---
type: case
slug: foodastic
title: Foodastic
tagline: "A startup business plan applied to a bar."
company: Foodastic
role: "Co-founder (Strategy, Design and Marketing)"
period: "2022-2023"
category: "Founder"
order: 6
featured: false
status: archived
updated: "2026-07-11"
lang: en
summary: >
  I co-founded a concept bar and restaurant in Bombinhas, SC, with no prior
  experience in food service. Break even in the first year with own capital,
  in a physical, seasonal business. 7,485 people served over the summer,
  NPS 71, Google 4.6.
metrics:
  - label: "Break even"
    value: "1st year, own capital"
  - label: "Summer"
    value: "7,485 people served"
  - label: "Satisfaction"
    value: "NPS 71, Google 4.6"
tags: [founder, gastronomia, branding, unit-economics]
---

# Foodastic

No prior experience in food service. Own capital. Opening in September, an expected loss month, before the season. The model had to work in the high season, with December and January tourists, and survive the low season, with local crowds all year.

Strategy in one sentence: recurrence. The customer has to leave wanting to come back.

## Impact first

Break even in the first year of operation, with own capital, in a physical, seasonal business. 7,485 people served in the summer quarter. NPS 71 and a 4.6 rating on Google. 120 live music events over the season.

Extreme seasonality demands a financial model that survives 10 months to profit in 2.

## How I treated a bar like a product

I structured the business plan with startup logic: unit economics, cost of goods per product, break-even point, revenue projection by season. I set the menu by margin, with a conscious decision to keep the IPA draft beer as a positioning product, not a margin product, to stand apart from the competitor. I established the management routine with a weekly results meeting.

On the other side, I created the entire brand from scratch: visual identity, naming, brand platform, menus, signage and all the communication. I ran social media, the delivery presence and the production of events with more than 20 musical acts.

## The revenue engine

Burger, draft beer and charcuterie board made up 73% of total revenue. January concentrated 38% of the period's sales. Seeing the business data clearly defined where to invest and where not to fight for margin.

## Reflection

NPS 71 and Google 4.6 validated the experience and gave a solid base for expansion, which I didn't capture: I led the exit after the season, selling my share to my partner. It stands as the most direct evidence that I think business before I think screen. Here there was no designer to impress, there was a cash register to close.