QSR 310 December 2023

EVOLVING QUICK SERVICE FOR THE FUTURE DECEMBER 2023 / NO. 310

® PLUS:

AND FEATURING:

SPOTLIGHTING WOMEN IN RESTAURANT LEADERSHIP A new, game-changing initiative

Meet This Year’s Digital Disruptors P. 28

The Pizza Power Report P. 44

from FSR and QSR. | P. 48 |

CEO

JASON McGOWAN AND CRUMBL SOAR TOWARD DESSERT DOMINANCE .

Sweet Success HOW CRUMBL SPRINTED FROM LOCAL COOKIE SHOP TO CATEGORY LEADER IN NO TIME. | P. 20 |

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Scan for Recipe

December

TABLE OF CONTENTS DECEMBER 2023 #310

Q SR / LIMITE D -SE RVICE , U NLIMITE D POSSIBILITIES

DEPARTMENTS

F E AT U R E S

N E W S

16 FRANCHISE FORWARD

Poke Powers Up

The segment's momentum keeps growing.

BY SATYNE DONER

76 INNOVATE

Fast Casual Bites into Breakfast

The morning daypart is becoming a viable option.

BY SAM DANLEY

20

I N S I G H T

11

Baking Up a Cookie Revolution

FRESH IDEAS

How to Make Virtual Menus Work Where are delivery-only brands heading next?

BY SAM DANLEY

BY BEN COLEY

Crumbl has taken America by storm in record time, fueled by a desire to foster connections among friends, family, and dessert fanatics.

14 ONES TO WATCH

Taco Bamba

A fine-dining chef creates a fast casual with authenticity.

BY SATYNE DONER

74 CRUMBL COOKIES

OPERATIONS

28

QSR’s Digital Disruptors

BY QSR STAFF

These leaders are enabling restaurants to deliver customer experience across an ever-evolving suite of channels and opportunities.

2 BRANDED CONTENT

44

PMQ’s 2024 Pizza Power Report: Quick-Service Edition

BY RICK HYNUM

A comprehensive recap of what the food segment accomplished this year.

4 EDITOR’S LETTER

7 SHORT ORDER

48

Introducing Women in Restaurant Leadership

The Pursuit of Proprietary Tech Cafe Zupas is problem-solving with the help of AI.

BY SAM DANLEY

80 START TO FINISH

Andrew Kim

The WaBa Grill CEO describes what makes the Asian fast casual special.

BY CALLIE EVERGREEN

A new, game-changing initiative from FSR and QSR. 79 ADVERTISER INDEX

QSR is a registered trademark of WTWH Media, LLC. QSR is copyright © 2023 WTWH Media, LLC. All rights reserved. The opinions of columnists are their own. Publication of their writing does not imply endorsement by WTWH Media, LLC. Subscriptions (919) 945-0704. www.qsrmagazine.com/subscribe. QSR is provided without charge upon request to individuals residing in the U.S. meeting subscription criteria as set forth by the publisher. AAM member. All rights reserved. No part of this magazine may be reproduced in any fashion without the express written consent of WTWH Media, LLC. QSR (ISSN 1093-7994) is published monthly by WTWH Media, LLC, 1111 Superior Avenue Suite 2600, Cleveland, OH 44114. Periodicals postage paid at Cleveland, OH and at additional mailing offices. POSTMASTER: Send address changes to QSR, 101 Europa Drive, Suite 150, Chapel Hill, NC 27517-2380.

O N

T H E

C O V E R

Crumbl Cookies CEO Jason McGowan helped transform the brand into a category leader.

PHOTOGRAPHY: CRUMBL COOKIES

www.qsrmagazine.com | QSR | DECEMBER 2023

1

BRANDED CONTENT EDITORIAL

BRAND STORIES FROM QSR

EDITOR I A L DIR ECTOR

Danny Klein

dklein@wtwhmedia.com

QSR EDITOR

IN THIS ISSUE

Ben Coley

bcoley@wtwhmedia.com

FSR EDITOR

Callie Evergreen

18 A Disruptor in the Slider Industry Thrives in Franchising

36 Ensure Food Availability and Freshness and Reduce Waste with Automation

cevergreen@wtwhmedia.com

AS SOCI ATE EDITOR

Sam Danley

sdanley@wtwhmedia.com BRANDED CONTENT STUDIO

DIR ECTOR OF THE BR A NDED CONTENT S T UDIO, FOOD A ND HOSPITA LIT Y

Peggy Carouthers

pcarouthers@wtwhmedia.com

BR A NDED CONTENT AS SIS TA NT EDITOR

Ya’el McLoud

ymcloud@wtwhmedia.com

BR A NDED CONTENT AS SIS TA NT EDITOR

SAVVY SLIDERS

KITCHEN BRAINS

Olivia Schuster

What makes Savvy Sliders an exciting franchise opportunity.

Find out how middle-of-house automation can optimize customer experience. SPONSORED BY KITCHEN BRAINS

SPONSORED BY SAVVY SLIDERS

oschuster@wtwhmedia.com ART & PRODUCTION

SENIOR A R T DIR ECTOR

Tory Bartelt

tbartelt@wtwhmedia.com

FSR A R T DIR ECTOR

Erica Naftolowitz

enaftolowitz@wtwhmedia.com SALES & BUSINESS DEVELOPMENT

GROUP P UBLISHER

SmartChain / p. 61

REVOLUTIONIZING PAYMENT SYSTEMS / DECEMBER 2023

SmartChain V E N D O R

R E S O U R C E S

/

T R E N D S

/

N E W

P R O D U C T S

®

REVOLUTIONIZING

Payment SYSTEMS

Consumers’ demand for multiple avenues for payment is a challenge every restaurant operator must be prepared for.

ADOBE STOCK / LEUNGCHOPAN

/BY YA’EL McLOUD

Integration P62

Personalized Experiences P66

Evolving Technologies

CONSUMERS DEMAND FOR MULTIPLE AVENUES FOR PAYMENT IS A CHALLENGE EVERY RESTAURANT OPERATOR MUST BE PREPARED FOR.

N ATION A L S A LES DIR ECTOR

62 Integrating Third-Party Services

N ATION A L S A LES M A N AGER

Why legacy systems pose unique challenges to modern consumers.

66 Benefits of a Personalized POS

Key Players P73

P70

SPONSORED SECTION | DECEMBER 2023

61

Greg Sanders

gsanders@wtwhmedia.com

How this new age of personalization is a win for restaurants and customers.

70 The Rise of Ghost Kitchens and AI Rapidly evolving dining is pushing the need for adaptable POS systems.

73 Key Players Here are the biggest names in POS today.

Eugene Drezner

edrezner@wtwhmedia.com 919-945-0705

Edward Richards

erichards@wtwhmedia.com 919-945-0714

N ATION A L S A LES M A N AGER

Amber Dobsovic

adobsovic@wtwhmedia.com 919-945-0712

N ATION A L S A LES M A N AGER

John Krueger

jkrueger@wtwhmedia.com 919-945-0728

CU S TOMER SERV ICE R EPR ESENTATI V E

Tracy Doubts

tdoubts@wtwhmedia.com 919-945-0704

CU S TOMER SERV ICE R EPR ESENTATI V E

Brandy Pinion

bpinion@wtwhmedia.com 662-234-5481, EXT 127 FOUNDER

ONLINE

Webb C. Howell

SEE T HE SE S T ORIE S AT QSRM AG A ZINE.COM /SP ONSORED

ADM I N I STR ATION 919-945-0704 / www.qsrmagazine.com/subscribe

KITCHEN MANAGEMENT

INNOVATION

Why 70 Percent of Consumers Would Pay More for Sustainable Packaging

This Growing Chain’s GameChanging Approach to Oil-Management

Fight Negative Delivery Reviews with Fried Foods that Stay Crispy

Creating a safer, cleaner, more efficient kitchen.

SPONSORED BY RESTAURANT TECHNOLOGIES

SPONSORED BY GREENDUSTRIES

2

DECEMBER 2023 | QSR | www.qsrmagazine.com

How this innovative glaze boosts customer satisfaction with fried foods in off-premise orders.

RUBIX FOODS

GREENDUSTRIES

This ecofriendly packaging is cost-effective, innovative, and drives customer satisfaction.

RESTAURANT TECHNOLOGIES

SUSTAINABILITY

SPONSORED BY RUBIX FOODS

QSR is provided without charge upon request to individuals residing in the U.S. who meet subscription criteria as set forth by the publisher.

REPRINTS The YGS Group 800-290-5460 FAX: 717-825-2150 qsrmagazine@theygsgroup.com www.qsrmagazine.com/reprints Sponsored content in this magazine is provided to the represented company for a fee. Such content is written to be informational and non-promotional. Comments welcomed at sponsoredcontent@qsrmagazine.com.

WTWH MEDIA LLC RETAIL, HOSPITALITY, AND FOOD GROUP

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EDITOR’S LETTER

More Tech? You Bet The of f-premises movement is not stopping in the postpandemic future.

That’s what the big chains are saying.

BCOLEY@WTWHMEDIA.COM QSR MAGAZINE

4

DECEMBER 2023 | QSR | www.qsrmagazine.com

I

have no way of actually knowing this, but I would venture to guess the word “digital” has been among the top five spoken buzzwords for restaurant operators in the past three-and-a-half years. We all can thank an unprecedented global pandemic for that. But as most have pointed out, the industry was heading this way before anyone in the U.S. knew what COVID was.

The movement has unquestionably blurred the lines among the fast-food and fast-casual segments. The latter used to be distinguishable because of an elevated dining room environment that would draw a sizable number of in-store customers. It was viewed as a convenient, more affordable version of casual dining. That’s no longer the case, at least nowhere near where it was before 2020.

Fast casuals have dived into drivethru and championed off-premises ordering. Three big examples—Shake Shack, Chipotle, and Portillo’s. Each one has approached it differently. For Shake Shack, it’s a traditional drive-thru with a dining room. The burger chain had 21 drive-thru restaurants as of early November. These are more expensive stores to build, the brand admits, but they also are expected to come with AUVs that exceed $4 million. Also, operating profit margin should be as good, or better, than company averages.

Within these locations, dining rooms mix 50 percent, so Shake Shack isn’t at the point yet where it wants to cut that in a prototype. But Portillo’s is. The classic chain has one drive-thru-only restaurant open in the greater Chicago area and another on the way. The brand recently upgraded its growth projections to 920 U.S. stores above its previous expectation

of 600, and 120 of those would be drivethru-only and urban-based walkup units.

The 3,000-3,500-square-foot drive-thruonly stores will target $4 million in AUV by year three.

No fast casual in America is getting into drive-thru lanes at a quicker pace than Chipotle. Although the brand would probably prefer you call it a digital pickup window, or as it uses, a “Chipotlane.” There are now more than 700 of these restaurants across the country. Of the 62 locations the fast casual opened in Q3, 54 were Chipotlanes.

This subject was touched on multiple times at our inaugural QSR Evolution Conference held in Atlanta in early September. Executives from Focus Brands, Zaxby’s, and others all recognized the growth of digital and where the industry is headed.

Some brands, like Crumbl Cookies, were born in the off-premises era and took full advantage. The dessert chain has a sleek tech stack that was built inhouse thanks to CEO and cofounder Jason McGowan, who has a background in software. The POS system, kiosks, and mobile app are all proprietary.

The brand lives on the internet more than most quick-service chains. A staggering fact: Crumbl has more TikTok followers than Starbucks and Nike combined. A perfect and extremely relevant choice for the cover as we close 2023.

What’s on tap for 2024? Here’s a hint— more and more digital.

Ben Coley, Editor

Post Malone and Todd Graves celebrate during a grand opening in October.

Cane’s and Cowboys

RAISING CANE’S

A partnership with music artist Post Malone resulted in one of the most unique restaurants in the country.

SHORT ORDER

IN OCTOBER, GRAMMY-NOMINATED SINGER POST MALONE teamed up with Raising Cane’s to launch a Post Malone x Dallas Cowboys-themed restaurant.

The restaurant pays homage to both Post Malone and Cowboys history with various interior and exterior artworks, including a 32-foot-tall Cowboys Star at the drive-thru entrance.

It also features exclusive merch vending machines, vintage Cowboys memorabilia, a Post Malone fan mailbox, and displays highlighting Post's style and tours. The collaboration between Post Malone, Raising Cane’s, and the Cowboys marks the latest development in their partnership, which began with collector's cups and National Chicken Finger Day activities.

“Post and the Cowboys have loyal fanbases and we’re looking forward to welcoming them to this Restaurant that Austin [Post] designed, whether they’re grabbing a bite before a game or after a show, or any time they’re in the mood for a Box Combo,” founder Todd Graves says.

www.qsrmagazine.com | QSR | DECEMBER 2023

7

SHORT ORDER Gratuities have come under fire in recent years as more atypical venues—like quick-service restaurants—ask for tips before checkout. Earlier this year, Forbes Advisor released a 2,000-person survey to capture a picture of American consumers’ tipping habits.

Here’s what the publication found:

How are Americans Approaching Tipping?

The survey asked whether Americans tip “rarely,” “sometimes,” “often,” or “always.” Ninety-five percent of customers said they tip at least “sometimes. Broken into

individual categories, it was “always” (41 percent), “often” (35 percent), “sometimes” (19 percent), and “rarely” (4 percent).

Customers aged 59 and older was the most common group to report they always tipped. More than 60 percent

of guests aged 59 to 77 said they always tip, versus 33 percent for customers aged 27 to 42.

Forty-five percent of male consumers said they always tip compared to 39 percent of female customers.

According to the survey, guests tip 16 percent on average. Fifty-seven

percent tip between 11 and 20 percent. Interestingly enough, even though customers aged 27 to 42 are not as likely to always tip, they are the most likely among all age groups to tip above 25 percent.

Male consumers are twice as likely to tip between 21 and 25 percent compared to women. Meanwhile,

women are most likely to tip between 11 and 20 percent.

Overall, the most popular category was tipping 16 to 20 percent (29 percent of consumers). That was

followed by 11 to 15 percent (28 percent of guests), 21 to 25 percent (15 percent of guests), 5 to 10 percent (14 percent of guests), more than 25 percent, (7 percent of guests), and less than 5 percent (3 percent of guests).

8

What Does it Take to Tip?

Seventy-two percent of surveyed customers said quality of service impacts tipping the most. Behind

this was personal budget (56 percent), an order’s complexity (49 percent), and wait times (43 percent).

Younger and older customers differ

on how they approach tipping. Respondents aged 18 to 26 are the most likely to say nothing impacts how they tip.

However, 85 percent of customers aged 59 to 77 are most likely to set their tip based on quality of service.

Men are more likely to factor in wait time (49 percent)

than women (38 percent) and more likely to factor in complexity (56 percent) than women (45 percent).

DECEMBER 2023 | QSR | www.qsrmagazine.com

Where Should Tips Not Go?

The survey asked customers where they don’t believe in tipping,

and the top four results involve quick-service occasions—food trucks (40 percent), fast-casual restaurants (38 percent), picking up takeout (36 percent), and coffee shops (34 percent).

Thirty-one percent said they feel pressured about tipping, and 26 percent said they feel overwhelmed. Twenty-three percent each said

they feel embarrassed and guilty about tipping.

Thirty-two percent are tipping more now than they did prior to COVID, however 32 percent also said they tip less now than before inflation increased in 2021.

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fresh ideas | M E N U

I N N O V AT I O N |

HOW to MAKE VIRTUAL MENUS WORK Are rules changing as the segment enters a new chapter?

BY SAM DANLEY

THE ABSOLUTE BRANDS (3)

V

irtual restaurant brands have seen their fair share of challenges lately. Uber Eats introduced a series of reforms this spring that cut nearly 8,000 concepts from the platform. Nextbite was sold off to the CEO of a former competitor after multiple rounds of layoffs this summer. Not long after that, Jimmy Donaldson (aka MrBeast) said he was moving on from MrBeast Burger due to quality issues. The conflict sparked dueling lawsuits between the YouTube star and partnering company Virtual Dining Concepts.

That’s just a taste of the turbulence. It doesn’t necessarily spell doom for the category, but delivery-only concepts are adjusting to a world where they’re no longer a critical lifeline for operators just looking to stay afloat. Still, leaders in the space say there are plenty of room to grow for brands that are positioned correctly with the right menu.

▲

“Twenty-four months ago, this segment wasn’t Each concept under Absolute Brands even defined yet,” says Wow Bao president and uses the same equipment as the CEO Geoff Alexander. “We’re in the second inning brick-and-mortar of a nine-inning ball game.”

Dog Haus.

It’s no secret that virtual menus fail when they require too many ingredients and too many steps in the kitchen. That’s even more true now that in-store traffic is rebounding and dining habits are normalizing. Success increasingly hinges on streamlined menus and low operational complexity.

Alexander says that’s how Wow Bao grew its virtual footprint to over 700 locations in just four years. Products are shipped frozen to operators via a broad-line distributor and made available to consumers via third-party delivery through the company’s dark kitchen initiative.

The virtual menu features a trimmed-down lineup of bao buns, www.qsrmagazine.com | QSR | DECEMBER 2023

11

fresh ideas

I N N O V AT I O N |

rice bowls, egg rolls, cream cheese rangoons, and other Asian foods that are prepared using only steamers, flat tops, and fryers.

“No. 1, there has to be ease of execution when it comes to the menu,” Alexander says. “No. 2, it has to fit the brand. No. 3, it has to travel well. It also has to have proof of concept. We don’t just add something in distribution. We practice it in our stores for six to eight months to make sure we figured out all the intricacies and address any hurdles.”

Those same principles apply to virtual concepts that are only available through the units of the company that developed them.

WOW BAO LAUNCHED A REWARDS PROGRAM LAST YEAR.

That’s the route Dog Haus took when it launched The Absolute Brands, a collection of virtual concepts developed for franchisees to operate. Cofounder André Vener says that decision stemmed from the way third-party platforms were set up.

The founders realized that few online customers were ordering anything besides hot dogs and burgers, despite offering items like Nashville hot chicken, because the delivery providers only allowed for a small number of food items or styles in their restaurant descriptions. That led to the creation of multiple virtual menus centered around those overlooked categories. Its Bad Mutha Clucka chicken sandwich serves as the anchor for a brand with the same name. There’s also Badass Breakfast Burritos, Big Belly Burgers, and several other concepts that focus on chicken, hot dogs, and plant-based products.

Each brand uses the same equipment, processes, and mostly the same ingredients as the brick-and-mortar brand. The only new SKU required for Badass Breakfast Burritos—a brand that does north of $10 million in sales, according to Vener—was a flour tortilla. The eggs, proteins, cheese, sauces, and other fillings already existed in the restaurants.

Strong branding is another important part of the equation. Convincing a consumer who’s never heard of a brand or seen a store in their neighborhood to place an order can be a challenge, especially in a crowded platform filled with undifferentiated brands.

“If you go to New York or San Francisco and open Uber Eats, you’ll see hundreds of Chinese restaurants that we have to compete with,” Alexander says. “We definitely have an advantage in smaller markets, though, where you might only have a handful of Asian con12

DECEMBER 2023 | QSR | www.qsrmagazine.com

cepts to scroll through. That’s one of the reasons we were able to scale so quickly.”

Dozens of virtual brands have leaned on celebrity partnerships to generate buzz, perhaps too heavily. Many have mixed reviews that call out less-than-stellar food and high prices. Others, like Dog Haus, leverage their existing brand equity to give their virtual concepts credibility and generate trial.

“From day one, we’ve always put powered by Dog Haus right under the new brand’s logo, because we want people to know who it’s coming from,” Vener says. “Whether it’s press releases, ribbon cuttings, or going to events and handing out swag, we market each concept as if it is a restaurant, while also trying to give them the same DNA and similar personalities.”

Those types of marketing tactics could signal what’s in store for the segment as the dust settles on a whirling couple of years.

Virtual concepts that have finetuned their model with simple menus and strong branding are exploring opportunities to reinforce their position by fostering customer interactions that go beyond placing an order.

Wow Bao became the first virtual restaurant brand to offer a rewards program when it debuted “Bao Bucks” last year. It followed that up with the launch of “CollectaBaos” and “Hot Buns Club,” which use web3 technology to pair the rewards with a full-service loyalty platform. It also inked a deal with Walmart to expand its CPG presence and is rolling out hot vending machines that serve up bao and dumplings at hospitals, hotels, airports, and other nontraditional locations throughout the U.S. and Canada.

Dog Haus is going to turn Badass Breakfast Burritos into a bonafide brick-and-mortar restaurant. It also plans to bring the rest of The Absolute Brands portfolio beyond the confines of third-party delivery. The company currently has six ghost kitchens. Vener envisions a future where those facilities aren’t tucked away in discrete buildings but in visible locations with pickup spots for customers and walk-up branding.

Dog Haus also is part of an initiative with Kroger and Kitchen United that puts restaurants inside of the grocery store. The “virtual food hall” has a single counter serving multiple concepts with screens that tell shoppers when their to-go order will be ready. It also serves as a hub for third-party delivery.

“I think the word ‘virtual’ should go away at some point,” Vener says. “They’re digital brands. They’re online for digital ordering, but you can go somewhere to pick it up. You’re going to go to a grocery store, or a Kitchen United food hall, or a Dog Haus restaurant, and the brands are going to be visible. They’re not going to be hidden away anymore.”

Sam Danley is the associate editor of QSR. He can be reached at sdanley@wthwmedia.com.

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DEPARTMENT

ONES TO WATCH

Taco Bamba A fine-dining chef finds new life in the fast-casual Mexican segment.

● Victor Albisu

HEADQUARTERS: Northern Virginia YEAR STARTED: 2013 ANNUAL SALES: NA TOTAL UNITS: 11 (will be at least 12 by the end of the year, possibly 13) FRANCHISED UNITS: 0

TACO BAMBA’S ORIGINAL STORE MIGHT COME OFF as a simple taqueria—tucked into the crook of a strip mall, according to founder Victor Albisu—but when customers walk in the doors, they are greeted with striking murals, a full-service cocktail bar, and a bold soundtrack of hip-hop and rock.

The chef opened Taco Bamba in 2013 in Falls Church, Virginia. Prior to this, he 14

DECEMBER 2023 | QSR | www.qsrmagazine.com

had a fine-dining restaurant called Del Campo in Chinatown and had no plans to cross over into the takeout taqueria space.

His mother, however, had eyed a space for a taqueria for a long time. Her Latin market had a competing dollar store next door, and when the space went up for sale, she called Albisu to build a restaurant.

“It was very puzzling because I was a fine-dining chef, and I had just started building my career,” Albisu says. “It was totally unexpected for all of us and it’s still unbelievable.”

The vision was to create a hole-in-thewall concept with a spunk that supersedes the norm for a taqueria. Albisu’s fine-dining background elevates the experience through customized menus for each location, but the overall vibe is approachable.

Albisu describes the journey as a “fruitful learning experience,” with the brand growing alongside its founder and team members. After its 2013 opening in Falls Church, Taco Bamba scaled to 11 stores over 10 years in the DMV area and most recently Raleigh, North Carolina.

While staple dishes are served on every menu, each location has headliners exclusive to the local flavor profile; Albisu says he “could never imagine scaling one menu.”

Items include the Taco Bamba (skirt steak, chorizo, grilled guacamole, chicharrónes ) and the Torta Bamba, which is described as a “big-as-your-head sandwich.”

The Raleigh-based menu includes the Sir Walter Raleigh (Carolina-style beef Frank, spiced ground beef, chili sauce, queso, and chipotle mustard) and the Big Fat Mexican, a vegetarian quesadilla with a roasted walnut mushroom “chorizo” and grilled corn.

Cocktail bars are found at each taqueria, with mezcal-focused drinks like the Pink Pantera, a spin on the classic Paloma. The Disco Diablo mule mixes cherry basil syrup, lime, and ginger beer with the guest’s choice of tequila, vodka, or bourbon.

“We do not shy away from the challenge of different menus, creating new artwork for every store, or trying new locations. We are different because we are constantly evolving,” Albisu says. “For a typical fast casual, [difficult] is usually not in the playbook. We don’t want to be typical.”

The obstacle of constant creative evolution is not for everyone, Albisu admits.

However, he finds that his company attracts the right workers: “In this challenge, you find great people … who can help you grow and scale. Our people are bonded to us, and within that you find connection.”

While the ever-changing product is tricky to a certain extent and challenging to execute at an elevated [CONTINUED ON PAGE 78]

TACO BAMBA (3) CHEF VICTOR ALBISU: JONATHAN TIMMES, INTERIOR: GREG POWERS PHOTOGRAPHY

BY SAT YNE DONE R

DEPARTMENT

FRANCHISE FORWARD

Poke Powers Up The segment thrived leading up to COVID, and even more growth remains.

Pokeworks (right), Just Poke (bottom left), and Island Fin Poke are finding whitespace across the U.S.

A

s demand for customizable, better-for-you options heats up, fast-casual poke brands stand poised to take center stage with an expected compounded annual growth rate of 8.2 percent from 2023 to 2033, according to Marketstatsville.

Poke is a traditional Hawaiian cuisine that features a base of diced raw fish, typically tuna. Historically, toppings include green onions, soy sauce, sesame oil, and chopped scallions atop a bed of rice or greens, but brands are now reinventing the popular dish.

It did not take long for this menu item to spread quickly across both coasts in the mid-2010s, with brands such as Just Poke, Pokeworks, and Island Fin Poke riding the wave of the poke craze.

Just Poke got its footing in the Seattle market in 2016 when best friends turned co-founders Danny Brawer and Norman Wu left the corporate world to pursue what Wu calls “the gold rush of poke.”

According to Wu, there have been two shifts in the segment: The initial boom of poke came from a desire to hop on a fastgrowing food trend, and the second came from post-pandemic demographic changes.

“For us, we’ve seen a big shift to the suburban market and focus-

16

DECEMBER 2023 | QSR | www.qsrmagazine.com

ing on areas that might not be traditional locations [for poke],” Wu says. “Of our 35 locations, 33 are in the greater Seattle area, but a lot of them are in different suburban pockets.

And we have seen those stores do well as more people are at home working.”

While there is beauty in the simplicity of poke and its ability to fit most dietary restrictions, Wu is leaning toward a chef-driven menu, a notch or two above the typical poke restaurant in terms of mix-ins and offerings. With the help of a new culinary director who’s worked for two James Beard-nominated restaurants, he hopes to diversify Just Poke’s menu as part of a strategic growth strategy.

“At first, something [simple] was more relatable and easier to understand for people who were new to poke,” Wu says. “We’re going to launch a revamped menu starting this year, and now that people are familiar with the food, they’re going to be excited to see what’s next.”

As the chain continues to grow upwards of 35 locations, Wu has his eyes set on moving outside of the Pacific Northwest. Just Poke started offering franchising in 2020 and hired a consultant who will aid in the process of finding the right strategic partners and exploring new markets.

For Island Fin Poke, menu innovation involves avoiding fads and aiming for operational efficiency—if a new addition slows down the service model, it takes away from the ease of execution the brand prides itself on.

“We do menu development all the time, testing new sauces and routines, but we really haven’t pivoted,” says CEO and president Mark Setterington. “We’re going to stay true to who we are …

Our operation is seamless, and we don’t want to add complexity.”

The Florida-based franchise is testing a computerized drink machine to expand its menu and to streamline its throughput.

With the addition of boba, the Orlando location has seen beverage attachments jump from 26 to 46 percent since its installment on July 10.

Made-from-scratch sauces and over 25 fresh topping options help Island Fin Poke stand out in a bustling segment, but the secret sauce is hospitality, the CEO says. Team members run food to tables, hand out free cups of water and soft serve ice cream sam[CONTINUED ON PAGE 78] ples, and bus tables.

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S P O N S O R E D B Y S AV V Y S L I D E R S

What makes Savvy Sliders an exciting franchise opportunity.

BY OLIVIA SCHUSTER

For decades, the same big brands have dominated the quick service industry, yet none are known for great

quality. Consumers who are seeking great food need to trade up to fast casual brands or casual dining concepts, and that comes with paying more. Paying for quality food is something customers are willing to do but those price points do not fit into the value proposition that consumers want from a QSR brand. This is a flaw in the quick-service industry, but Savvy Sliders saw it as an opportunity for success.

“What we’ve done is bring quality to the QSR category in a slider priced at or below quick- service restaurants’ typical pricing,” says Bryon Stephens, Chief Development Officer, at Savvy Sliders. “Consumers can now buy premium, crafted sliders, hand-breaded chicken fingers, and hand-spun custard shakes without paying higher prices. It’s a significant change and disruption in the industry.”

In 2018, Savvy Sliders opened their first two locations in Michigan and instantly saw success. Entering 2024, the franchise is positioned for remarkable growth and development with 60 Locations

18

DECEMBER 2023 | QSR | www.qsrmagazine.com

To see if this franchise opportunity is right for you, visit www.savvysliders.com.

SAVVY SLIDERS (3)

A Disruptor in the Slider Industry Thrives in Franchising

open and in development as Savvy’s is constantly looking to expand their reach across the U.S. No longer confined to their Midwestern roots, Savvy Sliders has ventured as far as Miami, Florida, and San Antonio, Texas, with plans to continue its growth into markets like the Carolinas, Georgia, Tennessee, Louisiana, and beyond.

Savvy Sliders is now open for franchising, offering aspiring entrepreneurs an opportunity to be part of an exciting journey. The success of the brand’s stores in previously untapped markets proves customers love their unique concept. The ability to franchise in hot growth markets positions Savvy Sliders as a lucrative investment in the QSR sector.

“It’s a great opportunity today because it’s capitalizing on the love affair that Americans have with the QSRs. It provides a highquality slider experience which doesn’t exist in the slider category, and it’s doing so at a value price point,” Stephens says.

The brand serves 100-percent never-frozen Angus beef sliders and classic hand-breaded chicken fingers and sandwiches. Their menu offers a variety of 12 unique slider options, including Icelandic thick-cut cod, falafel, crab cake, and more.

The menu diversity offers something for everyone. It’s a fun opportunity to try something new and share it with friends. “Because of the duo packs and the combo packs, we see groups dining in, experiencing, and enjoying the shareability of our food,” Stephens says.

With inviting dining spaces, Savvy Sliders welcomes guests to enjoy their meals in a familyfriendly, comfortable environment. It’s much different than the stark and sterile settings in many fast-food establishments today.

As we look to the future of Savvy Sliders, there’s much to anticipate. The brand is revealing two new prototypes. One design caters to high-traffic drive-thru locations, while the other serves areas where inside dining is preferred, such as restaurants near residential neighborhoods.

Savvy Sliders invests in technology to enhance customer experience and operational efficiency. “We’re bringing in all the consumer-facing and back-of-the-house operational technology to create the quick-service restaurant experience,” Stephens says.

“People want fast food fast, and we can deliver superior fast food at a valuable price.”

With its national franchising initiative and plans for continued expansion, Savvy Sliders is a rising brand, disrupting the fast-food industry with its dedication to quality, variety, and the overall dining experience. Tune in next month to dive deeper into what makes Savvy Sliders a standout in the industry. ◗

t NEX OUR zine D A a RE mag n qsr ature i 24 e f 2 Y 0

UAR Y JAN STOR OUR H OW OWT FOLL R GR

U

SEE O

WE ARE...

BIGGER. BETTER. BOLDER.

DIVERSE MENU

We are growing rapidly, and are looking for owners with a passion for our brand who are committed to the Savvy culture of being a part of your community and providing great customer experience to join us.

QUALITY

TECH & LOYALTY

Gourmet Sliders, Famous Hand-Breaded Chicken Fingers and Hand-Spun Frozen Custard Shakes.

Our sliders are made fresh to order using 100% Angus Beef.

Always Fresh.

Never Frozen.

GROWTH

PERFORMANCE

50 units and counting over the last 3 years and continuing to expand in new markets.

Simple operating model with low initial investment and $39K average weekly sales*.

Savvy Loyalty App, Rewards Program and Online Ordering backed by a State of the Art Proprietary POS System.

SUPPORT

Dedicated support before and after you open. Real estate, training, design & construction, operations and marketing.

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DALLAS, TX

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JOIN OUR TEAM. WE HAVE MORE 2 LOVE. Expand your portfolio with the team that won’t stop innovating, and growing the best crafted slider chain in the market.

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OUR BRAND

GROWTH & DEVELOPMENT

Baking Up a

Cookie CRUMBL COOKIES (2)

Revolution

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GROWTH & DEVELOPMENT

/

BY BEN COLEY

Crumbl has taken America by storm in record time, fueled by a desire to foster connections Among friends, family, and dessert fanatics.

On September 27, Crumbl Cookies celebrated its sixth birthday.

While most brands are still in the emerging stage of their journey at this point, the term falls short of appropriately describing where the cookie chain has gone in less than a decade.

The correct term would be category leader. In just six years, Crumbl is everywhere in the U.S., quite literally. As of October, the company skyrocketed to roughly 920 locations in 50 states and Canada, making it by far the biggest cookie concept in North America. The brand opened a net of 87 shops in 2020, followed by 184 in 2021 and 363 in 2022. Hundreds of outlets have opened in 2023 as well.

The closest brand to Crumbl in terms of unit count is Great American Cookies, a 360-unit chain founded 46 years ago.

“I think strategically for us we thought this is an amazing new space and there’s an opportunity to capture market share,” says co-founder and CEO Jason McGowan. “Our vision was to move fast across the United States so you wouldn’t have an In-N-Out and a Whataburger fight 10, 20, 30 years www.qsrmagazine.com | QSR | DECEMBER 2023

21

GROWTH & DEVELOPMENT

from now. We wanted to capture the hearts and the minds of our customers as fast as we could across the nation in a healthy way.”

Crumbl’s digital footprint is also extraordinary, with 7.1 million TikTok followers as of October. This engagement has captured the hearts and minds of Gen Z and millennials, especially with highly anticipated weekly flavor reveals. To provide some perspective, Crumbl’s follower count surpasses that of Starbucks and Nike combined.

“Crumbl really went from this small bakery to a really iconic brand that people have real experiences and memories with,” McGowan says.

RISING TO THE COOKIE THRONE

Crumbl was the direct result of “two crazy cousins”—McGowan and Sawyer Hemsley—coming together to create differentiation in Logan, Utah.

Beforehand, Hemsley studied communications with a dual minor in marketing and multimedia and McGowan was big into technology and product management. The two had been in business together before and were eager for the next venture.

They asked themselves, what would people love in Logan that’s nostalgic and solving a need? The rural community is green, surrounded by mountains, filled with farmland, and accessible to college students via Utah State University. What was missing, Hemsley says, is a fun food concept that’s based on a premium dessert.

Cookies were the prevailing answer, although neither had any experience in the food business. The naysayers were in their ears, questioning how the duo could possibly create a dessert that was better than simply going to the store and buying premade dough.

But Hemsley and McGowan were headstrong. The initial idea was around delivering hot, freshly baked cookies to front doors, a segment that hadn’t been cracked yet in Logan. They • proceeded to rent a building—a former restaurant CRUMBL HAS COME A LONG WAY that was scheduled to be demolished—buy equipSINCE ITS FIRST

CRUMBL COOKIES (2)

STORE (LEFT) OPENED IN 2017.

ment, and put together a business plan. This was all completed before having an actual product.

“We had yet to perfect the chocolate chip cookie,” says Hemsley, who serves as chief brand officer. “And so we did it backwards, which we always laugh about, and that’s why they call us the ‘two crazy cousins.’ But we were determined to find the best. We researched, we networked, we read books, watched YouTube until we infused this recipe that we felt really, really good about.”

After tinkering with ingredients and listening to honest opinions from friends, family, and others, Hemsley and McGowan opened in 2017 with one item and flavor on the menu, a chocolate chip cookie. The cousins began the bakery just hoping it would work.

Their nervousness was met with lines out of the door. They anticipated many delivery calls but soon found that customers enjoyed the in-store experience. Crumbl is known for its pink, white, and black color scheme, inspired by Hemsley’s dad’s best friend in Preston, Idaho, who used to drive a vintage pink Cadillac with a black and white interior. In the summer, Crumbl Pink—used for all of the brand’s cookie boxes—was recognized

by Pantone as an official color.

From the start, the company’s mission was to create meaningful memories among friends and family. The cookies are large and meant to be shared. Crumbl even sells a cutter that can slice the dessert into four pieces.

“People actually smile when they walk in,” Hemsley says.

“They’re not hungry, they’re not looking for food, they’re looking for a sweet treat that they’re craving. It’s enjoyable to be able to infuse that into our stores, into our culture. We always tell our staff and our employees here at HQ, and in our stores as well as our franchise partners, when people walk through the threshold of a Crumbl, we want them to leave the worries of the world behind them. We want them to be able to just embrace the smell and the atmosphere and the energy that comes from baking cookies. Having that little moment in their day just brightens it and makes it more joyful.”

22

DECEMBER 2023 | QSR | www.qsrmagazine.com

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GROWTH & DEVELOPMENT

• CRUMBL’S

As many in quick service do, the chain turned to the franchising model. As the footprint widened, so did the cookies.

Crumbl currently has 200-plus unique flavors, with six rotating through each week. Milk Chocolate Chip and Semi-Sweet Chocolate Chunk alternate every week while the remaining five come from the vault, new and previously used.

The brand uses a proprietary model to determine which cookies will be in the lineup. McGowan calls it a “mixed bag of a lot of different metrics” and a team backed by data science.

Crumbl, which isn’t open on Sundays to allow employees to rest and relax, uses that day to announce flavors across its social media platforms.

“It is absolutely insane if you think about where we are as a company, and we only have one product,” McGowan says.

“We have several flavors, but we only have one product. We only have one item. We have a cookie. I mean, yeah, we have bottles of water and those kinds of things. But if you look at any other brand, they’ve got all kinds of sides and different options.

Like even the simplest menu out there that you could see, it is still complicated compared to what we have as far as focus. We do think there’s lots of opportunity to try and add other things to our menu. We feel like we’re not even close. There could be lots of growth in the company with new menu items.”

McGowan doesn’t anticipate running out of ideas, adding that “We didn’t realize how much we love cookies.” Not all of 24

DECEMBER 2023 | QSR | www.qsrmagazine.com

them are a success, like the Bubblegum version. Crumbl welcomes that type of feedback. Social media users even came up with “#crumblreview,” in which customers post videos explaining what they liked or didn’t like about a certain week’s round of flavors.

Crumbl now uses the hashtag itself, showing that it’s listening to what customers want. It’s a big part of why guests feel such a connection with the brand, McGowan explains.

“What was their feedback on that cookie? What did they like?

What would they want to change?” The CEO says. “As we saw that feedback and those communications from our customers, we were able to change and incorporate those into the cookies.”

Hemsley oversees the research and development team involved with concocting cookie flavors. His favorite meeting every day is 3 p.m. when he gets to taste test. He’s enjoyed every innovation, but there are a few that hold a special place in his heart.

There’s the Nilla Bean Cupcake, named after his dog, Cornbread and Blueberry Muffin, which reminds him of his childhood in Idaho, and Chocolate Cake, another one of his favorite desserts.

“You may not notice a lot of cherry flavors on our menu,” Hemsley chuckles. “It’s because I don’t like cherry. But we’re getting past that and I’m having an open mind, and really, I want what our customers want, so you’ll see some cherry fla-

CRUMBL COOKIES (5)

MOBILE APP WAS CREATED INTERNALLY.

GROWTH & DEVELOPMENT

vors here soon. But my favorite cookies are the flavors that are nostalgic to me personally.”

FROM CRAZY COUSINS TO COOKIE CREATORS

There was no big, master plan to grow Crumbl in the early days.

The momentum was just too hard to ignore at a certain point.

“As soon as we started getting a bunch of stores, we’re like, ‘Wait, these are working. This could work. This could work throughout the United States,’” McGowan says. “And then we just started opening our stores and decided to go for it. We went for it and things went crazy and things were awesome.

It’s been absolutely a pleasure and an amazing journey ever since I’ve started.”

Crumbl starts each month by posting a graphic of North America on social media that drops pins at every location it’s opening. In September, 36 stores debuted across 18 states and one Canadian province.

The pace is swift, but controlled, McGowan says. Before opening a store, franchisees fly to Utah to attend Crumbl University—a full facility with mixers and ovens that the CEO likens to “The Great American Baking Show.” There, onsite trainers coach operators on how to make the best cookie, including proprietary techniques the company has learned over the years.

After that, some operators work at other shops to gain addi-

tional experience. And when it comes time to open the unit, another team arrives to train management on how to bake and use the technology.

“When you open six or seven stores, you’re sending out over a dozen people to these different stores to really open up and stay with them a period of time to make sure that they understand everything about Crumbl,” McGowan says. “Then after that, the owners really step up and we have people that live in those locations that go and make sure they’re managed and run well in those areas.”

The strategy has proven fruitful. Earlier this year Crumbl made its debut on the QSR 50, an annual ranking of the top 50 biggest quick-service chains in terms of U.S. systemwide sales.

The cookie brand was No. 38, earning $1 billion in sales last year and generating an AUV of $1.84 million.

Crumbl is sold out in the U.S., with roughly 250-300 shops in the pipeline. That’s without the brand spending a dime on advertising its franchise opportunity. The company only had a simple link at the bottom of its website labeled “franchising.”

McGown says the growth came through operators trying the product for the first time and deciding, “I want to be part of Crumbl. I love the brand. I love the experience and I want to be part of it.” Those same people who open one store want to tack on three, four, or five more, the CEO adds.

Following blistering expansion, McGowan says the next www.qsrmagazine.com | QSR | DECEMBER 2023

25

GROWTH & DEVELOPMENT

phase will be slower to ensure Crumbl is healthy and manageable. He wants the system to catch its breath, grab more customers, and build AUVs. Additionally, he foresees more whitespace opportunities in international markets like Canada and the U.K. “It’s an interesting strategy, and we think it’ll pay off,” McGowan says. “And again, we don’t think it’s going to be perfect. We think there may be a mistake on a store location or that sort of thing. But I think we got to a really good spot and I think we nailed the first phase of the strategy. So now it’s going to be a little bit more strategic on where we place locations, the timing.”

Much of the brand’s growth is rooted in technology thanks to McGowan’s background in software. Prior to Crumbl, he and a team built Facebook’s “We’re Related” app from inception to 120 million users.

Franchisees have access to an internally built app where they check metrics like sales, volume, and labor in real-time. Product quality is paramount as well. After a customer orders, they have the opportunity to upload photos of their cookies. These pictures are accessed by headquarters and then rated by the support center. To remove any biases, this review process is done without knowing which store the pictures came from. Franchisees are able to look at these cookies and check how they are performing compared to peers.

“When you arm them with data, they know how to solve these problems and how to fix these things internally, to get them to that next level, to get them a little bit faster, to get the quality a little bit better, to make sure the experience in the store and what their guests and the customers are experiencing are great and phenomenal, from opening the box to making sure people see the quality is there,” McGowan says.

Crumbl also designed its own website, mobile app, and POS system. For digital orders, customers can check in when they are at the store and the app will respond with what number they are in line. The technology is so seamless that Crumbl launched curbside pickup in a matter of weeks when shops shut down nationwide due to the COVID pandemic.

For guests walking in, there are self-order kiosks. The layout—typically an in-line space that’s 1,400 to 2,000 square feet—provides an open view of the entire baking process. While other concepts prepackage materials and make dough offsite, Crumbl creates all of its materials from scratch. That’s combined with a menu that changes on a weekly basis.

“It’s constant learning and there’s a lot of operational skill and acumen that’s involved in these high-volume stores to actually produce that many cookies,” McGowan says. “It’s been really, really fun to see. It’s amazing when you put somebody in a box, they’ll figure out how to maximize their opportunity.”

THE RECIPE OF SUCCESS

Crumbl employees operate based on three Cs—customer service, cookie quality, and cleanliness.

“We’re oftentimes quoted to be the Apple store of cookies because of our technology, our clean hygienic stores, and just the 26

DECEMBER 2023 | QSR | www.qsrmagazine.com

smoothness of the entire flow from start to finish,” Hemsley says.

But really, it’s a family-oriented business. In addition to Hemsley and McGowan being cousins, their friends, siblings, college roommates, and neighbors own franchises. Dentists, doctors, and lawyers left their careers to open a shop because it “brings more happiness to them and their family and financial freedom,” Hemsley explains.

The concept is about helping people spend time together, and that doesn’t always mean inside the store. The brand gave HQ workers paid time off on Fridays during the summer so they could be with loved ones. That philosophy comes from the top; McGowan never wanted to be so successful that it came at the cost of not spending time with his children.

It’s also why Crumbl closes on Sundays. McGowan says there were doubters who believed the chain wouldn’t survive outside of Utah because of this move. He knew it would because “When you take care of people, you take care of your customers, you take care of your employees, you take care of your crew members, take care of your franchise partners, things start to work out.”

But don’t get McGowan wrong, Crumbl has made mistakes along the way, whether it was opening in a town that’s too small or launching a poorly performing cookie. However, when he looks at the chain as a whole, he feels like the brand has made a “small little dent into the happiness of people’s lives.”

Hemsley never thought six years later he would be discussing pink frosting and sprinkles over a conference table. He was set to work in Arizona at an advertising agency after college, but he and McGowan left their careers because they saw the potential of what Crumbl could be. In the first couple of years, they never dreamed of it reaching where it is now, but Hemsley owes that to his attention to detail and McGowan’s vision.

“I feel like we had a golden partnership that’s been able to push boundaries, adapt where it is needed to innovate through COVID, and build a team that is so passionate and fiery and energetic about a brand that it’s been such an almost easy, smooth ride,” Hemsley says. “Everyone is just so excited about the growth of Crumbl and the product and the service that we have in the industry. I would never have guessed I would have been here, but I’m so excited we are and I wouldn’t have changed anything.”

On the front wall at every location is a framed picture of the first unit in Logan. For McGowan, it’s a reminder of when he and Hemsley had their first customer service issues. It’s where they were completing deliveries until one to two o’clock in the morning.

It wasn’t the building that made the duo great, McGowan says. It was the maniacal focus on coming up with the best chocolate chip cookie.

“A lot of times when people get successful, they throw that stuff away or don’t care about stuff,” McGowan says. “And for us, we’ve always got to remember who we are and where we came from. And so it’s always been something that’s really exciting to us and really motivational to us to remember who we are.”

Ben Coley is the editor of QSR. He can be reached at bcoley@wthwmedia.com.

DIGITAL INNOVATION

In Year 3 of our annual report, it’s clear the pace of innovation isn’t letting up.

As the industry works toward optimization and finding solutions for post-pandemic life, these leaders are enabling restaurants to deliver customer experience across an ever-evolving suite of channels and opportunities.

/

B Y Q S R S TA F F

QSR’s DIGITAL DISRUPTORS 28

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DIGITAL INNOVATION

ROSS EL POLLO LOCO

ADOBE STOCK / ALL THAT IS KNOWN

EL POLLO LOCO

HEAD OF CRM, LOYALTY AND E-COMMERCE, DIGITAL MARKETING

ROSS FINDS HERSELF at the intersection of science and creativity. And, in some ways, it’s kismet. Growing up, Ross’ father worked in tech and liked to share the innovations he came across. Her parents encouraged Ross and her sister to test tools, software, and devices as they were introduced. Now, she’s doing it for a living following what might be the greatest paradigm shift on record for restaurants.

Ross started her career on the brand side and came over to El Pollo Loco in November 2021 after a run as director of marketing for fast casual Halo Burger. Her role in leading CRM, loyalty, and e-commerce is essential for El Pollo to communicate with current and future guests about the brand, focusing on creating engaging experiences across owned channels. She’s had the opportunity to flex through the launch of a new loyalty program, custom mobile app, and ordering site, as well as overseeing the redesign and evolution of El Pollo’s communication and digital assets while integrating AI to advance personalization efforts. Ross also led the expansion of the nearly 500-unit chain’s martech stack. To put in plainly, she’s reliving her childhood curiosity at breakneck speed.

“Over the past few years, we’ve seen massive shifts in the digital landscape, with online ordering taking off exponentially due to the pandemic, leading to an overwhelming amount of tech platforms that created data silos and made it difficult for brands to unlock their true digital potential,” she says. “Today, we are seeing a movement toward consolidating martech platforms, with more and more vendors offering a one-stop shop solution for brands.

The ways we can engage with a customer are limitless and the restaurant experience is becoming more digitized from ghost kitchens to automation in back of house, we’re seeing more

and more application of technology within the four walls of the business.”

Looking to the future, Ross believes consumer data platforms, or CDPs, will become table stakes for major brands in the next five years. Operators will be able to break down customer data so they can be more intentional in how they communicate. “For example, we may have a guest who we’ve identified as a family meal purchaser and know they order the same thing every other Thursday on their way home from work to feed their family,” Ross says.

“We can pre-emptively send them a one-click purchase push notification that reminds them to order and schedule a pickup based on the time it takes for this individual to go from work to our restaurant.”

Restaurants can then take it a step further, she adds, by delivering an email with ideas for leftovers for school lunches. It can continue to support that customer as tastes and preferences evolve, delivering strategic offers, messaging, and content across the brand’s ecosystem.

At El Pollo these days, the chain is leaning further into AI and how it can integrate it into automations. “All in favor of a more meaningful, engaging guest experience,” Ross says.

“We are using AI to help us create food cost efficiencies, deploy strategic offers, segment customers, and hero the right content to the right consumers.”

Additionally, El Pollo continues to work toward expanding its digital experience. “We believe the mobile app should be the place where guests feel most connected to our brand and our long-term vision is to truly create an all-in-one experience in the palm of guests’ hands,” Ross adds.

LENA

KATZ AMPERSAND, INC. AMPERSAND, INC.

OLIVIA

CONTENT AND CREATOR STRATEGY LEAD

KATZ IS REVOLUTIONIZING the way brands and organizations connect with their audience through creator partnerships. Katz’s role at Ampersand, Inc—a subsidiary of Tokyo-based commercial production company AOI-Pro—involves guiding brands to find creator partners who can serve as their online ambassadors, representing them across various social platforms.

“I’m an outlier in my area, because I know for a fact that automation/AI are not going to be anyone’s solution to this new and everchanging space,” Katz notes. “I use a lot of the martech that’s out there, but I know where it’s flawed. I worked at a platform that pushes automated self-service pretty hard, and the more customers rely on it, the worse it fails them. I’m there to kindly tell people where the holes are.” www.qsrmagazine.com | QSR | DECEMBER 2023

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DIGITAL INNOVATION

Katz’s career journey spans several generations of restaurant marketing tech, from the days of manually collecting paper menus from restaurants and typing up summaries for AOL and Citysearch directories to the present digital age. One significant change, she highlights, is the shift toward an era where the customer voice cannot be ignored.

And the next big trend? Katz believes that the “phygital” evolution—which merges features from the physical space with digital innovation—is a game-changer. For the restaurant industry, this evolution involves integrating the best content from social and digital customer interaction channels into the ordering experience.

“How many people look to social media to inform their ordering? Lots,” Katz says. “And if we’re just walking up to a counter or a kiosk, we’re probably not jumping on devices to see what the latest crowd-sourced innovation item from Chipotle or Starbucks is. But a lot of us would.”

Katz envisions a scenario where ordering includes meal deals, customizations, and upgrades recommended by popular social media baristas, burger experts, and other influencers. “Also, I think you could make it much more dynamic and niche-targeted than the celeb-endorsed partnerships that we’re currently seeing,” she continues. “Best case scenario there, the celeb-endorsed special sells out nationwide. But if local personalities or niche experts are each promoting something different, it diversifies according to different tastes and allows for several menu items/categories to share the spotlight.”

STEPH

SO

SHAKE SHACK

HEAD OF DIGITAL EXPERIENCE

SO’S FIRST JOBS, while in college, came in restaurants. Her exposure to foodservice tech was limited then to learning how to operate the order management system as a server in a few fine-casual spots. “I remember using a swipe card to place my orders and send them to the kitchen,” So says. “It’s interesting today that much of that back-end hasn’t changed in many restaurants, from [quick service] to fine casual. What’s changed has been the frontend and how consumers are taking control over the ordering experience with all the new digital platforms [kiosks, apps, third party delivery, mobile payment].”

“There’s so much more in the hands of the user that it becomes much more of a challenge for restaurants to deliver on experience,” she adds.

As head of digital experience at Shake Shack, So oversees digital marketing, digital product roadmap and strategy, and thirdparty delivery partnerships. Since coming 30

DECEMBER 2023 | QSR | www.qsrmagazine.com

● STEPH SO

DIGITAL INNOVATION

While everyone is talking about AI, I think the next big tech trend is how we use tech to enable more human interaction.

”

ELAD

INBAR ROBOTL AB

SHAKE SHACK / CHRISTINE HAN

FOUNDER AND CEO

INBAR DISCOVERED HIS love for robots when he was a child. Later on, he found a way to turn his hobby into a career. Inspired by smartphone-enabled cars, drones, and more that hit the market after the iPhone debuted, Inbar founded RobotLAB in 2007—an educational tech company that manufactures robotics and virtual reality (VR) products for K-12 and higher education, as well as business robots for retail, restaurant, hospitality, and medical companies.

With over 10,000 robots deployed, RobotLAB has become a driving force behind the integration of robotics in the restaurant industry.

Inbar’s team of skilled roboticists helps restaurant owners streamline their operations by automating routine tasks, ultimately improving their bottom line and employee retention.

“In the past few years, delivery robots have become more affordable and smarter for their use cases, so restaurants are seeing great value in integrating them into daily operations,” Inbar says. “Today’s delivery robots are much more complex, offering great suspension, the ability to handle incline, sloshpreventing modes for soups and drinks, and highly customizable visual mapping.”

One notable success story is the company’s

collaboration with Kura Sushi USA, where delivery robots are seamlessly integrated into daily operations. This not only increased employee retention and happiness, but also led to higher guest tips, Inbar notes. What sets RobotLAB

ROBOTLAB

“

onboard in 2019, she’s focused on growing digital sales and supporting integrated marketing campaigns in fresh channels. So has launched multiple enhancements across the fast casual’s app and web and helped integrate new delivery partners, as well as launch co-marketing campaigns across platforms.

The role has served as a front-row seat to speeding evolution. Yet So feels restaurants need to keep hallmarks of hospitality in mind as they keep pace. “While everyone is talking about AI, I think the next big tech trend is how we use tech to enable more human interaction,” she says. “One of our biggest examples of this at Shake Shack has been the kiosk. When we use technology to enable ordering, it frees one of our team members to provide great guest interaction—like bringing food to tables, setting up a high chair for a young guest, keeping tables clean and tidy, and providing table touches.”

Behind the scenes, Shake Shack and So continue to work on marketing tech and capabilities. “I’ve been really excited to see how marketing automation tools have developed to help brands personalize content and offers at scale. Customer-facing, we’re piloting autonomous delivery vehicles in a few markets.

It’s so much fun and exciting to see our food traveling by robot to our guests! It feels like a glimpse into the future of food delivery.”

● ELAD INBAR apart is its end-to-end approach, overseeing all aspects of robotics integration including sales, tailored programming, onsite integration, and repairs.

While labor in the foodservice industry continues to be a challenge for operators who are seeking out more tech solutions, “We’re proud to say we’ve never sold a robot to a restaurant that then fired a server or decided to not hire because of the robot,” Inbar highlights.

“In fact, most restaurants voluntarily tell us that after a few months of using the delivery robots with their staff, tips increased and stress decreased.”

In 2023, Inbar focused on expanding access to robotics solutions through the world’s first robotics integration franchise, launched in May. This franchising initiative aims to bring business-transforming robotics to cities across the U.S., making it easier for restaurants of all sizes to harness the power of automation.

Looking ahead, Inbar predicts that vertical farming and robotics integration will become a major tech trend. Vertical farming, which combines controlled environments with robotics, has the potential to revolutionize food production. It can address global food crises by maximizing efficiency, reducing land use, and promoting sustainability.

DEBORAH

MATTELIANO AMAZON WEB SERVICES (AWS)

GLOBAL HEAD OF RESTAURANTS

A DECADE AGO, you weren’t cold calling an operator and being asked how you fit into the tech stack. “There wasn’t a tech stack,” says Matteliano, who, at AWS, has the opportunity to support the world’s largest quick-service www.qsrmagazine.com | QSR | DECEMBER 2023

31

DIGITAL INNOVATION

32

DECEMBER 2023 | QSR | www.qsrmagazine.com

SHELLY

RUPEL DEVOUR

CO-FOUNDER AND CEO

RUPEL BRINGS OVER

30 years of experience as a technology entrepreneur, strategic partnerships leader, and restaurant owner to her role as the co-founder and CEO of Devour. The company is leveraging web3 technology to unlock new opportunities for restaurants in the realms of gaming, esports, and the metaverse.

Devour’s flagship product, DevourGO, operates as a groundbreaking marketplace that seamlessly integrates web3 capabilities.

It enables restaurants to tap into a vast and rapidly growing demographic of 212 million gamers in the U.S., offering them an exciting and rewarding experience to “eat, earn, and experience” while they enjoy their favorite games, she notes.

“Our technology unlocks promotions, secret menu items, rewards, and experiences associated with a user’s digital assets. GoVIP, our gamified loyalty and engagement program, enables users to play, share, and spin their way to amazing rewards,” Rupel says.

One of Devour’s key objectives is to seamlessly integrate gaming and dining. Rupel envisions a future where gamers can effortlessly order food from their preferred restaurants while immersed in gaming, participating in fantasy esports, or exploring immersive metaverses. This vision reflects the company’s

commitment to delivering a fun and rewarding experience to gamers, merging the worlds of gastronomy and gaming.

Over the years, Rupel has witnessed a profound transformation in restaurant technology. The shift from on-premises networks to cloud-based POS systems, the rise of food delivery services, and the proliferation of technology solutions for restaurants have all marked significant milestones in the industry’s evolution. Her prediction for the next big tech trend flying under the radar involves the use of digital assets and NFTs for loyalty programs, marketing campaigns, customer data management, and rewards.

GREG

ERICKSON STANLEY ACCESS TECHNOLOGIES

NATIONAL ACCOUNT MANAGER

ERICKSON IS A seasoned professional with over 25 years of experience in the automatic door industry.

In his current role, he is passionate about leveraging his expertise to address the evolving needs of major players in the retail, healthcare, and quick-service sectors.

Erickson’s journey into restaurant technology is a recent but impactful one. In 2020, he was approached by a prominent global leader in the quick-service industry faced with a slew of challenges, including a labor shortage, increased customer traffic, reduced dinein options, and growing demand for online ordering and delivery services. The mission was clear: Remove barriers at the drive-thru to deliver faster and more efficient service to their customers.

Collaborating closely with this client, Erickson and his team developed a solution based on direct input from the industry itself.

The result was the creation of the Dura-Glide DT automatic door/window system, marking STANLEY Access Technologies’ first foray into providing quick-service-specific solutions.

As he reflects on the evolution of the quickservice space, he notes that despite the years passing, brands still grapple with similar challenges to those faced in 2020. Customers at the drive-thru now expect an experience akin to in-person dining, but with the convenience and speed that the drive-thru promises.

Currently, STANLEY Access Technologies is focusing on the Dura-Glide-DT system.

This technology aims to enhance throughput, reduce wait times, and improve overall efficiency. Its unique feature of operating in both window and door modes allows staff to serve STANLEY ACCESS TECHNOLOGIES

was launching early Uber Eats marketplaces across the Mid-Atlantic. They were one of the first “big-techs” to contact restaurants about digital ordering. “We learned pretty quickly that restaurants wanted to cook and interact with guests, not man tablets,” she says. “Now you see almost an inverse, digital-forward approach. Restaurants know that foodservice and tech are now inextricable, and they’ve become savvier consumers with a shrewd ability to understand where new products fit into the tech stack.”

Throughout her journey, Matteliano has always been curious about the psychology of change. Tech trends, she says, start with noticing shifts in human behavior and getting ahead of them. “With steady growth in drivethru, pickup, and digital orders and a delivery market that’s still very dominant, it’s time to admit that the way people interact with food has fundamentally changed,” she says. “We’ve discovered new formats that change the way restaurants fit into our lives.”

“I don’t know what the solution is for this yet, but I know whoever figures out the next version of the ‘copper pot’ in food tech will have an understanding of the dramatic ways our relationship to food has shifted over a short time span,” Matteliano adds.

It’s a history lesson. Restaurants have been around since the French Revolution, serving as gathering spots for patrons to discuss ideas and connect. “People have less of a desire to eat in a social setting now—and when they do, they’re seeking an elusive sense of ‘experiential’ dining where something unexpected, memorable, Instagrammable, will happen,” she continues. “Yet restaurants still exist as a ‘third space’ for in-person meetings—how will they evolve to meet this need?”

Can we picture what consumers relationship to social eating will look like 10 years from now? Working back from what matters to that diner will be the next big frontier, Matteliano believes.

And in the present, like many leaders in this report, understanding data surfaces as No. 1 wish-list solve for operators. At its core, Matteliano says, data is information, and restaurants and restaurant techs “want to know the answer to the Dr. Seuss-style data riddle: ‘what is it, is it clean, who owns it, and what does it mean?” she says. “At AWS we solve all four of those areas. Gathering massive amounts of data is only useful if you put it to work for you—inspiring a new idea or advancing strategy. Generative AI has many exciting applications with chatbot food ordering, menu item creation, interactive voice response in the call center, even employee training. I see Generative BI coming next: tools that translate all this data we’ve been collecting into actionable insights for chefs, operators, franchisees.

“Restaurants want to focus on executing great food. They’ve also become savvy with learning from their data. But nobody is saying trained Michelin chefs should become data scientists. New Generative AI and Generative BI capabilities that translate analytics into strategic action are what I see as the next frontier.”

DEVOUR / SHELLY RUPEL

● DEBORAH MATTELIANO

AMAZON WEB SERVICES (AWS)

brands, third-party delivery, and restaurant tech companies.

That broad purview has enabled Matteliano to see just how much everything’s changed. Her first stint in restaurant tech

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TAMMY K.

BILLINGS STRATEGIC TECHNOLOGY W SCOTT MITCHELL

ADVISOR

BILLINGS HAS BEEN

at the tip of disruption before. She began her restaurant career as the marketing director who opened LA Live during the recession.

She was responsible for driving traffic to 14 restaurants amid a “terrible market.”

“Social media was new, OpenTable/Yelp were new, lots of tech was emerging, and we were writing the playbooks as we went,” Billings says. This was followed by roles as head of marketing for two restaurant groups. After finishing her MBA at Pepperdine, Billings made the move to the vendor side, working with Fishbowl/Personica, Marketing Vitals/Red Onion, and lastly, Wisely/ Olo before becoming a co-founder at Aben and the founder of Industry Bias. Today, she works with several technology companies in the vertical, supporting them with a range of sales and marketing services including: GoTo Market Strategies, Partnerships, & Business Development. My clients include: Ovation, Agot.ai, Extropy360, Big Colony, Devour.io, & GoZone Wi-Fi. Additionally, Industry Bias, the company she founded, is a solution that helps industry executives connect for full-time and fractional jobs.

In regard to tech, the bulk of Billings’ energies have centered on data and analytics. She says the most notable changes over the past 15 years for restaurants have come in data and point of sale. “When I started talking to brands about payment tokens in 2015, it was a foreign concept to all but a few,” she says.

“Today it’s become a standard tool to measure frequency patterns outside of loyalty.

Data retrieval without a cloud-based POS was challenging back in 2015—placing an agent on a local terminal to retrieve transaction level data on a daily basis seems archaic now. As brands move to the Cloud for POS, a world of technological possibilities has opened up giving way to more technology than the industry can handle or afford.”

Billings says the industry of late has seen “small and quiet layoffs among brand marketing teams, slow industry traffic yielding slow technology sales, supplier consolidation, 34

DECEMBER 2023 | QSR | www.qsrmagazine.com

companies shifting from growth to profitability strategies as the cost of money has increased, restaurant groups merging, and more.”

As tech has proliferated, it’s become more fragmented, she adds. That’s made it challenging for restaurants to choose what solutions to adopt. And although a full-on recession hasn’t materialized, traffic across the sector has slogged, further taxing the opportunity for tech adoption. “Many investors have shifted their focus away from restaurants technology requiring suppliers to become profitable or merge,” Billings says. “As part of this cycle, restaurant companies themselves are merging to gain better economies of scale and streamline technology or other shared services. These big industry technology trends collide in labor utilization.”

“The highest demand in the industry is for solutions that reduce or eliminate labor costs,” she continues. “That may be in the form of artificial intelligence paired with cameras or voice to prompt an action or eliminate the need for an employee. It may be in the form of robots flipping burgers, delivering food, or making pizzas. Or it may simply be in talent sourcing and retention. Human capital is at a premium as line level jobs remain hard to staff in a post-COVID world.”

Given Billings works with a bevy of companies, she has a nuanced view of what’s ahead. Ovation, for instance, incorporated phone to text to reduce the need for a human to answer a phone. Agot.ai is solving for a host of challenges that monitor employee actions, giving the GM 24/7 coverage. Her Industry Bias, currently under construction, seeks to use structured data to connect candidates with companies anonymously shifting the inherent bias in hiring to the bias of industry experience while leveling the playing field in terms of compensation.

CLAY

JOHNSON YUM! BRANDS

CHIEF DIGITAL AND TECHNOLOGY OFFICER

BEFORE JOINING YUM! and its 56,000-plus restaurant fleet in 2019, Johnson served in tech leadership roles across verticals, including retail, energy, and aviation. One evolution he enjoyed tracking was how top companies took a holistic view of digital transformation. “In restaurants, for example, in the past there was a lot of focus on delivering a slick omnichannel ordering experience for the customer,” he says. “However, you would then see the team member fulfilling those digital orders on clunky, outdated kitchen display systems. At Yum!, we are taking a comprehensive approach to digital transformation that considers all stakeholders, including how we can elevate the restaurant team

member experience and improve operations and unit economics for our franchisees through digital.”

The KFC, Taco Bell, Pizza Hut, and Habit Burger owner calls this its “Easy” strategy, which centers on enabling “Easy Experiences” for customers, “Easy Operations” in restaurants, and “Easy Insights” to drive growth. It’s a path that requires significant cross-functional collaboration, with tech, data science, marketing, and restaurant operations all playing a

● CLAY JOHNSON part. And, clearly, it’s taking hold at Yum!—the company has doubled its digital business since 2019 and delivered a record $24 billion in digital sales in 2022.

Gazing into the crystal ball, Johnson says AI and robotics are gobbling headlines for good reason. “… They have huge, transformative potential in our business,” he says. “In fact, many of our proprietary technologies already use AI today and we continue to invest in deepening these AI capabilities.”

In one example, Yum! acquired Dragontail Technologies in 2021. It’s a system that allows the company to tap into the power of AI to optimize its entire food preparation process from order through delivery, including automating kitchen flow, driver dispatch, and customer order tracking. Phrased simply, it takes much of the guesswork out of running a delivery business.

“I see opportunity for more conversation around how we find and scale enduring AI use cases for the restaurant industry,” Johnson adds. “At Yum!, we have a significant advantage in that we have four different brands and restaurants located around the world. This is the most fertile [quick-service restaurant] testing ground in the industry, and we are exploring innovative use cases across our portfolio every day. As we identify the use cases that have the most transformative potential for our customers, team members and franchisees, we must be able to scale them quickly.

YUM! BRANDS

drive-thru customers seamlessly while catering to parked patrons and third-party delivery services. This technological leap builds upon the success of the Dura-Glide 2000/3000, an automatic sliding door with a proven track record spanning over 30 years.

DIGITAL INNOVATION

This requires our brands to have a shared digital and technology ecosystem, which is at the heart of our strategy.”

The eventual aspiration for Yum! is for 100 percent of its global system sales to be powered by digital (meaning there’s a digital component to each of its transactions). This could be a customer placing an order online or through an app, third-party aggregator, kiosks, or messaging platform, like WhatsApp. “These orders will be fulfilled by AI-enabled and empowered team members. The biggest technology priority for Yum! is deploying our proprietary digital and technology ecosystem across our brands globally to achieve our aspiration,” Johnson says.

COLIN

WEBB SAUCE

CO-FOUNDER AND CEO

⁄

COLIN WEBB ●

SAUCE

Webb likes the concept of “virtual time travel,” envisioning a future where AI-enabled search allows us to seamlessly access and analyze historical data …

WEBB, THE CO-FOUNDER and CEO of Sauce, is a dynamic figure in the restaurant technology sector, pioneering innovative solutions to help restaurants thrive in an increasingly digital landscape. Sauce empowers restaurants to maximize profits and sales by utilizing dynamic pricing and data analytics to optimize pricing strategies.

Webb’s journey into restaurant tech began with a strong academic background, holding an MIT degree and a career background in artificial intelligence and self-driving car technology. However, his roots in the restaurant world run deep. He worked at his uncle’s Cold Stone Creamery and his co-founder worked at Torchy’s Tacos. This unique blend of technology expertise and firsthand experience in the restaurant industry laid the foundation for Sauce’s vision.

Webb’s leadership has been instrumental, from personally coding the initial platform to securing partnerships with major players in the restaurant industry. Recently his focus has shifted toward business development, strategic partnerships, and product design.

His insights into the transformation of the restaurant industry are equally compelling.

He highlights the rapid digital transition of restaurants, emphasizing the need for investments in online ordering and tech upgrades that were once on the back burner but are now essential for success. Dynamic pricing, one of Sauce’s core offerings, is becoming increasingly relevant in this digital age.

In a forward-looking perspective, Webb likes the concept of “virtual time travel,” envisioning a future where AI-enabled search allows us to seamlessly access and analyze historical data, offering profound insights for strategic decision-making. This perspective demonstrates his visionary approach to technology and its potential impact on various industries, [CONTINUED ON PAGE 38] including restaurants. www.qsrmagazine.com | QSR | DECEMBER 2023

35

SPONSORED BY KITCHEN BRAINS

product innovation at Kitchen Brains, emphasizes, “Regardless of which quick-service restaurant you visit, restaurants need to deliver a great experience consistently. That is where innovation, technology, and solutions come into play. Restaurants must maintain the highest quality and consistency across their entire system.”

Kitchen Brains approaches restaurant solutions through the unique concept of the middle-of-house™ (moh), which encompasses everything from the manager’s workstation to the point of sale. Koether explains, “The MoH is the kitchen, the heart of the restaurant, where cooking, prepping, and packaging take place.” Kitchen Brains technology addresses the operational gaps that can impact the availability and quality of large-batch products, and the customer experience.

Through innovative software and hardware, Kitchen Brains eliminates redundancies and inefficiencies in the commercial kitchen. “We’re here to automate crucial batch, cook, and hold processes in Find out how middle-of-house automation the restaurant by tapping into our core strengths: can optimize the employee and customer seamless communication, embedded controls, and analytics,” Koether says. experience.

With the current global challenges of staff shortages and employee turnover, streamlining production In today’s fast-paced world, quick-service restaurant management benefits both customer experiences and delivers to the consumers demand nothing less than the freshest, highest-quality bottom line. Kitchen Brains helps optimize operations by streamlining food. Meeting these expectations is no small feat, as it relies on the the production and management process, while also reducing employee availability of high-quality ingredients, focused labor, and precise training time. This ensures the continuous availabilitiy of fresh food production management. To accomplish this, restaurant operators while minimizing waste. must be equipped to manage peak-hour rushes using data-driven It starts with Kitchen Brains’ embedded controls for commercial insights and automation to ensure they do not run out of products or kitchen appliances, including walk-in freezers, refrigerators, fryers, serve food that is not at the peak of freshness. and ovens to automate and optimize kitchen operations. With these Kitchen Brains®, CEO Christian Koether, aims to revolutioncontrols and Kitchen Brains’ production management technology, ize restaurant solutions by harnessing the power of IoT (Internet of the kitchen staff is guided on what to cook, how much to cook, when to Things) applications, primarily focusing on production management. cook, and when to discard expired products. Kitchen Brains produc“Let’s ensure that quick-service restaurants consistently serve hot, tion management technology empowers restaurant operators with fresh, and readily available food,” says Koether. When restaurant greater control over kitchen operations and food safety so they can fooperators face product shortages during peak hours, or overages durcus on the front-of-house, their customers, and other responsibilities. ing non-peak hours and sell non-fresh food, it results in lower guest Kitchen Brains has been a trusted partner to the quick service satisfaction scores and excessive waste. And that hits the bottom line. culinary industry since 1969, and has led the industry in a vast range Freshness and food availability are the cornerstones of a reof technologies, apps, food safety, temperature monitoring, energy markable customer experience. Ed Musial, vice president of global management, production management, and control solutions. Musial

For more information visit kitchenbrains.com 36

DECEMBER 2023 | QSR | www.qsrmagazine.com

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DIGITAL INNOVATION

DARDICK LUNCHBOX

CSO

AFTER LAUNCHING AN exhaustive global analysis of foodservice order management technologies, Dardick was perplexed: How could there be hundreds of different approaches to managing order flow, but not a single platform capable of handling both takeout and catering orders efficiently?

This is what led him to Lunchbox, a leading provider of off-premises order management technology for enterprise multi-unit restaurant chains. Lunchbox’s product suite includes app and web ordering, marketing tools, consultation, and an OPEN API platform for tying together an integrated tech stack.

As CSO, Dardick’s strategic input spans across all departments of Lunchbox—sales, marketing, engineering, implementations, and more. His over two decade-long run in the

restaurant technology space helps lead the company in “a market [that] is moving very rapidly and is getting more crowded each day.”

He foresees another seismic shift in the evolution of order management technology, one which started with the birth of the POS system in 1973 and is moving toward an era of technology consolidation.

“Advancements in AI and robotics are now entering our kitchens, and these shifts are being primarily driven by sophisticated order management systems, cloud-based environments, and restaurant automation,” Dardick says. “But systems aren’t as seamlessly integrated as they could be.”

Dardick notes the dream of bringing all channels into one unified space instead of an ongoing fragmentation of technology providers is being made possible by companies like Lunchbox.

“Our OPEN API initiative is not just an advancement; it’s a revolutionary step which promises to redefine how restaurants and technology providers interact, collaborate, and grow in a unified ecosystem,” Dardick says.

TILLSTER

ERLE

CEO

WHEN FAILY, WHO

“

DECEMBER 2023 | QSR | www.qsrmagazine.com

LUNCHBOX

”

38

FAILY TILLSTER

Advancements in AI and robotics are now entering our kitchens …

● ERLE DARDICK

PERSE

began her career as a consultant and venture capitalist, joined Tillster in 2007, the company had a vision the same omnichannel, personalized experiences that were surfacing in retail would soon come to restaurants. Back then, Tillster was exclusively a kiosk company; iPhones hadn’t even taken off. “So I was evangelizing for the future of digital,” Faily says. “The restaurant industry traditionally lags behind technology adoption and innovation in the retail space, so it took time for restaurants to truly realize the power of going digital.”

Personalization and one-to-one marketing remained foreign concepts. Yet when the pandemic tossed standard operating procedures, Tillster—like much of the field—started having different conversations. Restaurants had to go digital to survive and guest expectations progressed to a place they’ll never return from.

“Now, restaurants need to be mindful of the physical and digital experiences [phygital] of their customers—providing human touch with the convenience provided by technology,” Faily says. “I’ve been proud of our role in moving the industry toward that original vision and supporting the digital transformation of hundreds of restaurants. But I still feel that we’re in the early innings of what the restaurant experience is and can be.”

And where does it go next? Faily believes, through tech, there’s an opportunity to increase how personalized and relevant experiences can become. For restaurant owners, there’s much yet to do to bump average check, drive the bottom line, operate more efficiently, and use labor better, she says. “In some of the digital transformation scramble of the pandemic we saw an influx of disparate solutions.

So now, the next step is consolidation to have visibility into a full 360, real time understanding of the customer,” Faily says.

“Another one of the biggest areas of opportunity is in operations, and tying together the front and back of house,” she adds. “We’re all aware of the labor shortage and retention issues restaurant owners have faced in the last several years. So, there is technology aimed at enhancing efficiency to counter that reality.

However, there’s still a lot of opportunity when it comes to supply chain management, too.”

Tillster these days invests heavily in predictive AI. Faily says they’ve seen “incredible results” from recommendation engines. And it’s all cracking wide a wave of possibility. “There are a lot of legacy-based, preconceived beliefs about customer behavior that are being challenged by the data,” she says. “One example is that the upsells you’d expect many times aren’t

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DIGITAL INNOVATION

CARL

ORSBOURN JUICER

COO & CO-FOUNDER

ORSBOURN HAS ALWAYS favored the nontra-

ditional. An early executive at Kitchen United, he noticed how imperative technology was while building ghost kitchens and operating models from the ground up. He felt restaurant executives were pushing back against the changes in the industry instead of moving in the direction of operational efficiency drivers through tech stacks.

Together with fellow tech pioneer Meredith Sandland (a QSR Digital Disruptor in 2022), Orsbourn co-authored the Axiom 2022 Business Book Award Winner “Delivering the Digital Restaurant” and its sequel, “Delivering the Digital Restaurant: The Path to Digital Maturity.”

“When the pandemic hit, everyone had to face digital disruption overnight, whether they liked it or not,” Orsbourn says. “[The books] are a playbook that supports executives with the questions they must answer to find digital success.”

DAN

MOSHER PRESTO AUTOMATION

PRESIDENT

JUICER, which Orsbourn cofounded in 2022, uses innovative data science to help restaurants optimize and automate their pricing strategies. The company is working on numerous products that will aid restaurants in boosting their digital revenue.

The Enlighten product, for one, will “shake 40

MOSHER IS A driving force in the restaurant technology industry, leading the charge in delivering innovative Voice AI solutions to quick-service chains and their franchise networks. In his role, he oversees the entire goto-market strategy and operational execution of Presto Automation, ensuring seamless sales, installation, and performance optimization of the Voice AI system on a per-location basis.

Presto’s mission is to transform the industry by injecting digital capabilities into the drive-thru, a crucial but historically technology-limited area of fast-food operations.

Mosher’s role is instrumental in achieving this goal, focusing on critical key performance indicators (kpis) such as increased revenue, labor savings, and speed, all while leveraging education, best practices, and executional expertise to drive results.

His journey into restaurant technology began when he joined Postmates to lead and develop its restaurant-facing Merchant team during the rapid rise of app-based food delivery. He witnessed firsthand the transformational impact of technology on the restaurant industry, similar to what is currently happening with Voice AI. Over the past six years, the restaurant tech landscape has evolved significantly, with restaurants now boasting comprehensive technology and digital teams that provide a 360-degree view of the customer journey across various channels.

Mosher believes that the next major tech trend in the restaurant tech space is AI, and its potential impact is yet to be fully grasped. He predicts that AI will revolutionize the industry PRESTO AUTOMATION

JUICER

● CARL ORSBOURN

things up a bit,” Orsbourn says. The tech advancement will demonstrate at checkout how much a guest saves by ordering directly, which helps in a climate where transactions are down for many restaurants.

He is watching restaurants move toward vertically integrated tech stack solutions, away from “Frankensteined” tech stacks that hinder a brand’s ability to interpret the data it is collecting to improve first-party user experiences and reinforce its value.

“We’re drowning in an ocean of data … and companies like JUICER will help,” Orsbourn says. “The technology solutions that utilize data most effectively will be explicitly resultsoriented and efficient to implement … helping the industry’s ability to move faster and improve the guest experience and bottom line.”

DECEMBER 2023 | QSR | www.qsrmagazine.com

to the extent that human staff may become obsolete in taking orders at drive-thrus within five years.

Presto’s most significant technological focus is perfecting the Voice AI system’s functionality in the drive-thru environment. This entails achieving human-like speed, seamless transmission of orders to kitchen display systems, simultaneous updates to digital menu boards, and real-time communication with customers regarding item availability.

SPOTON

the menu items more frequently added to orders. Preferences vary so much by individual market, location, and each customer that we’re increasingly able to provide a better experience for the diner while bumping up the average check size for the restaurant owner. It’s exciting to see how much more precise we’re able to tailor recommendations and to watch our customers—and their customers—benefit.”

BRYAN

SOLAR SPOTON

CHIEF PRODUCT OFFICER

SOLAR’S FAMILY TABLE

was crowded with small business owners, including aunts, uncles, and grandparents in hospitality. So he always understood the crazy connection that is restaurant ownership. After college and a stint in strategy consulting, Solar co-founded a nonprofit to revitalize struggling small shops, particularly restaurants. He helped create a company while attending Stanford Business School that developed real-time marketing tech to drive traffic during off-peak hours.

It was eventually acquired by Google. Since, Solar’s attention has focused squarely on small businesses, particularly restaurants.

At SpotOn, Solar’s role revolves around shaping the company’s vision, which aims to be the comprehensive “business operating system” for customers. “My team and I obsess about the future of our industry at the crossroads of adaptable technology, actionable insights from data, and genuine customer support. To succeed, businesses need to invest holistically in all three areas, and it’s our job to ensure our customers are ready with all three of those,” he says.

The goal of SpotOn is to create tech that’s intuitive and streamlined to where it’s essentially invisible to operators. “Today, most business intelligence solutions are reactive and begin with a question that leads to a report ready for analysis. For example, what were sales yesterday? How many covers did we do? SpotOn believes the future of business intelligence will be more proactive, delivering the insights and recommendations restaurant operators need to move their business forward,” Solar says.

For the last three or so years, he adds, there’s been a growing trend of “marketplaces” and tech providers pushing their own brands above clients’ brands. Consumers are encouraged to download a provider’s app to order takeout or delivery instead of ordering through an app or website of the restaurant they’re interested in. “We believe that a wave

RYAN

STACKABLE ADPLORER

CEO

STACKABLE, A 27-YEAR-OLD tech entrepreneur, quickly kicked off his graduation gown from the University of Arkansas to lead the invention of a tech-driven restaurant advertising SAAS platform. Adplorer is a local digital advertising software built to help franchise brands and multi-location businesses (including restaurants) manage local campaigns at scale. It enables users to spread across thousands of SMBs, franchise locations, and enterprises globally. The newest software, Adplorer Horizon, was specifically designed to help franchisors and CMOs create, refine, and grow digital marketing efforts in a single platform.

“In my experience, the restaurant technology landscape has undergone notable transformations, especially over recent years,” Stackable says. “The industry witnessed a significant shift toward digitalization, with the increase of mobile apps, online ordering systems and third-party delivery—all of which have also had a great impact on how restaurants advertise themselves on the local level. As restaurants and multi-location busi42

DECEMBER 2023 | QSR | www.qsrmagazine.com

nesses have optimized their digital presence, traditional marketing solutions became more obsolete. Which is why we’re focused on helping restaurants take back control of their advertising strategies and marketing spend with streamlined solutions.”

Stackable also weighed in on AI, a common theme throughout the Digital Disruptors. He says it’s a topic that continually gathers attention, but little talk comes regarding its impact on advertising. “I think we’re going to start to hear more about hyper-localized and AIdriven ad campaigns, including dynamically optimized ad content, placement, and timing to target specific audiences in real-time. AI will continuously learn and adjust strategies, ensuring efficient budget allocation and maximizing ROI,” he says.

In addition to its new ChatGPT integration, Stackable’s company is working on dynamic budget distribution between more ad networks, he adds. It’s crafting deeper advertising integrations with nontraditional players entering the quick-service advertising space, like Amazon, “which is known for e-commerce but is now entering the local’ space,” Stackable says, “which will mean marketers will have to adjust how they reach customers on these new platform opportunities.”

CHRIS

DEMERY BL AZE PIZZA

CHIEF TECHNOLOGY OFFICER

AS THE CHIEF technology officer for Blaze, Demery oversees all aspects of IT for more than 330 restaurants spanning 38 states and six countries. He’s the leader of “all things digital” for Blaze, from the brand’s website and ecommerce capabilities to customer relationship management and all of the technologies

associated with enabling digital growth.

He started in restaurant technology with Domino’s, where he helped build out the technology stack starting at the restaurant level.

From there, he extended into the middle tier of the stack, including reporting and near realtime metrics, then worked on extending those technologies into international countries.

Demery says the next big tech trend is “leveraging artificial intelligence and machine learning to provide enhanced capabilities around making the food manufacturing process more predictable in the face of guests’ changing needs.” At Blaze, he’s leveraging innovations within the POS environment, coupled with kitchen systems that communicate with customers and provide AI-based promise times for guests.

“Today, our guests want their favorite locations to provide ‘what they want, when they want it, and where they want it,’” he says. “This is a daunting challenge in today’s environment. I do think people are talking about it, but not seeking to enable it fast enough.”

STEVE

FREDETTE TOAST

CO-PRESIDENT AND CO-FOUNDER

FREDETTE SAYS THE idea of an integrated experience from front-of-house to back-of-house was “unheard of” when he launched Toast back in 2011 alongside co-founders Aman Narang and Jon Grimm.

Over the years, the trio has built a single platform of SaaS products and financial technology tools that give restaurants everything they need to run their business across point of sale, operations, digital ordering and delivery, marketing and loyalty, and team management.

“In the last decade, we’ve continued to see this concept of integration develop, allowing restaurant operators to work with different technologies more seamlessly, and companies in the space, Toast included, have worked to create more comprehensive end-to-end offerings,” Fredette says. “A restaurant having the freedom to use either a true end-to-end solution or a tech stack comprised of ‘best of breed’ solutions of their choosing are both realities now in a way they weren’t when we started.”

He leads product and innovation initiatives for Toast. Lately, he’s been focused on developing solutions to serve all of the industry’s unique segments.

As an example, the company recently launched Toast for Cafes and Bakeries, a soluTOAST

● RYAN STACKABLE

BLAZE PIZZA

of change is coming where restaurants and brands, more broadly, are going to reclaim their guest relationships and focus on building direct relationships with their customers,” Solar explains. “How? For quite some time, customers of airlines, hotels, and e-commerce retail have benefited from tailored experiences bespoke to their preferences, spending, and loyalty. That level of customization still hasn’t crossed over into the hospitality space.

We believe that the restaurant concepts that figure out how to deliver deeply personalized experiences, including status, special access, special rewards, etc., will be able to pull their customers back directly. SpotOn’s bet: it’s all about your restaurant brand.”

To become the comprehensive suite Solar mentioned, the company will need to move beyond payment processes and the POS toward a complete ecosystem that helps customers constantly improve, he says. “One of the things we’re most excited about is the investments we are making in helping operators better understand what’s happening within their business as a whole,” he says.

“Over the years, the restaurant industry has undergone a transformative shift,” Solar adds. “The rapid integration of technology has reshaped how customers interact with restaurants, be it on-premises, off-premises, or in digital spaces. What’s apparent is that technology was somewhat imposed on hospitality rather than being tailored for it. This is precisely what we are tackling at SpotOn.”

ADPLORER

DIGITAL INNOVATION

tion designed specifically to help cafes, coffee shops, and bakeries add new revenue streams and speed up service with faster workflows.

It builds on other recent launches tailored for specific categories, like last year’s release of Toast for Quick Service and Toast for Hotel Restaurants.

Fredette also sees opportunities to leverage AI to improve the company’s products and customer service capabilities. Think AIgenerated menus and marketing content for restaurants along with AI assistants that make it easier for businesses to access analytics.

“We also think AI can help our team to better serve customers,” he says. “Imagine if every one of our Toast team members has an assistant who’s a deep and wide Toast expert, who can also help do tasks for them. We are looking into these possibilities and more.”

“

…integration will usher in a new era of efficiency, customer engagement, and operational excellence.

O’DELL BOUNTEOUS

VICE PRESIDENT OF CLIENT SERVICES FOR RESTAURANT ACCOUNTS

BOUNTEOUS

● ANDREA HUELS

O’DELL SERVES AS the vice president of client services for restaurant accounts at Bounteous, a digital experience consultancy that partners with brands like Domino’s, Dutch Bros, Wingstop, and more.

She previously spearheaded key projects for several Fortune 500 companies, utilizing consumer segmentation, behavioral data, and consumer journeys to create personalized experiences that enhanced engagement, fostered brand loyalty, and drove sales. That experience directly translates to her current role, where she leads a team of client service partners focused on guiding restaurant brands through their digital transformation journey.

Bounteous empowers brands to excel in the omnichannel landscape with NomNom, an accelerator technology comprising code libraries, reference architectures, and pre-built integrations that help it develop customized digital ordering and loyalty programs.

“Restaurant technology evolved rapidly out of necessity during the pandemic,” O’Dell says. “Many of our restaurant clients fasttracked their order ahead platform plans to meet the needs of the moment … It’s clear that

digital is here to stay, and restaurant brands will need to become experts in an omnichannel experience.”

One emerging trend she believes warrants more attention is the potential impact of electric vehicle (ev) charging on the restaurant industry.

“There is a genuine and growing opportunity for restaurant brands to harness the rising EV trend through order-ahead services, targeted marketing, location-based promotions, and other digital innovations to drive traffic from EV customers,” she says.

ANDREA

HUELS RADIUS AI

HEAD OF GLOBAL GROWTH & STRATEGY WHEN CHATGPT WAS released in November 2022, the quick-service restaurant industry raced to integrate it into their systems. But this was uncharted territory—and many brands were unaware of AI’s true potential and what companies to partner with.

This is where RadiusAI came in. The AIpowered visual intelligence company specializes in quick-serves, retail, and C-stores. The company offers over 40 use cases to help the front of house, kitchen, and drive-thru become

”

RADIUS AI

KATIE

more agile and turn data into actionable insights.

As head of global growth and strategy, Huels’s mission is to demystify what it means to use computer vision technology and connect enterprise leaders to ecosystems who facilitate AI sequences.

“I inspire leaders to leverage artificial intelligence to drive operational efficiency, transform the customer experience, and make smarter decisions,” Huels says.

Huels defines AI as a “major technological paradigm shift,” capable of automating food orders, predicting order readiness, optimizing staffing, and expediting food delivery.

Quick-service brands continue to grapple with impersonalized experiences, order inaccuracies, and nonoptimal throughput. Huels believes the industry is headed toward a future where conversational AI revolutionizes the guest experience through identifying upselling opportunities, correcting inaccuracies, and providing multilingual support.

“The future of [quick-service restaurants] is set to become multi-modal, characterized by the seamless integration of various advanced technologies,” Huels says. “This integration will usher in a new era of efficiency, customer engagement, and operational excellence.”

Huels continues to work with RadiusAI on a customizable voice assistant that will act as an internal ChatGPT-like tool to answer questions based on previously collected datasets. www.qsrmagazine.com | QSR | DECEMBER 2023

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PMQ’s 2024 Pizza Power RepoRt: Quick-Service Edition A comprehensive recap of what the food segment accomplished this year, including plenty of growth and technology. /

BY RICK HYNUM

44

DECEMBER 2023 | QSR | www.qsrmagazine.com

PIZZA POWER REPORT

The pizza segment is as dynamic as ever.

As costs increase and customers demand convenience, operators have sprinted toward tech-based solutions and innovative growth strategies. Companies are reinventing themselves, but also not ignoring what made them special in the first place. ¶ For the first time, QSR is partnering with sister publication PMQ to provide a holistic deep dive into what pizza restaurateurs are focusing on and where they’re heading next. The report explores the potential applications of artificial intelligence and gives insights into how major chains are adapting to market trends, among other major topics.

I N S I G H T #1:

ADOBE STOCK / PAVEL SIAMIONOV

ADOBE STOCK / TIPPAPATT

High On AI

You might assume Domino’s is leading the way in bringing AI to the pizza industry. After all, the chain’s executives have proclaimed that it is, first and foremost, a technology company. But, while Domino’s isn’t exactly lagging—it has been using DOM, an AI-powered ordering assistant bot, for years— other smaller brands have also been running point in this AI revolution.

Foremost among them: Jet’s Pizza, the Detroitstyle chain headquartered in Sterling Heights, Michigan, with about 440 locations in 23 states.

Jet’s says it has fulfilled more than 5 million orders with the OrderAI Text and OrderAI Talk systems from HungerRush. The text-to-order option began in 2019, and, as of July 2023, 4 million orders had gone through. Moreover, in December 2021, the brand started piloting Order AI Talk, an AI-powered chatbot. It’s now available at 240 stores in 20 states and has already surpassed 1 million orders. In July, the company said it was earning $6 million per month using AI tech.

Aaron Nilsson, Jet’s chief information officer, noted at the time that AI has made employees’ jobs easier, too. “One of the biggest concerns we were hearing from franchisees was getting enough

applications in the door, so we addressed this with technology,” he said. “OrderAI can take infinite phone calls, which is instrumental in getting employees off the phones and back into the fun part of the job—making delicious pizzas.”

Nilsson added that Jet’s has “seen less turnover as work stress has been reduced. Technology has created a better work environment and, let’s be honest, it’s really fun for our customers to use.”

But Domino’s is very much in the AI game, too.

In October, the brand announced a new five-year partnership with Microsoft “to create the next generation of pizza ordering and store operations with generative AI technology and cloud computing power.” Domino’s revealed that it had been experimenting with data and AI capabilities to “make store operations smarter, simpler and more robust.”

The Microsoft partnership’s goal: develop a generative AI assistant that will streamline day-to-day managerial tasks, like OrderAI can take inventory management, ingredient infinite phone calls, ordering, and staff scheduling. It will which is instrumental also help with pizza preparation and in getting employees quality control and could free up off the phones and store managers to spend more time back into the fun part of the job—making with customers and team members. delicious pizzas.”

“The rapid advancement of artificial intelligence … will revo— A ARON lutionize not just the tech industry NILSSON JET’S PIZZA but the restaurant industry as well, and pizzerias are no exception,” says Bobby Lawson, publisher and technology editor at Earthweb, an online business, technology and lifestyle publication, and resource discovery platform.

So what are AI’s potential applications for pizzeria operators?

“For marketing, AI can be used for personalized customer engagement,” Lawson says. “They can use artificial intelligence to collect data about customer feedback, order history, and preferences.

They can then use this to create a more personalized marketing campaign and send emails with recommendations based on the customer’s order history and preferences.”

“

www.qsrmagazine.com | QSR | DECEMBER 2023

45

PIZZA POWER REPORT

Additionally, Lawson adds, “AI can make operations a smoother process if it’s used to optimize inventory management. With all the data that AI can collect, it will be able to track inventory levels. The AI system can then be trained to generate reorder points, assisting pizzerias in reducing food waste and ensuring they have the right stock on hand to create their customers’ favorite pizzas.”

Kat Campbell, a data scientist and author of a Substack newsletter called Data Science and Machine Learning 101, notes that AI can drill down to uncover and employ data in surprising ways, such as “analyzing past [ AI is] a tool we’re consumption patterns and factoring in variemploying to help drive ables like local events, weather forecasts, and efficiency and assist seasonal trends” to optimize inventory and with brainstorming. control food costs. She also recommends But unless we’re using AI-driven analytics “to understand creating something customer preferences better, tailoring the wildly imaginative, like a mac and cheese robot, menu based on popular choices and even it will be used day to day predicting future culinary trends.” as needed.”

Coppell, Texas-based Cicis Pizza found a more novel use for the technology this past — M ARIA TRUJILLO summer: leveraging AI as a social media CICIS PIZZA “intern.” Over the summer, Cicis’ marketing team used ChatGPT and Midjourney to create social media posts, including graphics and captions, across all platforms. The first post created by the “AI intern” went live on Instagram on July 17. It depicted an AI-generated robot bearing pizzas and a simple caption: “Meet our AI intern slicing up pizza posts this month at Cicis!”

As a copywriter, AI leans a bit too hard into clichés, but it generates some splendidly weird graphics; after all, it lacks the artistic and design sensibilities that humans possess and often doesn’t understand or prioritize esthetic principles. That’s just part of the fun. Case in point: Cicis’ July 19 post, depicting a football player leaping above a crowd of fans, mouth open wide to bite into a floating pizza—even though he’s still wearing his helmet.

All in all, the Cicis initiative was successful, but it won’t replace real, live social media managers anytime soon, says Maria Trujillo, the brand’s senior vice president of marketing.

“When it comes to our in-feed content for Facebook and Instagram, posts featuring our AI intern’s creations yielded average engagement rates that were at least 15 times higher than the industry average,” she explains. “For us, these results are in line with our typical social engagement, so, while not a huge boost from a metrics standpoint, it successfully opened up new creative possibilities, allowing us to try new things without any additional investment—like reimagining our brand mascot as an anime character.”

Moving forward, Trujillo adds, “[AI is] a tool we’re employing to help drive efficiency and assist with brainstorming. But unless we’re creating something wildly imaginative, like a mac and cheese robot, it will be used day to day as needed. Our food means everything to us, so even if AI could replicate our pizza’s appearance perfectly [in a social media graphic], we wouldn’t want to do that. Authenticity matters, and we often

“

46

DECEMBER 2023 | QSR | www.qsrmagazine.com

went back in and incorporated our actual product shots into the AI images so that it better reflected the food our customers could find on the buffet.”

Regardless, Nilsson believes AI tools should no longer be thought of as optional for restaurant chains. “We see them as key competitive differentiators that position us as a market leader,” he says. “With this type of technology, we’ve been able to significantly elevate our brand.”

Cicis’ marketing team will continue to incorporate AI into social media “when it makes sense,” Trujillo says. “However, like in all industries, I’m sure AI will find its way into every little corner of our operations at some point. But there are no grand plans just yet.”

I NSIG H T # 2:

Big Players Make Noise

Of course, the quick-service pizza chains won’t likely give a lot of ground in the tech race. As previously mentioned, Domino’s and Jet’s have already taken the AI plunge, along with Yum! Brands, Pizza Hut’s parent company. But 2023 was a mixed year for the industry’s leading brands. For one thing, while Domino’s hasn’t surrendered its spot as the world’s largest pizza chain—not by a long shot—its executive leadership had to make some tough decisions to stay on top this year.

Most notably, Domino’s finally yielded to the seemingly inevitable: third-party delivery. For years, the company had shunned aggregators even as its rivals embraced them. That

• DOMINO’S ROLLED OUT

NEW ELECTRIC VEHICLES TO APPEAL TO DELIVERY DRIVERS.

DOMINO’S

changed this summer when Domino’s entered into a global agreement with Uber Eats that included stores in four pilot markets in the U.S. “Now that aggregators are at scale, the next logical marketplace for us to enter is order aggregation,” Domino’s CEO Russell Weiner said in a July 12 announcement.

Since then, Weiner told investors in an October earnings call, “Our integration into the Uber Eats platform is proceeding as planned. We’ll achieve our goal of Uber Eats providing

PIZZA POWER REPORT

delivery orders to all our U.S. stores by the end of the year. We expect this initiative will drive incremental delivery volume from new customers, increase our share of the pizza delivery market, and create stronger economics for our company and franchisees.”

The fact is, Domino’s has been struggling to hire drivers since the pandemic. In 2021, then-CEO Ritch Allison said the company had been “experiencing one of the most difficult staffing environments in a long time,” adding, “The real pinch point is the drivers.” But the company might have found at least a partial solution to that problem this year: Since many potential drivers don’t have their own cars, the chain plans to put more than 1,100 Chevy Bolt electric vehicles on the road for select franchise and corporate stores by the end of 2023.

The combination of more in-house drivers and third-party delivery could ease Domino’s same-store sales woes—Weiner thinks so, anyway. Although the brand logged 3.6 percent growth in U.S. same-store sales in the first quarter of 2023 compared to Q1 2022, the second quarter saw growth of just 0.1 percent, followed by a decline of 0.6 percent in the third quarter. To boost sales again, the chain unveiled a “new and improved” Domino’s rewards program that makes it easier for customers to earn free food. Then, in a headline-generating move in October, Domino’s promised free “emergency pizza” to customers who joined the loyalty program and placed a digital carryout order of at least $7.99. They followed up that same month with a promise of free “emergency pizza” for anyone with student loans to pay off.

Papa Johns prefers menu updates to pizza giveaways; the company hailed its Cool Ranch Doritos Papadia, launched in

more than 50 stores and announced the signing of 50-plus franchise agreements. Over the last six years, the brand has doubled its store footprint and shows no signs of slowing down.

In late October, Gerardo Flores, Marco’s chief development officer, said the company has identified more than 4,200 locations where it could open new stores over the next five to 10 years.

On the fast-casual side, Blaze Pizza scored a huge coup with a Pi Day promotion on March 14, adding 500,000 new members to its Blaze Rewards program and raising total membership to 3.5 million. Not bad for a chain with about 330 stores in 38 states and six countries.

How did the brand do it? On March 1, Blaze announced the return of its $3.14 deal for Pi Day. Customers who downloaded the Blaze Pizza app were automatically enrolled as Blaze Rewards members, which qualified them to purchase any 11-inch pizza with unlimited toppings for $3.14 on March 14 only. That pizza usually sells for $11.25. Customers were required to visit a Blaze location to take advantage of the offer.

Thanks to that move, the Blaze Pizza app was the fourth-most downloaded app on March 14, even edging out TikTok. Like Domino’s, Seattle-based MOD Pizza also jazzed up its loyalty program, MOD Rewards, to allow members to earn rewards faster. With more than 540 stores in 29 states and Canada, MOD says it’s now the largest fast-casual pizza concept. It’s certainly one of the most socially conscious. In April 2023, the brand announced it was partnering with nonprofits across the country to create the MOD Opportunity Network (mod o.n.), dedicated to hiring and supporting people with barriers to employment, specifically justice-involved individuals and those

• MARCO’S PIZZA HAS DOUBLED ITS FOOTPRINT IN THE PAST SIX YEARS.

•

PAPA JOHNS IS BIG ON MENU INNOVATION. PAPA JOHNS

May with a star-studded marketing campaign, as its “biggest innovation ever.” And in March, the brand announced it was expanding its use of OptiPrice, a pricing gap analytics platform, “to ensure that our products remain price-competitive and that our customers are receiving great value from each of our restaurants.”

Marco’s Pizza has made no secret of its goal to claim the No. 4 pizza spot in the U.S. Already this year, Marco’s has opened

MARCO’S PIZZA

with intellectual and developmental disabilities.

Back in 2021, Scott Svenson told PMQ that he and his wife, Ally, founded MOD Pizza as “a crazy social experiment,” aiming to “combine the best of a for-profit business with the heart of a nonprofit, whereby the more successful we were, the better and bigger social impact we would make.” So far, so good.

Rick Hynum is the editor in chief of PMQ. He can be reached at rhynum@wtwhmedia.com. www.qsrmagazine.com | QSR | DECEMBER 2023

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INTRODUCING

WOMEN IN

RESTAURANT LEADERSHIP AN INITIATIVE FROM FSR AND QSR.

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DECEMBER 2023 | QSR | www.qsrmagazine.com

WOMEN IN LEADERSHIP

/

BY CALLIE EVERGREEN

FOUNDING SPONSOR:

ADOBE STOCK / (JLCO) JULIA AMARAL

IT’S NOT A SECRET TOP POSITIONS AT RESTAURANTS, FROM OWNERSHIP STAKES TO EXECUTIVE CHEF ROLES, HAVE HISTORICALLY BEEN MALE-DOMINATED.

The barriers to entry are complex; not only are women up against internal biases and access to the right networking opportunities, they also have to contend with an industry with long hours and late nights, making it even more difficult for those who choose to have children and don’t have a partner to share the load with. That’s juxtaposed with the societal expectation women excel at being home cooks, according to traditional gender norms—which have thankfully been challenged within the past couple decades.

(Lucky for me—I barely know how to make mac & cheese.)

Breaking the glass ceiling into the upper echelons of restaurant chains is something only a few women can claim, and this gender disparity is rooted in societal norms, stereotypes, and systemic biases. Efforts to address the disparities include mentorship programs, advocacy for equal opportunities and genderinclusive hiring policies, women-centric culinary schools, industry awards and recognition, financial support and incentive programs, educational outreach, collaboration initiatives, and more.

But there seems to be room for more opportunity when it comes to a national society/networking group to support, educate, and uplift women in restaurant www.qsrmagazine.com | QSR | DECEMBER 2023

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Here were their answers: 50

–>>

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•ANNE

PRITZ

BOBBY’S BURGERS

leadership—which is why FSR and our sister publication, QSR, are creating one.

The idea was sparked when our editorial director, Danny Klein, had the idea to host an hour-long networking event at our September Atlanta-based conferences, QSR Evolution and the NextGen Summit. It was originally ideated as a five-person panel that soon became a 10-leader roundtable. That morphed into a 25-person meetup to a 50person one. We decided then to make it 75. Seventy-five became 100.

Ultimately, we had to cap it at 155 restaurant leaders to keep the fire marshal from crashing the party. Even then, we had to turn people away at the door, which was both frustrating and inspiring. We knew there was a need we had tapped into, and we’re expanding upon that one-hour get-together by launching a fresh platform—Women in Restaurant Leadership, or WIRL. WIRL will have programming throughout the year, including webinars, downloadable content, and more to be announced, plus an annual one-day conference this February in Nashville with speakers and educational sessions, dinner, and networking opportunities we’re calling “The Together Summit.”

(Stay tuned for more details on this front). Our aim is to create a safe environment for women to connect, learn from one another, create mentorship opportunities, and gather career advancement advice and tips.

We’re excited to launch this, and know this is just the beginning. Keep an eye in your inbox for more information to sign up. If you’re not already subscribed to FSR ’s e-letter, visit fsrmagazine.com/ subscribe/eletters/ to sign up. Make sure you don’t miss the chance to be a part of what we’re forming—I think it’s going to be pretty special.

In honor of launching this initiative at FSR and QSR, we asked women leaders from around the industry two questions: “If you could offer advice to a woman starting in this industry looking to grow her career, what would it be?”

And, “How do you balance career, personal life, and passions? Is there such a thing as balance?”

ANNE

PRITZ

CHIEF MARKETING OFFICER BOBBY’S BURGERS QU E S T I O N # 1 • O N A DV I C E:

Raise your hand for the projects that stretch your knowledge base. Specializing in an area of your field is exciting and excelling within that space is certainly rewarding. However, it is important to keep a curious mind and learn about all aspects of a business. This will serve you well when seeking to advance your career and when supporting the advancement of others. Ask to observe a project meeting involving teams you may not have the opportunity to interact with regularly or request a meeting from a leader within the company seeking to learn more about the organization as a whole.

When you are successful in scheduling those meetings, have questions prepared so you are able to gain the most knowl-

edge from those valuable sessions. Finally, and most importantly, find a mentor.

You will be amazed at the insights you gain when you simply connect with those who have achieved something you see as inspiring in your field. More often than you may know, mentors are just as honored you have requested their support and they will gain valuable knowledge from you in return.

QU E S T I O N # 2 • O N BA L A N C E:

Balancing career, personal life, and passions requires dedicated prioritization and time management. Establish a structured schedule that allows time for each, set clear boundaries, and stick to your calendar as best you can. Include self-care, know that it’s okay to adjust your priorities, and don’t hesitate to delegate or say no when necessary. While achieving a perfect balance may be elusive, these strategies can help you create a sustainable rhythm that aligns with your values and goals.

WOMEN IN LEADERSHIP

sonal life will suffer and you won’t be in balance.

CAROLYN

CANADY

CHIEF DEVELOPMENT OFFICER DAVE’S HOT CHICKEN

FELICIA

WHITE

DIRECTOR, FRANCHISE TRAINING SCOOTER’S COFFEE QU E S T I O N # 1 • O N A DV I C E:

DAVE’S HOT CHICKEN

Be your whole self. The best version of yourself. Let go of the idea of who/what you think that other people think you should be. Once you do so then you can focus on your passion. I spent a great deal of time early in my career not knowing this. Once I let go of that mindset and began to fully bring myself to my profes-

QU E S T I O N # 1 • O N A DV I C E:

sion and to my life in general that is when my career really began to take off. I connected with myself, and I connected with my passion.

QU E S T I O N # 2 • O N BA L A N C E:

I don’t balance it. Sometimes one takes priority over the other and I give myself grace and be OK with when that happens. If I am on vacation and end up responding to an email (OK I admit it’s more like a few) or answering a text, I don’t beat myself up over it. Instead, once I am done I focus back on enjoying where I am, what I am doing, and who I am with. Life is way too short to focus on what isn’t going as planned instead I rather just live it (life that is).

•FELICIA

I would focus on these three things: learn the basics. Take time to understand the fundamentals of the quick-service industry, including guest service and restaurant operations. My background and experience in operations have been invaluable to my growth; show initiative. Be proactive and demonstrate your willingness to take on new responsibilities. Volunteer for projects that showcase your skills and dedication; develop strong communication skills. Neing an effective communicator is crucial in the industry, whether you’re interacting with guests, staff or suppliers. Building strong relationships and having the skill set to resolve conflicts effectively is key.

WHITE

Yes, there is such a thing as balance, and it is entirely within your control. YOU must be priority one! Some may think this is selfish, but it is critical in balancing your career and your personal life.

Self-care practices, such as regular exercise, a healthy diet, and sufficient sleep are fundamental in maintaining physical health. When you’re physically well, you have the energy and vitality to tackle all of your daily responsibilities. If you don’t prioritize yourself as being number one, everything else in your career and per-

ABRAHANNY PHOTOGRAPHY

QU E S T I O N # 2 • O N BA L A N C E:

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PATRICIA

PERRY

SVP FRANCHISE AND LICENSE BAGEL BRANDS

QU E S T I O N # 1 • O N A DV I C E:

BAGEL BRANDS

The food and franchising industr ies are amazing with so many opportunities and possible career trajectories. Start off working in a function that you enjoy and learn as much as possible about what your co-workers and peers do as well. Network, and attend conferences to bolster your skillsets and always be open to learning and continuous improvement. There are so many ways to excel and grow in your career.

Remember the path to the top is not always linear so be open to exploring a variety of disciplines within the industries to make yourself more marketable.

Find good mentors and advocates that will share opportunities with you as they become available and never be afraid to take measured risks.

well and I schedule time to participate on boards and to give back to the community very regularly. There is a constant ebb and flow of how my time is allocated and I change my focus as needed. Over time this has become my balance.

JEN

ABERNATHY DIRECTOR OF DEVELOPMENT FIREHOUSE SUBS QU E S T I O N # 1 • O N A DV I C E:

Get behind the counter—dig in and really understand what it means to serve guests and employees. Ask for informational interviews, or “coffee chats” with leaders of different departments (or even other brands) and make sure to share your strengths and dreams. This is a great way to not only learn about other facets

of an organization, but also network for future opportunities. You might even find a mentor. And lastly, don’t lose yourself in the climb. Women have wonderful leadership characteristics that differentiate us from male leaders—embrace and celebrate them!

QU E S T I O N # 2 • O N BA L A N C E:

Personally, my career has been supported by what I’m passionate about: making meaningful connections and helping others pursue and achieve their dreams.

Personal life is more challenging, especially as a full-time working and traveling mom. I’m very lucky to have a partner who fully supports my career growth and is incredibly engaged sharing the workload at home. If you haven’t found that partner yet, make sure they qualify! If you have a partner, talk about how to share duties at home so you can both achieve your goals.

•JEN

ABERNATHY

I find that work life balance means different things to different people. In my life I had to realize I will never be able to give the same amount of time and energy to my career, personal life and passions 100 percent of the time, but I am OK with that. I have found a nice way to allocate time as needed so that all things that are important to me are given adequate time. I typically work very long hours, but I also believe in enjoying my life fully.

I take at least one major vacation every year with family, and I find time for miniature extended weekend getaways with family and friends when possible. While I may not fully disconnect from work during a vacation, I do allocate a number of hours every day that are dedicated to being present and enjoying the time away.

Philanthropy is a big part of my life as 52

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FIREHOUSE SUBS

QU E S T I O N # 2 • O N BA L A N C E:

WOMEN IN LEADERSHIP

•MARIANNE

JOURDAN

DALEO

RADLEY

SVP OF FRANCHISING AND FIELD OPERATIONS POPEYES

QU E S T I O N # 1 • O N A DV I C E:

POPEYES

Learn the business, explore the opportunities, and do t he work to understand all the various dynamics that go into the quick-service restaurant industry. There are many women (and men) out there that will be proud to discuss their career and offer insights on yours—networking can lead to some great perspectives and mentorship. Once you find parts of the business that really excite you, dive in, do the hard work and own your success.

You can have it all, but you can’t have it all at once. I combine a lot of my personal life with work so that there is a constructive dynamic across both facets of my life.

I have had great adventures while I have been building my career. I intentionally find time to do what I love most: travel.

I adore learning about new cultures and experiencing new things, which helps me approach business with a well-rounded perspective.

MARIANNE

RADLEY

CHIEF MARKETING OFFICER SMOOTHIE KING

QU E S T I O N # 1 • O N A DV I C E:

Embrace your unique perspective and strengths as a woman in the quick-service industry. Stay true to your values, work hard, and keep pushing the boundaries— your determination and commitment will be your greatest assets in achieving your career goals in this dynamic and com-

SMOOTHIE KING

QU E S T I O N # 2 • O N BA L A N C E:

petitive field. Diversity in leadership is essential for the success of any organization, and new perspectives can bring fresh ideas and innovation to the business. Don’t be afraid to speak up, take on challenges, stand for something and demonstrate your leadership skills. Try to seek out mentors who can provide guidance and support as you navigate your career, and when you have the opportunity, chase the experience not the paycheck.

QU E S T I O N # 2 • O N BA L A N C E:

Balancing career, personal life, and passions is an ongoing journey, and it’s essential to acknowledge that the con-

cept of “perfect” balance may not always be achievable. Priorities between work and homelife continually shift, so I strive for harmony by prioritizing what truly matters to me at different stages of life.

Delegate when possible, ask for support, and don’t hesitate to say “no” when it’s necessary. Remember, you are not alone, and reaching out to your support network, whether it’s your partner, family, or friends, can make all the difference and help keep your sanity. That being said, I do question why women in leadership are asked this question time and time again and yet I rarely hear that question posed to men in the workplace. www.qsrmagazine.com | QSR | DECEMBER 2023

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KRIS

McDONALD VP OF DEVELOPMENT

weekend, whether it’s a leisurely walk, a bike ride, a visit to my favorite restaurant, or a brief 30-minute period to read a fun book.

aligns with your values and beliefs. Align yourself with a company whose culture resonates with you. Advocating for such a brand will not only inspire you but also create a sense of purpose, empowering you to thrive in your professional journey.

CHECKERS AND RALLY’S QU E S T I O N # 1 • O N A DV I C E:

QU E S T I O N # 2 • O N BA L A N C E:

QU E S T I O N # 2 • O N BA L A N C E:

Striking a balance can often feel challenging and overwhelming. Personally, I’ve discovered that discipline is the key to achieving balance. I meticulously plan not just my week but also my month and even my entire year. Every evening, I jot down the tasks for the following day, and each morning, I dedicate a precious 15 minutes to savor my personal time before the day commences. I make it a point to incorporate four to five weekly workouts because I enjoy the benefits I gain from the gym. Additionally, I ensure I indulge in something that rejuvenates me every 54

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SMASHBURGER

CHECKERS AND RALLY’S

I n you r c a r e e r journey, it’s crucial to remain open to new opportunities that facilitate your growth, even if the path doesn’t always seem linear or logical. Take my experience, for instance, starting as an attorney in a private law firm and now, the Vice President of Development overseeing franchise sales, recruitment, real estate, and construction for a quick-service restaurant; it may not have followed a traditional trajectory, but it led me to a role about which I’m deeply passionate.

To excel, expand your knowledge beyond your specific responsibilities, understanding the broader context of your industry to enhance your effectiveness. Cultivate curiosity, identify admirable leaders within your organization, and emulate their qualities. Moreover, don’t shy away from calculated risks, alternative perspectives, seeking constructive feedback, or being the only woman in the room, as these experiences all contribute significantly to your personal growth and development.

STACY

SODERSTROM VICE PRESIDENT OF FRANCHISE DEVELOPMENT SMASHBURGER

QU E S T I O N # 1 • O N A DV I C E:

Embarking on a successful journey in the restaurant industry requires more than just technical expertise, it demands cultivating genuine relationships and the bravery to step into uncharted territories.

Networking is the bedrock of your career; invest time and effort in forming authentic connections, regardless of job titles.

Don’t shy away from introductions; these relationships often evolve into meaningful mentorships, providing guidance and opportunities for growth that surpass the reach of any other platform. Embrace the philosophy of ‘leaning in’ and immerse yourself in continuous learning while being open to venturing outside your career comfort zone. Women, in particular, tend to hold back, applying only when they fulfill every job requirement.

Challenge this habit; I once did: Applied for a job despite not meeting all criteria, and it propelled my career to new heights. Understand that your career path might not follow a linear trajectory and it could involve lateral moves into challenging fields. That’s perfectly acceptable!

Most importantly, seek out a brand that

Balancing career, personal life, and passions, especially as a mother of two young children and a co-owner of a restaurant, is challenging. Initially, finding balance wasn’t a priority, but it changed after my daughter’s birth. I set clear work boundaries, and I’ve been fortunate to work for companies that respect employees’

•JESSICA

MONSON

WOMEN IN LEADERSHIP

MONSON

CHIEF LEGAL OFFICER CARIBOU COFFEE QU E S T I O N # 1 • O N A DV I C E:

Embarking on a career in this dynamic industry is an exhilarating journey. My advice for any woman just starting out

QU E S T I O N # 2 • O N BA L A N C E:

Juggling a busy career, personal life, and hobbies can get pretty tricky. Being promoted to Chief Legal Officer at Caribou Coffee this past spring made me realize that I need to be super clear about what matters most to keep a good work-life integration. Instead of trying to create an even balance, I’ve learned that it’s all about prioritization and making it all work together. It is important to recognize the dynamic nature of life too so you can quickly adapt to changes and curveballs that will inevitably come your way.

There are ebbs and flows in all aspects of life and sometimes you need to pay attention to certain areas more than others. To that end, I try to focus on the rewarding journey of finding joy in both my work and personal life and attending to the needs of myself and others in real time.

It will never be easy, but it is possible, and it will pay off.

CHERYL

FLETCHER

CHIEF DEVELOPMENT OFFICER TROPICAL SMOOTHIE QU E S T I O N # 1 • O N A DV I C E:

For women who are entering the restaurant industry, my biggest piece of advice would be to commit to being bold and never let yourself stop learning. A large reason I’ve found success in my career is because I have pushed myself outside of my comfort zone and have taken on new challenges. I’ve continually learned from my mentors and other leaders in the industry, and they have taught me the importance of working cross-functionally and being very collaborative as a team. How you work and get things done is also very important. Additionally, I would say it’s crucial to select an organiTROPICAL SMOOTHIE / SCOTT HOUSLEY

JESSICA

would be to build meaningful networks, stay curious and updated on industry trends through continuous learning, and join resource groups that will connect you with other women. At Caribou Coffee, we recently launched a Women’s Employee Resource Group. This is something I wish all women had the opportunity to be a part of at the start of their careers. As an executive sponsor, I’m excited to deliver on our mission to foster a diverse, inclusive workplace that empowers women. The fact that about 80 percent of our team members and guests are female, underscores the significance of diverse perspectives.

CARIBOU COFFEE / BELEN FLEMING

personal lives. While work emergencies occur, and I travel frequently, I prioritize family time after work, ensuring we engage in activities we love.

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QU E S T I O N # 2 • O N BA L A N C E:

Balancing your career, personal life and passions can look different for every person. While I personally believe it’s important to strike the right balance, that balance looks different at every stage of your life. For example, throughout my career I have had to realign my priorities to keep more balance in my life.

When my eldest son was one year old, I made the decision to slow down and work part-time for a couple of years so I could dedicate more time to my family. It was hard, but now that my two boys are graduating from college and on their own, I can say it was one of the best decisions. I have learned that in order to succeed at the highest level you need to plan, prioritize, and build a great team so you can depend on others, whether it’s work-related or personal. Long story short—balance is achievable, but the def-

inition of what balanced is looks different for every individual.

weekend mornings for strategic, heavy lifting “work” as that’s when my brain is often at its best. Of course, this needs to be all planned out without impacting others’ work and making sure I am available for my teams whenever they need me.

REGINA

CHEUNG CEO

POKEWORKS QU E S T I O N # 1 • O N A DV I C E:

Build relationships that go beyond your team, your department, and current company. Get to know people cross functionally and listen to their day-to-day role and struggles. Get involved with extracurricular activities both for the company and for your community.

QU E S T I O N # 2 • O N BA L A N C E:

I’m a fan of the term “work-life integration” instead of “work-life balance.” It’s important to me that I’m able to decide on the best time to do “work” and “personal.” You’ll f ind me shuttling my daughter to activities at 4 p.m. and catching up on emails after 8 p.m. I also love

SMALLS SLIDERS

zation that aligns with your core values.

This can make a huge difference in how deeply you are able to connect with your team and the brand as a whole.

MARIA

RIVERA

•REGINA

CHEUNG

CEO

SMALLS SLIDERS

POKEWORKS

QU E S T I O N # 1 • O N A DV I C E:

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To a fellow woman aspiring to grow her career in the restaurant industry, here’s my heartfelt advice: One, keep that hunger for success (or betterment) burning, never let it fade. It’s easy to get lost in the daily grind and lose sight of your initial spark or even your dreams. Remind yourself of your purpose and the change you’re driving—it will propel you forward. Don’t let setbacks (or anyone) hold you from your goals; two, be bold, embrace your confidence, and don’t shy away from speaking up, taking risks, and grabbing new opportunities. Playing it safe seldom leads to real growth. You are not a victim, and you can do the hard stuff well. Don’t hold yourself back; three, arrogance and ignorance have no space in achieving

WOMEN IN LEADERSHIP

your goals. Vulnerability matters and asking for help is a sign of strength. You don’t need to wear a cape every day. Find mentors that care and peers (male or female) that truly want the best for you. Honest relationships matter; lastly, I can’t stress enough how vital it is for all of us, regardless of gender, to champion diversity and inclusion. When we celebrate our differences and unite, we can advocate for equal opportunities (parity and equity) and ensure our place in this industry is truly valued. By building an inclusive and diverse network of peers, you’re not just benefiting your career; you’re laying the groundwork for positive change in the restaurant industry—something I hold very close to my heart.

•NIKKI

FREIHOFER

You know, it’s interesting how this question about balancing career, personal life, and passions often seems to be directed more at women than men. It can feel like women are frequently asked to explain how they manage everything while men are not as often put in the same spotlight.

But the truth is, everyone—regardless of gender—faces the challenge of striking a balance in their lives. We all have our unique set of responsibilities, goals, dreams, and passions that we’re juggling. Finding that balance is a personal journey.

It’s about figuring out what truly matters to you, setting boundaries, and being available for the things that bring you joy and fulfillment. And remember, there’s no one-size-fits-all answer to this. It’s about finding your own rhythm and making it work for you. I refer to it as tradeoffs (more than balance), and this requires some discipline, collaboration, and practice. Practice careful prioritization and delegation. While ‘balance’ may not always be perfect, it’s essential to identify your priorities and align them with your values. Delegate tasks where possible, empower your team, and ensure you have a strong support system. Don’t be afraid to say “no” to commitments that don’t align with your goals.

THE CULINARY EDGE

QU E S T I O N # 2 • O N BA L A N C E:

NIKKI

FREIHOFER STRATEGY DIRECTOR THE CULINARY EDGE QU E S T I O N # 1 • O N A DV I C E:

Be endlessly curious. One of the reasons I love the food industry is because it sneakily interacts with every other industry—tech, finance, design, architecture, agriculture, even healthcare. Zoom out and look at the bigger picture, then dig into what interests you most. This will help you become a specialist with big-picture perspective, which will take you far.

QU E S T I O N # 2 • O N BA L A N C E:

Of course, there’s such a thing as balance, but it’s a constant practice, not something to be “achieved.” While I by no means claim to be perfectly balanced, I’ve found that creating clear boundaries for my time (and having the discipline to uphold them) is half the battle. For me, that can be as simple as logging off religiously at 5 p.m. every day or as complex as turning down clients altogether to focus on separate passion projects. And, as an aside, I would interrogate the need to ask this question of women specifically and why we don’t ask men about how they balance career with personal life. www.qsrmagazine.com | QSR | DECEMBER 2023

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additional evening work hours are necessary, I make a point to view them as exceptions rather than the rule.

KOREY LOVE

TAYLOR

NGUYEN

DIRECTOR OF MARKETING ONETABLE RESTAURANTS/ TENDER GREENS QU E S T I O N # 1 • O N A DV I C E:

My advice has always been: “Know your worth and potential.” Confidence is key to excelling in your career. You are your own biggest obstacle, but you can also be your greatest asset. Success is in your hands, so believe in yourself and don’t hesitate to voice your thoughts and ideas.

Additionally, don’t be afraid to seek help when needed. Your colleagues are there to support you, so build strong relationships in the office to create a reliable support system.

DIRECTOR OF DIGITAL ENGAGEMENT TACO JOHN’S

QU E S T I O N # 1 • O N A DV I C E:

Invest in yourself by pursuing further education, building valuable connections, and learning everything there is to know about the industry you are most passionate about. Having the expertise to make your goals achievable and approaching projects from a position of understanding can prove to be invaluable.

QU E S T I O N # 2 • O N BA L A N C E:

Prioritizing what holds the greatest significance for you and recognizing your

LAUREN

LUMBLEY

SENIOR MARKETING MANAGER BRIX HOLDINGS

QU E S T I O N # 1 • O N A DV I C E:

My advice would be to encourage her not to hesitate when it comes to taking the initiative and seizing opportunities as they present themselves. Embrace challenges that push you beyond your BRIX HOLDINGS

ONETABLE RESTAURANTS / TENDER GREENS

JULLIE

personal limits is the key to finding balance. You can strive for it all with finely tuned time management skills. Establishing both personal and professional goals will help you attain the stability you desire.

•KOREY LOVE TAYLOR

Balancing my roles as a new mother and working full-time is a challenge I’m currently facing. I’ve discovered that establishing clear boundaries is essential, both for personal well-being and for maintaining effective work relationships. Creating a structured daily routine has proven to be quite effective for me in this endeavor. For example, I’ve chosen not to engage in work-related communication before 8:30 a.m. or after 5 p.m. to prioritize my family during those hours.

Once my baby is asleep around 7 p.m., my husband and I reserve that time for ourselves and our relationship. I say this now but here I am writing this response after 6 p.m., which is an occasional occurrence, but I’m mindful not to let it become a habit. While there may be times when 58

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TACO JOHN’S

QU E S T I O N # 2 • O N BA L A N C E:

WOMEN IN LEADERSHIP

comfort zone and actively seek ways to enhance both your skills and your professional network.

I’m unavailable. Fortunately, I work for a company with colleagues who value f lexibility and understanding, which is essential for preserving quality family time.

QU E S T I O N # 2 • O N BA L A N C E:

CASS

ONETABLE RESTAURANTS / TOCAYA MODERN MEXICAN

Balancing a career, personal life, and pursuing one’s passions is an ongoing challenge, and achieving a perfect balance may not be realistic. Nevertheless, it’s crucial to establish clear boundaries to safeguard your personal time and interests. This could involve defining specific work hours, dedicating quality time for family and loved ones, and prioritizing activities that ignite your passions and well-being, such as exercise. Recognizing and respecting these boundaries can contribute to a more harmonious life blend. I’m continuously striving to achieve it!

•PAIGE

WILEY

DIRECTOR OF REAL ESTATE DEVELOPMENT AND DIRECTOR OF MARKETING BS: If you want to grow in your career, you’ve got to show up. Big time. Do the hard things. Do the little things. Do the cool things. Do the beneath-you things.

Be a leader. Be a team player. Be a confidant. Be a collaborator. Career growth almost always comes from being the person everyone relies on and the person everyone wants to have in the room.

DIRECTOR OF MARKETING

•CASS

SAVORY

QU E S T I O N # 2 • O N BA L A N C E:

TENNEY

•BRIANA

SAVORY

Don’t be afraid to explore various aspects of the business. I began my journey in the restaurant industry as a host at the age of 15, thinking I would pursue the operations path. However, an opportunity arose when I was asked to fill in for the sales manager at the restaurant where I worked. My general manager was my biggest supporter and allowed me to step in during her absence. Little did I know that this experience would be the catalyst for my career in restaurant marketing.

I consider myself fortunate to have had several exceptional mentors along the way. Seek out individuals in roles that align with your aspirations or interests, and don’t hesitate to ask questions and offer your assistance. One of the reasons I cherish the restaurant industry is the culture of mutual support; no one is above helping one another. You do what you have to do to get the job done, so always offer to help and learn while you go.

STEWART

QU E S T I O N # 1 • O N A DV I C E:

WILEY

QU E S T I O N # 1 • O N A DV I C E:

& BRIANA

SAVORY

PAIGE

ONETABLE RESTAURANTS/ TOCAYA MODERN ME XICAN

TENNEY

STEWART

QU E S T I O N # 2 • O N BA L A N C E:

Striking a balance can be challenging, especially since I welcomed my daughter into my life two years ago. I’ve improved at establishing boundaries for myself, ensuring that I update my calendar and adjust my phone settings to indicate when

CT: There is no such thing as balance!

Early on in my career, I decided I was going to “do it all,” and boy was I humbled when I had kids and tried to juggle everything. I know I cannot be the BEST at all my hats every single day, but I will ALWAYS wear them all and figure out which hat needs to be the priority. Those priorities change daily, and I just ask for forgiveness when I can’t do it all in a day.

ROBERTA AMY

PARMAN SENIOR DIRECTOR OF PEOPLE OPERATIONS

TAZIKI’S MEDITERRANEAN CAFE QU E S T I O N # 1 • O N A DV I C E:

Firstly, grow a thick skin without having a hard heart. If your need to avoid criticism or conflict keeps you from speaking www.qsrmagazine.com | QSR | DECEMBER 2023

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WOMEN IN LEADERSHIP

or acting or puts you on the defensive when confronted, you’re already self-limiting your opportunities. Learn how to have Crucial Conversations (a book I recommend). Second, take care of yourself well. Hospitality is an industry of givers,

As we recently taught our managers during one of Development Days for them, we all get the same time budget—168 hours per week—to live our lives. And just like a budget, allocating time for the areas that are important to you has to be a proactive decision, rather than a reactionary one. Between knowing your personal balance point and budgeting your time accordingly, I absolutely believe it’s possible to frame a fulfilling life.

of my life. That’s what refuels my passion for what I do.

DENISE

PEDINI

CHIEF MARKETING OFFICER NEWK’S EATERY

QU E S T I O N # 1 • O N A DV I C E:

PARMAN

but we struggle to give to ourselves. In a recent presentation by Tal Ben Shahar on stress and performance, he taught the lowest performers are givers, but so are the highest. The difference is the highest performers don’t just give to others, like the lowest performers. They also give to themselves. And lastly, find a mentor! It doesn’t have to be a formal program. Just identify someone in your life you want to be like who has more experience than you do and ask to learn from them.

QU E S T I O N # 2 • O N BA L A N C E:

Balance is such a personal concept. I think the most important thing to do is self-exploration to really learn about yourself and what you need as an individual to thrive. Some people need more boundaries to maintain balance, while others need less of them. I’m fortunate to have found a career that incorporates many of the values I’m passionate about, which include service to others and seeing people reach for their potential, discovering the great things they’re capable of being and doing, so it is inherently rewarding and energizing. That said, I know that I’m someone who needs to schedule - and that is the key, to schedule it—down time to enjoy my personal hobbies like gardening, reading, and cooking.

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DECEMBER 2023 | QSR | www.qsrmagazine.com

NGUYEN

NEWK’S EATERY

COFOUNDER

SAIGON HUSTLE AND ORDINARY CONCEPTS

SAIGON HUSTLE AND ORDINARY CONCEPTS

•ROBERTA AMY

TAZIKI’S MEDITERRANEAN CAFE

SANDY

QU E S T I O N # 1 • O N A DV I C E:

Never stop learning and networking. It’s been my motto throughout my career. A person you meet today might not help you get to the next step in your career, but they may introduce you to someone who will. When I look back at all the connections I’ve made, it’s always been within arm’s reach of someone else. I have found so much value in telling my story and what I’m trying to accomplish.

QU E S T I O N # 2 • O N BA L A N C E:

Balance for me isn’t something you find but something you create—and it looks different for everyone. For me, balance is being able to efficiently and effectively juggle meetings throughout the day, make it to my kids’ soccer games, and end the evening with date night with my husband.

I make sacrifices all week to make sure I’m there for the most important aspects

Find a great female leader as a mentor. Find someone in your f ield that started out at the bottom and worked her way up. She can help guide you to make the best decisions on career moves, how to advance in your job, and even how to work better with your manager.

Build your network. Instead of eating at your desk every day, schedule lunches with vendors and other people in your industry. Building a solid network will not only help you make friends in the industry but also can help you if you are looking for your next opportunity.

QU E S T I O N # 2 • O N BA L A N C E:

Personally, when I am organized, I feel my life is balanced. Having a work and family calendar that is synced is the best way I can make sure there is true balance.

I block time on my calendar for family events that are important as well as work priorities. Something I learned later in my career and what I teach my team today is work stops at 5:30. Emails can wait. Emergencies are always a text or phone call away. If I choose to work late or on the weekends, I always pre-schedule emails to send during work hours.

That way my team doesn’t feel like they have to respond when they are with their families. There can be a balance if you determine what your priorities are and what you should put most of your energy toward.

Callie Evergreen is editor at FSR. She can be reached at cevergreen@ wtwhmedia.com

DECEMBER 2023

SmartChain V E N D O R

R E S O U R C E S

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T R E N D S

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N E W

P R O D U C T S

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REVOLUTIONIZING

Payment SYSTEMS

Consumers’ demand for multiple avenues for payment is a challenge every restaurant operator must be prepared for.

ADOBE STOCK / LEUNGCHOPAN

/BY YA’EL McLOUD

Integration P62

Personalized Experiences P66

Evolving Technologies

Key Players P73

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SmartChain POS Solutions

Integrating Third-Party Services Why legacy systems pose unique challenges to modern consumers.

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Panasonic Connect North America

PANASONIC CONNECT NORTH AMERICA

REVEL

REVEL

I

n today’s fast-paced and technologydriven world, the restaurant industry faces a unique set of challenges and opportunities. With the increasing demand for self-service ordering and digital payment options, operators find themselves at a crossroads. The importance of addressing the growing need for off-premises services while also ensuring that third-party integrations run smoothly reveals substantial challenges.

The restaurant industry is in the midst of a transformative period. “The challenge is meeting the ever-growing demand for self-service ordering and e-wallet payments,” says Larry Fiel, vice president of marketing at Signature Systems. “While on the owner or operator side, the challenge is properly managing off-premise dining and ensuring measurable and meaningful value from every third-party integration.”

Today’s consumers are seeking convenience, speed, and flexibility when it comes to their dining experiences. As a result, the integration of third-party solutions has become an integral part of the restaurant landscape. However, Fiel points out that not all integrations are created equal. The industry must navigate the complexities of these systems to provide seamless and valuable services.

“The number one challenge I hear today from operators is how to successfully manage multiple order channels and still deliver the same levels of great service to their customers,” says Chris Lybeer, chief strategy officer at Revel Systems.

The multifaceted nature of the restaurant business means operators must adapt to a wide range of customer preferences.

From drive thru and online orders to catering, delivery, counter service, kiosks,

“The number one challenge I hear today from operators is how to successfully manage multiple order channels and still deliver the same levels of great service to their customers.” and tableside dining. The industry is tasked with providing consistent, highquality service across all channels.

The seamless management of these order channels is essential to meet customer expectations and maintain operational efficiency. Savneet Singh, CEO of PAR Technology, underscores the integration challenges faced by the industry.

“These POS solutions have closed APIs and software compatibility issues with existing systems that often result in disjointed tech stacks,” he says.

Modern restaurant operations rely on integrated systems that ensure smooth and efficient service. Closed APIs and complicated POS systems can disrupt operations, lead to extended time-to-market, and hinder overall efficiency and innovation.

“Now more than ever, operators should look for POS systems with features and capabilities that can be expanded by continuous updates, integrations with third-party service providers, and the addition of apps to operate their businesses more efficiently and generate more revenue,” says Doohoon Jung, senior vice president of Bluu.

As consumer preferences evolve, restaurants must adapt to offer a wide range of ordering and delivery options. This diversity, including self-service kiosks, mobile apps, and third-party delivery platforms, reflects the industry’s commitment to meeting customer demands. In this ever-changing landscape, the ability to integrate and manage these diverse methods is vital.

Legacy systems present unique integration challenges due to outdated code bases and software. The incompatibility issues often necessitate expensive custom solutions. Operators are increasingly favoring solutions with open APIs and extensive partner ecosystems, making it

Learn More

SmartChain POS Solutions

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Posiflex

POSIFLEX

easier to adapt to new technologies and integrate seamlessly.

Outdated code and software can hinder the seamless integration of new technologies. Custom solutions often come with hefty price tags and are less adaptable to evolving customer preferences.

In contrast, contemporary systems with open APIs and extensive partner networks provide the flexibility needed to thrive in the digital age.

James Burdette, senior director at Panasonic Connect North America, highlights the growing trend of operators demanding options when it comes to equipment. “Operators are showing an increased desire for options when it comes to equipment to meet the customer where they are.”

The restaurant industry is evolving not only in terms of software, but also in its hardware solutions. Operators are becoming more focused on offering equipment that caters to customer preferences and aligns with emerging business opportunities. Whether it’s pointof-sale systems, mobile tablets, or selfservice kiosks, the industry is adapting to meet customers where they are.

“Dynamic content from pricing to menu items can all be executed centrally and delivered locally with the correct decision logic and applications integration,” says Amber Trendell, senior director of strategy at Oracle Food and Beverage.

In an age where customers expect real-time updates and personalized experiences, the ability to manage various content centrally is crucial. This includes everything from pricing adjustments to changes in menu items.

By executing these changes centrally and delivering them locally, restaurants can ensure customers receive accurate and up-to-date information.

The integration of various digital tools is becoming increasingly important in the restaurant industry. From digital payment platforms to kitchen display systems, marketing tools, and beyond, modern POS systems are expected to handle a wide range of functions. This seamless integration not only streamlines operations but also provides a better experience

“Dynamic content from pricing to menu items can all be executed centrally and delivered locally with the correct decision logic and applications integration.” for both restaurant staff and customers.

As the pandemic recedes into the past, operators are realizing options such as food delivery and self-service have become mainstays. Consumers have grown accustomed to these choices, and establishments must now consider them essential for delivering exceptional service. Point-of-sale systems have become more effective in streamlining payment processes, shortening wait times, and integrating with third-party delivery platforms.

Doyle Ledford, senior vice president at Posiflex, highlights the changing landscape of the restaurant industry as a result of the pandemic. Operators are now tasked with considering options such as food delivery and self service as permanent fixtures in their service offerings. Consumer expectations have shifted, and providing these options is crucial for delivering top-quality service.

Kirstin Martin, vice president of product management at NCR Voyix, points out

that consumers expect their favorite restaurants to use the latest POS technology with third-party connectors because they prefer the convenience and ease of ordering on online platforms.

“In the next decade, restaurant brands will drive fast-paced growth by owning the experience in new ways,” Martin says. “Brands that create true omnichannel experiences for their guests and staff using digital tech that drives efficiency and enables brands to deliver truly personalized guest experiences at every interaction with the guest will win in the market.”

In a world where convenience and ease of use are paramount, consumers now expect their favorite restaurants to embrace the latest POS technology. This includes the use of third-party connectors that facilitate online ordering. Customers appreciate the convenience and simplicity of ordering through online platforms, making it essential for restaurants to keep up with these expectations.

SC

How Do Your Customers Order?

Give Them a Choice

Full-Service POS

Self-Service POS

Mobile POS

Full interaction with customer for better engagement

Convenient kiosks to provide quick and efficient service

Take your POS anywhere your customer is

Powerful workhorse machines for high traffic and higher volume

Lessens mistaken orders due to customer selecting own order items

For full-service, takeout, or curbside ordering convenience

Clean cable management for less-cluttered countertops

Allows for higher foot traffic, alleviating congested lines

Staff can take orders while patrons are waiting in line or for a table

Durable housing for demanding & environmental conditions

Adds support to existing staff by allowing them to engage with customers more freely

Converts into a full POS station with printer, hand-held bar scanner and other options

No matter how they choose, you’ll have the POS right for them

A wide selection of versatile POS devices Your choice of Windows® or Android® OS

See what the Posiflex choice is all about.

1.888.968.1668 | www.posiflexusa.com sales.department@posiflexusa.com

SmartChain POS Solutions

Benefits of a Personalized POS How this new age of personalization is a win for restaurants and customers.

SIGNATURE SYSTEMS

Signature Systems

T

hough POS systems were once considered static tools for processing transactions, now they have evolved into dynamic, multifaceted platforms that can either propel a business to new heights or leave it stagnating in the past.

“It’s time to find a POS partner who has the passion and performance to get your restaurant where it deserves to be,” says Larry Fiel, vice president of marketing for Signature Systems. Today, more than ever, the industry calls for innovation and ingenuity in the realm of POS systems.

For restaurants, in particular, a onesize-fits-all approach to POS systems is no longer sufficient. Savneet Singh, the CEO of PAR Technology, stresses the importance of tailor-made POS solutions that cater to the unique needs of each establishment.

Customization options, such as configu66

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“Today’s customers crave personalized brand experiences that extend beyond the plate.” rable branding, menu layouts, and reporting, not only grants full control over the business operations, but also reduces the learning curve for employees. Enhanced user experience can potentially lead to improved staff retention, which is a critical factor in a competitive labor market.

In the digital age, guest expectations have reached new heights. “Today’s customers crave personalized brand experiences that extend beyond the plate,” Singh says. “Tailored menus, customized rec-

ommendations, incentives, and rewards based on their dining history and preferences have become essential components in crafting memorable dining experiences and fostering customer loyalty.”

The role of open application programming interfaces (API) cannot be understated in modern POS systems. “A welldesigned open API lets brands take advantage of their preferred solutions and easily integrate those solutions into their POS for a seamless data exchange and guest experience,” says Chris Lybeer, chief strategy officer at Revel. “This provides tremendous flexibility for restaurants who want a technology stack they can tailor to their specific requirements.”

James Burdette, senior director at Panasonic Connect North America, underlines the need for personalized and fast customer experiences. Brands must push features that not only enhance the customer experience but also streamline it.

Speed and engagement are crucial in this age of instant gratification. Moreover, it’s imperative to engage customers on a personal level by showing that you’re attuned to their preferences and habits.

Digital touchpoints play a significant role in the modern customer journey, enhancing the overall experience.

“Digital touchpoints like owned websites, mobile apps and kiosks, or drive-thru menuboards add a level of consistency to upselling and improve operators ability to execute personalized offers at the point of purchase,” says Amber Trendell, senior director of strategy, Oracle Food and Beverage. New technology allows restaurants to maximize personalized experiences for consumers who increasingly crave an individualized experience.

Furthermore, Trendell highlights the

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importance of considerations that impact both the consumer and employee experience. “How user-friendly is the application for new staff to rapidly onboard?

How easy is it to configure upsell and

customers.” Careful consideration of POS partners is necessary.

Kirstin Martin, vice president of product management at NCR Voyix, points out brands that create true omnichannel

growth and optimize the guest experience.”

Personalized POS systems expand past the ability of the software itself to the speciality of the POS business itself. “Some POS systems specifically created for a particular industry may prove to be a better fit than generic POS systems as industryspecific POS systems are usually designed to meet the unique needs of that industry,” says Doohoon Jung, senior vice president at Bluu. Specialized systems are tailored to meet the unique needs of particular industries and often prove to be a better fit than generic POS solutions. This underscores the importance of understanding your business’s specific requirements when choosing a POS solution.

The world of POS systems has come a long way from simple cash registers.

Today, the choices are vast and varied, catering to the unique needs of differ-

NCR VOYIX

NCR Voyix

cross-sell prompts? How extensible is the POS to accommodate brand-specific business logic and processes?” These questions are crucial for businesses seeking a well-rounded and adaptable POS system.

Another consideration every operator should be aware of is the importance of the POS partner they choose. The ideal POS partner for a restaurant will be flexible to the rapidly evolving restaurant landscape.

“Point of Sale will always be with us,” says Doyle Ledford, senior vice president at Posiflex. “What form it takes is all dependent on customers’ changing wants and needs—and the POS technology will follow suit. Taking this into account, choose POS solutions with best in breed in mind—hardware, software, entire POS ecosystem—that encompasses quality, value, total cost of ownership, and overall satisfaction for operators and your 68

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POSIFLEX

Posiflex

experiences using digital technology are the ones that will thrive in the market.

Efficiency and personalization in every interaction with guests are keys to success.

“Brands expect to be able to provide a seamless omnichannel experience for their guests across all touchpoints – in-store, online or via virtual assistants,” says Martin. “They are also looking to deeply understand their data to drive

“Brands expect to be able to provide a seamless omnichannel experience for their guests across all touchpoints.” ent businesses. As technology continues to advance, it’s essential for businesses to stay ahead of the curve, adopting innovative solutions that not only meet their current needs but also provide the flexibility to adapt to the ever-changing landscape of customer expectations.

The insights provided by industry experts highlight the importance of tailoring POS solutions to individual businesses, personalizing customer experiences, and embracing the power of data-driven decision-making. In today’s competitive business environment, the ability to stay agile and responsive to customer demands can make all the difference in achieving sustained success and customer loyalty. So, when it comes to your POS system, remember that the future is in the hands of those who choose to innovate and adapt to meet the ever-evolving SC needs of their customers.

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These special reports in the pages of QSR help busy restaurant operators understand current trends and sources in a variety of areas vital to your business.

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SmartChain POS Solutions

The Rise of Ghost Kitchens and AI Rapidly evolving dining is pushing the need for adaptable POS systems.

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Posiflex

POSIFLEX

ew technology is rapidly evolving consumer needs and expectations. The service industry must stay at the forefront of technology to keep up with consumer demands while addressing industry issues like labor shortages.

AI, ghost kitchens, and cloud-based systems must be evaluated and implemented to meet growing industry demands.

The COVID-19 pandemic has precipitated a tectonic shift in the restaurant landscape. Doohoon Jung, senior vice president at Bluu, underscores the urgency of adaptation by noting, “Following the COVID-19 pandemic, adoption of the previously mentioned changes was expedited, and POS vendors were required to accommodate off-premises orders like takeout and delivery, as well as meet the demands for ghost kitchens and virtual ordering.”

This underlines the critical need for restaurants to embrace technology that supports off-premises dining and remote order processing—such as ghost kitchens— as these trends are here to stay.

In fact, the new phenomenon of ghost kitchens—kitchens that only allow drivethru or virtual ordering and do not allow dine-in—are projected to grow from 56.71 billion dollars a year to 112.53 billion a year by 2027, according to Statista. The projected growth of ghost kitchens means restaurants will need to rely more heavily on POS systems that can handle third-party integration and multiple ordering channels.

“While patrons had to transition from ordering in-person to ordering via contactless options, the industry had to rapidly—sometimes haphazardly—adjust to this shift in POS transactions and interactions,” says Doyle Ledford, senior vice president at Posiflex. A POS system that can be flexible in the face of massive

“AI can help restaurants have intelligent personalized guest interactions and manage their labor force.” changes will take advantage of cuttingedge technology like AI and make sure that restaurants are not left-behind.

“Cloud and mobile technology, as well as self-service kiosks, represents the most relevant developments in POS solutions,” Jung says. “These new technologies enable more types of client interactions and impact business efficiencies and how

employees interact with customers during the ordering and serving process.” The integration of new technologies is pivotal for improving customer experiences and operations in the restaurant industry.

As restaurant owners look to expand their operations, scalability emerges as a critical consideration. Amber Trendell, senior director of strategy at Oracle Food and Beverage, emphasizes the importance of scalability, stating, “For restaurateurs looking to grow their business—whether it be new brick-and-mortar locations, franchise models, ghost kitchens, or other virtual brands— it’s important to ask questions about a POS provider’s ability to scale from a single location to multiple sites.”

Scalability provides a pathway for growth without necessitating a complete overhaul

POS Solutions SmartChain

are making sure restaurants can do this by pushing for innovation within POS systems. “Advancements in technology are revolutionizing POS, propelling it far beyond simple transaction processing into comprehensive, strategic tools for restaurant operators,” Singh says.

Furthermore, many POS companies champion the benefits of cutting-edge technology for the quick-service restaurant industry. “The benefits of cloud POS are clear; it ensures operators are always connected, always knowledgeable, and always in command,” Singh says. “artificial intelligence and machine learning are adding predictive capabilities that enhance demand forecasting, leading to significant reductions in food costs and waste and improvement in profit margins.”

Cloud-based systems offer scalability, mobility, and adaptability, providing a solid foundation for modern restaurant operations. Singh also underscores the importance of staying connected to evolv-

“Restaurant operators are strategically aligning with cloud-native solutions for their POS needs,”

ing customer preferences. “As the world embraces digital payments, POS systems now support a plethora of options, from mobile wallets and contactless cards to app-based payments, catering to the evolving preferences of consumers.”

Adapting to new payment methods is vital to remain competitive in the industry.

“A cloud platform has emerged as the standard for any restaurant looking to invest in a new POS,” says Chris Lybeer chief strategy officer at Revel. “Simply put, native cloud architecture is more flexible, easier to update, and cheaper to maintain than legacy systems. Additionally, with cloud technology, the ownership and management of hardware and software infrastructure is managed remotely, freeing business operators to focus on the essentials of their day-to-day operations.

AI and machine learning are driving significant improvements in efficiency and profitability. These technologies enable demand forecasting, leading to reduced food costs and waste, ultimately boosting profit margins. Furthermore, as cashless transactions become the norm, customers gravitate towards flexible payment alternatives such as mobile wallets, digital wallets, apps, and text-to-pay options. New technologies not only meet customer expectations but also streamlines the payment process for enhanced operational efficiency.

NCR Voyix

NCR VOYIX

of the existing POS system, making it a strategic choice for ambitious restaurateurs.

The integration of artificial intelligence (AI) has emerged as a transformative force in the restaurant industry.

AI enables intelligent and personalized guest interactions while offering efficient labor force management and further ease for customers and employees alike.

Trendell emphasizes this by stating, “ AI can help restaurants have intelligent personalized guest interactions and manage their labor force.” AI-driven solutions not only enhance customer experiences but also contribute to operational efficiency, ultimately impacting the bottom line positively.

“With the onslaught of amazing technological advancements, such as AI, facial recognition, VR, RFID, and the like, we have many avenues—possibly more than ever—to take POS to the next level,” Ledford says . These emerging technologies open up new possibilities for streamlining operations and enhancing the overall dining experience, enabling restaurants to stay at the forefront of innovation.

New technology like AI can aid employees as well by eliminating redundant tasks that waste precious time.

“New technology can liberate staff from manual tasks to make jobs easier and more enjoyable,” says Kirstin Martin, vice president of product management at NCR Voyix. “Automation powered by machine learning across all processes for managing the business is improving purchasing, prep, and scheduling to optimize food and labor costs in new ways.”

Technological changes are coming whether or not industry is prepared for it, as the COVID-19 pandemic revealed.

Consumers not only want various technological options for payment and ordering but need them. “Restaurant operators are strategically aligning with cloud-native solutions for their POS needs,” says Savneet Singh, CEO of PAR Technology. “These systems offer the scalability, mobility, and adaptability needed to meet evolving needs and drive growth.”

Fortunately, many POS organizations

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PANASONIC CONNECT NORTH AMERICA

Panasonic Connect North America

“Whether it be new brick-and-mortar locations, franchise models, ghost kitchens, or other virtual brands, it’s important to ask questions about a POS provider’s ability to scale from a single location to multiple sites.”

The restaurant industry is evolving in response to the integration of cloudbased technologies. “Operators should be looking at ways to leverage these technologies and need to understand how they fit within their overall POS strategy to better meet goals, and that includes leveraging the cloud for the deployment of data between it and POS equipment,” says James Burdette, senior director at Panasonic Connect North America.

Larry Fiel, vice president of marketing for Signature Systems, acknowledges that not all technological advancements are immediately suitable for usage. While robotics and ghost kitchens generated significant interest, their staying power waned for various reasons. However, the proliferation of AI holds the potential to be 72

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a significant game-changer in the future.

“Anything that occurs over time creates habits, and the past few years have created—out of necessity—a culture that is predicated on contactless off-prem solutions,” Fiel says. “Returning to those days of yore with en masse in-house dining may never reach its pre-pandemic peak.”

The restaurant industry is undergoing a profound transformation driven by technological advancements in POS solutions. Cloud technology, AI, and digital payment methods are now integral components of the industry’s evolution.

Scalability, adaptability, and flexible payment options are essential for restaurants aiming to remain competitive in this fast-paced environment. The future of POS in the restaurant industry holds

great promise with the potential for even more advanced AI-driven solutions, contactless payment innovations, and cloudbased systems that will continue to drive efficiency and customer satisfaction.

Technology will continue to evolve, and restaurant owners and operators must remain at the forefront of these developments to ensure their businesses thrive in an ever-changing industry landscape. The restaurant industry is on a transformative journey, continuously adapting to customer demands and technological progress. By embracing the opportunities presented by cloud-based POS solutions, AI, and contactless payment methods, restaurants can navigate this changing landscape with confidence and stay ahead of the curve.

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Key players SmartChain

Bluu

NCR Voyix

Oracle Food and Beverage

255 Route 17 South, Hackensack, NJ 07601 (800) 303-2567 ebluu.com

864 Spring St. NW. Atlanta, GA 30308 (888) 679-7147 Ncr.com

2300 Oracle Way, Austin, TX 78741 (800) 633-0738 oracle.com/food-beverage

Bluu, Inc., headquartered in Hackensack, New Jersey, was founded in 2008 and established itself as one of the premier payment processing and Windows and Android based point-of-sale (“POS”) solution providers. Serving merchants in multiple verticals such as restaurants, retail, salons, and dry cleaners. Bluu, Inc. maintains a nationwide network of resellers, partner showrooms, and branch offices with a direct sales force.

NCR Voyix is a leading global provider of digital commerce solutions for the retail, restaurant, and digital banking industries. Leveraging industry-driven expertise, capabilities, and platform-based software, NCR Voyix partners with customers to navigate, unify, and run their tech ecosystems, enabling their businesses to succeed.

Oracle helps food and beverage providers transact in new ways to deliver great guest experiences. Oracle MICROS Simphony Cloud, an open and extensible digital transaction platform for unified restaurant commerce, helps thousands of operators worldwide inform and automate their operations. Learn more at the Oracle Food and Beverage site.

Panasonic

PAR Technology

Posiflex

Two Riverfront Plaza, Newark, NJ 07102 (201) 392-4181 panasonic.com/us/clearconnect

8383 Seneca Turnpike, New Hartford, NY 13413 (800) 382-6200 Partech.com

30689 Huntwood Ave. Hayward, CA 94544 (888) 968-1668 posiflexusa.com

Panasonic Connect is a B2B company offering device hardware and professional services for the connected enterprise. Our diverse portfolio includes self-ordering kiosks, POS hardware, BOH solutions, and drive-thru communications.

By working with our customers and ecosystem of partners, we provide the right technologies to address our customers’ needs.

PAR is a leading vendor of software, hardware, and service solutions to the restaurant industry. With over 40 years of POS experience, supporting more than 100,000 brands, we are the partner enterprise restaurants rely on to serve amazing moments from open to close, during the most hectic rush hours, and to scale their operations efficiently.

A long-time hardware provider of award-winning POS terminals, Posiflex has grown exponentially to provide not only full-service POS stations, but also versatile self-service kiosks, state-of-the-art mobile tablets, and scalable embedded PC solutions. Offering full-service, self-service, mobile POS, and internal service components, Posiflex is your dependable, resourceful all-points-of-service hardware provider.www.PosiflexUSA.com

NEXT MONTH:

Signature Systems

600 Peachtree St NE Fl 38, Atlanta, GA, 30308 (833) 437-3835 revelsystems.com

760 Veterans Circle Warminster, PA 18974 (877) 968-6430 PDQpos.com

Revel’s point-of-sale platform and business solutions provide native cloud technology that is at the heart of our clients’ businesses.

Revel’s platform helps restaurants deliver a better customer experience, diversify revenue streams, and scale their businesses with ease.

For more information, please visit http://revelsystems.com or call +1 (833) 437-3835.

For more than 35 years, Signature Systems, a leading technology solutions innovator, has had the top-rated, multi-award-winning, allconcept food and beverage point of sale system. With 24x7x365 live, in-house support, and in-house development that includes all integrations, our highly scalable, blazing-fast solution is designed for independents, franchises, and chains regardless of size.

Restaurant Equipment & Technology ADPBE STOCK / STRATFORDPRODUCTIONS

Revel Systems

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DEPARTMENT

OPERATIONS

The Pursuit of Proprietary Tech Cafe Zupas is leveraging bespoke AI tools to predict sales and improve margins.

BY SAM DANLEY

hasn’t looked back since.

“The first problem we faced was getting ordering right, so our team members could have a very simple process for doing inventory on the shelves, and then the system could automatically order for them,” he says.

Initially, Cafe Zupas relied on five-week rolling averages and a look back at historical data to come up with reasonable sales forecasts.

Those traditional accounting methods proved insufficient as the footprint expanded, so Beaman and his team started using AI technology to augment the predictions in 2019. They developed software that takes into account upwards of 20 different attributes to predict sales down to 15-minute intervals on a store-by-store basis.

“Each store has its own unique demographics, ordering behaviors, menu mix, and things like that,” Beaman says. “We had to create a model that is self-learning, that evaluates perstore what the best projection model will be, and that automatically adjusts the micro-tuning parameters based on each store’s makeup.

It looks at things like the weather, sales trends, and any local events that are going on that could impact sales. It also looks at what we’re doing intraday. If we’re having a really good sales day, or if we’re running a promotion that’s doing better than expected, it will automatically make those adjustments on the fly.”

Applications for the software go well beyond daily sales forecasts. Cafe Zupas has integrated AI projection models into nearly every aspect of the business. The proprietary platform keeps track of inventory and tells employees which ingredients and quantities they need to prepare in the morning as well as in the afternoon after the lunch shift. It automatically prints out expiration stickers. Product orders for produce and dry goods also are automated using AI projection models. Once a week, the system automatically builds a schedule for team members.

“Store leaders will say things like, ‘It used to take me four hours to count my inventory each week. Your approach takes me a few minutes, and it’s more accurate,’” says CMO JP Knab. “These systems are so easy to use that the managers can focus on training their staff and interacting with guests, instead of putting so many hours into getting all the details around inventory and spoilage correct.”

The proprietary tech stack was a major draw [CONTINUED ON PAGE 78]

C

afe Zupas prides itself on serving food that’s made from scratch daily. Its expansive menu of soups, salads, and sandwiches requires over 200 ingredients, with fresh produce being delivered daily.

“When you’re getting all of these different provisions, the spoilage rate is going to be very high, unless you have really good predictions,” says Wes Beaman, the 70-unit fast casual’s head of IT. Maintaining that commitment to freshness and quality while running a profitable business is no easy task, especially for an emerging brand. Co-founders Dustin Schulthies and Rob Seely realized early on they needed tight operations to scale the business.

“People told them, ‘You can’t do this. You can’t bring that many fresh ingredients into a quick-service space and have them ready every day,’” Beaman says. “They came together and said, ‘I think we can solve this with technology.’”

Schulthies and Seely—both with software backgrounds—tapped Beaman to develop an in-house program that was custom-made to meet the needs of Cafe Zupas and its expansive menu. He started building the company’s proprietary tech stack 10 years ago and

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CAFE ZUPAS (3), INGREDIENTS OVERHEAD: JENNIFER SILVERBERG, TOSSING IN BOWL: MANNY RODRIGUEZ

Automation has eased day-to-day operations for Cafe Zupas managers.

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INNOVATE

Fast Casuals Bite into Breakfast Mornings offer unmatched opportunities to drive frequency. Is the cost worth the gain?

BY SAM DANLEY

Bellagreen’s lineup includes healthy options like protein power bowls and parfaits, along with standard items like breakfast sandwiches and breakfast plates. It also offers indulgent items like French toast and biscuits and gravy, plus a better-for-you take on pancakes made with Greek yogurt.

“At the end of the day, people are either going to go for the eggs and bacon, or they’re going to go in the more gluttonous direction with pancakes and French toast, so there’s no need to tax your kitchen with a ton of variety,” Collins says. “There’s not a tremendous amount of unique products that we offer at breakfast. We tried to build the menu around things that we already have in-house, but we still have to make sure we’re not pushing the margins on the cost of goods with the additional items that are coming in.”

Bango Bowls takes a similar approach.

The seven-unit fast casual has been serving up breakfast, lunch, and dinner since it launched in 2017. Some items, like breakfast “flaninis” ( sandwiches served on pressed flatbread ) are exclusive to the morning, but for the most part, the chain serves its full lineup of açai bowls, toasts, sandwiches, and smoothies during all three dayparts, except some savory items like salads, poke bowls, and grain bowls, which are prepped in the morning and available starting at lunch.

“In order to execute on lunch that starts at 11 o’clock, we need to be in the restaurant bright and early to get everything going from an operational perspective,” says co-founder and CEO Ryan Thorman. “Our thought process was, ‘We’re going to have a team in the store already, so we might as well open the doors and try to make some money before lunch actually kicks off.”

Most menu items are assembled in as little as three steps, and the company has invested in cooking tools to keep the kitchens easy to operate. Combi ovens are the sole piece of equipment used to cook all of its bowls, toasts, and flaninis, which eliminates many of the labor-intensive tasks typically completed by chefs and line cooks.

That means the team members who are preparing the food are the same ones serving and interacting with customers.

“We’re able to leverage the same person as both back-of-house and front-of-house to keep our labor bottle pretty tight, but still open early and get those extra sales,” Thorman [CONTINUED ON PAGE 79]

F

or fast-casuals accustomed to lunch and dinner, the breakfast journey can be a tightrope act between revenue opportunities and increased operational costs.

“Yes, it’s going to have an impact on labor, and yes, it’s going to have an impact on operational costs,” says Bellagreen CMO Beth Collins. “You have to think about how you can mitigate that as much as possible.”

Bellagreen started testing daily breakfast at a single location this summer to capitalize on the traction it already had with brunch, a longtime offering served systemwide on the weekends.

The eight-unit chain typically offers freshly prepared salads, pastas, and sandwiches that cater to a range of dietary needs. It took cues from its existing lunch and dinner menu, along with brunch, to build its breakfast program.

“We wanted to roll out breakfast utilizing our brand DNA,” Collins says. “We looked at what our guests tell us they love about our food, like gluten-free, vegetarian, and protein-focused dishes.”

The key for fast casuals looking to layer on a third daypart is building a well-rounded but not overly extensive menu, she adds.

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ONES TO WATCH / CONTINUED FROM PAGE 14

FRANCHISE FORWARD / CONTINUED FROM PAGE 16

OPERATIONS / CONTINUED FROM PAGE 74

level, he believes his employees are there because they believe in the concept. They match Albisu’s culture of openness and creativity.

The Raleigh restaurant, which opened on August 28, is a prime example of Taco Bamba’s development. It is the first space outside of the Washington, D.C., metro area and the first standalone location.

Albisu partnered with Raleigh-based New City Design Group to brainstorm the interior and exterior with local touches and Taco Bamba’s signature black and red artwork. The 2,500-square-foot space seats 54 inside and 10 at the bar.

Unique to this restaurant is the covered and raised deck, which will provide additional outdoor seating and a picturesque view of the Carolina hillside.

Albisu’s goal with Taco Bamba is to provide guests with an experience of growth.

The rotating menus invite customers to go outside of their comfort zones and try something new. Each location is like walking into a new restaurant, the chef says.

The glue holding the taquerias together is the same high-energy atmosphere, overstuffed tacos and tortas, yearly promotions, and events. Every Wednesday in September, the Raleigh location participated in the restaurant’s annual “bar crawl” with cocktail specials and collectible glassware.

Additionally, as part of the grand opening celebrations, Taco Bamba gave away a free taco a week for a year to the first 100 guests.

At the Shirlington, Virginia, taqueria, which opened in June, the first 50 customers received a free travel mug that could be used for the complimentary coffee offered at all Taco Bambas until mid-afternoon with any purchase.

“We have people go to all the restaurants and try all the unique items once a year and give us their feedback,” Albisu says. “This is how we connect a lot of the dots [with promotions and events].”

While franchising is certainly not off the table, Albisu is focused on companywide growth first and keeping the brand’s ethos intact.

Two more Taco Bamba stores in the DMV area are slated to open in the next few months, while two others will come through the pipeline in late 2024.

“What sets us apart from everybody in the category is our team members and level of service,” Setterington says. “Some days it feels like hospitality is a lost art, and it makes me sad because that’s all I’ve ever done.”

Setterington describes the future of Island Fin Poke as opportunistic.

As the franchise program continues to grow, unique opportunities are popping up in the most unlikely of places: grocery stores, food trucks, and office building food courts.

“We don’t just take anybody, but there’s not a space that scares us,” Setterington adds. “Our nimbleness, ease of execution, and small footprint allows us to go into places where restaurants with more complexity can’t go.”

A veteran in the segment, Pokeworks came onto the scene in 2015 and quickly became a trailblazer in the segment as poke grew on menus by 135 percent from 2016 to the end of 2020, according to Datassential.

“Poke Your Way” options and rotating LTOs keep customers coming back for more, says Regina Cheung, CEO and CFO at Pokeworks.

“The Luxe Lobster Bowl has been one of our most successful LTOs to date,” she adds. “The LTOs keep our guests engaged … and it helps us stand out to be an innovator [in the space].”

Pokeworks embraces experimentation, from its viral poke burritos to its Garlic Spam Musubi. The concept is always trying something new to bring the “aloha spirit” to guests with new ingredients or sides that add to the overall experience, says the Pokeworks executive.

“Standing behind the chef-forward nature of our brand means utilizing all our existing ingredients to make a curated palette for foodies,” Cheung says. “We are also innovating outside of the poke entree, with smoothies, refreshers, and boba.”

With 72 units and counting, Cheung says the growth journey has felt organic.

The first Pokeworks location in Toronto, Canada, opened this year, and several other locations will follow.

Eat Up Canada signed a master franchise agreement with Pokeworks to develop 50 units over the next 10 years.

for Knab, who joined Cafe Zupas from Overstock.com earlier this year. He was impressed by the way those back-of-house efficiencies enhance overall employee satisfaction and translate directly into an improved customer experience.

“A lot of the reason why so many quickservice restaurant experiences are negative is because you have a team that is frustrated or overwhelmed,” Knab says. “They’re not getting the shifts they want. The food prep isn’t as easy as it should be. I think having these really simple systems is why people walk into a Zupas and get a friendly interaction. It’s because all of these things are running so well on the back end.”

The DIY ethos extends to the chain’s consumer-facing technology, too.

Cafe Zupas recently launched a revamped website, online ordering portal, and app.

“One of the things we had to solve for is the fact that those 200-plus ingredients end up being quite a few main menu items,” Knab says. “When you’re taking all of those ingredients down to dozens of different menu items and hundreds of combinations, and you’ve got people that are customizing their orders, it still has to come out as really simple to the customer.

Wes and his team are coding all of those experiences themselves. The end result is really clean looking and easy to use, even though there’s a lot of menu complexity.”

The IT team also recently released a selection of loyalty tools, and it’s working on applying more AI technology to facilitate one-to-one personalized communications with guests.

The custom tech takes longer to build, but the costs for off-the-shelf tools and the ones Cafe Zupas built for itself are comparable.

There could be some economies of scale as the company grows, since companies typically pay by restaurant for off-the-shelf products, but Beaman says the company would’ve taken the same approach regardless of the cost.

“That wasn’t our guiding principle,” he says. “The goal is to provide an excellent customer experience to our guests and make things as simple as possible for our team.”

Satyne Doner is a staff writer at QSR. She can be reached at sdoner@ wthwmedia.com.

Satyne Doner is a staff writer at QSR. She can be reached at sdoner@ wthwmedia.com.

Sam Danley is the associate editor of QSR. He can be reached at sdanley@wthwmedia.com.

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INNOVATE / CONTINUED FROM PAGE 76

says. “We’re not adding labor to execute on breakfast. I think that’s the key differentiator. If you have to add labor, then you have to understand what type of investment you’re willing to make to get that daypart going … The majority of our folks are already there working, so it’s really just about making sure we have enough time to get ready for the rest of the day while we still serve breakfast.”

The kitchen staff at Bellagreen also clocks in during the morning hours to gear up for lunch. Collins says that’s part of the reason the company decided to venture into breakfast service.

And while it’s managed to capitalize on that existing labor, expanding into a new daypart still entails some extra training, along with the addition of one back-ofhouse employee and two front-of-house employees.

“We’ve learned through this process that making an egg isn’t the easiest thing in the world, so that required a lot of hands-on training from the culinary team,” Collins says. “Getting the kitchen staff isn’t the risky part, though. It’s getting the cashier and having a couple front-of-house people coming in earlier than usual. The biggest concern is the impact on labor and making sure that we’re not busting the seams on those numbers by having these three additional people come in at 6:30 or 7 in the morning.”

Bellagreen expanded its test to two additional stores in November following several months of steady week-over-week increases in traffic and sales at the initial test site in Plano, Texas.

It will continue testing and monitoring the daypart with an eye toward rolling out breakfast across its entire footprint down the line.

“It’s a slow build,” Collins says. “It isn’t something that’s going to happen overnight. You’re going to see shifting behaviors, so you have to be patient and understand that it takes time for breakfast to take off. It’s not going to be a four-week process and then you’re done.”

Thorman's advice for fast casuals eyeing the breakfast market? Approach it with the same dedication and focus as you do for the lunch and dinner dayparts.

Sam Danley is the associate editor of QSR. He can be reached at sdanley@wthwmedia.com.

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www.qsrmagazine.com | QSR | DECEMBER 2023

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BACK PAGE

START TO FINISH

Andrew Kim President and CEO WABA GRILL

What was your first job?

My first job was in junior high as a paperboy delivering newspapers on my bike to homes in Los Angeles.

My first restaurant job was as a kitchen assistant at a hamburger joint owned by a friend’s family in high school.

What’s your favorite menu item at WaBa Grill?

My go-to is the WaBa Bowl (chicken and ribeye steak combination) with veggies and avocado. It’s a wellbalanced, bold-flavored and hearty meal. However, I think that my longstanding loyalty to the WaBa Bowl is going to be tested by our new Asian-inspired Boom Boom Tacos.

Who inspires you as a leader?Two groups of people quickly come to mind. First, our dedicated and hard-working Team Members at WaBa Grill. Second, our wonderful group of WaBa Grill Franchisees.

What’s the best piece of advice that other restaurant executives should hear? I’m a firm believer that we’re all in the people business and that a business will be in good hands if the people working there will be challenged to contribute and to grow professionally while being supported.

What are some of your interests outside of work?

I love golf and basketball, but my newest—and most exciting interest—would be my first grandchild!

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C

ountless brand attributes make WaBa Grill special. From our unique menu that features fresh cuisine, to our acclaimed reputation for tasty food delivered conveniently and quickly, our secret sauce is, well, not so secret. In fact, our brand continues to experience greater customer awareness and appreciation as more guests make WaBa Grill their destination of choice for Asian-inspired flavors.

One of the most important ingredients in our recipe for success isn’t something our customers can taste, nor is it something guests will experience while visiting one of our restaurants.

After more than 30 years in franchise and corporate law, including 15 years supporting various corporate legal and franchising initiatives for WaBa Grill since its inception, I’ve learned countless lessons.

The one I’m most passionate about, which has been a business priority since I became president and CEO of WaBa Grill in 2021, is the importance of nurturing the relationships among

DECEMBER 2023 | QSR | www.qsrmagazine.com

everyone invested in the brand. From franchisees and cashiers to customers and corporate employees, investing in those who invest in the organization is a practice that’s essential to supporting and maintaining brand growth.

Over the years, in representing many domestic and international franchisors and franchisees as a Certified Legal Specialist in Franchise and Distribution Law, I saw many issues in franchisor-franchisee relationships. The one that was the most common was the lack of commitment from franchisors to supporting and developing franchisees.

As WaBa’s top executive, I’ve prioritized comprehensive support initiatives for franchisees to ensure alignment on key functional areas, including operations, marketing, menu innovation and customer service.

We’ve raised the bar—along with our standards for franchisee support—and this has helped to sustain our growth. It’s also fueled our growth potential for years to come.

WABA GRILL

What’s your favorite cuisine aside from WaBa Grill? I’d have to say that my favorite cuisine aside from WaBa Grill is Italian.

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