FSR January 2025

HOW JESSICA ROY’S COMPETITIVE SPIRIT FUELS HER CULINARY SUCCESS AT 608 DAHLIA PLUS

BREAKOUT

BRAND OF THE YEAR

THE WINNING FORMULA OF RESTAURANTS

TURNING POINT

KIRK RUOFF AND BONNIE IAVARONI ARE DRIVING FRANCHISE-FOCUSED GROWTHWITH CONSISTENCYAND INTEGRITY

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TURNING POINT ORIGINATED AS A EUROPEANINSPIRED COFFEE AND TEA SALONBEFORE KIRK RUOFF ACQUIRED IT IN 1998 AND PIVOTED TO AN UPSCALE BREAKFAST, BRUNCH, AND LUNCH CONCEPT.

24 Turning Point is FSR’s Breakout Brand of the Year

Meet the chain that’s evolving and setting itself up for success for years to come: Turning Point Restaurants, a NextGen Casual breakfast, brunch, and lunch concept with 40 locations on the horizon and a passionate leadership team committed to carving out the future of daytime dining.

CHEFS & INGREDIENTS

11 Cooking with a Competitive Edge

Chef Jessica Roy’s fierce spirit and relentless drive to succeed throughout her entire culinary journey, especially with her California restaurant, 608 Dahlia, are fueled by her sports background.

14 Wellness-Driven Dining

As physical and mental wellness take center stage across the industry, progressive restaurants like Prospect, Iris, and Blue Bar are stepping up to define the “new healthy” movement.

LIQUID INTELLIGENCE

19 Forecasting the Future of Wine

Wine experts share their predictions for 2025 trends and strategies to elevate wine programs in the year ahead, including insights from Vino Volo Wine Bar, Abe & Louie’s, The Wine Room Kitchen & Bar, and North Italia.

7 Under-the-Radar Restaurant Trends

Beyond typical tech predictions, fundamental shifts are changing how restaurants operate, from the “growth at all costs” mentality being put in the past to saying goodbye to service fees and embracing localized impact initiatives.

8 Top Dining Trends for 2025

Reports say that restaurant sales will reach $1 trillion this year—a first for the American dining scene. Recent Yelp research reveals the most popular type of cuisine, and where restaurateurs should focus their attention in the New Year.

BACK OF HOUSE

43 Inside Jessica Kim’s Sushi Empire WOMEN IN LEADERSHIP The first-generation JapaneseAmerican has taken Harumi Sushi from five employees on

a “bentobox corner lot” to a $10 million business with over 150 employees.

45 A Place at Pacific Table

ON THE RISE Celebrity chef Graham Elliot is paying homage to his Pacific Northwest roots at seafood-focused Pacific Table, which is expanding as part of Far Out Hospitality.

48 From Mars to Firebirds

BEHIND THE SCENES Caren Prince’s journey to becoming Firebirds Wood Fired Grill’s CFO is decades in the making, with stops along the way and lessons learned at infamous brands like Mars Inc. and Krispy Kreme.

ALSO IN THIS ISSUE

4 Editor’s Welcome

47 Advertising Index

EDITORIAL

VP, EDITORIAL DIRECTOR: FOOD, RETAIL, & HOSPITALITY Danny Klein dklein@wtwhmedia.com

FSR EDITOR

Callie Evergreen cevergreen@wtwhmedia.com

QSR EDITOR

Ben Coley bcoley@wtwhmedia.com

ASSOCIATE EDITOR

Sam Danley sdanley@wtwhmedia.com

ASSOCIATE EDITOR Satyne Doner sdoner@wtwhmedia.com

SVP, AUDIENCE GROWTH Greg Sanders gsanders@wtwhmedia.com

CONTENT STUDIO

VP, CONTENT STUDIO

Peggy Carouthers pcarouthers@wtwhmedia.com

WRITER, CONTENT STUDIO Ya’el McLoud ymcloud@wtwhmedia.com

WRITER, CONTENT STUDIO

Abby Winterburn awinterburn@wtwhmedia.com

DESIGN

ART DIRECTOR

Erica Naftolowitz enaftolowitz@wtwhmedia.com

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FOUNDER

Webb C. Howell

IT ALL STARTS WITH POTATOES

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Chef Megan Underwood

The Lookout Restaurant & Bar, The University of Idaho

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Stay Grounded and Grow Purposefully

AS WE ENTER 2025, you’re likely being bombarded with hundreds of sources trying to call the next big trends, which can feel overwhelming. Or, you might be the kind of person who completely tunes out any talk of trends to stay focused on what you do best. I would personally advocate blending those approaches—know your brand DNA and stay true to what your customers love about you, but at the same time, keep one eye on the evolution of the industry and have an open mind for ways to elevate your operations.

At FSR , our job is to sort through the noise and give you curated insights so you can keep doing what you do best while staying informed on topics like the future of wine on PAGE 19 to how physical and mental wellness are taking center stage on menus across the country (PAGE 14).

On PAGE 7, industry experts offer some bite-sized predictions on some shifts they’re seeing that are changing how restaurants operate. For example, one trend I found particularly insightful was from Thanx CEO Zach Goldstein, who said the era of “growth at all costs” is over. “Rising costs and higher interest rates are forcing restaurants to focus on sustainable unit economics and corporate-level profitability,” he explains. “Careful operational improvements—like labor optimization, menu engineering, and cost control—will replace debt-fueled expansion as the key to growth.”

This shift reflects a broader industry recalibration. Slowing down growth allows brands to focus on refining their operations, building a loyal customer base, and ensuring their existing locations thrive. It’s also a response to evolving consumer expectations—guests are prioritizing quality over quantity, and restaurants that emphasize exceptional service, innovative menus, and authentic connections with their communities are better positioned to succeed. By taking a step back from rapid expansion, operators can lay a stronger foundation for sustained, strategic growth in the future.

One brand that has consistently put these ideals in practice is Turning Point Restaurants, our Breakout Brand of the Year (PAGE 24). CEO Kirk Ruoff and COO Bonnie are driving intentional, sustainable growth with integrity by focusing on guest-first experiences and maintaining the brand’s high standards on quality across the board, from choosing the best franchise partners and garnering great Google reviews to offering a balanced menu with superior beverage choices.

Happy New Year! Let’s dig in.

Callie Evergreen EDITOR

cevergreen@wtwhmedia.com FSRmag @FSRmagazine

On the Cover

This month’s cover photo of Turning Point Restaurants’ CEO Kirk Ruoff and COO Bonnie Iavaroni was shot by Linda Naiman of Naiman Design, who has also been the brand’s art director / graphic designer since it’s inception in 1998. Over the years, Linda has designed everything from menus and mugs to sweatshirts and spatulas. Linda’s immense talent and creativity has shaped Turning Point’s successful brand identity.

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Operators should embrace bold, distinctive design choices that reflect the unique personality of their concepts to stand out.

5 Under-the-Radar Trends for 2025

BY CALLIE EVERGREEN

Beyond typical tech predictions, fundamental shifts are changing how restaurants operate.

THE RESTAURANT INDUSTRY is gearing up for an exciting year of innovation, and these low-profile trends are set to shape 2025 in surprising ways, starting with:

The Rise of Sober Bars

According to Alfred Ashish, multi-con -

cept restaurateur and host of Jon Taffer’s “Bar Rescue,” the rise of sober bars is directly tied to the wellness movement.

“This market is still fairly underserved, and the margins can be just as lucrative as traditional bars, if not more so,” he says. “The fact that there aren’t many of

these places means there’s a significant first-mover advantage for businesses willing to jump in.”

No More “Growth At All Costs”

The era of “growth at all costs” is over, according to Thanx CEO Zach Goldstein. “Rising costs and higher interest rates are forcing restaurants to focus on sustainable unit economics and corporate-level profitability,” he explains. “Careful operational improvements— like labor optimization, menu engineering, and cost control—will replace debtfueled expansion as the key to growth.”

Say Goodbye to Service Fees

One trend Alfred hopes the industry moves away from in 2025 is the practice of tacking service fees onto the bill. “It feels like a sneaky addition to the bill that customers don’t always appreciate,” he says. “It would be better to just build those service charges directly into the prices of menu items. This way, customers can see the full cost upfront, and there’s less confusion or frustration at the end of the meal.”

Localized Impact Initiatives

We’re still in the season of giving, and GiftAMeal founder Andrew Glantz believes the coming year will see restaurants deepen their connection to local communities. “In 2025, more restaurants will embrace hyper-local impact strategies to connect meaningfully with their communities,” he says.

Authenticity Above All

Chef Avner Levi of Cento Pasta Bar in Los Angeles adds one trend he’d love to get rid of is repetitive restaurant design. “I’m seeing a lot of vaguely Mediterranean concepts with white wash walls that lack distinction.” To buck this, restaurateurs should embrace bold, distinctive design choices that reflect the unique personality of their concepts to stand out. By embracing innovation, operators can deliver fresh, authentic, and profitable dining experiences that resonate with modern consumers.

Top Dining Trends for 2025

AMERICANS LOVE GOING OUT TO EAT. Reports say that restaurant sales will reach $1 trillion this year—a first for the American dining scene. And lots of hungry customers are seeking out new places: Searches for “best new restaurants near me” increased 43 percent in the first three quarters of 2024 compared to the same period in 2023, according to Yelp research. Here are a few other trends from the recent Yelp report:

K E XPERIENTIAL DINING: Entertainment that stimulates all the senses—pushing the limits of what guests expect from eating out—is on tap at many new restaurants.

K JAPANESE CUISINE LEADS: In Yelp’s top 25 new restaurants, six are Japanese concepts. From the pub food at Denver’s Kawa Ni to the intimate, seasonal dinners at San Diego’s Kinme Omakase, these restaurants showcase how diverse (and popular) this cuisine can be.

K SAY GOODBYE TO WHITE TABLECLOTHS: Focus on fostering relaxed, unstuffy atmospheres, where guests can enjoy fine dining experiences without feeling out of place or uncomfortable.

CULINARY INSPIRATION AND STORIES FROM INDUSTRY TRAILBLAZERS

MENTIONED IN THIS SECTION 608 DAHLIA

PROSPECT

IRIS

BLUE BAR

Chefs & Ingredients

WITH EVERY DISH, EVERY CELEBRATION, AND EVERY NEW VENTURE, CHEF JESSICA ROY CONTINUES TO BUILD A LEGACY DEFINED BY PASSION, CREATIVITY, AND THE UNYIELDING PURSUIT OF EXCELLENCE.

BY CALLIE EVERGREEN

Competitive Edge Cooking with a

Orange County chef Jessica Roy’s fierce spirit and relentless drive to succeed are fueled by her sports background.

ONE OF JESSICA ROY’S EARLIEST MEMORIES as a child was whipping up boxed cakes in her Easy-Bake Oven—America’s first working toy oven—for her three brothers. “I thought it was the freaking coolest thing I’d ever seen, and that was where my love of baking started; I was probably 7 or 8,” she recalls. Roy then grew up cooking elaborate meals and beautiful desserts with her mother, even setting the ambi-

ance for dinner parties by foraging flowers and making arrangements. “Our house became the cornerstone of our family, the place where we had all the birthdays, all the holidays, Thanksgivings, Christmases, and these would become celebrations,” she says.

“I think celebratory is one of the best words that describes what I like to do; I like to celebrate moments,” Roy continues. “I like to create memories around beautiful dining experiences, where not only are people eating amazing and delicious food, but they’re really there—I want them to feel like they’re in a really cool space, and then that will foster, hopefully, relationships and conversations.”

Now, Roy is the executive chef and owner of 608 Dahlia, a renowned garden-to-table dining destination nestled within the picturesque Sherman Library and Gardens in Corona Del Mar, California. She has also won two national TV cooking competitions.

But her story can’t be told without looking at the impact competitive sports had on her ethos and drive to succeed. Roy played competitive sports for half her life, including hockey and volleyball, which shaped how she constantly strives for excellence and instilled the relentless pursuit of improvement.

“It really shaped me as far as, I’m naturally a very, very competitive person. I was just made that way,” she explains. “Nobody needs to start my engine. I’d start at like 7:00 in the morning. That really drove a lot of my desire to cook more ambitiously and do better. My thing is I’ve always been, how can I do better? How can I push this as far as I can take it right here and now, and then I’m always looking at, how can I make it better for the next time?”

Those “ingredients” of competitive sportsmanship, says Roy, are what really propelled her career forward and “allowed me to just soar” after graduating from Vanguard University of Southern California with a Bachelor’s degree in psychology. She also credits this mindset with helping her through demanding roles, from her first job as a dishwasher at Sur La Table in Newport Beach to lead-

A FOCAL POINT OF THE RESTAURANT IS ITS GARDEN-FACING BAR, WHICH BOASTS A DISPLAY OF SEASONAL DÉCOR AND FLOWERS—HARKENING BACK TO ROY’S EARLY LOVE FOR FLORAL ARRANGEMENTS.

ership positions at esteemed restaurants like the three-Michelin-starred Alinea in Chicago.

Sur La Table, the chain retailer of upscale cooking and dining supplies, also hosts in-store cooking classes, and Roy recalls her first Julia Child class where they made beef bourguignon, a chocolate souffle, and a green bean dish. “I just remember being in that class and feeling like I was exactly where I wanted to be; I was doing what my number one choice would be, and that was to pursue a career in the kitchen, and that’s how I started.”

The next step on her journey was cooking at a Fairmont Hotel as a banquet chef. There, she worked her way up to the chef de partie. “Fairmont’s whole mission statement is turning moments into memories,” she notes. “That’s why I

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DISH YOU’RE MOST PROUD OF CREATING: My signature Buttermilk Chive & Gruyère Biscuits

IF YOU COULD ONLY COOK WITH ONE VEGGIE: Potato

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FAVORITE SPICE AT THE MOMENT: Chai spice

CHEF

JESSICA ROY

went to work for Fairmont in Newport Beach. It’s not the cutest property in the world if you look at it, but I was so fortunate to spend over four years with them, and that was what I call my culinary schooling. It was my training.”

She also learned how to cook with precision and speed for a large volume of guests. “I was extremely driven and competitive, and also, a female, and there were no other women around me, so I was outnumbered in that way. But I really never thought about it too much,

because I was just always looking to dominate,” Roy says.

That desire to “dominate” led to Roy entering her first cooking competition, which she admits she found on Craigslist, of all places. “I was just looking at TV, film, video, and I was always looking to do a culinary competition; it was just one of my dreams,” she explains. “I’d sit on the couch with my mom at night and we’d be watching ‘Chopped,’ and I’d be like, ‘I gotta be on that show.’ I want to do a cooking competition, because it blends my competitive sports history plus my passion for cooking, and I also really like being up in front of people.”

Roy competed on a pilot series on TNT called “On the Menu” with Ty Pennington as host and Emeril Lagasse as menu master, and ended up winning her episode. She was paired with California Pizza Kitchen, and she made a signature Korean barbeque pizza and walked out with $25,000. After the show aired, she “applied to every three-Michelin-star restaurant in the country,” says Roy, and heard back from Alinea in Chicago, who wanted her to fly in for a tryout.

“It was honestly pure hell. It was one of the most intimidating things I’d ever done in my life,” she admits. “I had a huge prep list, and I completely bombed it my first day.”

The intense atmosphere also involved “lots of yelling,” and her plan that night was to fly back home to California in the morning and get the promotion at the hotel she was promised. But for some reason, when she woke up, she wanted to go back and do it all over again. “It’s like the sick and twisted part of me that was actually looking for torture,” she laughs. “So I go back the next day, and I just had this fresh attitude again. It’s just how I wake up. I don’t know, growing up with all this California sun maybe did it to me.”

Against the odds, her positive attitude made an impact and got her noticed. They asked her to join the team, and in six short weeks, Roy quit her stable, cushy hotel job, and moved from the California sun where her family lives to move to the Windy City to pursue her dream.

“I wanted to just see, can you roll with some of the best chefs in the world, not in just your local area,” she adds. “I went in every day and I just crushed it.”

After spending two years in Chicago, she was ready to come home. “I learned to work with extreme precision and speed and very, very highly creative technical cooking and thinking,” Roy says. “That makes me this problem solver, creative engineer of food or whatever I want to create. It just was amazing, and it’s an experience that I feel was well worth the investment.”

Returning to California, Roy combined her technical expertise with her entrepreneurial spirit. In 2021, she opened 608 Dahlia (originally called Cultivar) within the serene Sherman Gardens, replacing Café Jardin in the space which was operated by French awardwinning chef Pascal Olhats.

The restaurant quickly garnered acclaim, including a five-star OpenTable rating. Roy’s dishes are inspired by her career journey including her early love for baking, like her signature smallbatch buttermilk chive and Gruyère biscuits made with organic European flour, aged French Gruyère, Maldon salt, and local citrus infused honey and whipped butter—which she started selling parbaked on her website for pick-up.

A focal point of the restaurant is its garden-facing bar, which boasts a display of seasonal décor and flowers—harkening back to Roy’s early love for floral arrangements. The cocktail program mirrors the ethos of the kitchen, transforming seasonal ingredients and fresh juices into handcrafted Soju-based cocktails like the Strawberry Basil Margarita and tropical-inspired Bird of Paradise.

As she considers expanding her culinary footprint, Roy’s vision extends beyond the kitchen; her plans include exploring lifestyle branding, incorporating elements of passions for fashion and design into her projects. Meanwhile, her commitment to creating joyful, memorable dining experiences remains steadfast.

For Roy, being a chef is more than a profession—it’s an expression of love, community, and celebration.

CHEF JESSICA ROY’S RESTAURANT 608 DAHLIA DRAWS INSPIRATION FROM ITS LUSH SURROUNDINGS IN SHERMAN GARDENS, FEATURING DISHES THAT HIGHLIGHT THE BOUNTY OF ORANGE COUNTY.

Wellness-Driven Dining

BY SATYNE DONER

As physical and mental wellness take center stage, progressive restaurants are stepping up to define the movement.

JANUARY IS NOT JUST A TIME for fresh starts and reinvigorated goals; The new calendar year often coincides with an increased focus on healthy eating. A 2024 study by Circana places wellness at the forefront of U.S. consumer choices, with $275 billion spent on foodservice by health-focused customers. However, the research suggests more innovation is needed, with only 11 percent of foodservice concepts offering wellness-centered dining experiences.

The CDC reports that more than 70 percent of adults are either obese or overweight, one in two adults have diabetes or pre-diabetes, and now one in eight teenagers have fatty liver disease. “You can start to see the picture that’s being painted,” says Renee Guilbault, a veteran food-industry consultant, chef, and author. “Restaurants are responding to this growing subset [of health-minded customers], but we aren’t there yet. More conversations should be had around reasonable portions, better quality food, fresher food, and more transparency around nutrition and prices,” she continues. “When customers start demanding better, you’ll see a dramatic shift.”

Guilbault is an advocate for businesses to make healthy options accessible to the communities they serve—and it all comes down to caring. “Every action matters, from selecting menu items to building recipes,” she says. “You can bring more nutritionally appropriate, delicious meals to people in a way that serves public health immensely. It all comes down to making sure restaurants understand the power of their own two hands.”

“If somebody wants to incorporate PROSPECT’S CONCEPT OF HEALTH AND WELLNESS

MORIAH WOLFE

wellness into their business, they will. I encourage people to think about the mark they want to leave on their custom ers and the food world in general because there’s so much good stuff we can get done for people,” she adds.

Nestled into the side of a mountain in Hunter, New York, Scribner’s Catskill Lodge is home to Prospect, a restaurant and bar known for its wellness offer ings and new American fare. Since 2016, Prospect has been inviting guests to try its locally sourced menu, take in the pan oramic views of nature, and explore the on-site garden.

“When people come to the lodge, they usually want to take a breather away from the city,” chef de cuisine Alejan dro Reyes Herrera says. “We want our food offerings to give guests a different experience that makes them feel special, surrounded by the mountains. We built our menu off of local flavors, our person ality twists, and the soul of the valley.”

Prospect’s concept of health and wellness is largely inspired by the nature of the Hudson Valley and the Catskill Mountains, inviting guests to slow down and experience the changing seasons. In the summer, this materializes as herbs, citrus, and flowers grown in the garden; the winter features nuts, mushrooms, plenty of desserts, and colors reminiscent of dry leaves.

A standout on Prospect’s menu is the veggie burger, topped with barbecue sauce, caramelized onions, and vegan cheese. The patty is made from vegetables grown in Scribner’s garden; a testament to the restaurant’s commitment to nutritious, quality ingredients.

“We’ve tried the commercial versions [of veggie burgers], and we wanted to make a version that wasn’t frozen or canned because it’s important to our team to only offer fresh products,” Herrera adds. “To get the texture and flavor right, we used vegetables and cereals combined with different spices … by getting these two elements together, it’s quickly become a classic dish. We’re very fortunate to have a beautiful garden to pull ingredients from and figure out how to make them work … not too

WITH CHEF RYAN EISERT AT THE HELM, IRIS AND BLUE BAR’S MENUS ROTATE SEASONALLY, INCORPORATING INGREDIENTS FROM LOCAL FARMERS WITH VEGETARIAN, VEGAN, AND GLUTEN-FREE ALTERNATIVES.

Jumping to the Pacific Northwest coast, Iris and Blue Bar also draw inspiration from their surroundings. Tucked into 20,000 acres of federally protected juniper forest, the restaurant and lounge is the newest addition to the Juniper Preserve wellness destination.

With chef Ryan Eisert at the helm, Iris and Blue Bar’s menus rotate seasonally, incorporating ingredients from local farmers. With vegetarian, vegan, and gluten-free alternatives, he has a commitment to nutritious and inclusive dining.

“We gather ingredients that are picked at their peak ripeness, improving their nutrient density. You can tell the difference on the plate, and it contributes to the surrounding community here in Oregon by creating a symbiotic relationship with farmers,” Eisert says. “The future of dining is becoming more vegetable-based, and a lot of diners are becoming more aware of where their food comes from. They want to know the back story behind it, and it’s a lot easier when the ingredients are coming from down the street.”

Menu offerings include a Porcini Mushroom Ravioli tossed with seasonal mushrooms, fresh herbs, and clarified butter; the Tomahawk on a bed of crushed Moulard duck fat potatoes, with

or lobster thermidor; or the tableside cheese cart, which features a curated array of local cheeses, jams, and pickles.

Blue Bar’s cocktails also reflect the wild terrain of Juniper Preserve, with craft selections including the Secret Garden, a mix of Hendrick’s Gin, St. Germain, lime, mint, basil, simple syrup, and cucumber bitters. The Matcha Picchu highlights the flavors of Pisco, housemade matcha syrup, lime, and aquafaba. Juniper berries often make an appearance on the menu, which act as an antioxidant and promote vitality.

Eisert also incorporates cooking techniques that improve health and wellness, using cast iron pans to increase iron intake and abstaining from frying or seed oils, opting for baking or grilling. He foresees the addition of woodfired dishes in the future.

“The farm-to-table philosophy at Iris and Blue Bar aligns closely with the wellness goals of Juniper Preserve by promoting health, sustainability, and community engagement by providing nutrient-rich meals that contribute to overall balance,” Eisert says. “We encourage mindfulness through the creative expression of our dishes … and it reflects our overall mission as a team.”

Boost Restaurant Sales with Instant Text Messaging

COST-EFFECTIVE MARKETING WITH A 90 PERCENT READ RATE . BY OLIVIA SCHUSTER

THE RESTAURANT INDUSTRY TODAY IS CHAOTIC,

so cutting through the noise is critical for driving customer engagement. One powerful tool gaining traction is text messaging, which boasts a staggering 90 percent read rate within just 10 minutes–compared to emails, which have an 18 percent open rate and are often ignored for days. "The urgency with text messaging is immediate," says John Scully, CEO of PizzaCloud and Text.Food. "People read

message volume, Text.Food offers volume discounts across chains, regardless of how many locations an owner manages. "Our pricing starts at 2.2 cents per message for small customers and drops to as low as one cent for large-scale users," Scully says. This model benefits both small operators and larger chains, ensuring that everyone receives the best rate.

texts right away, whereas, with email, the response is much slower, if it happens at all."

PizzaCloud, now partnered with nearly 2,000 restaurants, offers a full range of services, including text messaging, IP phone services, and cellular backup. For those not affiliated with the pizza industry or who don’t need these additional services, Text.Food is an ideal fit, as it focuses solely on text messaging for all restaurants.

The instant impact of text message marketing is driving more and more restaurants to adopt it as a tool for connecting with customers. “We saw tremendous success with our PizzaCloud service,” Scully says. “It inspired us to create Text.Food specifically for all restaurants. Our goal is to add 10,000 quick-service and fine-dining restaurants to our text messaging service over the next two years.”

Unlike many other platforms that charge steep prices based on

Automated campaigns are another valuable core feature of Text.Food, allowing restaurants to schedule texts based on slow times or special promotions. Some even send humorous, light-hearted messages rather than relying on promoting coupons and sacrificing profits. “One of our users sent a message reading, ‘Did you know it’s not a felony to eat pizza on Monday? Order now!’ These messages are fun and engaging, not overly salesy, and people respond to them just as well as coupon offers,” Scully says.

With Text.Food, flexibility is key to creating campaigns that match a brand’s voice, whether it’s advertising new menu items or encouraging customers to stop in on slower days.

Customer support is another strong suit where Text. Food excels. The platform offers a self-service portal, but for those who need assistance, their team is available 24/7 to help design the most effective campaigns. "We aim to offer the best of both worlds. Restaurants can manage everything on their own, or we can guide them through the process," Scully says.

One of the significant advantages of Text.Food is the ease of setup. "Once the brand is registered a user can send their first campaign in minutes. We handle the annoying bit, getting the initial approval from the National Campaign Registry," Scully says. This makes it an attractive option for busy restaurant operators seeking a simple, effective way to boost sales and engage customers.

With affordable pricing, flexible campaigns, and exceptional customer support, Text.Food is positioned to become a leader in text message marketing for restaurants. Whether you’re a small independent operator or part of a larger chain, this service can help increase revenue and customer satisfaction—all with a simple text. ✦

SISTER BRAND TO PIZZACLOUD

Price for this service varies based on type of message & volume.

• We apply volume discounts across entire chain, so individual location owners benefit from total chain volume.

As low as $0.01 per message for high volume customers!

Use your Existing Phone Number to send messages!

• Either through direct integration to your POS system, or by exporting lists from the POS to import into our platform, you can schedule & manage outbound text message marketing to increase revenue.

We are fully compliant with CITA/FCC regulations!

Text messages have up to 95% open rate within minutes: push online orders, drive additional revenue, & send upsell messages!

EXAMPLE OF HOW IT WORKS:

1) Send a X Dollars off coupon message to customers who’s last order was more than 90 days ago, with the goal of “re activating” those customers.

2) Send an “upsell” coupon for add on items to more active customers

3) Automated campaign to send a few hundred messages per day, with the goal of adding 10+ additional orders per day. Messages can be coupons, but you can also get great traction with messages such as “Happy Monday. Did you know you are allowed to eat pizza on Monday? ” followed by your online ordering link.

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From concept to creation, our cutting-edge spice lab can accomodate full roll outs in as little as 5 days, delivering consistent quality products straight to your restaurant.

TRENDS AND CREATIVE APPROACHES TO SPIRITS, WINE, AND BEER.

MENTIONED IN THIS STORY ABE & LOUIE’S • NORTH ITALIA • THE WINE ROOM KITCHEN & BAR • VINO VOLO

Liquid Intelligence

AT UPSCALE STEAKHOUSE ABE & LOUIE’S, WINES ON THE MENU PRICED AT OR UNDER $20 A BOTTLE AND THOSE PRICED OVER $150 “ALL GREW TREMENDOUSLY” IN THE LAST YEAR.

Forecasting the Future of WINE

BY SAM DANLEY

Wine experts reveal the biggest trends shaping the industry in 2025.

SHIFTING CONSUMER PREFERENCES, a growing interest in sustainability, and the influence of younger generations are redefining how wine is consumed and appreciated. FSR spoke with industry leaders to unpack the major trends

of 2024 and explore what the future holds for the wine world in 2025.

Wine in Decline

Jon Baer, beverage director at North Italia, notes that wine’s popularity has

steadily declined since the pandemic, with sharper downturns over the past two years. He attributes this shift to the surging appeal of low- or no-alcohol beverages and the booming cocktail scene, especially in premium tequila and highend whiskey categories.

“We definitely see consumers transitioning to cocktails from wine, and I think there’s going to continue to be this trade-off for the nonalcoholic beverage side,” he says. “The consumers that are sticking with wine are going to continue to look for something that overdelivers at a quality price point.”

Baer groups consumers that are still ordering wine at the table into two key groups. The first seeks “safe and affordable” options. “They want something that’s at a relatively good price point that they can trust,” he says. “That’s either recognizing the consumer brand name or just the varietal type.”

The second group is more discerning, willing to pay a premium for a glass of wine they perceive as high-quality. “If you’re going to charge $18 for a glass of wine, they want to know that it’s a quality glass, and most of those consumers that are spending that money recognize what they’re paying for,” he says.

Baer also notes an oversupply of wine

in 2024 that will likely persist into 2025. This surplus could benefit inflationweary consumers by enabling restaurants to offer better price points.

“Coming out of COVID, there was so much demand for everything—especially domestically—that prices have just continued to go up the last couple years,” he says. “I think those will relax a little bit and help us out, at least on the restaurant side of our cost of goods, and be able to pass it on to our consumers.”

Jacob Johnson is the corporate beverage director for Tavistock Restaurant Collection, which operates 17 concepts, including the upscale steakhouse Abe & Louie’s with locations in Boston and Boca Raton, Florida. Last year, he noticed that wines on the menu priced at or under $20 a bottle and those priced over $150 “all grew tremendously” while the middle range of wines seemed to have “fallen off entirely.”

“Consumer trends have indicated that wine, once again, has become a slightly less expensive alternative to cocktails— think European bistro,” he says. “After a year of overly powerful and in-your-face cocktail flavors, our guests have begun to seek out easier on the palate alternatives. Once prices incentivize consumers to opt into wine and out of liquor,

WINE PROGRAMS IN RESTAURANTS SHOULD FOCUS ON ACCESSIBILITY TO REMAIN RELEVANT AND COMPELLING FOR TODAY’S CONSUMERS, ESPECIALLY YOUNGER ONES.

the choice is easy.”

Recent investment in California has escalated prices at an unprecedented rate, Johnson adds. With that shift, he’s forecasting growth in international wines in 2025 to regions such as Chile and Spain.

Engaging the Next Generation

Larissa Dubose, senior director of Paradies Lagardère’s Vino Volo wine bar brand, is closely tracking the rise of the nonalcoholic movement. “If you look at the sheer amount of offerings available now versus five years ago, it’s phenomenal to see how this part of the industry is booming,” she says.

She points to SommCon, a major gathering for beverage professionals, where the nonalcoholic trend was a central topic of discussion. A standout session led by Erica Duecy, founder of Business of Drinks, and Erik Segelbaum, founder of Somlyay Hospitality Consulting, highlighted how to connect with Millennial and Gen Z consumers—generations moderating their alcohol intake. One statistic stuck with Dubose: Nonalcoholic beverage sales surpassed $1.8 billion in 2023 and are projected to grow by 25 percent annually for the next four years.

“It’s been shown that for younger generations, alcohol doesn’t carry the same importance as it did for others,” she says. “So, we want to be mindful of that. How do we reach them where they are?”

For Dubose, meeting consumers where they are also means understanding their flavor preferences. “Most wine drinkers start their journey on the sweeter side,” she says. “Sweeter profiles are approachable and easy to drink.”

While sweeter wines have always been popular with beginners, Dubose notes a rising interest in unique flavor combinations, such as semi-sparkling moscatos infused with pineapple and spicy chili. She encourages beverage leaders to consider how such offerings can attract both new and experienced wine drinkers.

Another way to demystify wine for new consumers is through low-high pairings. Dubose champions the idea of pairing everyday foods with wine—think ice cream or chicken wings—removing pre -

tension and making wine approachable.

“That definitely goes a long way to attracting the younger generation,” she says. “Why does it have to be this ambiguous, elitist beverage? It’s a libation that should be enjoyed however you want it to fit into your world. And it’s us as the wine industry professionals that are commissioned to provide that information, to provide that education for our younger generation.”

On the education front, the topic of transparency has been a growing focus in the wine world and is expected to remain a key point of interest moving forward. As consumers increasingly prioritize health, sustainability, and authenticity, the wine industry is responding with products that align with these values. This shift has contributed to the rising popularity of biodynamic wines, which emphasize harmony and balance in the vineyard by treating it as a living ecosystem. Organic wines, which strictly avoid synthetic pesticides and fertilizers, and natural wines, crafted with minimal intervention and additives, have also gained traction among conscientious consumers.

Dubose adds, “that non-interventional and less-is-more approach has really opened up the consumer’s curiosity into wine making, so being able to tell the story behind the wine is important.”

Accessibility and Appeal

Whether creating new wine programs or enhancing existing lists, Johnson says it is important to recognize that the most commonly called for wines are just that—most commonly called for.

“Regardless of perceived prestige, every list should hold space for wines that make people feel comfortable,” he says. “So many sommeliers over the years have sought out to ‘leave their mark,’ and I genuinely believe that overly esoteric, almost unreadable lists have left our guests feeling that they’re not welcome in our club.”

He says a great list should include hidden gems, commonly called for items, biodynamic and/or healthy wines, and nonalcoholic options in 2025 to cater to various demographics. But beverage

leaders should also be mindful of not overwhelming guests with the amount of information presented on the menu. This is where staff training plays a critical role. Equipping team members with a strong foundation of wine knowledge allows them to guide guests confidently, says Ian Concascia, a sommelier at The Wine Room Kitchen & Bar, which operates locations in Winter Park and Delray Beach, Florida. Concascia suggests offering team members a simple framework: provide them with a few conversational points about each wine to share with

guests who prefer quick recommendations, but also train them to dive deeper when guests seek more detailed insights.

“Focus on the understanding—not the rote memorization—of what goes well together,” Concascia says. “What actually makes a good cabernet go well with a steak? What makes a high-tannin wine go well with something that has these buttery, umami flavors? The better understanding that you have of what makes things go well together, that is going to help you convey it to the customer and give more genuine advice.”

A GREAT WINE LIST SHOULD INCLUDE HIDDEN GEMS, COMMONLY CALLED FOR ITEMS, BIODYNAMIC AND/OR HEALTHY WINES, AND NONALCOHOLIC OPTIONS IN 2025 TO CATER TO VARIOUS DEMOGRAPHICS.

WOMEN IN RESTAURANT LEADERSHIP: TOGETHER SUMMIT

FEBRUARY 19 - 20, 2025 / NASHVILLE, TN

Unite. Elevate. Lead.

Join the movement of women reshaping the future of the restaurant industry at the Women in Restaurant Leadership: Together Summit. This two-day event is all about bold conversations, powerful insights, and purposeful networking that fuels the growth and success of women leaders across the industry.

What to Expect

• Visionary Speakers: Hear from trailblazing women who are changing the restaurant world, sharing strategies and stories that inspire action.

• Hands-On Workshops: Gain practical tools to overcome real challenges, enhance your leadership, and drive business success.

• Next-Level Networking: Connect with driven, like-minded women ready to collaborate and empower each other.

Why Attend?

• Innovative Leadership: Discover fresh perspectives and actionable ideas to enhance your leadership in this evolving industry.

• Empowerment in Action: Engage in meaningful discussions that inspire personal and professional growth.

• Collaborative Impact: Be part of the conversations that tackle today’s challenges— diversity, equity, and work-life balance—and shape tomorrow’s solutions.

Who Should Attend?

If you’re a woman in the restaurant industry— whether you’re an owner, chef, manager, or emerging leader— this summit is for you.

Nashville Awaits

Experience the energy of Nashville while connecting with women leaders who are as passionate and driven as you are.

FEBRUARY 19 - 20, 2025

ARE YOU READY TO LEAD THE CHANGE?

WOMEN IN RESTAURANT LEADERSHIP

FEBRUARY 20, 2025

AGENDA

Shannon Hennessy

WINNING FORMULA TURNING POINT RESTAURANTS The of

Meet the chain that’s evolving and setting itself up for success for years to come: Turning Point Restaurants, a NextGen Casual breakfast, brunch, and lunch concept with 40 locations on the horizon and a passionate leadership team committed to carving out the future of daytime dining.

BY CALLIE EVERGREEN

BREAKOUT

BRANDOF THE YEAR

TURNING POINT CEO KIRK RUOFF AND COO BONNIE IAVARONI ARE DRIVING FRANCHISEFOCUSED GROWTH WITH CONSISTENCY AND INTEGRITY, FOCUSING ON EXPERIENCED OPERATORS, GUESTFIRST EXPERIENCES, AND MAINTAINING THE BRAND’S HIGH STANDARDS ACROSS EVERY LOCATION.

FROM A STRUGGLING COFFEE AND TEA CONCEPT TO FSR ’S BREAKOUT BRAND OF THE YEAR, Turning Point Restaurants has come a long way since its origin story. Inspired by European cof fee culture, the concept was originally called Little Silver Turning Point Coffee & Tea Salon and was focused on cappuccinos, loose-leaf teas, and gourmet sandwiches—but it was on the brink of closure when future founder and now-CEO Kirk Ruoff stumbled across it. An assistant manager at Chili’s at the time, Ruoff saw the potential in the New Jersey Shore-based brand.

“The lady who owned it … she ran it for three years and she never made a dollar. She lost all her money, her husband was a Wall Street executive, and she was just dying to get out of it,” Ruoff recalls. “Me wanting to own my own business, I bought the business from her. So I left Chili’s, and she financed some of it.” What Ruoff did next turned the tide for the business; With a baby on the way and a fresh vision, he transformed Turning Point into a daytime dining destination unlike any other. While he initially operated it as a lunch and dinner restaurant, his wife wanted him home early each night when the baby arrived, which prompted the change to dropping dinner service and adding breakfast—even though there were already two other breakfast places in the area.

Bonnie Iavaroni, who joined Turning Point as a chef within a year of Ruoff purchasing the concept, was a key part of making that shift successful, and was promoted to chief operations officer. “I had graduated culinary school, and I was working out in restaurants and working crazy hours for crazy people, and then I got into corporate dining, and that was really boring,” she says. “When I saw him hiring, I went in and I saw the little space and I thought, OK, he doesn’t seem like a psychopath, and this is very attainable. And so I came on board.”

Together, Ruoff and Iavaroni have grown the brand from a single location to a rapidly expanding chain, which recently surpassed the 30-location milestone and is on pace to reach 40 restaurants by the end of 2025. “I don’t know if

at that time, it occurred to me that there was any kind of vision to grow the way we have grown. I don’t think that really came to us until later,” Iavaroni admits. Ruoff says he was more focused on analyzing numbers and spreadsheets, while “Bonnie was always really connected to the guest experience from a culinary standpoint, steps of service, and connecting with the staff.”

The opportunity to open a second location presented itself when one of their guests was developing a shopping center in Holmdel, New Jersey. “This is right after 9/11 and all of his businesses bailed on his project, so he had a shopping center that was half built, and nobody could go into it,” Ruoff explains. “He came to me and said, ‘Hey, would you think about doing a second loca -

tion?’ And I said, ‘Well, we don’t have any money, we’re kind of living hand to mouth here as we’re building up our business.’ He says, ‘Don’t worry, if you sign the lease, personally guaranteed, I’ll loan you the money.’”

THE RECIPE FOR SUCCESS

At the heart of Turning Point’s success is its commitment to consistency and a superior guest experience. Turning Point has become known for its elevated offerings and welcoming atmosphere, from cozy dining rooms with fireplaces to oversized mugs that feel like a warm embrace. Every detail is designed to make guests feel at home.

The original location had only 12 was averaging 400 meals a day, with lines wrapping around the building. “And we’re like, oh my gosh, we need a point of sales system, we can’t write it out on a pad,” Ruoff laughs. “We could not believe the response, and it really blew up. The growth of the business took many twists and turns. We got to a point where I had six mortgages on my house and all these liens … It really was just a labor of love.”

And Turning Point isn’t your aver -

age greasy spoon diner. The elevated menu strikes a balance between indulgent dishes like Cinnamon Roll pancakes and a Southern Chicken waffle with chopped bacon, sriracha hot honey, and crispy chicken; and lighter, healthier options under its “Good and Good For You” section, including the Health Freak Combo with a CrossFit Omelet, one Power Grain Pancake, and two pieces of chicken sausage.

“Some of our competitors are really indulgent and heavy. It’s just not what we do. We do try to offer some indulgence, but without requiring a defibrillator at the end of your meal,” Iavaroni quips. “We do try to be a little bit sensible with what our offerings are.”

Additionally, Ruoff and his team kept a strong emphasis on the high-quality coffee and tea offerings it was founded upon, including french presses, cold brews, regional coffee blends, lattes, and specialty coffee drinks like the Salted Caramel Mocha-Chino—key elements that set the brand apart from its competitors that typically only offer drip coffee or basic cold brew.

“You see our other competitors out there and what they offer—certainly we have checked them out too—and their offerings in the beverage category are

“I think that really where the growth happened was, we had incredible employees, and they were always saying, ‘Well, what's next? What else are we going to do? Are we going to open up another one? Where are we going to go?’ So our journey over 28 years has just been the employees really pushing us,” he continues.

BREAKOUT BRAND

kind of limited,” notes Iavaroni. “Some of them do focus on maybe the cold press, fresh-squeezed juices. There's a little bit of focus on the coffee, but just not to the level that we offer. Something that we have that's hyper unique [that] you see almost nowhere really are the french presses.”

Ruoff adds, “I think the way that people treat coffee today is the way people treat wine. They want that better experience … If coffee is your thing, you don’t mind the upsell. It’s not a $1,000 bottle of wine, which is even more at a higher level, but I think we do an excellent job

ferent because each server has a different personality, but it definitely needed to be more consistent,” she says.

When Iavaroni has a slower week, she takes the time to personally read each store’s reviews on Google and Yelp, and reaches out quickly if there are any problems. The vast majority of Turning Point’s 30 stores impressively have over 4.5 stars on Google. “We’re really big on our reviews,” says Iavaroni.

“What I always look for is the pattern of the comments,” she continues. “Are we talking about a service issue? Is it poor service or was the speed of service an

with delivering that experience to people who want something different and differentiated, and they do place a lot of value on it.”

In addition to continually innovating around the food and beverage menu, the company also takes a data-driven approach to maintain operational excellence, regularly reviewing guest feedback and implementing systems to ensure high standards across locations—but that wasn’t always the case.

Iavaroni had to work through issues with steps of service and updating the training manual when guests were having inconsistent experiences at different locations. “They all need to be good experiences. And yes, they’re going to be dif-

up on everything. “The benchmark visits are announced. We give them about three to four weeks heads up so they can get their stores cleaned up, spruced up.”

Iavaroni adds, “You're not going in and causing them anxiety, but you're also giving them an opportunity, we say, to reset your store, get your store looking good. Maybe we just came off of a busy season, so now it's time to touch up our paint. Let's get our booths cleaned up, detailed cleaning, and we're making sure that our stores are just getting themselves really refreshed and looking really nice and crisp. The team is in

issue? Is food temperature an issue, is it inconsistency of food? Is it takeout food that’s the problem? We really try to identify what is the common theme of comments, and that goes complimentary as well. When they’re positive, that really helps us determine, OK, this store is good, that’s why they’re a 4.6, that’s great.”

The company takes it a step further by holding a contest quarterly for their teams to work on boosting their reviews. The last contest was on the heels of rolling out a new server training manual with updated service steps and guidelines, since Iavaroni wanted to measure the impact of those changes. This is on top of benchmark visits, where Iavaroni and her team go into locations to check

good uniforms, they've worked on their service in the front-of-house, they've worked on their execution in the backof-house, and it gives them an opportunity to hopefully shine, and gives us an opportunity to give them some feedback on our experiences.”

About six months after the benchmark visits, Turning Point begins conducting FBHS visits—food, beverage, hospitality, and service evaluations. These visits are unannounced, where Iavaroni and the president of operations go in to experience the service firsthand. The goal is to ensure that the stores are maintaining service steps and cleanliness from a guest’s perspective, starting from the parking lot to entering

THE MENU STRIKES A BALANCE BETWEEN INDULGENT DISHES AND LIGHTER, HEALTHIER OPTIONS, COMPLEMENTED BY A STRONG EMPHASIS ON HIGH-QUALITY COFFEE AND TEA OFFERINGS, INCLUDING FRENCH PRESSES AND REGIONAL COFFEE BLENDS.

“When somebody decides to buy a Turning Point franchise, you’re really buying a day part. You’re not buying a trend … I think that people like that stability that they know breakfast isn’t going anywhere.”

the building, being seated, experiencing the service timing, and even visiting the restrooms. Unlike the more in-depth kitchen-focused benchmark visits, FBHS visits are designed to assess the overall customer experience to ensure that every detail of the guest journey meets the brand’s standards.

Ruoff emphasizes Turning Point's commitment to addressing guest concerns by proactively reaching out to dissatisfied customers, understanding what went wrong, and implementing changes to improve. Acknowledging that perfection isn't realistic, he highlights the brand's use of advanced technology and aggregator software to track feedback and ensure consistent service quality.

This scalable approach enables Turning Point to manage guest experiences effectively across its growing number of locations, reflecting its evolution from a small operation to a sophisticated, data-driven brand. “We’re able to not only do it at 30 stores, but we can do it at 100 stores,” he says. “Those are the systems in place that we feel comfortable with as we’re growing up, that it’s not a mom-and-pop operation. You need to leverage technology to make data-driven decisions.”

Ruoff also touts the value of having your restaurant staff members be aware of Google reviews and ratings. Whenever a good review name drops a certain server, that person is celebrated and the entire staff knows about it. “What’s important to us should be important to them,” he says. “I think they really do take it personally.”

POWERFUL GROWTH PARTNERS

Hourly restaurant employees are the backbone of the business—without them, everything would fall apart. But having qualified, competent leaders and owners is key to ensuring the brand’s success is sustainable.

A few years before Ruoff started franchising Turning Point in January 2022, the company received an investment from private equity firm NewSpring Capital and Larsen MacColl Partners in February 2019. At the time, Turning

Point operated 16 locations in the MidAtlantic. The transaction served as an accelerator for future projects, while also allowing Ruoff to maintain a majority stake. “Turning Point’s dependable track record of success and brand loyalty over the last 20 years speaks for itself,” said Anne Vazquez, NewSpring partner, in a statement in 2019. “We see a tremendous opportunity to increase the company’s geographic footprint through new store openings and are excited to partner with Kirk and Larsen MacColl Partners to take Turning Point to the next level.”

Based in Philadelphia, NewSpring has investments in other emerging franchises including made-to-order donut concept, Duck Donuts; fast-casual bak-

ery and cafe Great Harvest; Central Bark; Federal Donuts and Chicken; Shake Smart; and more. The partnership has been instrumental in Turning Point’s evolution and expansion. Since joining forces, NewSpring has provided not only financial backing, but also strategic guidance that has propelled the brand forward.

The private equity firm’s expertise became particularly vital during the pandemic in supporting Turning Point with resources to navigate the crisis, including financial planning, operational adjustments, and innovative solutions to sustain business.

“You go from growth mode into preservation mode and filling out PPP forms, and we never closed our restaurants. We kept our doors open, and we were fighters. We were selling toilet paper out the

back door,” Ruoff says. “We went through all of that, so to come out of that, that set us back almost two years of where we wanted to be. Now that’s behind us, it’s like the locomotive—you’ve got to get it cranked up again. You’ve got to go out and negotiate deals, get letters of intent, get leases signed, build back the team.”

Beyond pandemic support, NewSpring Capital’s role in shaping the brand’s franchise strategy and operational scalability has been invaluable. From encouraging the hiring of seasoned professionals, like a CFO with extensive hospitality experience, to supporting technology upgrades, the partnership has enabled Turning Point to execute its ambitious growth plans while maintaining the con-

people,” Ruoff explains, emphasizing the importance of cultural fit and shared vision. Franchise partners are required to uphold Turning Point’s rigorous standards, supported by comprehensive training, operational resources, and ongoing support from the corporate team.

“I remember when we were talking about going into franchising, it was like OK, now you’ve got to take all of our manuals and make it for franchising. And I spent almost a year working on our operations manual and all our training manuals, but then also creating a franchise training program,” Iavaroni recalls. “We got all that stuff put together before we rolled out actually signing up our first franchisee. And we were fortunate our

sistency and quality that define the brand.

However, even with the help of NewSpring’s resources, the transition to being a franchisor was a challenge. Ruoff was initially hesitant and worried that giving up control would mean consistency would drop, and “immediately said no” to the idea when it first came up. But his partner at NewSpring told him he would have control over which franchise partners to bring in. “All of our franchisees today, they have hospitality experience. They have either owned brands or currently own brands. We have quite a few multi-unit franchisees that own Taco Bells and Dunkin’ Donuts and Fuddruckers, and they’re looking to diversify in their own portfolio,” he says.

“We say no more than yes, and we really spend a lot of time pre-qualifying

first franchisees that we went into partnership with, they were very new at it, just as much as we were new at it, so it worked really nicely the way we were able to be like, give us your feedback, we’ll take that information and how do we just get it ever better and more tailored.”

Turning Point signed its first franchise agreement in spring of 2022 with Dave T. Vazquez and Eric Brandow of RNF LLC to open a location in Upper Dublin Township in Pennsylvania, marking the brand’s 22nd restaurant.

Vazquez and Brandow met in 1997 while working for a restaurant operator in Philadelphia. Since then, they've worked on larger teams to open several high-end restaurants, including Buddakan, a well-known Asian fusion restaurant in Philadelphia and New York City.

BREAKOUT BRAND

Independently, Vazquez worked for KC Prime Steakhouse, Striped Bass, and also opened 22 Bowen's Wharf in Newport, Rhode Island. Brandow himself opened Serpico with James Beard award-winning chef Peter Serpico, and managed two Capital Grille locations in the Philadelphia area.

"Nowadays, it's rare to find a quality brand you can trust. Turning Point is a proven concept that is executed in an extraordinary way," said Brandow in a statement at the time. "This company is dedicated to opening new restaurants that prove to be profitable, manageable, and well-loved by the community.”

PREPARING FOR THE FUTURE

As Ruoff prepared his team and the brand to scale, one of the biggest challenges and changes they had to make was revamping the way they looked at their inventory and unique stock-keeping units (skus). It was NewSpring that brought this issue to Ruoff’s attention as it sought to make the business more streamlined, efficient, and reduce complexities and costs. For example, Ruoff says, “Let’s not have four different kinds of spoon—an espresso spoon, a tea spoon, a soup spoon, a bar spoon—let’s see if we can consolidate here on some of those items.”

The team brought in a supply chain management company to help, and with the support of NewSpring, was able to negotiate better prices with manufacturers and product broadliners to reduce costs for franchisees and corporate restaurants. “We brought in a lot of consultants and a lot of advisors to help us to be able to scale up. But we’re still figuring out things,” Ruoff admits.

Expansion efforts are focused on the east side of the Mississippi River, filling in everything from Maine down to Florida. On top of developing the corporate operated units, existing franchisees are also at various stages of development with new locations in Lancaster, Collegeville, and Harrisburg, Pennsylvania. Two multi-unit franchisees are in the process of lease negotiations for locations in North and South Jersey.

The franchise pipeline remains highly dynamic, with ongoing discussions about entering new markets, including Maryland, Connecticut, and Central and West Coast Florida.

The Turning Point corporate team also bolstered its foundation with a key development at home. In early 2024, the brand unveiled the Turning Point of Ocean Township in central New Jersey. This two-story facility features a firstfloor restaurant open to guests, serving as a testing ground for new concepts, while the second floor houses Turning Point’s new corporate offices. The headquarters includes dedicated franchisee training spaces, conference rooms, and office accommodations for administrative staff and the executive team.

With its sights set on long-term success, Turning Point is leveraging technology, including a branded app that’s designed to elevate the guest experience while streamlining operations for franchisees. “That was a big mandate for us this year to get it ready for growth, and we’re continuing to see the business come for that. More and more people are downloading the app, and we’re super excited,” Ruoff says.

For guests, the app simplifies interactions with the brand, enabling them to place orders ahead of time, join the waitlist remotely, and earn loyalty points with each visit. These features not only make dining at Turning Point more convenient but also foster stronger customer relationships by rewarding repeat business.

On the operational side, the app integrates seamlessly with Turning Point’s point-of-sale system and accounting software, creating efficiencies that benefit franchisees and corporate-owned locations alike. For franchisees, this means reduced manual processes, better data insights, and the ability to manage promotions and customer engagement more effectively. Franchisees have welcomed the technology as a tool that aligns them with larger national brands, creating a competitive edge in the market.

When multi-brand franchisees see the app’s capabilities, they recognize it as something on par with what the big

players are doing. “There’s aggregation, and there’s the ease of simplicity, and I think when you have a multi-unit Taco Bell franchisee that comes to you and you show them you have this technology, they say, that’s what Taco Bell has. That’s great—you feel like you’re a little bit of a big boy brand and we’re doing something right,” Ruoff adds.

As Ruoff and Iavaroni reflect on their journey, they credit the brand’s growth to its strong team and unwavering commitment to creating unforgettable guest experiences where everyone feels welcome. “We have never strayed away from the core values that we have,” Iavaroni says. “Something that has always been a Turning Point theme for us is to make sure our dining rooms and the spaces our guests are coming into are cozy. Our guests come into a space that looks like somebody’s living room. It’s very comfortable. The colors and the tones are soothing, it’s a very relaxing type of an environment … From the beginning, our philosophy then hasn’t changed to where it’s at now, and we’ve had a lot of success with the fact that it’s our philosophy.”

Ruoff adds, “When somebody decides to buy a Turning Point franchise, you’re really buying a day part. You’re not buying a trend.”

“Right now, Nashville hot chicken, chicken sandwiches, there’s all these brands that are blowing up around hot chicken. Well, will hot chicken be a thing in five years? The MOD Pizzas and fastfood pizzas, that was a hot thing, and that’s blowing out. Better burgers, you had everybody in the better-burger concepts. These are specific menu trends that are happening that are hot, and then they’re not,” he continues.

“But when you invest in a Turning Point, you’re buying and making a bet on a day part, and I think that people like that stability that they know breakfast isn’t going anywhere.”

With a leadership team dedicated to sustainable development and a clear vision for the future, Turning Point is building a foundation that positions it well for continued success in the breakfast, brunch, and lunch space.

You should know—you’re one of them.

You’re what we at FSR like to call “tablesetters.”

You make things happen in the restaurant industry.

You’re an innovator on your menu and in all aspects of your operation.

You’re watched and emulated by other restaurateurs.

You lead the markets you operate in.

These are the characteristics that make a tablesetter. And FSR is the trusted source of information for these most influential chefs and restaurateurs in the industry. Request your free subscription today by visiting FSRmagazine.com/subscribe

Restaurants : Setting America’s Table

Trending on the Menu

BY YA’EL McLOUD

VEGGIE WRAP AND BUTTERNUT SQUASH SOUP MEAL.

Value-Driven Menus Fueling the Future of Casual Dining

Balance bold flavors and customer demand to boost profits.

Delivering value has never been more crucial for restaurant operators, as customers today are laser focused on getting the most out of every dining experience. With inflation tightening wallets, restaurant operators are pressured to deliver food that’s not only delicious but also perceived as worth the price—an expectation that extends far beyond what’s on the plate.

For restaurant chain Ford’s Garage, balancing culinary innovation and

affordability is key and Campbell’s Foodservice products are helping them strike that balance with consistency and flair. “People see value as more than just a price point,” says Jessica Tomlinson, vice president of culinary and beverage of Ford’s Garage. “It’s the entire guest experience. From the moment they walk through the door to the moment the check hits the table, every interaction counts. It’s the host’s greeting, the server’s knowledge, the speed and accuracy of service—it all

adds up to the perception of value.”

As the casual dining sector adjusts post-pandemic, offering value without sacrificing quality is a constant challenge. Today’s consumers are selective, opting to streamline their orders by skipping appetizers or desserts to help keep costs manageable. “We see guests ordering one drink instead of two or skipping the extras entirely,” Tomlinson says. But rather than lowering standards, Ford’s Garage is upping the ante with limited-

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CHICKEN SKILLET

Take tastebuds to distant places with the global fl avors of Campbell’s® Culinary Reserve Mexican Street Corn Soup. The ready-to-cook format lets you heat and serve as is or garnish for a signature touch.

Explore flavors and recipes.

Campbell’s®Culinary Reserve

time offerings (ltos), which add excitement and allow guests to explore new flavors at an approachable price point.

“We’ve built a quarterly LTO platform, like our summertime barbecue grilling menu, that keeps things fresh,” Tomlinson says. “While our core menu provides comfort and familiarity, the LTOs allow guests to be a bit more adventurous.”

Behind these LTOs and other menu innovations, Campbell’s Foodservice products have been instrumental. “Campbell’s gives us the quality and consistency we need to keep our back-ofhouse operations running smoothly, especially given ongoing labor challenges,” Tomlinson says. “Take their Creamy Tomato Basil Soup—it’s incredibly versatile. We use it across multiple dishes, from a simple soup-and-sandwich combo to a base that we’ve added ingredients to make the signature sauce for us. It reduces prep time, cuts waste, and guarantees quality every time.”

Campbell’s Foodservice delivers familiarity while also staying ahead of trends. “They do a great job of blending nostalgic comfort with bold, trendy flavors,” Tomlinson says. A prime example is their Mexican Street Corn Soup, a flavorful twist on elote, the beloved street food, which adds both familiarity and innovation into their portfolio.

“Guests love it because it’s both familiar and exciting,” Tomlinson says. “That’s what value is all about; delivering something unique but comforting.”

Other standout products, like Spicy Harissa White Bean Soup, have been instrumental in driving customer curiosity with the increasing demand for globally inspired flavors. According to Innova Market Insights, 61 percent of global consumers are willing to try new items in foodservice this year, up from 54 percent last year. Ford’s Garage is capitalizing on this insight, offering globally inspired soups that appeal to adventurous palates while still keeping prep time low.

For operators hesitant about incorporating pre-made ingredients, Tomlinson offers some advice: “Start small. Try a few products and conduct blind taste tests to get operators opinions and approvals. You’ll be surprised at how seamlessly these products can integrate into your menu without sacrificing flavor or authenticity. The consistency alone is worth it, especially when labor is tight but we’re still striving to achieve a valuable experience for our guests.”

According to Datassential, 40 percent of U.S. consumers are interested in trying global soups and stews and Camp -

bell’s® Culinary Reserve is tapping into that trend with a robust soup portfolio designed specifically for foodservice. From classic comfort soups to globally inspired offerings like their Cuban-Style Black Bean Soup, Campbell’s Foodservice allows operators to experiment with new flavors without increasing operational complexity.

“We work closely with Campbell’s chefs and product developers to create menu items that align with our brand while pushing the envelope in terms of flavor,” Tomlinson says. “Their innovation, combined with our menu strategy, helps us stay competitive and meet evolving consumer demands.”

As casual dining continues to evolve, offering value without sacrificing quality will remain critical to success. With the right partners, operators can find innovative ways to do just that while delivering experiences that are not only worth the price but leave guests eager to return.

GRILLED CHEESE AND TOMATO SOUP

CHEF JESS TOMLINSON CAMPBELL’S FOODSERVICE (2)

keep things hot with spicy trends

ampbell’s® Culinary Reserve Spicy Harissa WhiteBeanSoup

Serve trend-forward fl avors and expand your LTO reach with Spicy Harissa White Bean Soup and more from Campbell’s® Culinary Reserve.

Explore our flavors and formats.

Consumer Value Trends

A FEW KEY INSIGHTS FROM DATASSENTIAL ON CONSUMER VALUE

• Nearly 60% of consumers paired their happy hour beverages with small bites, like appetizers or side dishes.

• 54% of consumers are interested in attending happy hours for drink specials.

• 12% of consumers had salad or soup at their last happy hour occasion.

• Value-based motivators are key to driving happy hour traffic with 42% of consumers being interested in food promotions at happy hour events.

• Consumers top consideration for choosing a restaurant in great value (78%) and value (65%).

CONSUMER VALUE TRENDS TO WATCH & UNDERSTAND // COURTESY

CHECKERS MEAL DEAL Consumer’s choice of sandwich (Checkerburger/Rallyburger OR a Bacon Cheddar Crisp), 8 all-white meat Chicken Bites, a small order of its Famous Seasoned Fries, and a 16 oz. icy cold drink.

CONSUMERS:

FURTHER INSIGHTS: Checkers and Rally’s: This LTO offering proved to be a great value deal for consumers at $5. 800+ Locations // U.S.

FURTHER INSIGHTS: McDonald’s: Appealing to consumer demand for value McDonald’s $5 LTO remains competitive. 36,500 locations (appx.) // 100+ COUNTRIES

THE McCHICKEN $5 MEAL DEAL McChicken®, Chicken McNuggets ® (4 piece), World Famous Fries ® (Small), Coca-Cola (Small) No Ice.

a bigger bowl you’re gonna need

Campbell’s® Culinary Reserve helps you expand your menu in more ways than one, featuring global fl avors that fit seamlessly as ingredients across other dishes.

Explore our flavors and formats.

$5 YOUR WAY MEAL

Choice of Whopper Jr. OR Chicken Jr. OR Bacon Cheeseburger, 4 Pc. Chicken Nuggets, Value Fries, Value Soft Drink.

FURTHER INSIGHTS:

Burger King: An LTO and Combo & Value Meal that is in line with consumer’s value needs, at $5. 19,000 locations (appx.) // 100+ COUNTRIES

3/$5 MIX ‘N MATCH Choose 3 items from our Value Menu Chicken Wraps, Sliders, a small order of fries, and a small fountain drink only for $5.

FURTHER INSIGHTS:

Arby’s: This $5 LTO provides more variety than other meals allowing consumers the choice they want with the value they need.

CHICKEN SANDWICH AND FRIES VALUE MEAL

CHICKEN WRAP AND FRIES VALUE MEAL

Women in Leadership BY SATYNE DONER

Inside Jessica Kim’s Sushi Empire

The first-generation Japanese-American has taken Harumi Sushi from five employees to $10 million in net revenue.

JESSICA KIM DESCRIBES her family’s first sushi restaurant as a “bento box corner lot”—a tiny, 1,200-squarefoot building in downtown Phoenix with only one working freezer. They opened Harumi Sushi just over 10 years ago to support their family, who had come from Japan to Phoenix with nothing. Kim recalls being in charge of cleaning the restrooms during Harumi’s infancy. “Sushi restaurants in Phoenix were nonexistent at the time, and although the location wasn’t ideal, we went in because the rent was affordable, and we wanted to cater to the office crowd,” Kim says.

“My entire family has been in the Japanese culinary industry for as long as I can remember, and they started from the ground up,” she continues. “I was there alongside them, doing all the grunt work and being the janitor—basically, being part of the operations from the beginning.”

Kim leveraged her background in finance and business to scale Harumi Sushi. She and her family knew they were outgrowing their original location when, even after knocking down a few walls to make more space, customers were still lining up outside in the Phoenix heat. Across the street, a beautiful restaurant space was available, complete with a patio, and they felt it was time to make the big leap. “We had always

dreamed about [a bigger building]. The location had a lot of turnover, so we were eyeing and manifesting it for years,” Kim says. “Once we realized that we needed to expand even further, we decided to take Harumi across the street. I believe the manifestations directly coincide with my experiences, and I’ve been able to utilize it as a tool for success.”

Today, Harumi Sushi thrives at both the original location and the new 5,800-square-foot restaurant with an open dining room, spacious patio, and 10-seat sushi bar, tripling the original

restaurant’s capacity, staff, menu, and customer base. With Kim at the helm, the brand has grown from five employees to over 150 and is expected to cap 2024 at $10 million in net revenue.

From the beginning, the goal has been to consistently serve quality, affordable Japanese cuisine. The menu includes imported A5 wagyu from Japan and a carefully curated selection of sake, whisky, and Japanese-inspired cocktails. The sushi and nigiri are sourced from the same suppliers as Nobu—a testament to Harumi’s high standards.

“Americans are no longer uneducated when it comes to Japanese cuisine. We get all of our fish from the same suppliers as Nobu, but we don’t charge the same astronomical prices,” Kim says. “We’re known for two things: afford -

DRAWING INSPIRATION FROM AMERICAN STEAKHOUSES, JESSICA KIM ENVISIONS HARUMI WITH THE SAME CALIBER OF TOP-NOTCH HOSPITALITY BUT WITH AN APPROACHABLE TWIST.

Women in Restaurant Leadership

ability and quality. I tell my chefs not to reinvent the wheel—just do common things uncommonly well. Our customers can visit us a year from now and still have the same, if not better, experience.”

Inside the kitchen, Harumi has no head chef; instead, the team is split into seven groups that rotate stations every three weeks. In a world where kitchen dynamics can be increasingly complex, and sometimes even discriminatory, Kim feels this encourages her chefs to learn areas they wouldn’t have access to in a traditional Japanese restaurant.

“We’re all based on meritocracy,” Kim says. “Our chefs do everything, from cutting fish and mixing sashimi to learning specialty techniques and grilling on the fire. All too often, having one super -

“Americans are no longer uneducated when it comes to Japanese cuisine.”

star in the kitchen can create friction and challenges, and this is something I learned early on. At Harumi, everyone is a head chef.”

Sustainability is also central to Harumi, with Kim passionate about using available resources and infusing them into the brand’s traditional Japanese homemade cocktails. Having a Japanese cocktail bar was on her bucket list, and moving to the larger location has allowed her to experiment with ingredients like soaking mango pits or infusing seaweed with whisky.

As a frequent world traveler, Kim stays connected to global dining and hospitality trends. She takes notes on how different cultures approach hospitality—for example, in Tokyo and Lon-

JESSICA KIM (LEFT) SAYS THE FUTURE OF HARUMI SUSHI LOOKS LIKE CONTINUED EXPANSION THROUGHOUT THE PHOENIX AREA, WITH AN EXTRA EMPHASIS ON THE JAPANESE COCKTAIL SCENE.

don, they are particularly skilled at identifying dietary restrictions—a concept she has taken back and trained her team to adopt.

Training her team and practicing humility while working alongside them has been the most rewarding part of her decade-long journey with Harumi. She says she loves to put on her apron and get her hands in the mix; sometimes, she thinks she looks more like a maintenance worker than an owner.

“Demonstrating in person what I expect my employees to do is an invaluable experience for them to witness. Whatever they need, they know I’m there to help,” Kim says. “Being humble and learning from your challenges is the only way to stay sane and open new restaurants. You have to be passionate and forget about walking in as some sort of flashy owner.”

Kim loves watching her team grow professionally. She has staff members who started as dishwashers and have now become her best chefs. She credits her team with helping her grow Harumi Sushi organically and sustainably, fostering an authentic connection to the community.

“It’s an incredible responsibility on my shoulders to make sure my team is taken care of and inspired. At the same time, it’s also important for everyone to understand the local community,” Kim says. “We just want to be a very approachable space for our regulars to enjoy superfresh fish at an affordable price. Seeing people come in on date nights or in pajamas with their family without getting surprised by the bill keeps me motivated to keep going.”

The future of Harumi Sushi looks like continued expansion throughout the Phoenix area, with an extra emphasis on the Japanese cocktail scene. Drawing inspiration from American steakhouses, Kim envisions Harumi with the same caliber of top-notch hospitality but with an approachable twist. She continues to share her success and invest in her community, supporting women- and minority-owned businesses and other endeavors.

BY TALLULAH HAWLEY

A Place at Pacific Table

Celebrity chef Graham Elliot is paying homage to his Pacific Northwest roots at seafood-focused Pacific Table, which is expanding throughout Texas as part of Far Out Hospitality.

AT JUST 27, GRAHAM ELLIOT made culinary history as the youngest chef to earn four stars from a major publication. But his journey didn’t stop there. After securing two Michelin stars in 2013, Elliot turned his creative energy back to his roots, crafting cuisine inspired by the flavors of his hometown. Since 2022, he’s joined forces with chef Felipe Armenta under the banner of Far Out Hospitality, blending regional passion with imaginative flair to create a truly distinctive dining experience.

FOUNDERS:

Felipe Armenta and Graham Elliot

HQ: Fort Worth, TX

CUISINE TYPE: Pacific Northwest Inspired UNITS: 3

FOUNDED: 2013

Far Out Hospitality is true to its name, with concepts ranging from Cowboy Prime Steakhouse to the French bistro Le Margot to the coastal seafoodfocused Pacific Table. Far Out Hospitality is centralized in the Fort Worth, Texas metro area, and operates nearly 20 restaurants, with concepts including The Grill, Tavern, Press Cafe, F1 Smokehouse, Pacific Table, Maria’s Mexican Kitchen, Towne Grill, Cowboy Prime, and Le Margot, with more to come. Pacific Table recently opened its third location in Southlake, marking the brand’s continued expansion in North Texas.

Elliot himself hails from the Pacific

Northwest, specifically Seattle.

As the son of a 32-year U.S. Navy Captain, he says, “I ended up moving all over the world and was exposed to lots of foods, so I was always excited by that.” At 17, his family settled down in Virginia, where Elliot worked as a dishwasher and busboy, and where he says he “fell in love with the kitchen, and I’ve been doing that since.”

During COVID, Elliot was living in Hawaii, and found himself looking for a next step in his culinary career. He had done a culinary internship in Dallas and was faced with an opportunity to return to North Texas after speaking with Armenta. The goal of Far Out Hospitality when Elliot joined the team was to drive innovation and expand their portfolio of restaurant concepts

and offerings. For Elliot, the choice to come on board was a “no-brainer.”

His since-closed Graham Elliot Bistro was one of only 15 American restaurants at the time to receive two Michelin stars.

The restaurant was French-inspired and a mix between fine and casual dining.

With Far Out’s Le Margot now under his wing as an executive chef, Elliot has continued cooking and creating with a French flair. “Based in technique and classics,” he says, Le Margot offers splashes of caviar and flambé alongside a chef-driven tasting menu.

While he enjoys the modern contemporality of French cuisine, Elliot says, “If it’s not broken, break it. If you look at a tomato, is it sliced caprese salad, or a tomato sorbet with basil panna cotta, or a tomato chutney that’s stewed over

WITH FISH FLOWN IN DAILY, PACIFIC TABLE HIGHLIGHTS THE BEST OF THE OCEAN WITH SUSHI, SASHIMI, AND OTHER SEAFOOD SPECIALTIES.

grilled scallops and corn puree?” Elliot suggests, “coming at [cooking] with this open mind, as opposed to ‘It’s only Japanese cuisine’ or ‘You can’t diverge from this Italian because that’s the concept.’”

Breaking boundaries is what Elliot enjoys doing in his culinary endeavors, creating dishes “based in spontaneity.”

Pacific Table has been open for over 10 years, so returning customers already have their go-to dishes that are known and loved. “There’s always [room] to tweak [these classics]: try and make it better, use new ingredients, how it’s actually prepared,” says Elliot. “But, being able to take 25 percent of the menu and switch it around and offer features, that’s a good way to continue to push it forward.”

While Pacific Table is rooted in its

fresh coastal seafood items, its new Southlake location has upped the ante in its menu list. All three locations have a sushi program that has fish flown in daily from Hawaii, but Southlake’s summer menu included stone crab claws, which Elliot notes costs the company nearly $30 a pound. “A lot of restaurants don’t have the ability to cover that, so the fact that we are a great restaurant also businesswise in the back-end, it’s rewarding.”

“You do a lot of high-end cuisine and fine dining where people are coming in for an anniversary or birthday, you’re trying to break even because you’re doing this really immaculate type of food and service,” he says. “With Pacific Table, [we’re] able to still offer these ingredients and beautiful food that’s delicious, but I found a way through Felipe and [Far Out Hospitality] to learn how to make that profitable at the same time.”

Despite his 30 years of experience in the restaurant industry, Elliot says he most enjoys “giving guests food that they love. They keep coming back, repeat customers, in the volume that we do, and it’s exciting because it shows that I can continue to learn things on my journey.”

Elliot’s travels around the world and

to all 50 states have had a major impact on his menu curation at Pacific Table.

“Pacific Table in general [has] a lot of ocean influence, as well as California. You’ve got sushi, grilled artichokes, beautiful smoked salmon, and something cooked on a cedar plank that gives it that Northwest flair. It’s near and dear to me.”

After working at a restaurant in California, Armenta was inspired by the oceanside ingredients and the methods of cooking he was exposed to. Upon moving back to his native Texas, Armenta opened Pacific Table, selling sushi, sashimi, salads, and vegetable dishes with a distinct Pacific Northwest flair.

Elliot notes, chuckling, “Texas first, America second. There’s no place that has more love for where they’re from and who they are than Texas, and I’ve always loved being down here.” Still, Elliot asserts that there is no restaurant like Pacific Table, saying, “Being one of the first ones to do that [type of cuisine], especially here in Fort Worth, I think it really came at the right time.”

Pacific Table’s menus differ slightly from location to location, based on the specific market. Southlake has distinct features, such as the lobster roll, but their signature clam chowder is seen on all three menus.

“That’s how I love to work and cook,” says Elliot, “being able to get excited and switch things around all the time, it’s a blessing.”

The concept has resonated so well with the Fort Worth community that a downtown Dallas location will be opening soon in 2025. Amid their expansion, Elliot believes that the concept can maintain its brand DNA and coastal cuisine by “staying true to the original vision, looking to the Pacific coast, drawing from the ingredients, and finding a way to implement that into whatever location you’re in.”

PACIFIC TABLE OFFERS A FRESH TAKE ON COASTAL CUISINE, BLENDING PACIFIC NORTHWEST INFLUENCES WITH A TEXAS TWIST.

Advertising Index

Ajinomoto .

Ajinomoto Foodservice.com

Campbell’s Foodservice

www.campbellsfoodservice.com

Ghirardelli

888-402-6262 | www.ghirardelli.com/professional

Idaho Potato

idahopotato.com

Jayshree .

352-429-1000 | www.jayshree.com

NAFEM

thenafemshow.org/attend

NorthAmerican Bancard

866-481-4604 | www.NYNAB.com

North Country Smokehouse

www.NCSmokehouse.com

Pizza Cloud/Text .Food

888-601-3344

Progressive Commercial

888-806-9598 | www.ProgressiveCommercial.com

Pryze

www.pryzeapp.com Red Gold

866-729-7187 | www.RedGoldFoodservice.com

Ruggiero

www.ruggieroseafood.com

WiRL

www.womenleadrestaurants.com

Advertising Inquiries

Eugene Drezner, VP, BUSINESS DEVELOPMENT edrezner@wtwhmedia.com | (919) 945-0705

Amber Dobsovic, NATIONAL SALES DIRECTOR adobsovic@wtwhmedia.com | (757) 637-8673

Edward Richards, NATIONAL SALES DIRECTOR erichards@wtwhmedia.com | (216) 956-6636

Mike Weinreich, NATIONAL SALES MANAGER mweinreich@wtwhmedia.com | (561) 398-2686

Behind the Scenes

CAREN PRINCE

ROLE: CFO

BRAND: Firebirds Wood Fired Grill

LOCATIONS: 64

FOUNDED: 2000

HQ: Charlotte, NC

“I’m a CFO that does not like to stay in her lane.” That’s a phrase that Caren Prince has heard many times throughout her career. When Prince took on the role of chief financial officer at Firebirds Wood Fired Grill just over a year ago, she brought with her decades of experience from high-profile companies. She previously served two decades at Mars Inc., and as CFO of Krispy Kreme, supporting the brand’s rapid growth and transformation. Prince sat down with FSR to give readers an inside look at her career journey and her new role at Firebirds.

BY CALLIE EVERGREEN

From Mars to Firebirds

What were some of your learnings from working at Mars?

I’d say that’s sort of where my passion for food started. I always want to work for brands that I understand and have a passion or interest for the product. My job was to protect what we bought and to help us create value from what we bought and not smother it into the big ship. All along this journey, there’s a consistent theme—I’ve worked in small businesses, usually highly innovative [with] lots of change effectively.

Mars really evolved as a company when I was there. It wasn’t their strength in the beginning, but they really started to invest in people development and leadership training, so I came out of there with this beautiful toolkit and these skills where I was able to grow my passion for developing and supporting people.

How about at Krispy Kreme?

It was an amazing experience. It was just crazy, and I learned a lot. And then we had to adapt to being public, which is very dif-

ferent. When Krispy Kreme was a private company, our owners were letting us make choices of investments, and we had longerterm payoffs. The minute you go to being a public company, it’s this quarter, this quarter. I didn’t enjoy that as much.

How are you using data to drive better efficiency at Firebirds?

We have 60-plus different beer menus, and that’s one of the roles here for me—look at where we’ve created complexity, and evaluate, where is it adding value, and where isn’t it? For example, if we mandated a few more alcohol choices, we could get some better discounts, negotiate, and still give them freedom of choice. Yes, the customer is number one, and we want to give what they need, but are they appreciating what they’re giving them? Is that making a difference to them?

There’s a huge amount of opportunity for us to leverage our data. We’re wanting to get much more analytical about it, so it really helps when I want to justify additional investments, because then you can say it’s worth investing this, and it makes sense.

Burger King Franchisee Increases Margins and Improves Employee Safety with Automated Oil Management

Create a safer workplace while improving

Burger King is one of the most iconic fast-food chains in America. Almost all of these restaurants are owned and operated by independent franchisees like Trinity Corp., which runs seven Burger King locations across southeastern Kentucky.

Mike Dole, director of operations for Trinity Corp., has credited Restaurant Technologies’ Total Oil Management (tom) solution for creating a safer workplace, improving its bottom line, and consistent food quality. TOM is an automated cooking oil management system that delivers, filters, monitors, collects and recycles cooking oil in a closed loop system.

EMPLOYEE SAFETY

the bottom line.

Before TOM, employees had to drain used oil from fryers into large buckets and drag those heavy buckets to the waste oil bins outside. This meant the risk of hot oil spilling and splashing onto employees or on the floor, creating slip and fall hazards. Dole empathized with employees who do this work, having done it himself in previous jobs.

“I still have scars on my hands from the burns that I got handling used oil,” Dole says. “But for decades, that’s just been the standard practice for changing oil. I didn’t want that for my teams.”

In addition, Dole claims that he’s had zero workers compensation claims related to oil management since installing TOM.

EFFICIENT OIL USAGE

Even when employees followed procedures before TOM, there was no guarantee Trinity Corp. was optimizing cooking oil usage because oil changeouts were being dictated using a schedule

rather than the quality or frequency of usage.

With TOM, Dole can now use Restaurant Technologies’ cloudbased software to remotely monitor oil usage and filtration activities to determine if employees are following standard operating procedures. These procedures are essential to maximizing oil life, minimizing waste, and vital to delivering food with the quality that customers expect. Having remote visibility into what’s happening in fryers has allowed Dole to see when employees are following procedures or deviating from them.

“With improved visibility and better adherence to the filtration schedule, we’re easily getting an extra two days out of our oil per fryer,” Dole says.

Since switching to automated oil management, Trinity Corp. has increased profits 8 percent and reduced its cost of goods by 6 percent by realizing savings in key areas, including optimizing oil usage.

IMPROVED FOOD QUALITY

Dole also views the high level of quality and consistency of the food being served as another reason for his restaurants’ success as the restaurants average about 25 percent more guests per day than the average Burger King, a statistic that hasn’t gone unnoticed at the corporate level.

With a solid foundation in place, Trinity Corp. and Restaurant Technologies continue to elevate its brand reputation and, together, are set up for success in the coming years. RET

A Cool Recipe for Success in the Quick-Serve Restaurant Industry

The simple strategy that drives beverage sales and improves guest experience.

Running a successful quick-serve restaurant involves more than just delicious food and efficient service. In today’s competitive market, creating unique and tailored customer experiences is essential for distinction and customer retention. To thrive, businesses must craft immersive dining experiences that not only satisfy but also delight visitors, encouraging repeat visits and positive word-of-mouth recommendations. Achieving this requires a comprehensive approach that seamlessly blends various elements, starting with a deep understanding of the target audience.

Identifying the ideal customers allows for personalized offerings tailored to their preferences. Whether catering to millennials in bustling urban settings or families seeking convenience in suburban areas, crafting the right ambiance is crucial. Staff plays a critical role in creating a welcoming atmosphere and driving customer satisfaction.

Additionally, the variety and quality of food and beverages can significantly impact foot traffic and ticket sales. In the realm of beverages, frozen drinks have emerged as sought-after treats, offering unique and indulgent experiences not easily replicated at home. FBD works with restaurant owners to customize their equipment to serve a wide variety of refreshing frozen drinks, including carbonated, uncarbonated, and nitro-infused, to ensure that product offerings align with customer desires.

FBD’s machines allow for frozen beverage flavors to be changed at any time to meet changing consumer demand and market trends. In addition to offering a wide selection of flavors and combinations, FBD’s equipment has self-service capabilities that enhance the in-store experience by allowing customers to craft their unique frozen beverage. The machines are designed for easy cleaning and maintenance, ensuring maximum uptime

and reliability without extensive labor. Unlike others requiring frequent disassembly, FBD machines offer hassle-free cleaning, requiring only annual maintenance. With FBD equipment, the sealed interior environment means staff only needs to clean the machine once a year, eliminating costs from daily labor and ensuring consistent product quality.

When equipment is easy to operate, business owners don’t spend nearly as much time or money on training and expenses are minimized, making routine maintenance easier and faster. Expect higher customer loyalty and repeat sales when equipment is easy and enjoyable to use by consumers.

With a focus on a customizable experience, welcoming ambiance, and innovative beverage offerings, quick-serve restaurants can propel their business to greater success in today’s competitive market. By prioritizing customer satisfaction and continuously seeking ways to improve and innovate, you can create a dining experience that keeps customers coming back for more. RET

Attract More Customers To Your Business With FROZEN BEVERAGE PROGRAMS

Highly Profitable

Frozen beverages are highly profitable up to 80% gross profit, given that they are mostly made up of CO2 & water.

No Daily Hassle

The use of a closed sealed system, in conjunction with bag in the box technology (BIB), means no product mixing or daily disassembly to clean.

Increased Beverage Selection

Our machines are designed to help your customers create unique and personal experiences, while ensuring excellent product quality and consistency.

Low Operating Costs

FBD dispensers are engineered to make a frozen drink quickly and with minimal labor easy to execute and minimal labor- no product mixing or blending.

Palmer Digital Group Raises the Canopy for Dual-Concept Fast Casual Restaurant Chain

First dual-lane drive-thru configuration with outdoor digital menuboard.

Palmer Digital Group, a full-service supplier and installer of custom indoor and outdoor digital kiosks, display enclosures and drive-thru digital menu boards, continues to win quickservice restaurant modernization projects throughout North America, with especially strong momentum in its hometown region. On the heels of a recent wins announcement with Chicago-area barbeque chain The Patio, Palmer Digital Group announces that Chicago-area fast casual chain Bouna Beef will install its turnkey outdoor digital menu board systems at most locations, beginning with two dual-concept locations with Rainbow Cone.

Founded in 1981, Bouna Beef brings Chicago flavors including its signature Italian beef sandwich to 26 restaurants in surrounding communities. In late 2022, Bouna Beef joined forces with regional institution Rainbow Cone, which in 1926 opened its original Chicago location and today operates 10 stores, including one in Florida. One of these locations, in Valparaiso, Illinois, represents the first Bouna Beef/Rainbow Cone dual-concept franchise; a second in Orland Park opens in June.

The dual-concept franchise initiative, along with changing

consumer habits, inspired Bouna Beef to re-evaluate their drive-thru operations. The marketing team was equally invested in the idea, given the challenge of updating multiple, differently sized static message boards in a timely manner.

“It’s not easy to replicate signage for limited time offers when some signs are one to three inches shorter than others, and your signs vary between single, double and triple-panel configurations,” says Mark Kearins, IT director for Bouna Beef. “That leaves the marketing team scrambling to create temporary signage for a variety of dimensions, many of which are unique to one site.”

The Bouna Beef team found their answer upon entering Palmer Digital Group’s booth at the 2022 National Restaurant Association Show. The company soon ordered two triple-panel canopy systems for its Valparaiso location—one for each drive-thru lane—and soon after committed to a larger order for Orland Park, which adds singlepanel preview boards. PDG will also customize the Orland Park canopy menu board structure with the brand’s enduring pink and purple colors famous to its customers.

Kearins said that while Bouna Beef managed the Valparaiso installation in-house, they are outsourcing the Orland Park installation work to Palmer Digital Group. “They have an installation team with experts that understand the electrical and network infrastructure, so we don’t need to bring in a lift to put the canopy systems in place,” says Kearins. “As we start rolling out menu board systems to other locations, which we intend to do, we won’t really have the bandwidth to carry the load ourselves.”

Kearins expects to use PDG’s QSRDSMB346-CANOPY systems at most locations, which have three integrated 46-inch Samsung displays and offer overhead shade and protection from wet weather as customers place their orders. Preview systems will favor single-panel pedestal designs that can be lifted into place and securely mounted by two technicians. They are also in talks to install indoor digital menu board systems at several locations, along with “marketing TVs” for promotional digital signage inside Rainbow Cone locations. RET

with PDG’s all-in-one, turnkey digital menu board solution

A Big Task that Can Be Easily Automated

Something the full-service sector has been doing for a long time.

Turnover has long been an issue for quick-service brands. According to Black Box Intelligence, fast casual and quick-service restaurants have seen employee turnover soar from 133 percent in 2019 to 173 percent in 2022. Rising wages have also complicated plans for fully staffing restaurants. With staff in short supply, operators can find themselves redeploying revenue generating team members to handle critical but non-customer-facing tasks like washing wares. “Quick service restaurants are feeling the impact of rising wages,” says Gretchen King, Vice President of RD&E—Global QSR at Ecolab.

Whereas many full-service brands have long since automated warewashing, the quick-service segment has been slower to make that change, which presents several issues for quick-service brands. First, handwashing wares can be inefficient, King says—a warewashing machine uses up to 75 percent less water. Second, there can be inconsistencies when handwashing wares. When employees are rushed, wares may not be properly cleaned. In addition to food safety risks, restaurants could disappoint customers if partially cleaned items like lobby trays make it into the rotation.

Now is the time to make the switch to automate warewashing, King says, touting Ecolab’s KAY QSR Machine Warewashing Program as the perfect solution for quick-service brands. “Ecolab now offers the XL-RW machine tailor made for quick-service restaurants that delivers a valuable combination of speed, strength, and capacity needed to make machine automation a valuable addition to the quick-service back of house,” King says. With an oversized 10-inch higher door opening, the machine fits wares more common in quick service, like lobby trays and sheet pans. Combine that increased capacity with faster throughput from a speedy 60 second cycle time, and you have the right solution for quick-service restaurants.

Ecolab’s full portfolio of machines come with the expertise and support of Ecolab’s national service team, who are experts on the machine itself, as well as the overall warewashing program. The machine, along with the support from Ecolab’s team, help make restaurants more efficient. It is also a morale boost for team members and managers who don’t want to stay late washing wares after an already long day.

King and her team leverage Computer Aided Design (cad) programs to identify where a machine would work in any restaurant. “That’s an area where we differentiate ourselves,” King says. “We do all the work for restaurant brands in terms of how to retrofit a back-of-house and identify where everything can fit. We want operators to understand that this is possible.”

“Having peace of mind, that we take care of everything with machine design, high performing products, and a robust service team, is hugely impactful to restaurant operators,” King says. “We understand the industry and how hard it is right now; we believe this solution is incredibly valuable for quick-service restaurants.” RET

The XL Warewash Program

FOOD SAFETY

90% MORE SOIL REMOVED* compared to manual only process*

LABOR SAVINGS

WATER SAVINGS

REPURPOSE 2 HOURS OR MORE labor per day*** vs. traditional dump/fill machine

Where Performance Meets Value

Designed specifically for QSR applications, the XL has a higher wash chamber, 50% faster cycle time, faster dry time, and delivers productivity and food safety at a lower total cost.

6,400 GALLONS OF WATER SAVED PER YEAR** Standard

SMART SAFES, SMARTER BUSINESS: The Tech Used by a Taco Bell Franchisee

Quick-service restaurants are turning to cash automation to cut costs and improve efficiency.

For MAS Restaurant Group, cash handling wasn’t just about counting coins and bills. It was a complex operation that involved security, efficiency, and a touch of innovation. The group, which operates 120+ Taco Bell restaurants, found itself grappling with the challenges of managing large amounts of cash daily.

“It’s a quick-service restaurant, so, it’s a lot of people coming in and giving you fives and tens and so as a result, you end up with a lot of cash,” says Manny Chavez, director of information technology at MAS Restaurant Group.

To address these challenges, MAS Restaurant Group turned to Loomis, a leading provider of cash management solutions. By implementing Loomis’s advanced technology, the group was able to streamline its operations, enhance security, and improve efficiency.

One of the key benefits of partnering with Loomis was the introduction of smart safes. These safes not only provide secure storage for cash but also offer advanced features like provisional credit and real-time monitoring.

“The thing about smart safes that are valuable to MAS Restaurant Group is the provisional credit,” Chavez says. “Being able to have access to those funds the next day is critical, so that’s a win for us.”

Furthermore, Loomis’s secure pickup and delivery services have significantly reduced the risk associated with transporting large amounts of cash. By automating these processes, the franchisee has been able to minimize human error and potential security breaches.

“Having the ability to not have people with bags of cash running around the city makes our team members safer, which makes us more comfortable with the amount of cash we deal with as a business,” Chavez says.

Similarly, Family Foods and Border Foods, both large Taco Bell franchisees, have experienced significant benefits from implementing Loomis’s cash handling solutions as well. Family Foods reduced daily cash-handling time from 2.5 hours to less than 30 minutes per location, while Border Foods saved 2–3 hours

per day. By streamlining operations and enhancing security, Loomis has empowered these franchises to focus on their core business and provide exceptional customer service.

Despite the great success quick-service restaurant franchisees like MAS Restaurant Group have experienced by using cash handling solutions offered by Loomis, there are restaurants operators who have not heard of this form of automation. For some stores, going cashless is a choice they feel forced to make.

When asked if Chavez had advice to other quick-service restaurant owners who may be thinking of going cashless, he had this to say:

“I think my advice to them would be to really think about it. You’re limiting yourself to a specific payment that isn’t always available. Cash is always available.”

By embracing technology and partnering with Loomis, MAS Restaurant Group has not only improved its cash management operations but also enhanced the overall safety and security of its business. As the restaurant industry continues to evolve, embracing innovative solutions like those offered by Loomis will be crucial for businesses to thrive. RET

To learn more about Loomis visit its website at www.loomis.us.

CASH HANDLING HEADACHES CURING

SafePoint—The Solution to Operational Pains

Manual cash handling is not only timeconsuming but also leaves your business vulnerable to theft and human error.

SafePoint by Loomis is here to alleviate your operational pains. Our smart safes and cash recyclers offer a secure, efficient way to manage your cash, so you can focus on what matters most—growing your business. Plus, with features like provisional credit, you could have access to your funds overnight.

Save on labor and training costs.

Reduce the risk of internal theft and external threat.

Gain real-time visibility into your cash flow.

Eliminate the need for daily trips to the bank.

Partner with cash handling experts.

Why Restaurants are Switching to Hybrid Drive-Thru Menuboards

Many Americans and business owners are experiencing inflation due to the pandemic and other external factors. The unpredictability of the cost of goods has driven a series of menu changes across the restaurant industry, forcing brands to consider the hardware that has traditionally displayed pricing.

One effective solution for these challenges is implementing hybrid menuboards. This type of board combines digital and static displays, offering more customizable options for managing content across multiple locations.

Hybrid menuboards provide many advantages for restaurant owners during times of uncertainty. First, they offer the

flexibility to quickly change even the most minor of details on a menuboard Secondly, for those brands managing multiple locations, content management systems can simultaneously update multiple digital menuboards at once without any additional labor costs. For example, if a product price increases due to inflation or a seasonal special-needs promotion, digital portions of the board can be changed quickly and easily.

Additionally, hybrid menuboards provide an aesthetically pleasing display that attracts customers while allowing new items or specials to be added without taking up additional space. Restaurant owners also control how they display their products and services when using hybrid menuboards.

Digital components can include custom visuals such as videos or graphics and text descriptions to highlight features or benefits of certain menu items. By having more control over how items are presented on their boards, restaurants can ensure that their menus accurately reflect their brand identity while drawing attention to various offerings. They also allow restaurant owners to create different designs for each location to have a unique look that resonates with customers in each area.

The transition to hybrid menuboards may seem intimidating to some operators, especially those who worry about durability and weather compatibility. However, partnering with the right provider can equate to weather-tempered options as reliable as traditional, static menuboards.

Equipped with LED screens engineered to withstand extreme temperatures, these monitors can operate 24 hours a day, seven days a week without concerns of damage or malfunctions—even in the harshest conditions. This helps reduce maintenance costs and largely eliminates the need for costly repairs originating from extreme environmental exposure.

Hybrid menuboards are effective tools for restaurant owners as they work through periods of inflation by providing flexible and customizable solutions for updating prices and displays across multiple locations quickly and easily. As more restaurants turn toward technology-driven solutions, it’s clear that hybrid systems will play a bigger role in the industry moving forward so that businesses not only remain competitive, but also endure the financial challenges posed by unpredictable external causes. RET

Operators are tired of dry, flaky bits that sort of resemble bacon – but not really. So, we handcrafted a premium yet unpretentious crumble that honors the art of meat mastery. We knew they had to taste just as good as our signature smoked strips and be free from all the fake stuff.

We selected the finest pork bellies from our very own farms and bathed them in our New England made maple syrup brine. Then, we crumbled them into hearty, irregular shaped pieces that actually solve industry challenges. The results are in.

Worlds apart from the bland bits you’re used to, these savory smoked crumbles have a balanced flavor and perfect bite. Better yet, they help to lessen labor costs, enhance menu efficiencies, and will never diminish a dish. Available in humanely raised and organic recipes.

Meaty Mission Accomplished.

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