint employer risk, discussed below.
What You Still Pay for and Control
This is not a set-it-and-forget-it arrangement for the owner. At minimum, the owner is responsible for providing access to the premises, funding equipment modifications and capital improvements, and replenishing cash reserves in the operating account when the manager notifies the owner that funds are running low.1U.S. Securities and Exchange Commission. Restaurant Management and Operations Agreement
The operating account itself typically stays in the owner’s name at a bank the owner selects, with the owner as the primary signatory. Daily cash receipts get deposited there, and the manager pays operating expenses from it.1U.S. Securities and Exchange Commission. Restaurant Management and Operations Agreement This structure gives the owner real-time visibility into cash flow even when someone else is making the day-to-day spending decisions. If a manager asks for the operating account to sit in the management company’s name, push back.
If the owner requests it, the manager should prepare an annual operating budget for the owner’s review. The budget becomes the guardrails the manager operates within. Without a formal budget approval process, disputes over whether the manager overspent become arguments about what was “reasonable” rather than what was agreed upon.
Reporting and the Right to Audit
The owner’s ability to verify what the manager is doing with the money is arguably the most important protection in the entire agreement. Standard reporting obligations require the manager to deliver detailed statements of revenue, expenses, and profit on a regular cycle. One filed agreement requires the manager to deliver these statements within two days after the end of each four-week accounting period.1U.S. Securities and Exchange Commission. Restaurant Management and Operations Agreement
Separate from routine reporting, the owner should have an unconditional right to audit the books at any time during the contract. The manager must cooperate with audits, make records available for review and copying, and pay any undisputed amounts owed to the owner within a short window (ten days is typical) after an audit reveals discrepancies.1U.S. Securities and Exchange Commission. Restaurant Management and Operations Agreement A separate agreement covering food and beverage operations similarly grants the owner and its representatives the right to inspect venues and examine all financial records, guest data, and operational information at reasonable times with reasonable notice.2U.S. Securities and Exchange Commission. Food and Beverage Management Agreement
An agreement that limits audits to once a year, demands excessive advance notice, or restricts which records the owner can see is tilted toward the manager. Resist those restrictions. If the incentive fee depends on profit calculations the manager controls, the owner needs direct access to verify the math.
Insurance and Indemnification
Insurance Requirements
The owner usually bears the obligation to procure and maintain insurance for the premises. A filed agreement requires the owner to carry all-risk property insurance at 100% of replacement cost, business interruption coverage for twelve months of lost income, commercial general liability insurance of at least $1,000,000 per occurrence and $3,000,000 in aggregate, and comprehensive crime insurance including fidelity bonds.1U.S. Securities and Exchange Commission. Restaurant Management and Operations Agreement The general liability coverage should specifically include claims for bodily injury, property damage, food poisoning, and assault. The management company should be named as an additional insured so claims against the manager are also covered.
The agreement may authorize the manager to pay insurance premiums from the operating account, which keeps coverage current without the owner writing separate checks. Even so, verify independently that premiums are being paid and policies remain active.
Mutual Indemnification
Indemnification allocates liability when something goes wrong. The standard structure is reciprocal: the manager indemnifies the owner against claims arising from the manager’s negligence, fraud, or willful misconduct, while the owner indemnifies the manager against claims arising from the owner’s own wrongdoing.1U.S. Securities and Exchange Commission. Restaurant Management and Operations Agreement Costs the manager incurs under its indemnification obligation, including insurance deductibles and losses exceeding coverage limits, are not counted as part of the management fee. That distinction prevents the manager from burying liability costs in operating expenses.
Watch the scope of indemnification. If the clause only covers “negligence,” the manager could argue that a food safety violation or a wage-and-hour lawsuit doesn’t qualify. Broader language covering any breach of the agreement or failure to comply with applicable law gives the owner more protection.
Liquor License and Regulatory Compliance
Alcohol service creates one of the highest-liability areas in any restaurant, and the agreement needs to address it directly. In most states, the liquor license must be held by the entity that owns or controls the licensed premises. A handful of states allow a management company to hold the license on behalf of the owner, but the more common arrangement keeps the license in the owner’s name while the manager runs beverage operations day to day.
This split creates significant risk: because liability for alcohol-related incidents generally follows the license holder, the owner can face regulatory action, fines, or license suspension for the manager’s mistakes. If a bartender the owner has never met serves a visibly intoxicated patron who later causes a car accident, the owner’s license is on the line. Dram shop laws in many states impose civil liability on the license holder in exactly this scenario. The agreement should require the manager to implement responsible service training, maintain compliance records, and indemnify the owner for any alcohol-related violations caused by the manager’s staff.
Beyond alcohol, the manager should be contractually required to comply with all applicable health, safety, and labor regulations. One filed agreement imposes this obligation broadly, requiring the manager to comply with all laws applicable to operating the restaurant and to file any reports or notices required by government agencies.1U.S. Securities and Exchange Commission. Restaurant Management and Operations Agreement
Joint Employer Liability
This is the area that blindsides owners most often. Even though the management company’s employees are not the owner’s employees on paper, federal law may treat the owner as a joint employer if the owner exercises enough control over working conditions. Under the Fair Labor Standards Act, the definition of “employer” includes anyone acting directly or indirectly in the interest of an employer in relation to an employee.4Office of the Law Revision Counsel. 29 USC 203 Definitions That language is broad enough to sweep in an owner who gets too involved in staffing decisions.
In April 2026, the Department of Labor proposed a rule formalizing a four-factor test for vertical joint employment. The factors examine whether the potential joint employer hires or fires employees, supervises and controls work schedules or conditions to a substantial degree, determines rate and method of pay, and maintains employment records. The proposed rule also advises that “reserved control,” meaning the contractual right to exercise control even if the owner never actually does so, may be considered as evidence of joint employment.5U.S. Department of Labor. Notice of Proposed Rule Joint Employer Status Under the FLSA FMLA and MSPA
The practical takeaway: if the agreement gives the owner the right to hire, fire, set wages, or control schedules, a court or the DOL could hold the owner jointly liable for the manager’s wage-and-hour violations. That means back pay, liquidated damages, and attorneys’ fees. The agreement should vest all employment decisions in the manager and avoid reserved rights over staffing that could trigger joint employer status. Owners who want input over the general manager or executive chef should limit that involvement to approval of the specific hire, not ongoing supervision.
Non-Compete Provisions
Many agreements include a non-compete clause preventing the management company (and sometimes its key principals) from operating a competing restaurant within a defined radius during the term and for some period after termination. One non-compete involving a restaurant group restricts the covenantor from participating in any competing business worldwide during the term, while carving out pre-existing restaurants and new locations more than 15 miles from any company-owned restaurant.6U.S. Securities and Exchange Commission. Non-Competition Agreement GEN Restaurant Group Inc
Enforceability varies significantly by jurisdiction. Some states enforce these clauses freely if the restrictions are reasonable in scope and duration; others impose strict limits or refuse to enforce them in certain contexts. The FTC attempted to ban most non-compete agreements nationwide in 2024, but federal courts in Texas and Florida blocked the rule, and the FTC withdrew its appeals in September 2025. Enforceability remains a state-by-state question.
From the owner’s side, the non-compete protects against the management company learning your systems, your recipes, and your customer base and then opening a rival across the street. From the manager’s side, an overly broad non-compete can make it impossible to do business. A reasonable middle ground restricts the manager from operating the same type of concept within a specific radius, usually somewhere between 5 and 25 miles, for one to three years after termination.
Term, Renewal, and Termination
Initial Term and Renewals
Initial terms vary more than many owners expect. Some agreements run three to five years; others stretch much longer. One filed food and beverage management agreement sets a ten-year initial term with two optional five-year extensions, giving the manager up to twenty years of control if fully exercised. The manager in that agreement must provide written notice of its intent to extend at least twelve months before the current term expires.2U.S. Securities and Exchange Commission. Food and Beverage Management Agreement
Longer terms favor the management company, which needs time to implement changes and see results. Shorter terms favor the owner, who keeps flexibility to switch managers or bring operations in-house. If you agree to a long initial term, build in meaningful performance benchmarks and termination rights, or you could be locked in with an underperforming manager for years.
Termination for Cause and At-Will Exit
Termination for cause typically covers material breach, bankruptcy, fraud, loss of required licenses, or failure to meet performance standards. The breaching party usually gets a cure period, often 30 days, to fix the problem before termination takes effect.
At-will termination is the owner’s escape valve, and it comes at a price. One filed agreement allows the owner to terminate without cause after the third anniversary of the opening date, with 90 days’ written notice, but requires a termination fee equal to the average of the total management fees paid during the two preceding full operating years.2U.S. Securities and Exchange Commission. Food and Beverage Management Agreement That termination fee can easily reach six figures for a high-volume restaurant. Negotiate the amount before signing; it is much harder to renegotiate when you are trying to leave.
Performance-Based Termination
The most owner-friendly agreements include performance tests that trigger a termination right if the restaurant underperforms. Restaurant agreements commonly use metrics like revenue targets, food cost percentages, or net operating income measured against the approved budget. Performance tests usually include a ramp-up period during the first year or two when the test does not apply, and they often exclude results affected by events outside the manager’s control, such as natural disasters or major construction projects. Most agreements also give the manager a right to “cure” a failed performance test by making a cash payment to offset the shortfall, though the number of times the manager can exercise that cure is typically limited.
Lender Consent and Subordination
If the restaurant property carries a mortgage, the lender will almost certainly want a say in the agreement. Lenders commonly require a subordination, non-disturbance, and attornment agreement (SNDA) as a condition of the loan. Under a standard Freddie Mac form, the lender requires the borrower to assign the management agreement and the manager to subordinate its interest in management fees to the loan.7Freddie Mac. Assignment of Management Agreement and Subordination
The practical effects matter for both sides. The manager agrees not to amend the agreement without the lender’s prior consent. If the owner defaults on the loan, the lender can terminate the management agreement without cause, without liability, and without paying any cancellation fee, then replace the manager with one the lender selects. Even short of a default, if the lender reasonably determines that management problems exist and are not corrected within 30 days of notice, the lender can force a management change.7Freddie Mac. Assignment of Management Agreement and Subordination Owners should disclose existing loan covenants early in negotiations so the management company can assess the risk before committing resources.
Dispute Resolution
Most restaurant management agreements route disputes through alternative dispute resolution rather than straight to court. The typical structure is tiered: the parties first attempt good-faith negotiation between senior executives, then move to mediation if negotiation fails, and finally proceed to binding arbitration if mediation does not resolve the dispute.8JAMS. ADR Clause Workbook Arbitration is administered under rules from organizations like JAMS or the American Arbitration Association and produces a binding decision that courts will enforce.
The clause should specify where proceedings take place (venue), which state’s law governs interpretation (choice of law), and whether the prevailing party recovers attorneys’ fees. A venue clause requiring arbitration in the management company’s home city puts the owner at a disadvantage, especially if the restaurant is in a different state. Negotiate for a neutral location or one near the restaurant.
Key Person Provisions
Owners often choose a management company because of a specific individual: a chef, a veteran operator, or a principal with deep local relationships. A key person clause protects against losing that individual by requiring the management company to keep the named person actively involved in the restaurant’s operations. If the key person leaves, becomes incapacitated, or is reassigned, the owner typically gains a special termination right or the ability to approve a replacement. Without this clause, the management company could assign a less experienced operator to your restaurant after you signed based on a star principal’s reputation.
Signing and Starting
Both parties should sign through authorized representatives, typically an officer or member with authority to bind the entity. Electronic signatures are widely accepted, though some parties and lenders still prefer ink on paper. Notarization adds a layer of identity verification and can make the agreement easier to enforce if authenticity is later disputed, though it is not required in most jurisdictions.
Each party needs a fully executed copy. The manager then takes over facility access, vendor accounts, and POS logins. The owner provides access to the premises, transfers relevant financial records, and funds the operating account for initial operations. If a lender requires a copy of the agreement for its files, deliver it promptly. Delays in providing loan-required documentation can trigger technical defaults on the mortgage.