The magazine for Intelligent Business Systems clients
Issue 4 Winter/Spring 2007
Purrfect solution for Fat Cat Training optimises POS technology benefits Partnership key to on-going Caterleisure roll out Diary of a modern installation at the Tate
Welcome to Impact 4 A warm welcome to the Winter/Spring edition of Impact. Our colourful bi-annual magazine aims to show you the impact Intelligent Business Systems makes in the fast-moving dynamic world of POS. The focus of this edition is very much on people, starting with IBS project manager Mark Bagnall’s diary of an installation at the Tate Modern. There are contributions from clients like Fat Cat’s financial director Simon Patterson and Caterleisure’s IT systems manager Dianne Christie, who write about the influence of IBS on their businesses. One common denominator shared by Simon and Dianne is the role training plays to optimise the effectiveness of POS technology. This is further highlighted with a special training feature from our own Neil Quinn, who reveals the options open to our customers. Enjoy Impact 4. We trust it gives you plenty of food for thought and keeps us at the forefront of your mind when it comes to your next POS or enterprise management investment. Give us a call to see what impact we can make to your business. Dee Powell, editor, Impact Front cover image: Caterleisure’s IT and systems manager Dianne Christie. Impact is published on behalf of Intelligent Business Systems (St James Road, Brackley, Northants, NN13 7XY, 01280 709 400) by Creativespace2 (www.creativespace2.com). If you have any comments or feedback, contact me on 01280 709 400 or e-mail mail to: deeP@ibs-systems.co.uk. We are always delighted to hear from you.
News from IBS IBS unveils works of art for benugo
Fresh Italy goes on-line
benugo, the up-market catering inspiration of brothers Ben and Hugo Warner specialising in high-quality high street outlets and internal hospitality offerings for large city of London institutions, has unveiled its latest work of art from IBS. The brothers, recently ranked in the UK’s top ten caterers based on the quality of their food, have taken over the £3m per year catering contract at the newly refurbished V&A, refitting the museum catering facility. IBS has installed a new broadband-based POS system featuring StockLink V5 and PC Pos. The installation, which gives the benugo management team near real-time polling, was commissioned after a thorough investigation of the marketplace. A similar system has also been installed at the Museum of Childhood. Both were carried out overnight to ensure there was no interruption to trading. See our benugo feature in Impact 5: out later this year 2
On-line ordering is now available from IBS as part of its comprehensive POS technology enterprise management systems and is already being used by Tom Allchurch’s Fresh Italy fast-food concept. The London-based quality food brand (featured in Impact 1) has three outlets at the heart of the capital and is within easy reach of thousands of businesses. The on-line option is highly convenient for customers and enhances the range of services offered by Fresh Italy. IBS managing director Gareth Powell says accuracy is of the essence. ‘With this new module it takes less than five seconds for the order to be integrated into the POS system and to print the labels for the food and drink dispense cartons in the kitchen. The web service module includes data transfer and integration into the POS system and StockLink back office.’
Tate Modern POS upgrade
IBS has upgraded the POS systems at London’s landmark Tate Modern international modern art gallery, installing 14 PC POS touchscreen terminals together with StockLink enterprise management software at the site’s six restaurants, cafes and kiosks. The installation took place overnight at the former power station which is now one of the UK’s most popular tourist attractions with an annual four million visitors. See Mark Bagnall’s diary of an installation on pages 4 and 5
IBS rolls out more Caterleisure sites
New additions to StockLink increases versatility and flexibility StockLink continues to forge ahead as the smartest enterprise management system for the hospitality sector with regular innovative updates added to the modular software product. Four new updates include a more detailed journal server module, more accurate predictive ordering, a vending stock result and on-line ordering.
Journal server adds more detail to business intelligence
Norwich Airport, Manchester Airport Rail Station and leisure centres at Macclesfield and Wilmslow are the latest Caterleisure outlets to receive an IBS broadband-based PC Pos and StockLink Professional combination, writes IBS project manager Mark Bagnall. All the installations took place after-hours to minimise the effects on trading. The specialist hospitality and catering operator is currently converting the vast majority of its outlets from cash register to touchscreen POS technology. In addition, IBS is also providing a number of training sessions including time and attendance tuition so clerks can sign into the system as part of the streamlining of the company’s administration processes. The IBS POS system will also be used to generate central payroll information.
The journal server module takes selected till journals and brings them back into the database. Here they are split into the various elements of each transaction and appropriate tables for enhanced high-level reporting and business intelligence. The employment of the journal server module gives users numerous report options, ranging from date, time, clerk, item, site and transactions per minute. The beauty of StockLink journal server reporting is the customer dictates what business intelligence they need to run their enterprise effectively.
Predictive ordering aids purchase planning
Caterleisure’s Dianne Christie writes about working with IBS. See pages 8 and 9
Doncaster Dome’s Fat Cat’s purrfect sparkling addition POS upgrade
One of Europe’s biggest entertainment venues, the Doncaster Dome, has asked IBS to upgrade its POS system. IBS has installed StockLink Professional software, ten PC POS terminals, handheld order terminals and handheld stock taking devices. The Dome has multiple outlets which include bars, fast food outlets, a restaurant, an ice rink and a fitness village. The system will be used to create purchase orders, book in deliveries and manage stock returns and stock counting. IBS supervised the installation of a structured Cat5e network with added wireless access points for handheld orders and wireless POS links and also provided pre-installation training sessions and POS configuration and refresher tuition.
StockLink... in action
Multi award-winning independent pub group, Fat Cat Café Bars, has carried out a purrfect upgrade of its POS system in conjunction with IBS. All the sites in the chain, which are based in London, the midlands and the north west, have been fitted with new PCs, StockLink Professional and Uniwell DX890 touchscreen terminals. ‘As well as installing a new system to give us real-time reporting, the IBS team has carried out extensive training with our managers to enable them to handle basic troubleshooting themselves,’ said Fat Cat financial director, Simon Patterson. Simon Patterson writes about the latest Fat Cat installation on pages 6 and 7
Bowled over at Namco Namco has added four new bowling centres to its growing national portfolio with sites in Braintree, Ipswich, Norwich and Romford. IBS installed pre-configured epos systems without stopping the action. Installations started at 8am and finished at 11am. IBS also provided on-the-spot staff training as part of the contract. In addition, vending machine software was commissioned for StockLink to add to the control Namco has over all elements of its business.
The new StockLink predictive order module aids purchase planning. When creating a purchase order simply choose the relevant supplier, use the ‘Restock’ button, input the required delivery date and the system automatically suggests the order quantities required for that date. The suggested order is calculated by usage based upon historical sales information. Cleverly, the suggested order quantities can take into account special functions and bank holidays.
Vending stock result gives greater control A vending stock result has been added to the ever-increasing range of StockLink modular options as a control mechanism for machines at hospitality venues. Previously it was not possible to run stock control and revenue checks on vending machines. This new result analyses what’s used, what’s left, deliveries and revenues. The benefits are huge reductions in wastage and theft. The vending stock result module is already being deployed by Namco.
On-line ordering now available StockLink now has an option for an on-line ordering system for clients' customers. They can log-on from home or the office, call up published electronic menus and daily specials and then place their orders and pay over the internet prior to collection at the designated time and outlet. Full cashup and reporting facilities for on-line orders are also included in the new module.
Next issue: Find out about the Revolution! 3
A life in the day of an installation at the Tate Modern Tate Modern is the national gallery of international modern art, one of four in the family of Tate Galleries. Opened in 2000 and housed in a former power station in the heart of London, Tate Modern attracts an annual four million visitors (double the original anticipated figure) through its doors to celebrate an innovative exhibition programme and the stunning architectural triumph of the actual building. IBS has been involved with Tate from day one and recently upgraded the POS technology for six busy restaurants, cafes and kiosks that cater for the thousands who flock to this landmark London site everyday. Here IBS project manager Mark Bagnall (below) gives his account of 24 hours in the life of a POS installation at Tate.
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Monday 10.00
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The project team assembles in one of the meeting rooms at the IBS head office to run through our final checklist for the installation. Three project managers, Justin Atkinson, Neil Quinn and myself, supported by Micheal Ball, our development manager and two engineers, Levi Bodra and Michael O’Sullivan, are present. The mood is relaxed even though this is a major installation at an extremely large site where we are working to a strict timetable. We need to be installed and working before Tate Modern opens its doors to the public on Tuesday. Although we do this all the time, we’re all looking forward to the challenge. Neil mentions this is how footballers must feel before a big game.
We arrive at the site and park up. I’ve been to Tate on numerous occasions, both on business and for pleasure. Prior to the installation we had the initial briefing from Tate’s catering operations manager Andrew Gordon and his team. Andrew had a detailed look at alternative options in the marketplace so it is a great sense of achievement to have retained the business. Following the commission we carried out a detailed survey of the site that’s spread over half a dozen spectacular levels and includes six restaurants, cafes and kiosks for the public and the staff cafe. A further few meetings took place to ensure all the pieces of the jigsaw fitted perfectly when it came to the day of installation.
12.00 We’re off and leave in convoy for the hourlong journey into the capital. We operate all over the country so it’s good to have a ‘home’ fixture. We’re taking two vans with us and everything that is needed for the installation, including fourteen PC POS touchscreen terminals. They’ve all been pre-configured and programmed in advance. The real hard work on a project like this, the all-important pre-install preparation, is done behind the scenes with the POS programming, menu-creation and reports taking place off-site. Although it’s going to be a long night we have already tested everything in advance and signed it all off from our end. This is the opportunity to put all the pieces of the jigsaw together in-situ.
14.30 Everyone helps out with the unloading. IBS is all about teamwork and helping one another. Although we cannot start decommissioning the existing equipment until Tate has closed to the public and the staff have cashed up, we can still make sure we’re ready to start at 7pm on the dot.
17.00 A pre-programmed touchscreen terminal is delivered to each restaurant so the POS program can be double checked prior to the swap out. Everything else is in place so it’s time for a break and cup of tea in one of the restaurants. Stunning views over London. We can sit back and enjoy the genuine hotbed of creativity that is Tate Modern. The ideas they come up with are breathtaking. The slides in the Turbine Hall are sheer genius. It’s almost as much fun watching as it is doing the sliding. Somebody suggests using the slides to take the decommissioned kit to the ground floor.
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The public are leaving. The staff in the restaurants are cashing up. We’re ready to go. We’ve got two jobs today. First, we’re switching from the old NT server and migrating the database for Tate Modern, and a similar one for the nearby Tate Britain, to a new SQL server where StockLink provides the enterprise management system for all sites. Second, we’re decommissioning the old equipment and replacing with new. The initiative for the project came from Tate realising it was time to update the system and the technology. Dos and Windows 98 are outmoded compared to the technological explosion has taken place since then. With the new system ready to be installed they will be able to satisfy all Tate Modern’s needs for the next five years as well as Tate Britain across the Thames, The Fitzwilliam Museum, Tate Cambridge and Somerset House.
Out with the old and in with the new. We’re ready to start installing. One or two red faces amongst the crew. It’s a fair sized site. Not many hospitality outlets have a front over 650 ft long. Not that we’re without help. Even without the use of the slides, Tate has nine lifts and six escalators.
19.00 We spend two weeks with a project team doing all the preparation. If we don’t get the preparation right we’ll have a problem. Like Houston on those dramatic space missions from my youth. Our real issues now are about timing. We’ve pre-planned how we’re going to carry out the installation. Each of the project managers will do two restaurants with the engineers providing support as necessary. First we need to dispose of the old kit. No sliding allowed! Each terminal is boxed up and packed onto the vans. No room for sloppiness, whatsoever.
22.00 We have a break and a quick de-brief to make sure everything is running smoothly and to plan. Is there any need to change how we’re operating? What’s our scheduled finish time? We’re booked into a nearby hotel as we’re training and ‘handholding’ first thing.
23.30 Testing one, two, three. Rather than installing all the equipment at once, we’re signing off individual restaurants as we complete them. And no matter what we might say, it is always a relief when everything works as planned. The terminals look really great in the colourful restaurants.
Tuesday 01.00 Progress is going well; the project team is gelling and we're right on schedule. This place is eerie at this time of night. I try to imagine the noise when it was a power station feeding millions with electricity. Technology is in a constant state of change. Providing POS technology is a classic example. What we can do now in terms of business intelligence and real-time data is unbelievable from even five years ago.
1) Tate Modern’s Turbine Hall before the slides 2) and after 3) housed in one of London’s most distinctive landmarks 4) numerous choices – Tate has six restaurants 5) action stations – ready to go to Tate 6) pre-planning and advanced POS programming are key to any installation 7) Tate’s colourful restaurants complement the venue’s reputation for innovation.
03.00 High fives all round. We’re installed, tested and ready for tomorrow morning’s handover to Andrew Gordon and his team. Just as important, you’d never know we’ve been here. Neatness and attention to detail is an essential element to any installation we carry out, no matter who the client is.
04.00 Back in the hotel. A long but successful day. One of the reasons working for IBS is such fun is that no two days are ever the same!
09.00 Although we know the technology inside out, we have to introduce managers and catering staff to the new set up. Our objective is to give them total control over their equipment and empower them to trouble-shoot any minor hiccups. Tate caterers and restauranteurs do, of course, have six-day support from our customer service team as part of the contract. Over the next day or two we’ll wind down the ‘handholding’ as they get used to the new technology and experience the benefits. A few days after the installation and the ‘handholding’ we will do a follow-up call to check with each restaurant level management team that the system is working as required, making any minor alterations as we go. 5
Simon Patterson set up Fat Cat with Matthew Saunders, opening the first in North Wales at the start of the nineties. While it was being built he worked on market stalls in London. As finance director he oversees invoices, P7L, accounts, balance sheets and payroll as well as strategic financial planning and brewery purchase supplier agreements. A self-confessed avid fan of Brighton & Hove Albion and golf-addict, Simon (below) writes about IBS’s part in the Fat Cat success story. Fat Cat Café Bars is an independent pub group dedicated to providing quality food, drink and service to discerning customers in an unforgettable environment and a relaxing atmosphere. That simple statement epitomises what we’re all about. Our history goes back to the launch of our first site in Bangor in north Wales at the start of the nineties when as a nation we were embracing European-style café bars in preference to traditional ‘spit and sawdust’ community boozers with their vaults and lounges. Since then we’ve opened further sites in London, the midlands and the North West. From Bow to Bangor and from Llandundo to Leicester and Leeds, we’re recognised as a market leader with our own highly distinctive brand. During this time we have constantly had to innovate across all aspects of our business in order to satisfy the increasingly sophisticated demands of our customers. We are competing with unremittingly stiff competition from like-minded independents and the sheer spending power and economies of scale of the big brewers and pub chains out to capture their share of the lucrative café bar market. An indication of our success as a brand are the many awards and nominations that have flowed from day one, given to us in recognition of our contribution to the design and aesthetic appeal of Fat Cat venues and sheer value for money that is key to our proposition. In our world, quality can and does snuggle up happily with genuine value. Our goal as a business is to always be competitive, hence the need to stay one step ahead. As we’re obviously involved in the service industry, we can achieve this through our front of house operations, giving our customers the best possible experience every time they walk into one of our establishments. This, however, must be complemented by ensuring we remain lean, effective and cost-efficient as an organisation. In essence, that means we don’t waste time and money doing the same jobs two 6
or three times. Nor do we want to become top heavy at head office when our staffing investment and commitment should be concentrating on service levels at our units. Most importantly, it means we have to be able to react quickly and effectively to business intelligence. To be able to do this we need to have hard and fast facts and figures. As the financial director, I want to see the evidence on a screen or on a printed business sheet. Anecdotal feedback is welcome as a taster but it is only one person’s snapshot and can never take into account the whole picture. Fortunately there is the technology out there in the market place from the likes of Intelligent Business Systems, our preferred POS supplier. They help give us a world view of the business as a whole. This info feeds every department within Fat Cat,
from operations and human resources to marketing and accounts. In keeping with our drive to stay at the top of our game, we’ve recently upgraded our POS system both at head office and at the units. IBS rolled out the technology to a tight 12-week deadline, installing new touchscreen POS terminals, PCs and StockLink cash and stock management software through broadband connections for finger-clicking speed. The results are impressive. Data is sent to head office every hour rather than large unwieldy overnight data transfers, so we have real-time reporting to criteria we set to help us run our business on a day-today basis. We’ve worked with Gareth Powell, Mark Bagnall and the IBS team for several years
It’s got to be
Purrfect
and they, like us, look to constantly build upon their reputation as a market leader. As part of the enterprise package proposed to us, they placed the emphasis on a heavy commitment to training so our managers would get the most out of the upgraded technology. These group training sessions were highly informative, starting off looking at day sessions before exploring weekly business sheets and stock management. What I liked was the fact they would look at all the different reasons as to why we were doing things. Giving our managers a panoramic perspective shows how it benefits their customers, the operational side of their units and us at head office. The training sessions are an effective way of communicating why it is important to know
the POS technology better than we may previously have felt appropriate. One great session highlighted why astute IT companies can really add value. IBS training includes problem-solving and trouble-shooting, placing the emphasis on empowering the manager and unit team to look after the basics themselves. This means relatively simple functions like resetting printers can be done at unit level so things don’t come to a stop when there is a minor problem. Crossing the t’s and dotting the i’s is typical of the IBS approach and we appreciate their professionalism. It’s a professionalism that we all share that helps us leap into the New Year with great confidence. Why not pop in and enjoy the Fat Cat experience for yourself. Enjoy great food and drink and an incredible atmosphere. The POS technology is pretty good too. 7
Caterleisure on the march with POS technology Caterleisure IT and systems manager Dianne Christie is responsible for the POS technology that enables the Bradfordbased hospitality specialist to run a wide variety of brand concepts across the UK. Here she writes for Impact to explain the role IBS plays in giving Caterleisure more effective control over its national estate.
At Caterleisure we run a truly diverse selection of multi-branded catering and retail outlets at an equally varied range of locations in the UK. You can find us at numerous airports and train terminals, at leisure centres, theatres and supermarkets. Our brands include names like Orchids, Café Oasis, Café Express, Café Continental, The Yard of Ale, Travelines and Skylines. Although our business is clearly built upon different branded offerings dependent upon the location, they are united by several key common denominators. First, we are committed to ensuring we meet, if not exceed, our customers expectations. Second, we’ll normally trade where we have a captive audience that is already visiting the location. For instance, travellers at an airport or train station or leisure centre visitors relaxing before or after exercise. Third, we want to always follow the best business practices to ensure we always give quality, value for money and total customer satisfaction. This includes having the best IT systems in place so we can stay competitive at all times and can tender for new business from a position of genuine strength. One of my key roles within Caterleisure as IT systems manager is to make sure we embrace the latest up-to-date technology. To this end, I’m responsible for project managing and planning the on-going move from cash registers to a fully computerised epos system. At the time of writing we have probably completed the conversion of a third of the estate and our intention is to have finished the process by the end of the year. This upgrading of our systems is a natural progression for us as the benefits to our business are already proving to be enormous. Introducing epos technology greatly enhances our business control and
the availability of real time intelligence. We’ll be able to look at sales data from across the estate whenever we want at a touch of a button. We’ll be able to control pricing and menu changes centrally whereas before we had to amend everything at unit level. The time savings are enormous and greatly appreciated. Longer term we’ll be able to run full managerial accounts and the payroll through the epos system.
Mark Bagnall and Barry Miller in customer support. Both are readily accessible and have a great depth of knowledge.
“We have all benefited from the longevity of the relationship as IBS understands our business processes.”
The specification is based around PC POS terminals with converted sites having broadband and FTP polling and StockLink Professional software. One of the immediate areas of impact we’ve looked to achieve is the reduction in labour time completing business sheets at site level.
Dianne Christie Like anything new, it’s a demanding task. We have to make sure the installs don’t interrupt trading while also implementing a training programme to ensure the hundreds of people who work for us are fully up to speed on the new technology and systems. And this training has to be geared towards staff who may be very good at catering but are not necessarily too IT literate. Taking all this into account, it is essential to pick the right technology partner to ensure we meet all our objectives, one who can satisfy our hardware, software, installation and after-sales requirements. I think we’ve achieved this with IBS, who have a great track record in the POS hospitality market and a settled senior management team. I’ve worked with the IBS team for eight years and we have all benefited from the longevity of the relationship as they understand our business processes. In terms of looking after our day-to-day needs, I work closely with senior project manager
Mark and Barry have been heavily involved in the recent new sites we’ve upgraded, including Norwich Airport, where Caterleisure has a presence airside and landside with bars, cafes and retail/duty free units, Manchester Airport railway station and Newark railway station.
As well as the specification and implementation of our new epos technology, IBS provides consultancy support. This is normally tapped into after I’ve discussed our requirements internally with Peter Butterworth, our financial director and my immediate line manager, and our managing director, Christine Thorpe. Once we’ve identified our requirements, we’ll make decisions together and liaise with Mark about the implementation and the various issues involved. IBS provided bespoke changes to modules within StockLink, and gave me one-to-one tuition to enhance my programming skills. This has given me the confidence and autonomy to carry out menu programming, price amends and first-line support. Mark and myself provide training support that extends to the entire company and revolves around group and one-to-one training days. Their on-going support makes my job a lot easier with the domino effect that our catering staff can focus on customer satisfaction at unit level and not worry about the IT elements of our business. With IBS by our side, it’s a great platform to continue our journey in the hospitality market. 9
TRAINING WHO NEEDS IT? We all do! We all know what the customer wants from their hospitality or leisure experience. A great time. The food needs to be spot on. The drinks just right, chilled, shaken, stirred or mixed to perfection. Customer interaction has to be faultless. From the POS perspective the customer’s only concern is seamless transactions. Fast, correct ordering and speedy, accurate billing is an integral part of the overall customer experience. Our training at IBS ensures our clients’ staff not only deliver the speed and accuracy the public demands but can also provide a whole host of additional benefits to optimise what is normally a substantial POS investment. This investment includes the capital outlay and also the time, effort and energy spent getting to know the system. We approach training with the vision and foresight that we tackle every other element of our business. We always look to answer one simple question. How can we look after and meet the needs of our clients. The answer is looking at each client on an individual basis and catering for their specific requirements. This can mean training taking place at our wellequipped head office or going on-site to individual outlets. Naturally, there is the half-way house option where we run roadshows or seminars for larger groups. This third route eliminates staff downtime and minimises the cost element. 10
Wherever and however we host the training, we offer comprehensive tuition across the board. This ranges from frontline staff and unit managers and assistants to area and regional operational managers, head office executives, IT, and of course, the board of directors. Training can be carried out with large groups, small parties or on an individual face-to-face or distance basis. Subject matters range from basic training for the outright novice - how to use a mouse or a keyboard – to sophisticated programming, remote price and menu amendments and report creation to all points inbetween. One of our priorities with training, irrespective of the subject matter, is to then make sure there is minimal disruption to the clients’ business. Our ideal scenario is to teach clients basic trouble shooting to minimise downtime. How much better is it to have staff who can reset a terminal rather than contacting our support desk? Recent client training includes the following shopping list:how to use a POS terminal resetting terminals and printers general POS maintenance terminal trouble shooting network trouble shooting an introduction to StockLink covering reports, cashing up and balancing the business sheet stock control and stock taking
The more sophisticated training will show IT professionals and senior managers how to create purchase orders and deliveries, add wastage to the system, run the stock report and understand and react to the reports being created. For example, how is the variance created? What are the reasons for low gross profit margins? Is it the mix, keying errors or the wrong input of delivery notes? Our training will show the user how to run things through terminals and databases and the various steps to fixing them. Whenever I’m training I always use previous examples to make sure the point is made clearly and concisely. Advanced StockLink training covers how to use StockLink to designing touchscreen layouts and programming terminals to setting up polling, LAN & WAN networks, and head office SQL server configuration. Experience shows our most popular form of training is introducing staff to StockLink at new sites. Like all training and information dissemination, we don’t rush things or overload the brain capacity of our trainees. We let them get used to it for a couple of weeks. Whatever your training needs, it’s always best to cover them at the start of any discussions for a new system or an upgrade. We’ll always include it in our proposals as a matter of course but it helps if it is on your agenda right from the start too.
A Scotsman’s Letter from America John Naismith is a POS industry veteran who has worked in Scotland, England and Canada. Now he operates out of Atlanta, Georgia, in the USA, heading the IBS invasion of North America after a spell as President of Uniwell USA. Here is the fourth of his letters from America. Welcome. I’m using this letter to salute the Led by Ben, his sister, Piper and two close pioneering spirit of America, which really is friends Bob Kerr and Claire Randall, Grand the land of opportunity. The proof is in the Central now includes a wholesale bread addition of our latest client in the USA. line, six neighborhood cafes and a catering service. They employ 145 people and Gwenyth Bassetti opened a soup and Grand Central’s eclectic bakery cafes are sandwich shop in Seattle’s Grand Central placed where customers can enjoy a Building way back in 1972 serving soup and diverse selection of hand-made pastries, sandwiches using her own freshly baked scratch-made soups and salads, and bread. Gwenyth left the business after four delicious, made-to-order sandwiches. With years to live on a farm and raise her plans to open more retail locations in the children, returning to Portland when they coming years, Grand Central will continue had grown up to launch the Grand Central to capture the hearts — and appetites — of Bakery in Oregon in 1993. Portland’s food lovers. And prove what you can do if you want to make things happen Bassetti rechristened the restaurant “Grand Stateside. Central Bakery” and sparked an artisan bread revolution throughout the Northwest None of the bakery’s owners have business with hand-formed Como loaves. As degrees or formal culinary training. Instead, demand for her hearth-baked breads the team has made its decisions based on continued to rise, her son, Ben Davis, intuition, common sense and a shared opened Grand Central’s first Portland dedication to delicious foods made from bakery in the Hawthorne neighbourhood honest ingredients. Which is why their in 1993.
IBS Profile…
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Name: Age: Job title: Status: Children: Interests:
Ambition:
Simon Wells 33 Project Manager Married 4 I’m a self-confessed gadget freak. If it uses power of some kind and has buttons then I’m hooked. And I like building and repairing computers and renovating and upgrading arcade machines. To take off, fly and land a real plane (preferably my own)
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investment in StockLink makes such good sense and is proving to be a winner when it comes to managing and controlling their business. It is a simple but effective package to use and understand and it gives them the information they need to manage and develop their business. When we were recommending the system to them we compared it to Artisan baking. Bakers have a saying here, the more you learn about bread baking, the more you realize how much more there is to learn. So while the basic ingredients of bread rarely vary - wheat, flour, water and salt - the variety of flavors and textures that can be produced by altering techniques, timing and the quality of the flour itself is endless. Likewise, StockLink has the flexibility to accommodate all the wishes of the Grand Central Bakery team now and in the future. No matter how big the family wants to take their vision.
relationships between us. I undertake every project with an open mind. America is different in many ways to Europe and therefore we have listened and adapted StockLink to work in the US market.
What is your day-to-day role within IBS? My main aim is to see StockLink become as well known here in the USA as it is in Europe. How long have you been with IBS? All in all about six years. I worked with them in the UK and had a two year gap before teaming up with Gareth, Dee and John Naismith. What makes IBS special? It sounds very clichéd, but everyone at IBS is part of a big family. There is a genuine bond between all of us, and even though I am personally thousands of miles away from the IBS hub, I’m still very much a part of the team and communicate daily with my colleagues across the pond.
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What is your approach to your job? I believe you only get out of a job what you put into it. I’d like to think I work very hard and enjoy everything I do. The result of which has been loyal customers and good trusting
What is your biggest professional achievement? I would have to say I’m pretty proud of my Taco Maker setup we have here in USA. Currently this franchise has two Head Office locations, one based in Puerto Rico and one in Utah. When you think about the demographics and sheer distance covered by this StockLink network, it’s quite humbling. What is your most memorable work moment? Standing in front of a room full of Dealers and Franchise Owners in the middle of one of the world’s biggest Casino’s in Las Vegas running a 10 minute presentation on StockLink. It was rather intimidating to say the least, but successful. 11
FAT CAT
café bar
john lewis
We’re definitely their cup of tea. And we could be yours too! Intelligent Business Systems provides POS and enterprise management for multi-site hospitality businesses in the UK, Europe and in the USA. We do it for the likes of PizzaExpress, BBC, Coffee Republic, Fresh Italy, Peach Pub Co, Fat Café Bar, Geronimo Inns, Tootsies and John Lewis. And we can do it for you as well. Intelligent Business Systems, St James Rd, Brackley, Northants, NN13 7XY Tel 01280 709 400 Fax 01280 704 315
Call 01280 709 400 email: justmycupoftea@ibs-systems.co.uk or visit www.ibs-systems.co.uk