QSR 321 November 2024

HOSPITALITY KEEPS

MAKING

A FRANCHISE TITAN

Garland XPress Grill

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EASY TO OPERATE

The easyTouch® screen design is simple and intuitive with Press and Go interface. Easy to use menu can be factory set or customized to your menu specifically. Set temperature, cook time, gap and food type. Reduces training yet ensures consistent results and quality.

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DEPARTMENTS

32 FRANCHISE FORWARD

Finding Your Franchise Fit

An operator's guide to finding the right concepts to partner with. BY SAM DANLEY

71 INNOVATE

Tapping into Gen Z's

Desires

Rubix Foods is using a new social media influencer program to gather vital insights on the younger generation. BY TALLULAH HAWLEY

73 OPERATIONS

Jumping from Zee to Zor Executives say having experience from both sides of the table is extremely helpful. BY SAM DANLEY INSIGHT 17 FRESH IDEAS Bold

Menu Experiences for the Year Ahead

Here are the culinary trends that will define 2025. BY MAEVE WEBSTER AND MIKE KOSTYO

30 ONES TO WATCH Naked Farmer

BY SATYNE DONER

Take

An emerging fast casual is winning with hyper locally sourced produce. BY TALLULAH HAWLEY

88

Allison Chavez

The Sweet Paris Cafe & Creperie cofounder shares what inspired her growing dessert concept.

GPS Hospitality CEO Tom Garrett serves a team dedicated to goals, people, and service.

PHOTOGRAPHY: GPS HOSPITALITY

EDITORIAL

BRAND STORIES FROM QSR

VICE PRESIDENT EDITORIALFOOD, RETAIL, & HOSPITALITY

Danny Klein dklein@wtwhmedia.com

QSR EDITOR

Ben Coley bcoley@wtwhmedia.com

FSR EDITOR

Callie Evergreen cevergreen@wtwhmedia.com

ASSOCIATE EDITOR

Sam Danley sdanley@wtwhmedia.com

SENIOR VICE PRESIDENT AUDIENCE GROWTH Greg Sanders gsanders@wtwhmedia.com

CONTENT STUDIO

VICE PRESIDENT, CONTENT STUDIO Peggy Carouthers pcarouthers@wtwhmedia.com

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

WRITER, CONTENT STUDIO Olivia Schuster oschuster@wtwhmedia.com

ART & PRODUCTION

SENIOR ART DIRECTOR Tory Bartelt tbartelt@wtwhmedia.com

FSR ART DIRECTOR Erica Naftolowitz enaftolowitz@wtwhmedia.com

SALES & BUSINESS DEVELOPMENT

VICE PRESIDENT SALESFOOD, RETAIL, & HOSPITALITY Lindsay Buck lbuck@wtwhmedia.com

VICE PRESIDENT, BUSINESS DEVELOPMENT Eugene Drezner edrezner@wtwhmedia.com 919-945-0705

NATIONAL SALES DIRECTOR Edward Richards erichards@wtwhmedia.com 216-956-6636

NATIONAL SALES DIRECTOR Amber Dobsovic adobsovic@wtwhmedia.com 757-637-8673

NATIONAL SALES MANAGER Mike Weinreich mweinreich@wtwhmedia.com 561-398-2686

CUSTOMER SERVICE REPRESENTATIVE Tracy Doubts tdoubts@wtwhmedia.com 919-945-0704

CUSTOMER SERVICE REPRESENTATIVE Brandy Pinion bpinion@wtwhmedia.com 662-234-5481, EXT 127 FOUNDER Webb C. Howell

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The small base station footprint allows you to save precious kitchen space without sacrificing capabilities. With APEX Plus, your base station is also your timer, saving hundreds of dollars on installation costs!

An optional secondary display keeps you updated on your drivethru metrics, enabling you to make real-time improvements easily and intelligently.

The lightweight APEX headset provides durability and comfort for your staff, allowing them to do what they do best: take care of your valued customers.

Leadership Switch-A-Roos

Every year since the pandemic ended seems to be defined by some overarching theme. While the increase in value-oriented deals has gained a lot of attention in 2024, that’s not the only major trend we’ve seen across the industry this year.

When it comes to the workplace, a rash of CEO/leadership changes has swept through quick service and full service. Major chains like Starbucks, Papa Johns, Shake Shack, Red Lobster, Outback Steakhouse, and more have announced shifts. But they’re not all for the same reason.

For instance, former Shake Shack CEO Randy Garutti announced his retirement at the end of 2023, leaving the chief executive spot void. A few months later, the fast casual announced former Papa Johns CEO Rob Lynch as the next leader. Following Lynch at Papa Johns is Todd Penegor, who previously served as CEO at Wendy’s—quite the musical chairs dance over the past year.

Other transitions have been directly linked to poor performance. Former Starbucks CEO Laxam Narasimhan was let go earlier this year after entering his role in March 2023. His short tenure was marred by an Israel-Palestine conflict that appeared to have led to boycotts against shops in the U.S. Also, several complaints about speed of service—in addition to competition from other rising beverage chains across the country—have caused lower sales and slower traffic. So, in August, Starbucks announced former Chipotle CEO Brian Niccol as its next leader without any prior notice to the public that a change was coming. And the coffee chain was

pretty serious about luring Niccol; he received a compensation package worth over $100 million and didn’t have to relocate to Starbucks’ HQ in Seattle.

Another major movement is the growing diversity in the C-Suite.

A number of women have been named CEO of major restaurant chains this year, including Whataburger’s COO Debbie Stroud (she will take over officially on January 1), Handel’s Jennifer Schuler, Smashburger’s Denise Nelsen, Taco John’s CEO Heather Neary, and El Pollo Loco’s Liz Williams to name a few.

Change can be scary, but brands must evolve and adjust to current employee and customer dynamics. That’s why we started our annual Best Brands to Work For list two years ago—to highlight those concepts willing to improve the environment for its workers. In addition to proper leadership changes, that also means a focus on wages, training, benefits, and workplace conditions. Some chains are resigned to the fact that restaurants are a career pit stop for better things, while others create a transparent ladder for hourly employees to move their way up.

COVID drove much of these changes as employers implemented many services to claw back staff. And to many chains’ credit, they’ve kept up with the changes. The chains who win are those that choose to not remain stagnant. Sticking to “how things usually are” is a dangerous mindset that stifles growth and creativity.

Adaptation is arguably an operator’s most important skill.

Ben Coley, Editor

FUELING RESTAURANT EXPANSION FOR OPERATORS WHILE FEEDING MILLENIALS

Unlock new opportunities with a brand winning over younger consumers.

Younger generations are looking for increasingly diverse o erings for their meals. Gen Z and millennials rank highest in spending for eating out but simultaneously are the generation most likely to look for healthier options while dining out. Fifty-three percent of millennials eat out at least once a week, according to a study from Morgan Stanley Research. More than half of consumers report wanting healthy options for entrees, and 64 percent of consumers want to see salads even if they opt for a more indulgent treat, according to Datassential. The key for operators to continue thriving in an increasingly competitive market may be to look for concepts that lean into younger generations’ spending and dietary preferences.

“ WE HAVE 23 UNITS OPEN NOW AND EXPECT TO DOUBLE OUR UNITS SIGNED IN THE NEXT 18 MONTHS.”

With consistent growth in underrepresented markets and the healthy, fast-casual sector, current franchise partners are clamoring to open more units. “Multiple Currito franchise operators are asking to open more locations,” Geiger says. “Many franchise partners are so happy, they invite connections to apply for franchise partnerships. Because of these positive experiences, franchise unit growth is occurring very organically.”

Another key reason franchise partners are drawn to Currito is the strong support o ered by the team throughout the partnership, along with the company’s dedication to financial transparency. “We have a $30 thousand franchise fee with a reduced fee of only $25 thousand for units 2–10 and a six percent royalty,” Geiger says. “We have 23 units open now and expect to double our units signed in the next 18 months. We are being very strategic about our growth plan by growing outward so we can support our restaurant owners.”

Finding an ideal brand to partner with is a tall order, but one that is growing more necessary for many multi-brand operators with limited white space for their traditional concepts. Currito, an up-and-coming fast-casual brand, is catering to operators’ need to diversify and satiate younger consumers’ desire for healthier, convenient options. “Being a fast-casual concept that focuses on healthy choices was one of many drivers that resulted in our franchise partners’ record results in 2023,” says Scotty Geiger, VP of Franchise Development for Currito.

These benefits come from the top, in large part, because the owners are both restaurant operators themselves and are invested in supporting current and prospective franchise partners in the ways they know matter. With 23 units currently operating, future franchise partners can expect a hands-on approach, as the owners are experienced, generational restaurant owners themselves.

For experienced operators who have franchised with other brands and are looking for white space, Currito provides a fresh opportunity ready to be brought to new locations across the U.S. “The biggest reason to choose Currito is the growth opportunity with a proven brand that has been around since 2005,” Geiger says. “We have spent the last five years streamlining our operations and optimizing restaurant-level profitability. Currito is now ready to explode with our franchise partners leading the path to success. We have available territories that operators won’t find with other saturated concepts.”

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The annual Women in Restaurant Leadership Summit is scheduled for February 19 and 20.

SAVE

Women Leading the Way

The Women in Restaurant Leadership Summit returns to Nashville.

QSR AND FSR MAGAZINES ARE PROUD to once again host the Women in Restaurant Leadership Summit for a second year. The event will take place February 19 and 20 at Grand Hyatt Nashville.

The Women in Restaurant Leadership Summit (WiRL) gathers female leaders from across the hospitality industry. It focuses on mentorship, career advancement, networking, and education, offering workshops and discussions on leadership, marketing, finance, and personal development.

Join us as we work together to create positive change in the restaurant industry. The event is ideal for restaurant brands of all sizes, from any corner of the sector, quick and full service, chains to independents. It will be an accessible and open forum, whether you’re high up in the C-level or just starting out your restaurant career.

Scan the QR Code to find out more information and register.

In August, Restaurant365 released findings from its midyear industry survey

The company heard from almost 3,700 representatives from the quick-service, fast-casual, casual-dining, and fine-dining locations about challenges and opportunities and plans for investment in technology, sales, and team member support.

64% said labor costs increased by 1 to 5 percent

37 % said they are prioritizing staff enhancements

CRUNCHING THE NUMBERS:

• Eighty percent said labor costs increased.

Sixty-four percent said it rose 1 to 5 percent. This is a decrease from the end of 2023 when 89 percent said labor costs grew, with 54 percent saying 1 to 5 percent.

• 80 %

WHAT THE FUTURE HOLDS:

• Thirty-nine percent said they’re focusing on investments in sales, marketing, and related technologies for the rest of 2024. Thirty-seven percent said they are prioritizing staff enhancements, such as more training, recruitment, salaries, and other benefits.

• 37 % also said food costs increased. Fifty-one percent said 1 to 5 percent and 40 percent said they’ve seen 6 to 14 percent inflation.

Thirty-eight percent said sales is the top concern, followed by 24 percent saying recruiting and retaining staff, 18 percent saying labor costs, and 16 percent saying food costs. Although sales is the top concern, 49 percent of respondents reported sales increases in 2024, and 35 percent reported a drop.

• More than 55 percent said employees spend one to two hours per week on training. About 40 percent of respondents rely on shoulderto-shoulder training. Eighteen percent use any form of digital or mobile training. said they’re expanding catering operations. Twenty-five percent said they were investing in special events and one-off promotions, and 24 percent said they were focusing on takeout and delivery options.

• More than 68 percent said they’re doubling down on sustainability practices. More than 39 percent will prioritize food waste tracking, 21 percent will invest in improved forecasting to optimize ordering, and 16 percent will boost training to prevent employee-level waste.

“After more than a decade of building technology to help restaurants thrive, we’ve seen many cycles of the industry and know how resilient restaurant leaders are adjusting to changes in market dynamics,” Restaurant365 CEO and cofounder Tony Smith. “We’re committed to investing in our product to provide the helpful tools they need to become the profitable and successful restaurant of tomorrow.”

How One Brand Achieved 70 Percent Growth in Three Years

Why franchisees in the U.S. and abroad are getting in on this expanding brand.

The fast-casual restaurant market is being pushed harder than ever by consumer demands from health and quality to technology-driven experiences. Success takes commitment to innovation and brand excellence to stand out and remain competitive. Slim Chickens, a rapidly expanding brand has met these challenges while providing ample opportunities for franchise owners to grow. With nearly 300 opened locations and 1,200 units in development, experienced operators across the country are eager

to diversify with a leading chicken brand. This attention is furthered by Slim Chickens AUV, which boasts an average of almost $2.5 million and a top quartile of $3.8 million.*

“Slim Chickens opens nearly one store a week, and we’re expanding into new states and countries, with very experienced multi-unit franchisees,” says Jackie Lobdell, vice president of franchise development. Slim Chickens’ rapid expansion has been possible because of its extensive support system for franchises, from Slim Chickens University to two weeks of in-person assistance for franchisees’ first and second store openings. Franchisees can count on continued support, educational opportunities, and a collaborative partnership. “Our Slim Chickens University provides continuous training sessions throughout the year for GMs and assistant managers,” Lobdell shares.

This support is key for franchisee success when opening their first stores but also for fighting labor challenges that plague the industry. With consistent educational opportunities for employees, Slim Chickens can aid employee retention. According to a recent LinkedIn study, 94 percent of employees would stay with an employer longer if it invested in their training and development. Many fast food brands struggle with employee retention, but Slim Chickens maintains a good culture and consistency as the brand grows ensuring employees and operators have the support to meet their needs and make them a success. “We have a ranking system with very strict guidelines that all franchisees must meet, ensuring consistency across all locations,” Lobdell says. “If a franchisee is struggling with operational standards we have the specialized teams and resources to help them in every way.”

The brand growth can be seen in the numbers. “We’ve seen a 40 percent increase in same-store sales over the past 4–5 years, which is a testament to our teams and franchisees,” Lobdell says. Furthermore, experienced franchise partners recognize the strength of this brand lies in the simplicity of its menu and commitment to quality, fresh ingredients. “Our food is fantastic, and we’re very careful about our menu choices and the quality of our food,” Lobdell shares.

A simplified menu with chicken as the only protein allows streamlined back-ofhouse processes. The food is accompanied by 14 dipping sauces, allowing consumers to mix and match flavors as much as they want so they never become bored. Furthermore, Slim Chickens prides itself on making its two most popular sauces, ranch and cayenne ranch, from scratch, a unique aspect that consumers notice and appreciate. “People comment on our ranch all the time, and our cayenne ranch, which might be the number one sauce, is made fresh as well and people love it,” Lobdell says. “Ranch is one of those things where it’s not a complicated recipe, but the difference in flavor profile, fresh-made versus pre-packaged, is insane.”

In addition to its strong commitment to quality food, Slim Chickens is also embracing technology and innovation to streamline operations and enhance the customer experience. “Our chief technology o cer is working on implementing AI in the drive-thru and digital integrations to make things easier for franchisees and save them money,” says Lobdell. By integrating AI in the drivethru, Slim Chickens improves the speed of service while maintaining accuracy, a crucial factor in customer satisfaction in today’s fast-paced world. Furthermore, Slim Chickens is implementing kiosks in

all of its global locations, and new U.S. restaurants are being equipped with this technology as well, ensuring customers can enjoy seamless ordering experiences.

The brand has been experimenting with double-lane drive-thrus for years, a feature helping maintain e ciency during peak times. “We have escape lanes in the drive-thru, so if your food is ready before the person in front of you, you can get your food and leave quickly,” Lobdell explains. These innovations enhance the customer experience and optimize operations, making Slim Chickens a forward-thinking brand that meets modern consumer demands.

Despite its advancements, Slim Chickens remains rooted in its core values of Southern hospitality and exceptional customer service. “Southern hospitality, or elevated customer service, is a core part of our brand,” Lobdell says. “We want our customers to experience great food, and great customer service.” By combining cutting-edge technology with authentic, made-to-order meals, Slim Chickens has successfully positioned itself as a leader in the fast-casual restaurant space, o ering both franchisees and customers a best-in-class experience.

In a market where competition is fierce and consumer expectations continue to rise, Slim Chickens has found the ideal balance between tradition and innovation. This balance and success is reflected in its impressive growth. Slim Chickens has experienced 70 percent restaurant growth over the last three years. By staying true to its roots of serving high-quality, Southern-inspired meals, while also embracing advanced technologies, the brand has created a unique space for itself in the quick-service industry. The success of Slim Chickens is a testament not only to its commitment to food quality and it’s experienced multi-unit franchisees, but it’s focus on franchisee support and operational e ciency. “Our goal is to make our franchisees successful and profitable, and we’re always asking how we can improve,” says Lobdell.

As the brand continues its rapid expansion, adding more locations and embracing new technologies, it remains focused on delivering exceptional customer experiences. Whether through fresh-made sauces that set them apart or the implementation of AI to streamline service, Slim Chickens has proven it is a brand that meets the demands of the modern fast-casual restaurant landscape without compromising its core values. With its sights set on future growth, Slim Chickens is poised to become a dominant player in the industry, o ering franchisees and customers alike a taste of excellence.

EDUCATE YOURSELF

QSR’s webinar series tackles hot topics in foodservice—and best of all, you can learn from the comfort of your own office. Take a deep dive into our collection today!

fresh ideas

Discover the interesting trends, new ideas, and sensory activities that will redefine value and excite consumers in 2025.

Bold Menu Experiences for the Year Ahead

BY MAEVE WEBSTER AND MIKE KOSTYO

Every year, the food industry collectively scrambles to determine the top trends that will define the months ahead. These are the foods, flavors, ingredients, and dishes that are supposed to keep your concept and menu fresh and exciting in your customer’s eyes— shortcuts to success, you might say. The past decade are filled with the “it” trend of the year: avocado toast, gochujang, ube, birria, etc. There is one overarching customer need to keep in mind as we head into 2025: customers are looking to you for something new. Consumers have been in a funk for a few years now, leading to terms like “permafunk” and “bed rotting” (where consumers spend the entire day in bed, refusing to interact with the world). Today more

consumers are experimenting with new foods and flavors at home than they are at restaurants, a momentous change from pre-pandemic times, when customers mainly trusted chefs to introduce them to something new.

So it’s time to give them something fresh. After years of nostalgia and comfort foods, it’s time to get consumers excited again. It’s time to start getting creative, focusing on innovation and showcasing what consumers love about restaurants again. Consider this report the first step in creating bold new ideas, menu items, marketing initiatives, and experiences that will jolt your customers out of their malaise and chart a fresh, exciting path forward for your concept.

After serving guests comfort and nostalgia, now is the time for excitement.

TRENDS & VALUE: GIVE CUSTOMERS A FRESH PERSPECTIVE ON VALUE AND PRICING

Over the last year, food has experienced some of the highest rates of inflation. From skimpflation and shrinkflation to higher prices at restaurants, consumers are feeling the squeeze. The result is increased tensions between consumers and the brands they purchase, with 24 percent of consumers now feeling like they have to constantly watch their back because brands and restaurants are constantly taking advantage of them.

Yes, price is a key contributor to the perceived value of a purchase at foodservice. And extended periods of rising prices on menus has led 43 percent of consumers to want lower prices at restaurants in 2025.

But price isn’t the only factor. True value, value that is sustainable and impactful, is driven by more factors. When value is based on unique experiences, hospitality, consistent quality, and reliability, higher prices are less painful. Value underpinned by more than just cheap prices can and does drive greater patron loyalty, increased

traffic, and greater acceptance of price increases.

No one wants to be taken advantage of, and that includes businesses. There are a lot of pressures now forcing prices to increase. Even though consumers may hear about legislation increasing minimum wages or understand food costs are rising, without effective communication they won’t immediately connect the dots. Remember, though, they are being squeezed. Realistically, we are all in this together, and communication with your patrons should focus on that.

How are you building greater value into your patron experience? If compromises on quality must be made, how are you offsetting those compromises to mitigate poor consumer perceptions. If portion sizes decline, can you increase the quality of key ingredients to offset that shrink? Can you improve the atmosphere or the hospitality to help support higher prices? Is technology eliminating pain points to improve the customer experience?

Increased costs must be addressed and tough operational decisions must be made to protect profit margins. These decisions can’t be made in a vacuum, discounting the customer experience. The decisions made to protect your interests should dovetail with

% of consumers now feel like brands and restaurants are constantly taking advantage of them

% of consumers to want lower prices at restaurants in 2025

Can you improve the atmosphere or the hospitality to help support higher prices?

THE BEST NATURALLY BALANCED

fresh ideas

improvements for your customers. They may not understand your business dynamics, but they will understand efforts to make their lives easier or better.

Take the time to find, and address, any value pain points. If you don’t, consumers will notice and go elsewhere.

TRENDS & VALUE: GIVE CUSTOMERS NEW SENSORY EXPERIENCES

As consumers embrace a more optimistic and bolder approach to life, inherent in this is the desire for new sensory experiences. Food and dining away from home are among the few full sensory experiences a consumer can enjoy, alone or with others, and embracing

all the senses is the best way for operators to truly connect with their patrons.

When asked to rate their senses in order of importance when selecting foods and beverages, it’s not surprising taste was ranked either #1 or #2 by 69 percent of consumers. Taste is critical, and taste exploration and experimentation is a key part of new experiences.

After years of focusing on the Instagrammability of foods, you may have guessed that consumers ranked sight second —but that’s not the case. Sixty-one percent (61 percent) ranked smell and aroma second. How effectively is aroma being used to create unique new experiences for consumers? This is particularly true at time when cold beverages are far more commonly consumed. Consciously innovating against aroma can change consumer experiences and reset expectations.

69 %

• 61 % ranked smell and aroma second

What cold beverages have lost in aroma, this category has certainly gained in textural exploration. While touch may have been ranked low in importance by consumers, there’s no doubt unique textural experiences have drawn consumers in through innovation in restaurants and social media. From boba and cheese foams to crackle coffee and fluffy Coke, texture elevates and surprises.

Sensory experiences extend well beyond the foods and beverages, starting when a consumer enters and following through to the end of the meal, which may be off-site or as they leave the property. Remember, all the senses should be engaged and thoughtfully considered to create not only new experiences, but the right sensory experiences unique to an operator’s brand. This includes the hospitality offered by employees and the interactive technology used to enhance or ease a patron’s experience.

In the end, sensory experiences elicit emotional responses and emotions resonate far more with consumers than any one trend. Unique and impactful sensory experiences will hit consumers emotionally. What emotions do you want to provoke from your patrons? What emotions would the ideal experience at your units or with your offerings draw out? Should the emotional experiences with your brand evolve through the experience?

Over the past twelve months, consumers have become more focused on sincerity and authenticity, and that’s as true for sensory experiences as it is for marketing and communications. Just as insincere communication can undermine trust in a brand, similarly insincere sensory experiences can lead to skepticism and a lack of faith in the overall experiences. Great food can be undercut by experiences that seem forced, artificial, or too consciously designed to elicit certain emotions. Make sure your experiences are as authentic as your brand voice and strategy. Liquid Death has perfected the art of truly unique but utterly authentic communication. Your communication and experience doesn’t need to be as weird, but it should be as distinct and utterly recognizable.

Maeve Webster and Mike Kostyo are guest writers from strategic consulting firm Menu Matters.

From boba and cheese foams to crackle coffee and fluffy Coke, texture elevates and surprises.

of consumers ranked taste as #1 or #2 most important sense

Menu Trend Power Plays

Menu Trend Power Plays

In 2025, customers will continue to seek out the next exciting experience, but their expectations are evolving. It won’t just be about the latest dish or trending flavor, it will be about the story behind the food and the overall dining experience. Consumers will crave menus that offer a balance between familiar comfort and unexpected innovation, with a focus on sustainability and wellness. Incorporating these elements into a restaurant’s offerings will keep menus fresh and relevant and demonstrate a commitment to the values that matter to today’s diners. Staying ahead of these trends will ensure that restaurants remain top of mind and continue to excite loyal customers.

In 2024, quick-service restaurants are stepping up their beverage game. Starbucks is the second largest fast-food company worldwide, in terms of brand value in 2022, with a value of 61.7 billion U.S. dollars, according to Statista. For restaurants striving to stay competitive, creating a menu with specialty drinks and flavors catering to younger generations is a smart way to increase profits and drive traffic.

Gen Z and millennials are particularly drawn to beverages with a caffeine boost, such as coffee and tea. Whether at a cafe, restaurant, or drive thru, consumers are seeking out new and innovative drink options.

Matcha is a green tea powder that can be used to create a variety of caffeinated beverages, from lattes to lemonades. Matcha is predicted to outperform 99 percent of all other food, beverages, and ingredients over the next four years, according to Datassential. “People are always looking for the next flavor and the next big thing,” says Angela Thompson, senior beverage innovation director at Monin. “I’ve noticed matcha appearing more on restaurant menus. A few years ago, I didn’t think it would be this prevalent, but now it is.”

Traditionally, matcha is a powder that can be difficult to work with. It often requires multiple steps for preparation, including

STAYING ON TOP OF BEVERAGE TRENDS

Consumers want to see this in quick service.

whisking in one container and transferring to another, which can lead to a grainy texture and inconsistent results. This process can be messy and time consuming.

A solution that is opening doors for quick-service restaurants is Monin’s Matcha Green Tea Concentrate. The liquid concentrate streamlines matcha preparation to more easily craft lattes, smoothies, lemonades, cocktails, and even baked goods.

“Since it’s already mixed and lightly sweetened, operators don’t have to worry about the messiness of powder or the risk of inconsistent mixing,” Thompson says. “It’s always going to be the same—one ounce of matcha concentrate with seven ounces of liquid. This takes out the guesswork and ensures every location serves a consistent and high-quality product, instead of having different recipes or variations depending on the individual making it.”

Monin’s Matcha Green Tea Concentrate has 40mg of caffeine per serving, making it the perfect alternative to coffee. “It still gives you a good kick with about half the amount of caffeine as coffee,” Thompson says. “Gen Z and millennials tend to prefer teabased drinks, and matcha has a health halo that coffee doesn’t, while adding variety to the menu.” It pairs nicely with coconut and other trending Asian flavors such as taro and yuzu.

Clean label and made with organic Japanese matcha powder, Monin’s matcha concentrate gives operators the ability to charge a higher price, and consumers are willing to pay. “It is understood that matcha is a luxury item on the menu,” Thompson says. “Highlighting it contains organic matcha is an important point, especially for younger customers like Gen Z and millennials.”

For operators looking to serve more beverage options, offering a trendy, versatile, and caffeinated product like matcha can drive customer interest, and boost profits. “Customers are used to getting premium drinks at specialty shops, and now they can get high-quality matcha at quick-service spots as well,” Thompson says. “It’s nice to see everyone step ping up their game.”

-By Olivia Schuster

Made Simple

HOW MODERN CONSUMERS ARE EATING PROTEIN

Increasing value, taste, and nutrition.

According to Strategic Market Research, 70 percent of U.S. citizens eat plant-based foods. However, the number of people who identify as vegan or vegetarian in the US is much lower. About 4 percent of the US population identifies as vegan and about 5 percent as vegetarian.

This means there is a huge demand for vegetableheavy dishes, but a small percentage want a meal solely of plants. “There is a plant-forward movement,” says Chef Barbara Alexander, a consultant for Real California Milk. “It’s where the focus in the diet is primarily on plants, but being open to animal products like dairy or meat.”

While increasing plant intake can have benefits, plant-only dishes can lack depth of flavor and may leave diners unsatisfied. Adding animal-based ingredients like dairy is an easy way to add flavor and nutrition and increase the perceived value of plant-forward meals.

“Without the richness and depth that comes from fat, these meals may leave diners wanting more. By incorporating dairy, chefs can address this gap,” Alexander says. “California cheese, for example, brings that element of umami, deliciousness, and craveability to plant-forward dishes.”

According to a 2024 California Milk Advisory Board study, 74 percent of operators rank the nutritional content of products as important or extremely important among purchasing factors of dairy products. Dairy products offer a good source of protein and essential nutrients like calcium, vitamin D, and potassium. With these benefits, operators can justify a higher price and attract customers seeking healthier meals.

“I think there are two ways to add perceived value to a dish: either by incorporating luxurious ingredients or by layering flavors,” Alexander says. “Too often, plant-based dishes like chickpea salads are basic, but you can elevate them by adding components like yogurt or cheese, which brings texture and flavor to the next level.”

When sourcing dairy, Real California Milk stands out for its quality and reliability. With over 1,000 family-owned dairies and USDA-inspected products, California’s dairy industry offers a dependable supply of award-winning dairy yearround. The state’s favorable climate ensures a stable production process, keeping costs and product availability consistent for operators.

“I’m very confident in California dairy,” Alexander says. “I know that when I present it to chefs, they’ll be impressed with the quality.”

Real California Milk offers a diverse selection of over 200 brands, featuring everything from mozzarella and pepper jack to artisanal cheeses and a wide variety of Hispanic-style cheeses.

“Hispanic-style cheeses are often boxed into Latin American cuisine, but they have so many other uses,” Alexander says. “California cotija is a fantastic and inexpensive Parmesan replacement, and California queso fresco can be used as a feta substitute. For example, a watermelon salad with cotija and crema adds a unique twist by pairing sweetness with salty, rich cotija and crema.”

By incorporating Real California dairy products into plant-forward meals, operators can deliver delicious, nutrient-rich dishes that keep customers coming back—proving that plant-forward dining can be indulgent and satisfying. -By Olivia Schuster

CHEF

SHARES THE SECRET OF HIS SIGNATURE DISH!

Elote — F i re roasted cor n with s p icy ma y o, lime an d C a li fornia Cotija cheese a t Elote Ca fe in Sedona, Ariz

PEOPLE L OVE OU R SIGN ATU R E TA K E O N E LO T E SO MUC H … T H E FL AVO R SECRE T IS OU R SPICY COM POU N D M AYO AND C ALIFORNI A

GEN Z AND MILLENNIALS ARE DEMANDING THESE TRENDS

How to cater to younger consumers' demands in fusion flavors.

As Gen Z and millennials continue to dominate the food market, operators and chefs are under increasing pressure to adapt to their evolving tastes. Favoring bold, innovative, and authentic ethnic flavors while prioritizing sustainability and health, Gen Z and millennials are driving significant changes in how the industry develops menus.

According to a study by Gordon Foodservice, 61 percent of millennials want to try unique and innovative foods. Meanwhile, Gen Z is the most diverse generation, which is reflected in its food preferences. Restaurants must meet this growing demand by offering exciting flavor experiences that captivate customers.

Chef Mitchell Aboujamra—the owner and executive chef at Evette’s, located in Chicago—is a first-generation LebaneseAmerican who grew up immersed in three food cultures that

serve as his foundation: Lebanese, Mexican, and Midwestern. Chef Aboujamra is constantly innovating and offering new dishes to consumers. “My restaurant is a Lebanese and Mexican fusion,” Aboujamra says. “My dad and his friends played a role in everything I learned. The result is a restaurant that’s 70 percent Lebanese and 30 percent Mexican, with the taco as the vessel for everything else.”

Fusion food restaurants—like Chef Aboujamra’s—are great for highlighting authenticity while providing bold innovations younger consumers are hungry for. Conversations about fusion cuisine have increased more than 18 percent over the past year, with the dominating diet being vegan, according to Tastewise.

A whopping 79 percent of Gen Z reported being “eager to go meatless” a few times a week with 60 percent saying they are

ready to base their diets on “plant-forward foods,” according to a new survey by YouGov and WholeFoods Market.

“Introducing plant-based options like MorningStar Farms® just feels like a natural evolution. My mom grew all our vegetables on a farm, so we always had fresh produce,” Aboujamra says. “Meat was important, but there were always natural meat replacements like eggplant and Halloumi in our diet.” Plant-based proteins are a good way for restaurants to indicate they are innovative while offering consumers a familiar format to experiment with plantbased proteins.

For Chef Aboujamra, finding ways to innovate and be creative while remaining true to his brand are at the core of his fusion offerings and ideals. Because of that and with the rise in demand for plant-based meat alternatives, Aboujamra began the search for a vendor that could cater to consumers' and his needs as a chef and operator.

Plant-based proteins are a good way for restaurants to indicate they are innovative while offering consumers a familiar format to experiment with plant-based proteins.

“It’s about smart options. I wanted a variety that fit the brand and made sense for what I was doing,” Aboujamra recounts. “Over the years, I’ve introduced something new each year targeting different communities.” This year brings the introduction of MorningStar Farms Plant-Based Chik'n Tenders in October, which Aboujamra will be introducing in multiple formats.

These chik’n tenders will be incorporated into his menu, catering to a variety of palates while staying consistent with his brand’s unique fusion style. “Consumers are looking for ways to safely experiment with new foods, and brand recognition is key, especially with vegan and vegetarian options,” Aboujamra says. “It makes it easier to introduce new options when the brand is trusted.”

Aboujamra’s strategy of incorporating plant-based options into his offerings has proven successful in the past. “When we launched falafel, it took off more than I could have anticipated,” Aboujamra says. “We’re going through more and more every month, and the same happened with our sweet potato fries. I think this new option with MorningStar Farms will follow a similar path.”

The rising demand for plant-based options isn’t just a passing trend—it's becoming a permanent fixture in menus across the foodservice industry, especially as Gen Z and millennial consumers increasingly seek out alternative proteins. Restaurants that cater to this demand are attracting these younger consumers but also positioning themselves as forward-thinking and adaptable.

For Chef Aboujamra, adding MorningStar Farms products to his menu is about maintaining the authenticity of his brand while giving diners the choice to enjoy familiar dishes in plant-based formats. “MorningStar Farms fits perfectly into that approach, giving me more options without compromising on the brand’s identity,” Aboujamra says. “It’s all about giving everyone the same experience with just a different protein choice.” This approach ensures his menu appeals to a wide range of dietary preferences while maintaining the core identity of his Lebanese-Mexican fusion concept.

The versatility of MorningStar Farms products also allows for creativity in the kitchen, something that’s important for chefs looking to expand their offerings without dramatically altering their operational flow. “We’re using those chik’n tenders as an option for everything, and I hope, after October, this becomes permanent,” Aboujamra says. He plans to incorporate the MorningStar Farms Plant-Based Chik'n Tenders in a variety of dishes, from tacos to bowls, offering consumers the same flavorful experience they’ve come to expect from his restaurant, but with a plant-based twist.

Aboujamra emphasizes that the texture and quality of plantbased products play a critical role in their success. “I think the best options will start to stand out as the trend grows. For me, it’s about the quality and texture, which MorningStar Farms nails. The versatility of their products makes it easier for me as a restaurateur to create something that resonates with my customers while keeping loss low,” he explains.

As plant-based eating continues to rise in popularity, chefs like Aboujamra are paving the way for its seamless integration into menus without compromising on taste or quality. Consumers— especially younger consumers making up a larger portion of the market than ever before—are demanding options and innovations that suit their lifestyles. For Aboujamra, it's all about balance—offering bold, innovative dishes that reflect his heritage while providing smart, plant-based alternatives that cater to modern dietary preferences.

With the plant-based trend gaining traction, it’s clear that chefs and restaurateurs who embrace this movement will not only attract a broader customer base but also strengthen their brand’s reputation for innovation and sustainability. As Aboujamra continues to experiment with new ingredients and products like MorningStar Farms, his restaurant serves as a model for how to offer inclusive and exciting dining experiences that meet the evolving tastes of today’s consumers. -By Ya’el McLoud

AN EASY WAY TO INCREASE QUALITY, NOT COSTS

High-quality pork at stable prices for food service.

When inflation bites and supply chains get tangled, some operators cut corners where it counts the most— sacrificing quality and flavor for cost. But choosing cheaper, lower-quality products could mean losing the very thing that keeps customers coming back: real, premium protein and honest-to-goodness taste.

According to the recent TouchBistro Diner Trends Report, 68 percent of diners said food quality is their top priority when deciding where to eat. Today’s consumers crave clean, all-natural, and organic ingredients, and operators are feeling the pressure to deliver without breaking the bank. It’s a delicate balance—sourcing high-caliber, costeffective ingredients that satisfy discerning palates and work across multiple SKUs.

When it comes to working with pork, particularly bacon, it can be a handfulrequiring extensive back-of-house labor from storage to preparation.

North Country Smokehouse’s newest innovation, Applewood Smoked Bacon Crumbles®, is designed to address consumers’ growing demand for high-quality proteins without compromising the bottom line.

“There’s no extra work involved,” Mattera says. “Employees simply open the package and plate, keeping operations moving without sacrificing flavor. Operators aren’t giving up anything to save money; they’re leveling up while saving on labor."

Known for being a premium brand that doesn’t cut corners, North Country sources its pork from its independent, family-run farms. From feed to finishing and further processing, it controls the entire process. This vertically integrated approach sets the company apart and ensures steady pricing and a seamless supply

chain for its customers, while others are left riding the waves of market fluctuations.

Finding the right fully-cooked bacon crumble to round out a menu adds value when done right. Traditionally, bacon bits can be dry, dusty, and artificial in flavor and appearance. Many brands are bland and don’t meet the savory, fatty, and satisfying bacon flavor consumers crave. “What’s most notable about the new crumbles, in particular, is their exceptional flavor and meaty mouthfeel,” says Mattera. “It has the same low and smoked flavor as the signature smoked strips we’re known for.”

In today’s challenging market, sourcing quality ingredients while managing costs is essential for operators looking to remain competitive. North Country Smokehouse, with its commitment to vertical integration and product excellence, provides a food service solution that ensures high-quality products, stable pricing, and a consistent supply chain. By offering premium options like Applewood Smoked Bacon Crumbles®, operators can elevate their menus with products that enhance flavor and satisfy customers’ expectations for quality and customization.

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

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

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

Meaty Mission Accomplished.

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ONES TO WATCH

Naked Farmer

Across Florida, the fast casual is bringing back hyper locally sourced produce to create a sustainable cycle for the communities it serves.

BY TALLULAH HAWLEY

HEADQUARTERS: Tampa, Florida

YEAR STARTED: 2020

ANNUAL SALES: NA

TOTAL UNITS: 8

FRANCHISED UNITS: 0

UNLIKE MANY TRENDY RESTAURANTS

USING quirky names to gain clout, Naked Farmer truly provides what its name represents. The Tampa-based farm-to-table serves warm, elevated fare in a fast-casual counter-service environment.

“I just became really inspired by this idea to build restaurants that could build a better food system by sourcing food from local farms and by working with these small- and

medium-sized farmers to build a more resilient local food supply chain,” says Naked Farmer CEO Jordan Johnson.

Naked Farmer advances by looking backward.

This is not a new idea, he assures. Before the time of truck deliveries and wholesale Sysco vending, restaurants had always used what was grown nearby to create their meals. The issue now is that, to keep the planet healthy, we must return to what once was.

“We have a very nationalized supply chain; most of our food comes from California, Mexico, Guatemala,” Johnson says. “All very beautiful places, but a very long distance for food to travel to make it to your plate.”

While on lunch break, Johnson found himself repeatedly unable to find a res -

taurant to eat at that served convenient, high-quality food, with transparently sourced ingredients. The only way to fill the gap, he decided, was to wedge himself further into the restaurant industry, having spent a year as COO for SoFresh.

A self-appointed supply chain “geek,” Johnson continues, “I was reading all sorts of books, and the question was ‘how are we going to feed the planet in 100 years?’ I was really inspired by one book in particular by Mark Hyman, ‘Food Fix,’ and it’s all about how we can eat food that is better for the planet and is better for our body and I just couldn’t stop thinking about it.” His hyperinterest in the supply chain led him to create a fast-casual dining experience that is distinctly set on going “back to the foodture.”

While the first restaurant was charted to open in May 2020, the COVID-19 pandemic led to further innovation. “[With] all of the direct-to-farm relationships that we had spent a year building in anticipation of opening our stores, we sort of pivoted the entire company within 72 hours and we got food from farm to door.”

Taking “whatever the farm was harvesting,” farm boxes—with options of free-range and grass-fed meats and poultry—was the unique way Naked Farmer was launched. At this point in the pandemic, “the real food was literally flying off the shelves,” says Johnson. For the next six months, Naked Farmer stepped in to keep the Tampa area healthy, juggling the farm boxes project with its brick-and-mortar storefront in July 2020.

Now touting eight locations, Naked Farmer helps educate the customer on the seasonality of produce. Its menu shifts every few months, or, as Johnson puts it, “going with Mother Nature’s flow.”

Some food items remain on the menu (if still in season), but he notes the company’s culinary leaders “change the expression” of certain ingredients to

Finding Your Franchise Fit

As an operator, learn what to look for when evaluating potential brand partners.

BY SAM DANLEY

Franchising can be an enticing route to business ownership, and choosing the right brand is crucial, says Robin Gagnon, cofounder and CEO of We Sell Restaurants, the country’s leading and only business broker franchise focused on the foodservice industry. She sat down with QSR to share some insights into what potential franchisees should consider before diving in.

ASK ABOUT TRAINING AND SUPPORT  Understanding a brand’s approach to training is a critical factor when evaluating a franchise opportunity. Gagnon emphasizes the importance of taking a deep dive into the entire support model early on—especially for those coming from outside the restaurant world.

“It’s the nuts and bolts execution that means the difference between profit and failure, so that franchisor must have a very clear direction on operational execution, excellence in that execution, and the ability to train someone to be able to execute on that level,” Gagnon says.

A successful training system should address different learning styles, whether through watching, reading, digital tools, or handson experience, she adds.

“It can’t just be feeding you from the fire hose, dumping you in the store, and expecting it to work,” Gagnon says. “People only get about 20 percent of what they see the first time it’s explained to them, so you’ve got to know what that ongoing support looks like—when and how franchisees can go back for different sips from the same well to get additional information and reinforce what they’ve learned along the way.”

WATCH OUT FOR RED FLAGS 

One of the most telling indicators of a franchise system’s health is turnover among franchisees. High levels of churn can be a red flag, signaling deeper issues within the organization. Franchisees should pay close attention to this when reviewing the FDD to understand how often units are changing hands and why.

“That churn results when there isn’t strong organization and enough validation taking place upfront,” Gagnon says. “I know it’s a big document and it’s overwhelming, but spend some time on that FDD. Dig into that Item 20. Find out what the turnover looks like. How many units closed? How many units were reacquired by corporate? How many units were transferred? If there’s a lot of churn in the mix, you really need to understand that upfront.”

BE REALISTIC ABOUT COSTS

 Many FDDs list outdated construction numbers, so it’s up to potential franchisees to factor in the real expenses. And with interest rates skyrocketing, lease rates climbing, and occupancy costs on the rise, the financial landscape is a lot more challenging than it may seem on paper.

“The numbers can look great based on a $400,000 buildout, but the minute that flips into a $500,000 or $700,000 buildout, it no longer satisfies the debt service,” Gagnon says. “I’ve seen so many people get in over their head before they ever get the doors open. Before you sign on the dotted line, understand that the franchisor is giving you a blended average across the country, and your cost to build in New York City is going to be dramatically different than in Topeka, Kansas.”

AVOID THE ‘SHINY OBJECT’ SYNDROME  Gagnon warns against getting caught up in the excitement of a brand or prod-

Operators must pay attention to the FDD to avoid red flags.

Transforming the Bubble Tea Industry on a Global Scale

When Henry Wang, chairman of Chatime, entered the bubble tea industry in 2005, he had a bold vision to turn a popular Taiwanese drink into a global phenomenon. Today, Chatime, under Wang’s leadership, has grown into one of the most successful freshly brewed beverage brands, with over 1,400 stores in 63 countries and regions. However, it wasn’t just about creating great beverages but building an international brand founded on strong principles and innovative strategies.

Wang approached the bubble tea industry with the mindset that it could thrive on a global scale if three core elements were prioritized: zero compromises on food safety and hygiene, standardization and internationalization, and innovation in taste. These principles al-

lowed Chatime to build trust and sustainability with consumers and franchisees.

Unlike many food and beverage entrepreneurs, Wang didn’t come from a culinary background. Instead, he brought experience in business management and the technology industry.

“When I started Chatime, we had quite a few bubble tea brands competing in Taiwan,” Wang says. “I didn’t just want to be a local presence. I knew from the start that I wanted Chatime to be the number-one freshly brewed beverage brand in the world. The ability to systemize, standardize, and replicate the bubble tea business would make our brand successful. This required modernizing traditional tea culture without compromising quality.”

Most industry players still make tea by hand, which can lead to inconsistent quality. Wang saw the need to streamline and enhance production, leading to his development of an automatic tea brewing machine.

“We were the first to use automatic tea brewing technology at scale,” Wang says. “This allowed us to serve multiple orders at once and maintain quality. Other brands were still brewing by hand, but we could o er faster service at a competitive price, all while serving fresh, high-quality beverages.”

Chatime was expanding the business globally even before introducing the automatic tea brewing machine. The machine upgrades operational e ciency, reduces manpower costs, and ensures product quality. “What we want to do is fully support franchisees, from the foundation of opening a store, CI (corporate identity), education and training, and operation management,” Wang says. “This is the power of brand engagement.”

Chatime provides a comprehensive franchise community to ensure brand consistency overseas. This includes corporate training teams, marketing assets, product innovations, a global annual conference, and regular communication with franchisees to keep everyone aligned with the company’s goals.

“We don’t just provide these resources and then become hands o ,” Wang says. “Franchisees need visible, meaningful support so they trust you really want to develop the brand, and most importantly will want to grow and develop with you.”

Wang’s goal is clear: to make Chatime the world’s largest freshly brewed beverage chain while continuing to embrace change and innovation. “It’s in the DNA of our success to embrace change,” Wang says. With confidence in the industry’s future, he predicts vigorous growth for the bubble tea sector over the next 30 years, aiming to make these beverages an even more significant part of consumers’ lives.

– By Olivia Schuster

It’s Time to Capitalize on Text ServicesMessage

Strategies to cut advertising costs and increase profits.

Alex Damani, the owner of Rosati’s Pizza in Florida, has faced significant challenges connecting with and retaining customers. Despite offering authentic Chicago-style pizza and a menu packed with fan favorites, the business has struggled with communication efforts that have not fully resonated with local clientele.

“We were previously using mailers like EDDM (Every Door Direct Mail), but they’re becoming more expensive while results are dropping,” Damani says. “For example, when we send out 1,500 menus a week, we’re only getting about ten responses. That comes out to almost $40 per customer, which is pretty costly.”

The rising cost of outdated strategies has made maintaining customer engagement increasingly difficult. Now, Damani is working with PizzaCloud to strengthen customer relationships and boost loyalty.

PizzaCloud offers a comprehensive communication solution specifically tailored to quick-serve restaurants of all kinds. Designed to improve customer engagement and streamline operations, its mobile messaging service allows pizzeria owners to send automated text messages for order confirmations, promotions, and loyalty rewards.

Additional features include text-to-order and targeted messaging, which enhances customer experience. The platform integrates with POS systems, allowing pizzerias to optimize marketing efforts, reduce missed calls, and ensure customers stay informed in real-time.

“We have been using PizzaCloud for about a month now,” Damani says. “Nearly everyone checks their text messages, so the first month’s results look very promising.” Regular customers who were already in Rosati’s POS system are automatically uploaded into PizzaCloud’s database, ensuring text messages reach the appropriate audience.

For example, in the mornings, Damani sends out text messages around 10 o’clock promoting lunch specials such as a slice and a soda. Weekend deals are also a huge success when communicating through text. “On Fridays and Saturdays, we offer 10 percent off wings with any order over $20,” Damani says. “It’s basic stuff, but it’s getting much better results. We’ve also noticed new customers coming in, saying things like, ‘My neighbor

showed me Rosati’s text.’ It’s surprising, but we’re gaining new customers through word of mouth.”

Rosati’s sends out 500-600 messages over a six-day period by splitting their database. For their lunch special—one jumbo slice and soda for $6—they saw their weekly sales increase from 100 slices in a week to over 175 slices during the week they sent out the message. “Last weekend we sent out 5,500 texts promoting a 20 percent off back-to-school special over Friday, Saturday, and Sunday, and we received about 62 responses of customers calling in with the code,” Damani says. “The results were solid.”

PizzaCloud is an excellent tool for re-engaging customers. “We have a 60-day and 90-day list of inactive customers in our database,” Damani says. “We can use these lists and send out strong offers to bring these customers back to the restaurant. There are many different tools and creative strategies you can use with this text message platform.”

Targeted messaging tools like PizzaCloud offer pizzerias an opportunity to enhance communication and customer satisfaction and loyalty. This costeffective strategy allows owners to maintain strong customer relationships while driving consistent business growth. –By Abby Winterburn

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• Auto attendants— ”If you have arrived for curbside pickup press one ”

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Navigating the Road to Franchise Greatness

From humble beginnings to industry leader, Franchisee of the Year GPS Hospitality’s strategic vision and relentless pursuit of excellence have redefined what it means to succeed in the fast-food world.

| BY BEN COLEY |

Hanging in the office of GPS Hospitality CEO Tom Garrett is a fairly large framed photo of Michael Jordan’s final shot as a Chicago Bull that won the 1998 NBA Finals.

GPS, an Atlanta-based franchisee of Burger King, Popeyes, and Pizza Hut, has locations in about a dozen states, but none in Illinois. Garrett and his franchise company have no connection to Chicago or Jordan. That's not why the picture is there. Instead, it serves as a clear reminder of what greatness looks like. That perpetual aspiration made the company what it is today.

Garrett’s story began after high school graduation when he worked for Arby’s franchisee RTM Restaurant Group in Gadsen, Alabama. He wanted to go to Auburn University and become an engineer, but he was enamored with the restaurant industry.

“I fell in love with the company,” Garrett recalls. “I fell in love with the culture. I fell in love with the notion that you can be anything that you want to be. And it didn’t matter how old you were. It didn’t matter if you went to college. It didn’t matter about your race. It mattered about performance. And so, I bought in hook, line, and sinker for that.”

He stayed with the franchisee for 25 years and eventually became president. The group grew to 800 restaurants before it was acquired by Arby’s. Garrett then advanced to CEO of the fast-food giant but was let go after five years. However, the CEO doesn’t shed tears when recalling this point in his career. It was actually the best thing that ever happened to him.

Garrett wanted to return to his roots as an operator. His vision was a company with great culture, people, and systems. He knew if all those factors were combined with a common mission, “incredible things” would soon follow.

GPS—QSR’s inaugural Franchisee of the Year—began on October 19, 2012, with the acquisition of 42 Burger King restaurants in Atlanta. While Garrett was at Arby’s, the chain acquired Wendy’s, so he attended board meetings where the chairman always asked the Wendy’s CEO why it was beating Burger King in all metrics except burgers. To Garrett, that sounded like potential.

“At that point in time, I knew that as poorly as Burger King had been operated for many, many years, I knew that somewhere in there, there is a strong heartbeat,” he says.

Burger King’s stature was high, but the performance was low. Garrett felt that if GPS could close that gap, it would create an “enormous opportunity for a lot of people.”

He spent eight weeks going through the management training program, learning every position. This is where he began to

see opportunities, like a customer complaining about a wrong order and being met with an interrogation from the cashier. These were the types of scenarios hampering restaurant teams.

The more Garrett saw, the more room he saw for growth.

Assembling the Team

GPS’ mission is within its name.

The “G” in GPS stands for “goal-focused.” It shows the significance of setting ambitious benchmarks. Garrett wanted to create an environment where employees are encouraged to dream big, stretch beyond their limits, and realize their full potential. The “P” stands for “people-oriented,” reflecting the company’s commitment to maintaining a supportive and respectful work environment. The company values hands-on experience and knows the challenges faced by employees at all levels, as many within the organization, including Garrett himself, started from the ground up. This approach ensures everyone in the company understands the importance of treating people with respect and dignity. The “S” stands for “service-obsessed,” which represents GPS’ dedication to providing high-quality hospitality.

CFO Scott Jasinski was one of Garrett’s first picks to join the GPS team. Their professional relationship began nearly three decades ago when Jasinski was approached by a recruiter for a position Garrett was looking to fill in Cleveland. They first worked together at RTM and later at Arby’s.

After several years at the roast beef chain, Jasinski faced a pivotal moment when Wendy’s and Arby’s split, which prompted Wendy’s to move its headquarters back to Ohio. He declined the relocation, opting instead to find a new role in Atlanta, which took him outside the restaurant industry for a brief period. However, just three months into his new job, Jasinski received a call from Garrett, who was contemplating a return to the restaurant business.

“Tom’s the kind of guy that you just know whatever he’s going to do he’s going to be successful at,” Jasinski says.

“So I thought, I really don’t want to miss out on this opportunity because I think Tom’s really going to hit it out of the park in Burger King. I have a lot of faith in him and so I decided to join the team and then he told me who else he wanted to bring on at the beginning. And they were all people that I had known for almost as long as Tom had. So we built this team. I think we had five or six people originally and everybody had the same vision and the same trust in Tom. The same vision to grow the team and grow the business.

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That’s really what the foundation of GPS was—we were all people who loved the business and really loved acquiring and fixing and remodeling and building new restaurants and we were all very motivated by growth. That’s what this opportunity was.”

Gary Thomas, VP of operations support, remembers seeing an article in the Atlanta Journal-Constitution about Garrett purchasing the Burger King restaurants and calling Scott Boatwright, who now serves as interim CEO of Chipotle.

“I said, ‘What the hell is Tom doing?’ And then I said, ‘I hope he calls me,’” Thomas says. “Because for me, it was always exciting to think about—how do you get in on the ground floor of something? I didn’t have the money to do it myself, but to be part of that, to help grow a company, I had this vision that I was going to find somebody with money that wants to run restaurants. He called me or sent me an email, and I said to my wife, ‘I’m taking the job.’ I didn’t even know what it was or what the salary was. It’s like, ‘I am doing this.’”

Garrett makes it clear that GPS isn’t an ivory tower. The company doesn’t run everything out of its support center in Atlanta. The restaurants are operated using a decentralized system in which local leaders own the culture. GPS provides the playbook, and these directors execute it.

President Michael Lippert—who is responsible for strategy and day-to-day operations and was instrumental in doubling GPS’ restaurant count—has worked with Garrett for decades and shares his focus on overseeing high-powered restaurants.

He says being involved in three brands allows GPS to diversify its portfolio while also enabling cross-learning opportunities. The franchisee takes insights and best practices from each concept and integrates these learnings into broader systems. Additionally, the company's multi-brand strategy allows for the movement of employees between chains as they grow. This method enhances the skill sets of team members and creates well-rounded talent.

“At that point, we have our strategy and culture being pushed down through the directors into the market, but they’re running the business on the ground,” Lippert says.

The Rise of a Big-Time Franchisee

In 2013, GPS leaped into 15 more units in West Virginia and Ohio. It also remodeled 10 restaurants. The next year was even bigger. Nearly 80 units were bought across seven states, and GPS opened its first new build in Hoschton, Georgia. Eighty-four locations were added in Georgia and Michigan in 2015, along with 16 more remodels and three new constructions.

The largest acquisition in company history came in 2016. GPS purchased 194 restaurants in five Southeastern states— pushing it well over 400 outlets company-wide—and formed its Gulf Division. This also marked the year it became a Popeyes franchisee. Two years later, Burger King corporate recognized GPS with its Global Franchisee of the Year Award, North America Franchisee of the Year Award, and the Gold Crown Award. Then in 2019, the company rounded out its portfolio by acquiring 75 Pizza Hut units in Kentucky, Tennessee, Alabama, and Georgia.

As of August, GPS had 456 restaurants—393 Burger Kings,

18 Popeyes, and 45 Pizza Huts.

“We do like mature brands,” Garrett says. “I like brands that have a full awareness because as a franchise, it’s very difficult to create brand awareness and so we like more mature brands and we like getting involved and helping make them bigger and better.”

Refining training systems has been a journey of trial and error, particularly when introducing new processes to a workforce with decades of experience. Thomas played a role in develop-

• AS OF AUGUST, GPS HOSPITALITY OPERATED NEARLY 400 BURGER KING RESTAURANTS.

ing a strategy that educated and motivated employees to excel.

Faced with the obstacle of teaching seasoned employees new procedures, GPS rolled out a scorecard system that provided clear goals and incentives. The scorecard became a vital tool in helping team members understand how to improve in areas like food management, labor efficiency, customer service, and speed of service. By earning points on this scorecard, workers could see a direct path to recognition, promotion, and bonuses.

Initially, training involved long, intensive sessions, but this proved ineffective as employees struggled to retain the information. Over time, the company shifted to a more hands-on, incremental training process. Workers were taught new systems

in manageable pieces, allowing them to practice, ask questions, and gradually build their skills.

This evolved training method was recently put to the test when GPS implemented a new back-office system across 400plus stores, replacing a decade-old system. The launch was conducted over two weeks, with multiple Zoom calls each week focusing on specific tasks like forecasting and scheduling. This step-by-step instruction, followed by review and feedback, helped employees learn and apply the new system.

When acquiring a new market, according to chief development officer Brian Arnold, GPS prioritizes bringing the stores up to standard by tackling deferred maintenance—tasks that

• GPS HOSPITALITY CDO

BRIAN ARNOLD (FROM LEFT), CFO SCOTT JASINSKI, CEO TOM GARRETT, AND PRESIDENT MICHAEL LIPPERT

SIT INSIDE BURGER KING’S NEW SIZZLE PROTOTYPE.

“ You can always tell the culture of a company by how it’s behaving when it’s not hitting its numbers. So we are consistent—good times and bad. ”

often go neglected when a business is preparing for sale. This includes essential work on HVAC systems, paint jobs, parking lot repairs, and other maintenance issues that have been overlooked over time.

Beyond these immediate improvements, GPS’ development strategy involves multiple layers. The company not only ensures purchased stores are in good shape but also undertakes extensive remodeling projects and pursues organic growth. To date, nearly 60 percent of the Burger King footprint has been remodeled. A smaller portion of the portfolio was already up to date upon acquisition, but the majority required significant remodeling efforts.

In addition, roughly 14 percent of its portfolio consists of newly built stores. The typical construction process for a new location takes about seven weeks from groundbreaking to completion, although this timeline can extend to 90 days in cases where an old building is demolished and replaced with new construction.

Joe Waller, VP of the Gulf Division, is an example of GPS’ decentralized system. Instead of being based in Atlanta, he lives closer to the region that consists of Alabama, Mississippi, Florida, Louisiana, and Arkansas. Logistically, managing such an acquisition is complex, but Waller relies on a team for support, including six directors and 27 district leaders who oversee any-

where from six to 88 restaurants. Waller says such an expansive operation cannot be managed alone and thanks his team’s collaboration and dedication as integral to the successful ongoing management of these locations.

“Great people, great restaurants, great culture, and it’s all about the people,” Waller says.

Between 2012 and 2022, GPS remodeled 192 restaurants, opened 51 ground-up stores, and completed 19 acquisitions. It earned $4 billion in sales during this period by serving 900 million Whoppers over 10 years, 200 million pieces of chicken between 2016 and 2022, and 12 million pizzas between 2019 and 2022.

Aligning Brand Strategies

Like GPS, Burger King parent Restaurant Brands International grasped how much the chain was struggling. So in September 2022, the company publicly announced a $400 million Reclaim the Flame transformational plan covering remodels, renovations, technology, advertisements, and digital upgrades.

Garrett says it’s not just words on a page. It’s a defined plan and a spirit of partnership. Admittedly, he hasn’t always felt that way. Sometimes, it seemed he was being pushed to the wall by the franchisor. But in this case, GPS participated in the craft-

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ing of the Reclaim the Flame strategy and has reaped the benefits, like the new emphasis on the Whopper and the updated advertising jingle that changes Burger King’s motto to “You Rule.”

As Burger King and franchisees began their co-investments, sales and traffic have seen lifts. Garrett says the positive movement speaks to the power of the brand and is proof the chain is actually closing the gap between performance and potential. GPS has seen more remodels, new restaurants, and a greater focus on operations, simplification, hospitality, and technology.

Garrett also credits RBI CEO Josh Kobza, RBI chairman Patrick Doyle, and Burger King U.S. and Canada president Tom Curtis for sensing the importance of franchisee free cash flow. The chain’s average franchisee profitability per restaurant increased nearly 50 percent in 2023, moving from $140,000 to more than $205,000.

GPS fully backed the Reclaim the Flame program. In 2023, the franchisee completed 22 remodels and new restaurant openings. It also worked with Burger King to design “Sizzle,” a new prototype featuring warmer and modern colors, digital enhancements, and a better guest experience. As a member of the image committee, GPS opened its version of the 60-seat prototype in Dunwoody, Georgia, in the summer.

For its efforts, Burger King awarded GPS its Developer of the Year in 2023.

“Obviously it was a period of time where franchisees are on their heels a little bit from a free cash flow standpoint,” Garrett says. “And so I think they appreciated the fact that GPS

stepped up and led and a lot of franchisees got excited about it, and it’s working.”

Arnold says the Sizzle design is “off the charts exciting.” It tests better than anything Burger King’s ever done because of all the consumer research put into it. GPS was involved in the early days of the prototype development and went through a cost-saving exercise to help the brand gain some dollars out of the construction price.

“You could really look at what we’ve done in the past, not just Burger King but other brands, you can almost take the logo off and put another logo on it and you’d say, ‘OK, has that always been a Bank of America?’ It’s hard to differentiate. But this is very uniquely Burger King. And so I think it has its own identity. It stands on its own and I’m excited about it,” Arnold says.

Comparatively, GPS hasn’t necessarily been an early adopter in the Popeyes system, but Garrett likes the chain’s direction and its ongoing “Easy to Love” strategy aimed at simplifying operations within restaurants.

Chicken as a center-of-the-plate protein has become increasingly popular in recent years, as evidenced by the viral Popeyes Chicken Sandwich a few years ago.

“[The chicken sandwich craze] was pandemonium,” Garrett says. “And again, it just speaks to the power of the brand. But when you got guests waiting in line to get a Popeyes chicken sandwich for an hour, it’s just unbelievable. Crazy. I have never seen anything like it. You can try to recreate it. But there’s such a thing as lightning in a bottle and that was an incredible moment.”

Carmen Gianguzzo, VP of the Central Division and leader of the Popeyes contingent, appreciates the chain’s product quality and marketing prowess. In Q2, the chain’s launch of boneless wings and its big-box value promotions led to overall QSR share growth year-over-year. Additionally, Popeyes saw 32 percent growth in digital sales.

“The product is great. Marketing is great. What I see with Popeyes is they’re really going after the digital consumer in terms of the app or just the interaction in terms of ordering it on the app,” Gianguzzo says. “ … I really think they’re going after that younger consumer. And I think with a wing and a boneless product and the sandwich line, I really think it could be an endless opportunity.”

When it comes to Pizza Hut, GPS is ready to learn from new leadership. In May, the GPS

concept announced former Wendy’s CMO Carl Laredo as its next U.S. president. Also, Melissa Friebe was named CMO of Pizza Hut U.S. after spending 27 years helping grow Taco Bell through roles in finance, marketing, and brand strategy. Mike Kovac, GPS' COO for Pizza Hut, points to the My Hut Box and Tavern Pizza as winning menu innovations for the chain.

Third-party delivery continues to play a major factor as well.

“There’s a consumer that’s always had a pizza delivery show up to their house,” Kovac says. “But as things have changed through COVID, the newer consumer, the younger consumer, they’re used to DoorDash and Uber Eats and all the third-party vendors and they’re using them. It was kind of a new customer for us because the parents and other folks did have a driver show up and most of our younger consumers or college consumers are using a third-party app and it’s kind of enhanced us.”

Formation of Culture

Garrett says GPS’ culture comes from clear expectations and consistent practice throughout the organization. The company sets a vision of what that should look like so everyone understands and aligns with these objectives. The cultural configuration starts at the top and is modeled by leadership, then cascades through the entire company.

When individuals aren’t meshing, it becomes evident, and those misalignments don’t last long.

“You can always tell the culture of a company by how it’s behaving when it’s not hitting its numbers,” he says. “So we are consistent—good times and bad.”

Trish Farley, VP of finance, says goal-setting is vital, but that’s not limited to just business. GPS celebrates individual milestones too, like marriages, graduations, and births. She’s most attracted to the people aspect of the company. She has 23 members on her accounting team, and almost half have been with GPS for more than five years. Most of them have been promoted since she started.

She appreciates the opportunity GPS creates for everyone to move up.

“That to me is one of the best things that we do,” Farley says.

Stephanie Skidmore, VP of legal, notes the benefits of having a close-knit support center, stressing how the small size of the team—comprising about 50 to 60 people—fosters strong interpersonal connections. The team spends enough time together doing activities and collaborating that employees truly get to know each other. This familiarity means that when someone needs assistance from another department, they’re not just sending an email to a generic address—they’re reaching out to someone they know personally.

This dynamic greatly enhances cross-departmental collaboration, especially for the legal team, which interacts with every other department at GPS.

“I think communication is key,” Skidmore says. “So often in a large corporation you could have the left hand and the right hand not knowing what you had others doing. And so to keep us aligned for our goals and moving toward what we want as a company, I think communication is number one. And I think

we do a very good job with that. Certainly, while we may have our own smaller groups, we frequently are collaborating with everyone else in the office. We’re always keeping tabs on each other basically.”

Vickie Volan, VP of human resources, led her team through significant updates to GPS’ talent acquisition system to give restaurant teams better tools for making informed staffing decisions. The franchisee looks for individuals who are passionate about restaurants, which can be difficult since the industry has required such resilience in the past few years.

In response to post-COVID hiring challenges, Volan’s team worked to expand the applicant pool by partnering with platforms like Indeed, CareerBuilder, and LinkedIn, which helped address the issue of low applicant flow. Retention, specifically at the shift leader level, was a notable challenge. Volan’s team implemented strategies to increase retention by focusing on short-term goals, such as 90-day targets, to help managers keep talent engaged. These efforts have begun to show positive results, with staffing levels finally stabilizing and improving across the company.

“It was definitely taking the tools we had and then simplifying it, but enhancing at the same time so that we could empower our managers to focus on staffing,” Volan says.

As for GPS’ financial future, Jasinski says restaurants are in unprecedented times and he isn’t sure what will become of the U.S. economy. Everyone is fighting for market share, sales, and traffic, and he describes discounting as “out of control.”

At the same time, brands are taking a lot of pricing, but it’s a move they’re forced into by all-time highs in labor and commodities.

“I don’t see a whole lot changing between now and the end of the year, but I do think it always does come around,” Jasinski says. “I’ve been doing this a long time. There’s years where gross profit is as low as 67-68 percent and there’s years where it’s as high as 74-75 percent. So it’s really just kind of cyclical, but I will tell you the last three years is like nothing I’ve ever seen before in this business. It’s a challenge finding really good people. It’s a challenge competing for customers and traffic. Everybody’s trying to do the same thing—get people in the door by discounting and when you start doing that really heavily, that eats into your margin. So right now, it’s just a really tough business to be in.”

Garrett says there are no current plans to add another brand into GPS’ portfolio, but he wouldn’t rule anything out. The first order of business is optimizing the current fleet of restaurants through remodels and technological improvements.

The beauty is that GPS can win at its own pace. It’s not owned by private equity and not beholden to returns. The company wants to make good investments, but it doesn’t revolve around growth targets. Sometimes that return comes over a period and takes time to materialize.

GPS is proof that such a strategy can work. It’s proof that greatness is worth the wait.

“It’s been a great journey,” Garrett says. “It’s been a great journey.”

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

Best Brands to Work For

These

/ BY QSR STAFF

In the high-turnover world of quick-service restaurants, employee satisfaction isn’t just a goal—it’s a crucial strategy for success. The 2024 edition of QSR’s Best Brands to Work For showcases 19 companies that have redefined what it means to be an employer in the limited-service segment. This year’s list consists of companies that have made a commitment to their people and recognize that a thriving workforce is the backbone of a thriving business.

Quick service is no stranger to challenges, from economic fluctuations to shifting consumer preferences. But chains standing out in 2024 are those that have chosen to invest in their most valuable asset—employees. These companies have realized that offering competitive wages and benefits is just the beginning. What truly sets them apart is their dedication to creating a workplace where employees feel respected, empowered, and inspired to grow.

This year’s group has embraced innovative approaches to employee engagement, from providing flexible work arrangements that cater to a diverse workforce, to implementing leadership development programs that help employees advance within the company. They’ve built cultures of inclusivity, where every team member feels they have a voice and a path forward. These efforts not only reduce turnover but also foster a sense of loyalty and pride among employees, who, in turn, deliver exceptional service to customers.

It’s clear the future of quick service will be shaped by restaurants prioritizing the well-being and development of their teams. Best Brands to Work For is a testament to the power of investing in people.

Wingstop Locations: 2,040

Wingstop’s success is largely attributed to its people, underpinned by a strong commitment to culture and a supportive work environment. The company offers a comprehensive range of benefits and perks designed to support total health—mental, emotional, and physical—through competitive health coverage, wellness reimbursements, virtual medicine, and a Team Member Assistance Program. Part-time employees also benefit from affordable healthcare options.

Wingstop promotes a culture of giving, with the Wingstop Charities grant program providing up to $5,000 to support causes important to team members. Additionally, the Team Member Foundation offers financial aid during crises, having donated over $540,000 since 2021. Flexibility is another key feature, with unlimited PTO, work-from-home Fridays, and special summer hours contributing to a reported 70 percent work-life balance satisfaction rate in 2023.

The company also incentivizes talent retention through referral bonuses and educational reimbursements, alongside competitive retirement savings plans. Wingstop’s core values—authenticity, service-mindedness, entrepreneurship, and fun—are lived daily. Authenticity is encouraged through open commu -

nication platforms like the “Say That!” podcast and diversity is actively practiced, with women and people of color making up a significant portion of leadership. The service-minded culture is celebrated with awards and shout-outs, while entrepreneurship is exemplified by opportunities for international career development.

Wingstop’s commitment to fun is reflected in frequent celebrations and a strong team spirit, with 93 percent of team members expressing pride in working for the brand and 94 percent confident in its mission and vision.

Taco Bell Locations: 7,458

Taco Bell encourages an environment that supports the dreams and aspirations of its 15,506 corporate restaurant team members and Restaurant Service Center (rsc) employees. The brand’s commitment to growth and education is evident in its benefits package, which includes covering up to 100 percent of tuition for over 80 business, technology, and hospitality bachelor’s degrees through a partnership with Guild Education. Additionally, the Taco Bell Foundation awards millions in Live Más Scholarships to pas-

sionate changemakers, and corporate team members have access to over 350 partially funded degrees, certificate programs, and academic coaching.

Taco Bell also emphasizes physical, emotional, and financial well-being. Benefits include flexible scheduling, free meals, paid holidays, and discounts on various services. The company offers medical, dental, vision, and life insurance, as well as complimentary therapy sessions and access to a Teledoc Program. Retirement savings are supported through a 401(k) Plan via Yum! Brands, and an Employee Assistance Program (eap) is available for additional support.

Taco Bell’s values—Be People-First, Be Fan-Led, Be Fearless, Be Different— are central to the employee experience. The brand attracts and retains enthusiastic team members by offering unique career development programs, such as The Entrepreneur leadership training, which prepares managers for higher roles with competitive salaries. The Internal Incubator program encourages creativity across departments, solving real business challenges.

Taco Bell also focuses on inclusivity and community impact, with the Taco Bell Foundation playing a key role in empowering team members to pursue their goals, whether within Taco Bell or beyond.

■ WINGSTOP

■ TACO BELL

Whataburger

Locations: 1,040

Whataburger assists employees, known as family members, with a range of benefits and growth opportunities. These include scholarship programs for both employees and their dependents, weekly pay, flexible schedules, a 401(k) Savings Program, meal discounts, leadership and training initiatives, a structured career development path, healthcare coverage, and community engagement activities. Operating partners also have the potential to earn substantial incomes.

Whataburger nurtures a strong sense of family and commitment through its Whataburger Family Foundation (wff),

which offers scholarships and emergency assistance. The WFF has provided nearly $24 million in support, including $12.5 million in scholarships and $11.5 million in hardship grants.

A highlight of Whataburger’s culture is the biennial WhataGames, where restaurants compete in service, product quality, and leadership for the title of five-star grand champion and a share of a $1 million prize pool, with cash prizes awarded to all team members at winning locations.

Whataburger’s priorities include an inclusive and supportive culture, competitive pay, medical and dental benefits, short-term disability, parental leave, flexible scheduling, leadership development,

and a dynamic work environment, making it a top choice for employees.

WaBa Grill Locations: 194

WaBa Grill is dedicated to the prosperity and skilled growth of its employees, offering a benefits package that includes a 401 ( k ) plan with a company match, free daily lunches, and a hybrid work schedule. The company also provides an Employee Referral Program, a BKE Scholarship Fund, the WaBa Grill Cares initiative, and a Women’s Forum to support its employees.

The BKE Scholarship Fund awards $2,000 annually to 15 employees pursuing higher education, while the WaBa Grill Cares initiative offers interest-free loans to team members facing financial challenges. The Women’s Forum allows for connections among female employees through monthly gatherings. WaBa Grill’s strong emphasis on internal promotions is evident, with 52 percent of its corporate team having risen through the ranks, reflecting the company’s commitment to nurturing talent.

Employees enjoy a family-like, collaborative work environment where their efforts are recognized and rewarded with triannual cash bonuses, gift cards, and celebratory lunches. The company’s leadership, with over 120 years of combined industry experience, ensures that employees are guided by seasoned veterans. WaBa Grill’s high retention rate, averaging 4.3 years at the corporate level, underscores the satisfaction and fulfillment of employees’ experience.

Aroma Joe’s

Locations: 116

Aroma Joe’s offers a dynamic and supportive work environment, providing employees with a variety of benefits including free coffee and AJ’s RUSH Energy Drinks, a hybrid work schedule, health, dental, and vision insurance, life insurance, a 401(k) plan, short and longterm disability, tuition assistance, and employee appreciation incentives. This benefits package is designed to enhance the satisfaction of its employees.

The company culture at Aroma Joe’s is rooted in positivity and collaboration, stemming from its beginnings 24 years ago when four cousins founded the brand with a vision of delivering great coffee and exceptional customer experiences in New England. Aroma Joe’s stresses local hiring and internal growth, offering a management trajectory for those with leadership potential and an entrepreneurial training program called Fueling Up Success (fus) for baris-

tas and team leads aspiring to become franchise owners.

Aroma Joe’s also stands out for its commitment to sustainability and ethical sourcing. The brand’s proprietary coffee blends are craft-roasted and Rainforest Alliance Certified, and Aroma Joe’s collaborates with over 40 family-owned

coffee farms in Honduras, fostering respect for farm workers and their communities.

Aroma Joe’s unique customer experience, where orders are taken in person by trained baristas rather than through a speaker, has made it a beloved destination for busy commuters. The brand is actively expanding, offering accessible franchise opportunities with a competitive cost of entry, especially for military veterans. Aroma Joe’s is dedicated to positively impacting people through community involvement and philanthropic efforts, further enhancing its reputation as a great place to work.

Jeremiah’s Italian Ice

Locations: 162

Jeremiah’s Italian Ice pushes employee development and appreciation through various initiatives, creating a vibrant and supportive work environment. The annual Franchise Frog Squad Operations Summit is a key event where top-performing store managers are recognized, and franchisees and area representatives engage in leadership workshops, breakout sessions, and a formal dinner. This summit not only highlights best-in-class leaders but also showcases team morale and leadership development across the franchise system, encouraging collaboration and idea exchange among franchise owners.

The company also offers the Frog Fund, an educational award program that grants three Frog Squad team members $1,000 each year to support their education, covering expenses like tuition, books, and room and board. This initiative reflects Jeremiah’s commitment to personal and career growth for its employees.

New hires at Jeremiah’s receive a warm welcome to the Frog Squad, complete with an acceptance letter outlining the brand’s commitment to their development and adherence to core

■ AROMA JOE’S

WaBa GRILL ■

■ JEREMIAH’S ITALIAN

values, known as “Frogma.” These values—Cool, Bold, Genuine, Vibrant, Generous, and Strategic—guide every action within the company, promoting a culture of transparency, empowerment, and accountability.

Jeremiah’s also maintains creative and engaging training through its Cool School program, which includes TikTokstyle videos led by the senior training manager, enhancing the learning experience for its young team members. Employees at Jeremiah’s not only gain valuable job skills but also build meaningful community connections through partnerships with local schools, religious organizations, and charities.

Jeremiah’s high employee retention rates, even in a post-pandemic world, underscore the strong attachment employees feel toward the brand. Many team members advance within the company or even become franchisees, embodying the brand’s motto, “LIVE LIFE TO THE COOLEST.”

Balance Pan-Asian Grille

Locations: 6

Balance Grille offers a benefits package designed to support employee security. Employees enjoy health, dental, and vision insurance, health savings accounts (hsas), paid time off, flexible work schedules, competitive pay, and customized fast-track plans for advanced team members. These perks contribute to a supportive and rewarding work environment.

The brand prides itself on a culture of inclusivity and personalized career progression, leading to exceptional employee retention rates. While the restaurant industry often faces high turnover, Balance Grille boasts an average employee tenure of 2.46 years after the first 60 days and has 75 percent of its workforce trained as shift leaders. This success stems from founders Prakash Karamchandani

and HoChan Jang’s commitment to creating an environment where employees feel respected, valued, and challenged.

Balance Grille employs a unique, managerless peer-to-peer accountability system focused on autonomy, versatility, and inclusivity. Utilizing a technologically advanced badge system, employees are encouraged to pursue continuous learning and self-driven advancement across various operational roles, leading to increased pay and flexible scheduling. This approach empowers employees to develop both horizontally and vertically within the company, transforming jobs into meaningful careers.

As Balance Grille embarks on nationwide expansion through franchising, employees are presented with abundant opportunities for growth into corporate leadership and training positions. The brand’s dedication to implement-

ing a family-like, inclusive atmosphere and investing in employee development positions Balance Grille as a leading employer in the fast-casual dining industry, poised for continued success and positive impact.

Sbarro

Locations: 145

Sbarro offers a benefits package that includes medical, dental, mental health care, life insurance, vision, short and long-term disability, AD&D, FSA, and a 401(k) plan with a Safe Harbor match. Employees also enjoy paid vacation, PTO, sick leave, summer hours, flexible schedules, culinary training, early wage access through Daily Pay, quarterly bonuses, weekly display competitions,

■ BALANCE PAN-ASIAN GRILLE

internal promotion programs, leadership assessments, 360 feedback sessions, and personal development plans for highpotential staff, including top general managers.

Sbarro’s strong company culture has led to impressive employee retention across its 145 company-operated restaurants. The brand boasts 100 percent internal promotion rates for its Above Store Field Leadership team, with all 30

senior leaders promoted from within. Additionally, Sbarro has a 61 percent internal promotion rate for all open manager positions at the store level. The company runs an annual Sbarro Summit Award competition to recognize top-performing general managers, who then attend the Operations Leadership Conference for further development.

Sbarro’s unique combination of global brand recognition and family ownership by chairman and CEO David Karam has been a key factor in attracting and retaining top talent. The company’s focus on massive expansion, with over 200 new restaurants opened in the past two years, provides ample career advancement opportunities.

The company values inclusivity, transparency, and personal development, supported by its SLICE Values—Success, Leadership, Integrity, Communication, and Earnings—and the Sbarro People Pledge, which ensures employees feel welcomed, developed, and valued. Sbarro’s commitment to employee satisfaction is further evidenced by its Great Place to Work certification for three consecutive years, with high marks in fairness, safety, and welcoming environments.

The Buona Companies

Locations: 51

The Buona Companies offers a benefits package for eligible full-time staff, including managers and some hourly team members. All employees receive paid time off (pto) on an accrual basis, with general managers eligible for up to four weeks per year. Employees can enroll in DailyPay for same-day pay and financial literacy tools, and hourly team members over 21 can participate in a 401(k) plan with a company match of up to 4 percent. Additional perks include a 75 percent discount on food during shifts, a 25 percent discount on catering, and access to

a wellness program that includes education, discounted gym memberships, and an Employee Assistance Program (eap).

To cater to the needs of younger employees, The Buona Companies offers pet health insurance alongside traditional healthcare, including vision, dental, and preventative care. The company also supports employees pursuing higher education with a Tuition Reimbursement Program of up to $2,600 per year, available to those employed for at least 90 days and working an average of 20 hours per week.

Sixty-five percent of managers have been promoted from hourly positions. The company celebrates employee achievements outside of work, such as sports victories or scholarships, and is committed to community engagement through benefit nights at its restaurants.

My Burger Locations: 9

My Burger, a local, family-owned, and community-focused brand, offers benefits and perks that reflect its promise to employees and the community. Entrylevel hourly employees earn $16/hour, significantly above Minnesota’s minimum wage, and all full-time employees are eligible for health, medical, and dental benefits, as well as enrollment in a 401(k) program with a 3 percent match. Additionally, employees enjoy free meals during shifts and paid time off, including for hourly workers.

My Burger has a collaborative and inclusive environment where all team members, from cashiers to managers, are encouraged to share ideas with the corporate team, known as Home Base. The company promotes from within and offers ample growth opportunities, especially with two new restaurants opening in 2024 and more planned for 2025.

As a brand obligation to staying local, My Burger actively partners with community organizations, schools, and charities, regularly hosting fundraising events. This dedication extends to its

employees, with the CEO and vice president frequently working alongside team members in-store. The company values quality, with a strong focus on culinary development and using fresh, in-house prepared ingredients.

My Burger’s commitment to its employees is evident in its low turnover rate, with many employees celebrating over 10 years with the company. Hospitality is central to My Burger’s value proposition, with a “full service once you sit down” approach that ensures guests receive exceptional care. The brand’s focus on making employees’ lives

better translates into an outstanding guest experience, reinforcing My Burger’s reputation as a great place to work.

Vicious Biscuit

Locations: 8

Vicious Biscuit’s benefits for full-time hourly employees and salaried management include paid time off, paid

sick leave, and flexible schedules with a streamlined one-shift operation to support a healthy work-life balance. Hourly staff receive a 50 percent meal discount, while management enjoys complimentary meals. Each restaurant is allocated a $2,000 annual budget for team member appreciation, emphasizing the company’s dedication to recognizing and rewarding consistent performance.

Vicious Biscuit’s culture prioritizes career development opportunities through culture and hospitality classes, leadership training, one-on-one on-the-job training, cross-training, and a robust digital learning management system. Employee referrals are incentivized with a $100 bonus, creating a supportive and engaged workforce.

Vicious Biscuit has made a name for itself by disrupting the biscuit realm with creative and indulgent Southerninspired dishes, establishing itself as a fast-casual destination that embodies Southern hospitality. Founded by chef Michael Greeley and restaurateur George McLaughlin, the brand quickly grew from a food truck concept to a brick-and-mortar breakfast destination in Mount Pleasant, South Carolina.

Following its initial success, Vicious Biscuit expanded to additional locations, building a viral following with its unique

menu and engaging atmosphere. With plans to reach 75 locations within the next five years, Vicious Biscuit launched its franchising program in early 2023, partnering with Pivotal Growth Partners to lead its expansion.

Chipotle

Locations: 3,500-plus

This year, Chipotle took the top ranking on American Opportunity Index’s Best Places for High School Graduates to Start a Career. The inaugural list presented the top 50 employers that could offer recent grads a pathway toward sustained career development and compensation. It was based on the assessment of career trajectories for nearly 5 million workers from 2018–2022. In many ways, this runs right to the heart of how Chipotle has connected with its labor force in recent years. The chain boasts a 90 percent internal promotion rate goal (it was 87 percent last year), along with competitive compensation, and robust benefits. And on the road to 7,000 locations, this pool of talent is only going to swell.

Chipotle’s benefits today include an all-crew bonus, which allows restaurant employees the opportunity to earn an extra month’s worth of pay each year, access to mental health care, medical, dental, and vision for employees and their families, tuition reimbursement and

debt-free college degrees through Guild, 401(k) retirement savings plan with company match, employee stock purchase plan, paid vacation, sick leave, flexible schedules, English as a second language for employees and their families, free Chipotle, discounts on major brands through Perkspot, gym discounts, and more.

Dave’s Hot Chicken

Locations: 217

Not unlike its larger rise in the restaurant ranks—one of the fastest in sector history—Dave’s Hot Chicken has developed a “challenge culture” as it continues to open stores at a rapid clip. The brand encourages employees at all levels to share opinions and ideas, which is per-

haps best illustrated at its “Think Bigger Conference.” Designed for support staff and restaurant-level employees, the event is one of Dave’s top opportunities for personal and professional growth. Over two days, workshops dive into goal setting, leadership, and entrepreneurship. Inspired by its founders, who turned $900 into the global brand, participants are asked to think beyond immediate responsibilities and envision a roadmap for the future.

Overall, Dave’s believes in celebrating people and growth. Each year, it brings its team together for an annual retreat in Hawaii. Additionally, the conference is held in cities from New Orleans to Miami (this upcoming iteration will be at the Versace Mansion).

Benefits include 100 percent company-paid medical, dental, and vision coverage, with 50 percent coverage for dependents. The company also offers a 401(k) plan with immediate vesting, company-sponsored life insurance programs, and a variety of reimbursements, including auto expenses and gym/wellness activities. To further support employees, Dave’s provides cell/internet allowances, free daily office lunches, unlimited snacks, and summer half-day Fridays.

Panda Express

Locations: 2,600

Panda Express, founded by Andrew and Peggy Cherng in 1983, has remained a business rooted in people over profit as it’s scaled throughout the country. The brand today employs north of 52,000 employees and curates a bevy of benefits, from free meals during shifts to discounts at locations, theme parks, and more. It offers flexible schedules, PTO (accruing from the first day of employment), as well as income protection plans, such as basic life insurance and long-term disability coverage.

Panda Express has cultivated a culture of performance along the way. Employ-

■ DAVE’S HOT CHICKEN

ees can tap bonuses, stock options, and 401(k) matching up to 4 percent, if eligible. GMs are able to earn unlimited bonuses, with roughly 70 percent of fulltime GMs making more than $100,000 in total cash compensation in 2023— the highest bonus paid last year was $132,000, placing Panda Express in the top 6 percent of bonus payouts among category peers. Moreover, Panda Express raised its minimum wage to $15 nationwide in 2022.

Panda Express also supports the long-term financial and personal success of associates, the company says, with 63 percent of managers achieving homeownership—significantly higher than the 39 percent national average for Americans under 35. Additionally, the brand’s Leave Share program offers extra support during tough times, allowing employees to donate their PTO. And this movement starts within. A full 100 percent of the company’s area leaders rose internally from store leader roles. Store managers are provided ladders for advancement, with the potential to become training managers within a year and area leaders within two.

There are holistic benefits, too. Employees at Panda Express receive income protection, insurance coverage, flexibility, and eligibility for PTO, as mentioned. Additionally, though, the company provides free access to its Employee Assistance Program, unlimited use of the Wellness Coach App, and medical plans that include mental heath support for in-person and virtual therapy. It hosts quarterly webinars on investing and financial wellness along with financial coaching. Employees get access to flu shots, blood drives, and biometric screenings at the restaurant support center.

In terms of developing people, professionally and personally, there are mentorship and scholarship programs and the “Panda Library.” The University of Panda (or UOP) serves as a hub for “whole person” learning, stocked with educational resources and more than 8,000 online and in-person courses, videos, books, and articles.

On top of these resources, there’s a

“Learning Benefit” that provides $750 annually for eligible employees and managers. The funds can be used for courses, books, development seminars, leadership training, and more. In 2023, Panda Express launched a Panda Leaders Hospitality Scholarship program in partnership with UNLV. It supports employees pursing a college education in hospitality, offering scholarships that cover up to 80 percent of tuition. The inaugural iteration awarded more than $70,000 to 15 recipients.

CAVA Locations: 340-plus

As CAVA ascends—the brand expanded by 72 locations across 2023—it’s working to create an employee value proposition that “cares for the whole person,” the

■ PANDA EXPRESS

■ CAVA CAVA

company explains. Structured around the pillars of Gartner’s “Human Deal” framework, CAVA developed a culture focused on deeper connections that make employees feel seen and understood; gives people flexibility in when, how, and where they work; creates personal growth opportunities; and makes employees feel cared for with programs that support holistic well-being. In one example, CAVA has not increased the cost of medical benefits for employees for the past two years.

And digging into what CAVA offers team members to anchor this blueprint, all team members are offered health insurance inclusive of medical, dental, and vision plans; a 401 ( k ) plan; prepaid legal and identity theft plans; pet insurance; commuter benefits; tuition discounts; early wage access; an employee stock purchase program; parental leave; and paid time off, including unlimited

paid time off for support center employees. CAVA also offers all employees and their families a suite of no-cost holistic mental health and well-being benefits through a variety of programs, such as its employee assistance program, in-person and virtual therapy services, caregiver resources, a discount with major brands, and financial grants for certain costs not covered within the medial benefits program, including adoption assistance. CAVA has grants available for team members experiencing unexpected financial needs due to emergency situations, like fire and flooding, as well.

There are more perks, too—free CAVA meals and discounted ones for guests. Support center employees can go fully remote or hybrid, enjoy shortened workdays on Fridays during summer months, and receive a monthly cell phone plan stipend.

CAVA also plans to support growth through internal development. The brand wants to fill more than 75 percent of GM positions via promotions. Its Academy GM program is a nationwide network of leaders with strong operational and financial results at the restaurants they run who supervise overall training and development. Team members in support center roles are offered year-round training courses on CAVA’s core competencies to encourage ongoing professional development and skill building.

CAVA’s culture is defined on five key values: Generosity First, Always; Constant Curiosity; Act with Agility; Passion for Positivity; and Collective Ambition. Employees who go above and beyond are recognized with quarterly enterprisewide awards, biweekly calls dedicated to recognizing and showing gratitude for fellow team members, and regular shoutouts in CAVA’s company Slack channels.

Chick-fil-A

Locations: 3,000-plus

Central to Chick-fil-A’s ability to deliver near-mythical customer service at scale

is an owner-operator model that takes a different path than most. Rather than expanding through a company-owned franchise model or one where opera-

tors own handfuls of locations, most Chick-fil-As are owned and run by local owner-operators who live and work in the communities where they do business. As a result, the company says, these owner-operators get to know and cultivate relationships with the customers they serve as well as the people they hire and develop. There’s an emphasis unit to unit on local causes, from hosting events and fostering partnerships with other Chick-fil-A stores to amplify impact. Of course, Chick-fil-A stores are also closed on Sundays.

Most local owner-operators own just one location, meaning they’re small business owners who are on-site and actively involved. That enables them to be in-tune with what employees at each location need and respond accordingly. More than 75 percent of newly selected local owner-operators worked as team members in their local Chick-fil-A before taking on ownership of their restaurant business. That gives them the tools to provide hands-on leadership grounded in experience.

The principle within the organization, as provided by leaders, is straightforward—take care of employees who, in turn, can take care of guests. It’s a culture based on four core values: “We are here to serve, we’re better together, we are purpose-driven, and we pursue what’s next.”

Chick-fil-A has also cultivated opportunities broadly through its organization. Eligible team members in Chick-fil-A-

■ CHICK-FIL-A

branded restaurants can pursue higher education opportunities by applying for college scholarships through the Remarkable Futures Scholarship program, and many may be offered leadership and advancement opportunities at their local restaurant. Every year through the initiative, the company offers $1,000, $2,500, and $25,000 scholarships to employees who work at a franchised or company-owned Chick-fil-A units. The scholarships, which are paid in advance, can be used at any accredited college, university or technical/vocational school, and are available for both full-time and part-time students. To date, the brand has awarded over $191 million in scholarships to more than 105,000 restaurant team members.

Chicken Salad Chicken

Locations: 275-plus

Chicken Salad Chicken, in addition to defining a category within one, believes its commitment to community impact and employee care has helped it emerge from competitors. The brand is closed on Sundays and late-nights, and promotes rest and work-life balance throughout the organization. There are no fryers or grills in restaurants. Full-time employees are eligible for medical, dental, and vision insurance; 401(k) or Roth with company match; flexible hours with work from home Fridays; four weeks of PTO; and eight paid holidays.

Chicken Salad Chick also cultivates culture through appreciation and team building. Perks and events include

employee sampling cards, office holiday events and employee giveaways, in-office Olympic games, Halloween costume and decoration events, Thanksgiving luncheons, community service events, and even pet appreciation days.

Returning to the community aim, Chicken Salad Chick raises money each year for the national nonprofit CURE Childhood Cancer through the brand’s Giving Card promotion. Since 2017, the company has raised more than $2.5 million through the Chicken Salad Chick Foundation. In 2023 alone, Chicken Salad Chick raised $525,000 thanks to its Giving Card program and an additional $40,000 through the newly introduced Cookies for a Cure platform.

In addition to Chicken Salad Chick’s commitment to funding life-saving cancer research, the brand is also passionate about ending hunger in America. The Chicken Salad Chick Foundation partners with locations in various markets to give back to local food banks and food related charities.

gusto!

Locations: 13

Ahead of its 10th anniversary, the Atlantabased fast casual recently launched several initiatives around what’s always been a day one focus: becoming an empowering employer of choice in the industry. It ramped that core equity up to another level. gusto! created a People Leader position responsible for helping individual employees grow inside and outside restaurants. The People Team is dedicated to ensuring gusto! guides team members intentionally through leadership development, training, culture, and employee experiences. It’s an effort led by Cody Hicks, who previously served as fractional chief of staff.

Brand founder and CEO Nate Hybl often states the importance of leaders is to positively impact everyone who crosses their path. He believes a manager can influence mental health more than nearly anybody else in an employees’ life.

Some examples of gusto!’s heart-led efforts, as the brand calls them, are: upward mobility, where individuals can move through the ranks. One team member was recently elevated to local

■ gusto!

■ CHICKEN SALAD CHICK

operating partner for a locations; “Shake Yourself Awake,” which is a quarterly program where all leadership teams from the CEO to the restaurant level gather for adventures to get outside their comfort

zones and undertake adventures such as attending a symphony, volunteering with a nonprofit, and rafting down a whitewater river, among others; and What’s Your gusto? This mantra is more than

simply ordering your favorite entrée— it’s about discovering what gives you life by celebrating the individual and finding your passion. gusto!’s updated brand mission is “to [re]fuel the human spirit with life-giving food and good energy for those open to self-betterment.”

Full-time team members are eligible to enroll in comprehensive health benefits, including company contributions for medical, dental, and vision coverage. Shift leads receive five days of PTO, managers seven days, associate operators 10 days, and LOP employees 15 days. gusto! team members also enjoy: tip sharing; access to wages before payday; flexible scheduling; detailed and intentional training, and food perks.

Choolaah Locations: 7

At Choolaah, employee well-being and growth are top priorities, with many team members celebrating over a decade of service. To ensure work fits seamlessly into their lifestyles, Choolaah offers benefits including free meals during shifts, tips, bonuses, health insurance, and paid time off. The restaurants are also closed on major holidays, allowing employees to spend time with their families. The company is in its fourth year of a formal employee appreciation program that recognizes service anniversaries, business growth, and operational successes. Additionally, Choolaah hosts creative team-building contests throughout the year to foster camaraderie and competition among its restaurants.

Choolaah is known for its healthy, fastcasual offerings like protein bowls, wraps, salads, and traditional Indian street food. The company is deeply committed to diversity, with no barriers based on race, gender, sexuality, or religion. Since its inception in 2014, Choolaah has lived out its mission to “transform the quality of life of everyone we touch.” The company strives to connect individual values and dreams with corporate goals, creating a win-win collaboration.

Women of Whataburger

Take a look inside the ‘she-suite,’ with four female executives who carry on the legacy of Lady Grace Dobson and push the burger chain into the future.

Whataburger

/ BY SATYNE DONER

Grace

Dobson—affectionately known as “Lady Grace”— ate her first Whataburger meal on a date with her future husband and the company’s founder Harmon Dobson.

Reserved and compassionate, Lady Grace’s quiet strength complemented Harmon’s outgoing and adventurous personality. They grew their family and the Whataburger brand simultaneously until tragedy struck in 1967 with Harmon’s unexpected death in a plane crash accident.

As a single mother with three children, many expected Lady Grace to sell the rapidly expanding hamburger concept. Instead, she honored her husband’s wishes to preserve the company and spent the next four decades nurturing it into one of the largest burger chains in the nation, with more than 1,000 units, alongside a strong management team. Throughout all this, she never lost her empathetic spirit. She solidified her role as chairwoman of the board and used her position to give back to the community she loved dearly. Whether she realized it or not, Lady Grace left a legacy of pride, love, and female empowerment.

Today, Whataburger stands out in the hospitality industry as one of the few brands with a woman-powered C-suite, also known as the “she-suite,” comprised of four top executives: Peggy Rubenzer, chief people officer; Elena Kraus, chief legal officer; Debbie Stroud, executive vice president and chief operating offi-

cer; and Janelle Sykes, chief financial officer.

They feel Lady Grace’s spirit in each of their lives and find encouragement in her strength as a committed leader and mother. They echo a prayer called “Keep Me at It” from the late Whataburger matriarch’s book.

“The nontraditional decision she made in the ’60s is a huge inspiration to the women of Whataburger,” Rubenzer says. “In each of our lives, we’ve had to make nontraditional decisions as well. Her strength of character is motivational for anyone who knows that story—and we all know it.”

Each executive comes from a different background, but they all remember the moment they answered the Whataburger call.

NICOLE TRULY

JEFF

BERDNARZ

• WHATABURGER AND ITS EMPLOYEES OWE MUCH SUCCESS TO GRACE DOBSON, WHO HELPED GROW THE BRAND AFTER HER HUSBAND AND WHATABURGER FOUNDER HARMON PASSED AWAY.

Stroud, set to become CEO in January, started her career at 21 by dissecting restaurant finances at McDonald’s. Over two decades later, she moved to Texas, buying three cowboy hats and a pair of boots. Similarly, Rubenzer had stints at Southwest Airlines, P.F. Chang’s, Shake Shack, and True Food Kitchen before donning the iconic Whataburger orange.

For Kraus and Sykes, their intimate knowledge of Whataburger from growing up in Texas led to a full-circle moment. Kraus’ high school graduation treat from her parents was a trip to Whataburger, and Sykes’ sons treated their local restaurant like a community dining room. They were thrilled to learn of her new role with the brand, ultimately encouraging her to take

it after 30 years in food and beverage manufacturing.

Throughout their careers, they’ve grown comfortable with leaping from manager to executive and beyond. When they feel the urge to branch out and make a different impact, they remind themselves that a career path sometimes looks less like a ladder and more like a Christmas tree—where lateral moves can lead to the best opportunities.

“My best career growth happened when I broadened my expertise and became more of a generalist, even if it was unplanned,” Stroud says. “It helped me see more perspectives around business issues than if I stayed in one lane, and it was an important leadership lesson. I later realized I was becoming

“ [ Women in leadership] just opens the thinking, and there’s more than one way to approach things. ”

more courageous and confident in myself, which is empowering.”

Operating as a leader during ambiguity and uncertainty is something the team has also become accustomed to. Stroud says these periods of unpredictability have built her resilience—such as when she accepted a job at Starbucks and moved to Seattle during the peak of the pandemic. She leaned into the uncertainty and learned how to thrive in it.

“You start to be energized by the high stakes and lead change instead of being the recipient of it. You begin to reason with agility, and it’s empowering to act as a calming influence versus adding to the chaos. Working through those feelings relieves some pressure, and soon uncertainty becomes a comfortable partner,” Stroud adds. “I’ve told myself, ‘I’m agile in this environment. I lead with intention, and I have both feet firmly on the ground, and I can adjust if needed.’”

Kraus finds uncertainty more challenging due to her analytical legal background. She acknowledges that evolution and change are positive, as stagnation can raise red flags.

“I tell myself and my team to return to the core of ourselves

and our organization. If we stay true to our values and integrity, even in shifting sands, we can maintain our calm and composure. Then, we can help our peers navigate the destabilizing effects of ambiguity,” Kraus says.

The higher up in an organization, the tighter-knit the team becomes. For the women of Whataburger’s shesuite, relying on each other’s strengths has become the most effective way to counterbalance challenges.

They believe their personal and professional closeness as a woman-led team differentiates how Whataburger impacts the dialogue around leadership and brings fresh perspectives to the table. Each woman contributes a unique voice and experience as the brand moves into the future.

For instance, Rubenzer revolutionized the long-held 55-hour workweek for managers, advocating for 40-hour workweeks and flexible priority management. When Stroud took over as chief operating officer, Rubenzer’s voice was amplified, resulting in real change and more versatile working options for Whataburger staff.

“[Women in leadership] just opens the thinking, and there’s more than one way to approach things. We had to learn about work-life balance before it was widely discussed. When we heard from our operations people that we were struggling to hire managers, we started advocating for change,” Sykes explains. “It took people like Rubenzer and Stroud with different perspectives to push for flexible weeks, and it’s been huge for our management teams.”

The importance of male allyship cannot be overstated. Kraus says men in the industry are valuable sources of advocacy, mentorship, and support. It was crucial in her career to have male allies who viewed her as top talent, added to the diversity of thought, and weren’t afraid to engage in tough conversations.

“If we’re tackling the issue of women’s advancement in the professional world, we want to avoid becoming an echo chamber,” Kraus adds. “We need people who can help us help each other. We have progressed so much as women in the workplace, and having forward-thinking male allies is imperative.”

The women of Whataburger believe it’s important to have sponsors, advisors, and mentors: someone to ask discrete questions, someone deeply trusted who can handle the good, the bad, and the ugly, and someone who can speak about you behind closed doors and use their political capital to open doors for you. Stroud says understanding the difference between these

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roles and not intermixing them was a critical part of her growth.

Sometimes, mentors come from unlikely places. Rubenzer’s high school English teacher Mr. Williams has been a valuable pillar of support throughout her career.

“I was at a crossroads in my career, and he gave me some English literature connection like he always did,” Rubenzer says. “He told me it never feels good to be on a sinking ship, and that stuck with me. His wisdom has been a unique gift.”

They’ve all faced obstacles, from juggling careers and growing families to dealing with imposter syndrome, mom guilt, and selfdoubt. Kraus still experiences self-doubt when trying something new but allows herself to feel those feelings, evolve personally, and refocus on her purpose.

“When I was on maternity leave with my second child, I was standing by my sink cleaning bottles and thought that if I had interviewed for my job at Southwest Airlines now, I probably wouldn’t be selected,” Rubenzer says. “But I pushed through those feelings. I wanted my boys to see their mother as a strong, thoughtful, and nurturing professional, which kept me on track. Growing up as one of nine kids, seeing my mother manage that became a great role model for me later.”

With most of their children grown and out of the house, the women of Whataburger say it’s been a bittersweet process. Kraus finds it fulfilling to watch her children become independent and seek her professional guidance.

“There are many blessings that come with the decades of life. I’ve gained so much perspective from raising three ambitious daughters, teaching me what to focus on and what to let go,” Stroud adds. “Watching them launch their lives has been a privilege. At Whataburger, we’re always telling ourselves, ‘Good job, moms!’”

Whataburger celebrated its 74th anniversary in early August, further solidifying itself as a top player in the burger segment with nationwide expansion deals coming down the pipeline.

The women of Whataburger credit this success to the company’s people-first culture and dedication to uplifting employees like Connie Claxton from Forney, Texas, who recently retired after 54 years. She had her first burger there in 1970 and, like Lady Grace Dobson, married someone she met at Whataburger.

“We have many women in the restaurants and our support system. My team tells me how refreshing it is to see women in leadership roles,” Sykes says. “Now, because of our she-suite, they see multiple females at the top. We each have our distinct personality and style, but we’re successful in our own ways. Our employees see that they don’t have to follow a single mold to succeed—they can be themselves and still advance in their careers. This has been powerful, and it’s terrific to have other women with me on this journey.”

Satyne

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

DEPARTMENT

Tapping into Gen Z’s Influence

Rubix Foods’ new program highlights sauce concepts by three foodie social media stars to test the power of marketing to younger consumers.

BY TALLULAH HAWLEY

The most important voices in elevating today’s culinary scene are not Michelin chefs or Le Cordon Bleu-educated cookbook authors, but instead, Gen Z influencers. The NEXT Flavor Network by Rubix Foods aims to advance restaurant cuisine by simply listening to the kids.

Since 1981, Rubix Foods (formerly Darifair Foods) has assisted restaurant executives and brands with ideas for innovation and further development of their menus. While it began in privately labeled dairy products, it now has a robust food science team and innovation center that helps bring unique sauces, glazes, spreads, and more to eateries in need of change.

“We really help to concept and develop new items for menus or even into the retail space,” says Shannon O’Shields, vice president of marketing for Rubix Foods. “Our role, really from an innovation standpoint, is to apply a universal lens of seeing what’s happening in the marketplace, what is the need, what is the problem to be solved, and then bringing together a really strong, nimble, but cross-functional team of people who can help to actually bring that concept to life.”

“We are really starting to be more proactive,” O’Shields adds, “and that is part of the genesis of the NEXT Flavor Network.”

Trendwise, she says, restaurants have become a “sea of sameness” with very little menu differentiation. With so many fast-food restaurants available now, the brands that take time to create and innovate upon menu items will be the ones that succeed. By creating the flavor concepts itself rather than pursuing an idea once it is in demand, Rubix Foods can stay ahead.

Why target Gen Z’s cravings? “The reason that Gen Z’s palate is so much broader and more exploratory than any other generation before is that it is the most diverse generation ever,” O’Shields explains, “and the exposure that [ they ] have because of social media… that unrivaled access that [they] have to seeing what is available and what is out there.”

“We know that nearly half of Gen Z has made a purchase decision based on an influencer’s recommendation, and we also know that market research, in and of itself, is changing,” says O’Shields. “It’s extremely expensive to get insights from consumers but Gen Z is not someone who’s going to sit and take a survey… we can get

more authentic, unfiltered, raw insight from a TikTok video and the comments section than we can when I spend thousands of dollars on a survey.”

Collaborations with influencers are becoming more common in spaces like the makeup industry, but rarely do food influencers ever get a say in up-and-coming menu items, and even less do they get to be behind the scenes of the matter.

The NEXT Flavor Network was launched this summer by Rubix Foods and functions as a culinary idea generator driven by three major social media influencers within the food space. The three picks for Rubix Foods’ 2024 roster are Matt James, Alexis Frost, and Nate Llorin.

James rose to fame as the first African-American man to be the titular lead on ABC’s “The Bachelor” in its 25th season. With over half a million followers on TikTok, James now makes foodie content, vlogging his experiences at restaurants around America.

Frost began making video content as a high school math teacher, but her online success has launched her into a new career—reviewing new and trendy fast food. A queen of the drive-thru, she now

Rubix Foods wants to be proactive in discovering Gen Z’s flavor profiles.

sits at two and a half million TikTok followers.

Llorin has been creating culinary-centered content since 2021. Now, he has shifted his focus to trying fast-food recommendations from his nearly 700,000 TikTok followers, offering criticism in a casual way from the front seat of his car.

The NEXT Flavor Network has tasked these three social media influencers with creating diverse new flavor ideas in the form of sauces, which will help to inform menu concepts by Rubix Foods that will be used in restaurants. For Rubix Foods, the end goal is to find out what key tastes truly drive excitement with Gen Z audiences, whose cravings seem to have changed each time the “For You” page is reloaded.

“We know that QSRs are watching influencers,” says O’Shields. “They’re oftentimes paying them to come and review foods and drive traffic to the restaurant, but why is nobody actually tapping them for insight before the item is on the menu?”

While two of the Flavor Forecasters are not Gen Z, their audiences are predominantly Gen Z. Another thing Gen Z loves, says O’Shields, is friendly competition. On August 3, the Flavor Fight commenced at Lollapalooza, featuring a pizza ranch by James, a chimichurri ranch by Frost, and an Asian aloha sauce by Llorin. Festival-goers could stop by, sample a sauce-dipped fry, and vote on their favorite.

While Frost’s chimichurri ranch won the Flavor Fight with 52 percent voting it the best, the contest is not over. O’Shields says the

true prize is getting one’s sauce on a menu.

Foodie influencers serve as a conduit to the customer, producing unbiased and authentic feedback in real time. Besides name association, the social media content creators assist with adding credibility to the products they represent. When going into a QSR to pitch an idea, O’Shields says having the “buy-in” from a well-respected culinary influencer like Frost “removes the guesswork that happens in product development.”

This season of the NEXT Flavor Network is only the beginning for Rubix Foods. Up next, O’Shields says the program will only grow, creating a “better and faster understanding of what Gen Z really wants on menus.” She also notes that in the future, they hope to bring on more influencers while still maintaining their relationships with the current Big 3.

As Generation Alpha (anyone born from 2010 to the present) begins to take its place online, innovation will become an expectation to evolve and stay afloat in the restaurant industry, while keeping items that fit the brand’s identity and are relevant to the customer.

“We’re much more in it for collaboration than we are for credit!” says O’Shields. At the QSR level, she adds, marketing is making more and more decisions on the menu creation, rather than just the culinary team. From behind the scenes, Rubix Foods helps to both predict and create the newest culinary trends.

Tallulah Hawley is a staff writer for QSR magazine. She can be reached at thawley@wtwhmedia.com.

Jumping From Zee to Zor

Going from franchisee to franchisor can come with growing pains. Learn what the experts had to say at this year’s QSR Evolution Conference.

BY SAM DANLEY

Greg Willman has a history of getting involved with brands at the dawn of their franchising journeys. He made his mark early on at QDOBA as one of the first and largest franchisees. But his trajectory changed when he became the first franchisee of Naf Naf Middle Eastern Grill. Soon after opening his first location, he was tapped to lead the emerging franchise as its CEO.

“Spending a lot of time with early-stage companies on the franchisee side of things really informed me that as a franchisor, you have to be very picky about who you get in business with,” he said at the QSR Evolution Conference earlier this year in Atlanta. “It’s a long-term relationship that can be quite complicated, and you’re mutually dependent on one another.”

Willman took the stage alongside a group of quick-service veterans who made the jump from franchisee to franchisor. They dove into the challenges and growing pains, as well as the lessons and opportunities, that come with taking the leap.

Having experience

on

the franchisor and franchisee side of business provides a holistic view of the restaurant industry.

“For a lot of brands, once they’ve decided to go down that path and put the infrastructure in place, there’s a temptation to just go try to get deals done,” Willman said. “From my perspective, that’s a mistake. You should be very patient and make sure that you’re getting in business with the right people, particularly early on. It’s critically important that the first several relationships that you put in place as a franchisor with a franchisee turn out well and come to fruition. If you do that, things can accelerate rapidly from there. If you get those wrong, you can really get stuck in the mud.”

George McLaughlin, cofounder of Vicious Biscuit, learned this lesson after McAlister’s Deli started franchising, back when it only had a total of four stores. He witnessed the system’s rapid growth and the complications that came with it as the first McAlister’s employee to transition to a franchisee role.

“Watching the franchisor really separate from the franchisees, you quickly learned that they forgot who the real customer was,” McLaughlin said. “So, when I got back into the franchisor side, I kept in mind what I went through as a franchisee and all of the pain points that we had in our operations. It goes back to the structure, training, and making sure we had systems in place before we

launched franchising because I watched one almost come crashing down in the early stage.”

Interest in Vicious Biscuit has surged after the brand opened up for franchising, he added, but only a handful of franchisees have been selected so far.

“We always say that we don’t want you to be a franchisee, we want you to be a partner,” McLaughlin said. “We’re not franchising a vending machine business. We’re franchising a brand that has to be protected. So, you have to be passionate, and more importantly, you have to know how to run a business.”

Toppers Pizza CEO Adam Oldenburg, who also is part of a group that owns several locations, echoed that sentiment. He highlighted the importance of providing those passionate, business-savvy partners with the right systems, processes, and standards to be successful.

“They have this entrepreneurial mindset, but at the same time, they need to follow the system,” he said. “That’s why you get into franchising in the first place, right? You’ve got a great system that you can execute with a great brand. We’re seeking

[CONTINUED ON PAGE

keep them flavorful, fun, and trendy for the upcoming period. For example, the brand’s chicken thigh transformed from its early summer chermoula harissa into its late summer honey barbecue.

While Naked Farmer’s greens, grains, and glazes keep customers on their toes, its plates are customizable. While many opt for the pre-composed meals, such as its Steak and Mushroom Plate (includes a hefty cut of steak, seared blue oyster mushrooms, its signature panko-coated mac and cheese, a zesty brown rice mix, and lemony blackened broccoli ) , customers can also create their own plate, with their choice of two sides.

The chain also sells most of its components a la carte, with ready-to-go and well-priced proteins available for those who want to add a little more oomph.

While many customers liken the company to a “hot Sweetgreen,” Johnson says the concept is more akin to “going down Mom or Grandma’s table and trying all of these delicious dishes that were made with heart and soul.” Even with Naked Farmer’s side dishes, attention is paid to the flavor combos.

This does not mean slapping a premade dry seasoning blend onto a bowl of veg. Naked Farmer does not use can openers, freezers, or sauces.

Rather, herbs and spices are combined thoughtfully in tandem with its housemade “(un)dressings” to highlight the full flavor the produce is capable of without stripping away its natural taste. To Naked Farmer, the shortened travel time from field to kitchen is worth the higher price of working with smaller-scale nearby farmers. “When the food is that fresh, and it was just picked just days ago instead of weeks ago,” Johnson says, explaining its namesake, “you don’t have to do that much to it, you leave it naked.”

He insists the difference between wholesale and local produce can truly be tasted. “I’m tired of bland tomatoes,” he says. “You eat a lot of bland tomatoes in life, whether it’s on a cheeseburger or something… like it’s a tomato but it may as well be a nothing. That’s why our customers are telling us that they love [our produce] because the flavor is so strong.”

uct without doing the due diligence about the real return on the invested assets you’re going to be placing in the business. You may love the food, but you need to know if the cost to deliver that to the customer is substantially higher than it is at a similar brand—where you may not be quite as enamored with the concept, but it’s much more profitable.

“Sometimes, when people walk into an older concept that has been operating for a long time, they’ll notice the carpets are a little worn down, or there’s that smell of old oil and all the grease from French fries in the air. That’s literally the smell of money, because those assets are being used,” Gagnon says. “You can walk into this beautiful Taj Mahal that’s perfectly laid out, and there’s 10 people at the counter waiting on 10 customers. It’s beautiful, but they’re not making any money.”

CONSIDER A RESALE 

For managers and store leaders with an entrepreneurial spark, buying a resale rather than starting from scratch can be a strategic first step into franchising. It often requires a lower upfront investment and allows them to leverage their experience to revamp an existing operation rather than building a new one from the ground up.

“Because they have that experience, they can take over an operation where the food costs are too high, where they’re not managing labor, producing food to par levels, or executing at an operational level that returns the most investment,” Gagnon says. “We know that the franchise system works because there are other units out there that are open and operating. We know they’re getting traffic because there’s some level of business taking place.”

UNDERSTAND THE CULTURE

 In addition to operational and financial factors, Gagnon highlights the importance of aligning with the franchisor’s culture. Franchisees must not only understand the brand’s business model but also believe in its values.

“It’s a heart and a numbers game, and both have to align for you to get that perfect fit,” she says. “Don’t jump in for the numbers if you don’t have any passion for the business.”

out those individuals that have the go-getter mentality and who can roll up their sleeves, but still follow the system that you lay out for them, so that they can thrive. Our best franchisees are ones that follow the system to a T. I think that’s one of the most challenging parts of franchising.”

That’s also where having experience on the other side of the relationship comes in handy, said Sharon Arthofer, founder and CEO of Sip Fresh. The priorities that guided her as Wetzel’s Pretzels’ first franchisee also influenced her approach to building her specialty beverage concept.

“A high quality of product, low cost of entry, and simple operations—that’s one, two, and three for me,” Arthofer said.

Making the jump still required a major shift in perspective, though. As a franchisee, you’re “in control of your own destiny” and running your business well is the key to success, she said. But as a franchisor, you’re responsible for helping others succeed. Instead of just managing your own store or group of stores, you’re coaching and supporting other business owners.

“I think it’s an advantage today that I was the first franchisee for Wetzel’s because I learned very quickly being a franchisor to be able to pivot,” Arthofer said. “When you start a new company, they want it exactly this way, and they’re not necessarily malleable in listening to the franchisee with regard to changing things and seeing what could be better.”

Craig Dunaway, former franchisee and current COO of Penn Station East Coast Subs, emphasized that experience as a franchisee helps foster productive relationships and open communication. That goes a long way toward avoiding the sometimes adversarial dynamic he encountered early in his career as a Papa Johns franchisee.

“When I became a franchisee at Papa Johns, I don’t think I respected the franchisee–franchisor relationship enough,” Dunaway said. “There was this ‘us versus them’ mentality. Communication is key in that relationship, so it’s an advantage when you’ve walked a mile and in their shoes and you can say, ‘I’ve felt your pain before.’”

This shared experience adds credibility when it comes to challenging franchisees and holding them accountable.

Tallulah Hawley is a staff writer for QSR magazine. She can be reached at thawley@wtwhmedia.com

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

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BY ABBY WINTERBURN

ackaging plays a crucial role in shaping the customer experience, protecting food quality, and maintaining brand integrity. In this issue of Smart Chain, we spotlight food packaging with insights from top industry leaders, exploring packaging advancements that drive brand awareness and satisfy customer needs.

Food delivery is the most popular way to engage with a restaurant in the U.S.—in the past month, 70 percent of consumers reported ordering delivery, according to Doordash. Due to this, reliable packaging is of the utmost importance to maintain food quality during transit. Restaurant operators often struggle to invest in quality packaging due to tight budgets and rising operational costs, but turning to industry thought leaders can provide valuable insights and guidance to help make informed decisions and bridge these gaps e ectively.

To address these concerns, we’ve gathered insights from leading experts at Accurate Box Company, Anchor Packaging, Continental Cups, Huhtamaki, and Inno-Pak. Their knowledge reveals how technological advancements, consumer insights, and trusted partnerships are shaping the future of foodservice packaging in the quick-service restaurant industry.

MARK SCHLOSSMAN

Executive Vice President of Sales and Marketing for Accurate Box Company

functional packaging is also essential for a positive customer experience, as poor packaging experiences can damage a brand’s reputation and can lead to lost customers and reduced loyalty.

What do you think will be the biggest challenges and opportunities for quick-service restaurants in the next 10-20 years?

The industry will face rising costs, increasing competition, changing consumer preferences, technological advancements, and environmental concerns. Evolving environmental regulations will likely present the biggest challenge with governments tightening restrictions on single-use plastics. This is driving urgency around finding innovative materials, but this also presents an opportunity to gain a competitive edge and build consumer loyalty through transparent, eco-friendly packaging practices. Adapting to these shifts will be crucial for long-term success.

How are operators addressing these challenges e ectively?

To manage costs, operators streamline operations, optimize inventory, and craft menus carefully. They are also leveraging their buying power to negotiate better deals with suppliers and explore new packaging technologies and materials. In addition, restaurants are di erentiating themselves through unique branding and partnerships with influencers or other businesses.

competitors. It also provides essential information like ingredients, instructions, and warnings, while e cient design can reduce costs and streamline logistics.

How have customer expectations for packaging changed in recent years?

Packaging is now seen as an extension of the brand, and consumers expect it to reflect the brand’s values and personality. This includes visually appealing designs, high-quality materials, and consistent branding. As consumers become more accustomed to personalized experiences, they enjoy packaging with customized messages or limited-edition designs.

How should operators communicate to consumers that their needs are being met?

Restaurants should use clear, transparent messaging and consistent branding across communication channels to convey how they are meeting consumer needs. Social media campaigns can be used to share initiatives, engage with consumers, or even feature videos showcasing behind-the-scenes e orts. This helps create a positive brand reputation and foster long-term customer loyalty.

What are the biggest challenges for quick-service restaurants with packaging today?

Sustainability is a major concern, as consumers and regulations demand more eco-friendly packaging. Durability and functionality are also significant issues, especially with the growth of takeout and delivery services. Packaging needs to be strong, prevent leaks, and maintain food quality while being lightweight, cost-e ective, and sustainable.

How are these challenges impacting the industry?

Restaurants must invest in eco-friendly initiatives, despite the expense and challenges of transitioning to sustainable materials. Durable and

What mistakes do operators make with packaging?

Packaging plays a crucial role in protecting products, brand marketing, and enhancing the consumer experience. Operators are receiving feedback about flimsy packaging leading to disorganized food during transportation, resulting in negative customer experiences and hurting brand perception.

What key tasks are being enhanced through packaging?

Packaging is a valuable tool for branding and marketing, communicating a brand’s identity, message, and value proposition. Well-designed packaging can attract attention, create desire, and set a product apart from

KURT RICHARS

Director of Marketing for Anchor Packaging

What are the biggest challenges for quick-service restaurants with packaging today?

The biggest packaging-related challenges restaurants face today stem from choosing containers on price instead of performance.

Consider the significant investment to develop and produce a great menu and win an order. For many customers, the meal is their first experience, where repeat customers expect dinein quality. Packaging performance directly impacts what customers experience, and consequently, their impression of food quality and the brand. It is

all about the food! Investing in packaging that protects dine-in quality o -premise will help create repeat customers and positive word of mouth.

How are these challenges impacting the industry?

Today’s environment creates significant opportunities for operators who prioritize protecting food quality. Consumers are still going out but are more selective. To win more meals, operators must consistently serve great food experiences. Packaging choice directly impacts this.

What mistakes do operators make with packaging?

The biggest mistake is not intentionally experiencing their food like their customers do. Your food is fantastic when freshly plated, but did you taste it after 15 minutes in transit –or even 30 minutes later?

Today, the majority of meals are consumed o -premise and travel 15-30 minutes after being packaged. Customers want delicious food to go and nothing should distract from a great experience. Protecting temperature, texture, and taste protects loyalty and builds tra c. Put your packages to a full o -premise test—load and drive your food around for 15-30 minutes before opening. Is the presentation still appealing? Does the food still taste great? Test it to be sure.

What key tasks are being enhanced through packaging?

Packaging says a lot about your food, your brand, and your interest in providing an exceptional experience – whether dine-in or dine-out. Serving a delicious $15 chicken sandwich and fries in a container meant for storing leftovers creates a poor dining experience. It will not produce repeat orders but may lose a customer. On the other hand, choosing a container that delivers a dine-in experience will win more meals.

How have customer expectations for packaging changed in recent years?

Consumers expect food-to-go to taste as good as dine in. Quality and value are the top considerations when deciding where to order carryout or delivery next. Customers also want

How are these challenges impacting the industry?

Higher raw material costs mean higher retail prices, which drives loyal customers to look at other alternatives. Lack of motivated labor means much higher managing levels to get the same work done and a lot more turnover, requiring more management time.

What do you think will be the biggest challenges and opportunities for restaurants in the next 10-20 years?

Integrating AI & automation into the customer experience while keeping the human touch which drives customer retention. Understanding how to work Dark Kitchen into your model.

How are operators addressing these challenges e ectively?

operators to make it easy to avoid waste and prefer recyclable options.

Why is partnering with a trusted brand more crucial now than ever?

Trusted brands deliver innovation, security of supply, and consumer insights critical to succeeding o -premise. Importantly, they also bring solutions that benefit operational e ciency and reduce waste. Today, there is less margin for error as costs are high and consumers are less forgiving. A trusted supplier can help operators solve these problems and improve unit economics, not just package food.

Some operators are employing new hiring techniques and being much more discerning in their employee choices to be more technically savvy to help drive retail solutions.

RICH REUTTI

Vice President of Sales for Continental Cup

What are the biggest challenges for quick-service restaurants with packaging today?

In conversations with quick-service restaurants, the most common challenges are raw material inflation and the impact on menu prices and profitability. Additionally, low labor availability and cost.

What mistakes do operators make with packaging?

Most brands make the packaging decisions for operators. As such operators need to wisely develop contacts with the appropriate team members at corporate to understand their needs and desires at the operational level.

How have customer expectations for packaging changed in recent years?

Many consumers want sustainable packaging as the media pushes the narrative. The challenge comes in re-educating customers on their expectations for packaging and our

waste system’s ability to e ectively manage their stream, as those who are pushing the narrative are typically incorrect.

How should operators communicate to consumers that their needs are being met?

Operators can not communicate to a customer that their needs are being met. They can ask if the changes are meeting their needs and expectations. Then develop educational pieces to show that they are indeed meeting the needs. But the consumer must always be the first link in the chain.

What misconceptions exist about packaging today?

That all paper is recyclable and all plastic goes to the landfill.

Why is partnering with a trusted brand more crucial now than ever?

Due to the heavy influence of the internet and social media consumers are more skeptical and likely to think “corporations” are only out for their own good. Trusted brands and brands with good social scores are less likely to have lasting issues when an issue arises.

Is there anything else you would like the QSR audience to know?

The biggest thing as an operator is to be open to innovation, new ideas, and di erent solutions that can help you expand your influence with your clients and build a trusted name.

What do you think will be the biggest challenges and opportunities for quick-service restaurants in the next 10-20 years?

The biggest challenge and opportunity will be developing packaging that meets the legislative requirements across the country. Suppliers that can meet these requirements first will win.

What mistakes do operators make with packaging?

JASON HOFMEYER

Senior Product Manager for Huhtamaki

What are the biggest challenges for quick-service restaurants with packaging today?

A challenge in restaurants is finding packaging solutions that meet broad sustainability requirements, while not increasing costs. Good packaging legislation enacted at a federal

level would be e ective at helping restaurants make impactful decisions. Trying to meet regulations at a state, county, or municipal level is di cult for operators to navigate.

Another challenge for quick-service restaurants is finding ways to increase tra c during inflationary times.

How are these challenges impacting the industry?

Quick-service restaurants are asking suppliers for options to save money, making it the perfect time to optimize structures and find creative ways to reduce costs. Operators and brands are also looking to build stability within the supply chain through strategic relationships and agreements. At the same time, restaurants are seizing the opportunity to optimize packaging for improved e ciencies and simplicity, which helps combat labor challenges and added complexity behind the counter.

Operators are cost sensitive when it comes to packaging spend. However, they sometimes overlook the full system cost of packaging. In the high-velocity environment of quickservice restaurants, back-of-house speed is critical. Packaging that meets these speed requirements can result in lower overall system costs.

What key tasks are being enhanced through packaging?

Brands and operators are prioritizing packaging solutions that enhance order accuracy, such as using menu tabs or ensuring the visibility of food. This helps in reducing errors and improves customer satisfaction.

How have customer expectations for packaging changed in recent years?

The demand for food delivery has surged, increasing the need for packaging that can maintain food quality during transit. This means packag-

HANDLED WITH CARE

Everything we do at Huhtamaki is handled with care, from creating future-proof and sustainable foodservice packaging to supporting your business. You can trust that every item in our extensive line of foodservice packaging delivers for you, from high-quality paper folding carton clamshells to compostable 4-cup carriers made from 100% recycled fiber. We offer sustainable options that are recyclable, compostable, produced with recycled content or made from renewable resources. Our innovative and solutions-focused products are designed to perform while also caring for you, your customers and the planet.

To learn more, scan the QR code, visit us.huhtamaki.com or call 800-244-6382.

ing must be designed to keep food warm and prevent it from becoming soggy. E ective packaging is essential to ensure that food arrives at the customer’s doorstep in the same condition as if served in the restaurant. This involves using materials that provide insulation and moisture control, as well as proper ventilation.

How should operators communicate to consumers that their needs are being met?

Brands that e ectively communicate and engage with their customers often do so through reward programs and apps. Operators should advocate on behalf of their consumers with their suppliers. Having a strong, reliable supplier network that fosters transparency will enable operators to communicate the needs of their consumers e ectively.

Is there anything else you would like the quick-service restaurant audience to know?

The packaging industry is constantly evolving to address the demand for sustainable solutions that maintain food integrity and remain cost e ective. This is a significant challenge, and collectively we must concentrate on finding ways to meet these requirements while allowing adequate time for innovation and development.

What mistakes do operators make with packaging?

Some operators are trying to cut back on packaging too much. Food packaging is a vital component of any restaurant business. At a minimum, food packaging enables you to bring your products to market. When done well, it also helps operators outperform competitors.

What key tasks are being enhanced through packaging?

Good packaging can protect taste, texture, and temperature while enhancing the perception of the value of your food and your business. Well-designed packaging helps with operations by simplifying processes performed by employees and customers alike.

How have customer expectations for packaging changed in recent years?

Customers expect their packaging to be more sustainable than ever before. They’re still learning about how to recycle and commercially compost things, but they know that they want more sustainable packaging.

NATHAN KRAATZ

Marketing Specialist for InnoPak

What are the biggest challenges for quick-service restaurants with packaging today?

Quick-service restaurants today face many challenges, many of them similar to last year. Inflation is, of course, one of their key concerns. As the cost of labor and doing business increases, this creates other challenges in the form of trying to maximize e ciency, lower costs, and compete for attention and market share.

How are these challenges impacting the industry?

Consumers are asking hard questions about where and how they spend their dollars. Restaurant operators will have to continue to win their customers’ dollars.

What do you think will be the biggest challenges and opportunities for quick-service restaurants in the next 10-20 years?

Cost pressures will continue to rise. We are just now seeing the beginning of the green wave of sustainability regulations a ecting the industry. More and more states, cities, and counties are going to regulate this issue, and we cannot rule out federal legislation or regulations on the topic.

How are operators addressing these challenges e ectively?

Operators are finding ways to get value out of every dollar they spend, including on their food packaging, to win in this market. They’re also figuring out how to meet the challenges of multiple, sometimes conflicting, regulations.

How should operators communicate to consumers that their needs are being met?

Sustainability isn’t an end goal, it’s a journey. When talking to customers, you can tell your journey as a story to your customers. The choices that you made and the results you are seeing can all be part of that story.

What misconceptions exist about packaging today?

The biggest misconception we see is that packaging doesn’t bring much value. Some businesses forget how valuable packaging can be and neglect to update it or make the most of it. It’s an opportunity to make a good impression and, in an age of food delivered by third parties, it could be your first impression.

Why is partnering with a trusted brand more crucial now than ever?

Authenticity and trust are key to any business relationship. Now, more than ever, it’s important to work with businesses that you trust to bring value to the relationship.

START TO FINISH

Allison Chavez

Cofounder

SWEET PARIS CAFÉ & CREPERIE

What was your first job?

My first job after graduating college was at an investment bank in New York City. I was a financial analyst covering the real estate sector, which included hospitality.

What’s your favorite menu item at Sweet Paris?

I must defer to my namesake crepe – Allison’s Parfait on our breakfast menu (yogurt, bananas, strawberries, granola, toasted almonds, honey drizzle).

What’s your favorite cuisine aside from what you all offer at Sweet Paris? We are quite spoiled here in Houston with fantastic, diverse cuisine options at every turn. But as a born and raised Houstonian, TexMex food is a go to for our family as both a comfort and celebratory cuisine.

Who inspires you as a leader? Staying in the restaurant space, Steve Ells of Chipotle fame is an inspiring leader.

What’s the best piece of advice that other restaurant executives should hear? I would offer that a brand needs to remain nimble without chasing the trend.

What are some of your interests outside of work?

Travel has always been a passion of mine and my husband, which certainly helped inspire the concept of Sweet Paris. As parents of three young children, we have become a bit of a traveling circus. But we persist and try to introduce our children to new places and cuisine as far and wide as possible.

In 2012, my husband Iván and I cofounded Sweet Paris Café & Creperie in my hometown of Houston, Texas. We met as undergraduate students at the University of Pennsylvania’s Wharton School of Business and soon recognized our potential for being both life and business partners.

Before long, we launched Sweet Paris, bringing sweet and savory crêpes, hot drinks and more to communities all over the world. Before diving into a career in the quick-service restaurant space, I earned my degree in international studies and finance, specific to the real estate industry.

After graduating, I worked for a short time with Credit Suisse in New York City in investment banking before working as a multifamily development and investment analyst.

No matter where we have been based or what was going on in our lives, my husband and I have always found inspiration by travelling to new places and engaging with cuisines around the world.

Iván actually grew up in Guadalajara, Mexico,

and studied abroad in Paris. Those two countries’ cultures would go on to inform the menu and atmosphere of Sweet Paris. We found crêpes to be a filling, delicious meal that could be found on the streets of countries all over the world. While popular almost everywhere we traveled, we had a hard time finding crepes at home. After a good deal of planning, we both left the security of our corporate careers behind with a dream to make the delectable, thin pancakes the basis for main meals, brunches, desserts and many memories across the U.S. and Mexico.

Once we settled on crepes as the foundation of Sweet Paris, we made an intentional decision to take the cafe concept, typically a casual dining experience, and make it into a fast-casual concept. Because of the high demand we saw in our first store, franchising was a logical next step.

It’s been incredible to empower other entrepreneurs through Sweet Paris’ business model and see our menu items gain traction in cities all over North America.