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BY BEN COLEY
For
DANNY KLEIN
As
DONER
26 WOMEN IN LEADERSHIP Born into the Business
As COO of Nana Morrison's Soul Food, Gabriella Morrison doesn't let her age define her. BY SATYNE DONER
76 OPERATIONS Is Beef Tallow on its Way Back?
The cooking ingredient appears to be gaining popularity in lieu of seed oils. BY SAM DANLEY
78 FRANCHISE FORWARD Dunkin's Midwest Power Player
This franchisee is finding plenty of expansion opportunities. BY TALLULAH HAWLEY
15 FRESH IDEAS Sips and Snacks
Beverage chains recognize the growing importance of a food menu. BY SAM DANLEY
24 ONES TO WATCH Stoner's Pizza Joint
This chain's bold culture is fueling a healthy growth strategy. BY TALLULAH HAWLEY
96 START TO FINISH Ulyses Camacho
The Taco Cabana president shares what's next for the Mexican concept.
Whataburger CEO Debbie Stroud leads a brand with decades of tradition.
PHOTOGRAPHY:
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BRAND STORIES FROM QSR
EDITORIAL
VICE PRESIDENT EDITORIALFOOD, RETAIL, & HOSPITALITY
SENIOR VICE PRESIDENT AUDIENCE GROWTH Greg Sanders gsanders@wtwhmedia.com
CONTENT STUDIO
VICE PRESIDENT, CONTENT STUDIO Peggy Carouthers pcarouthers@wtwhmedia.com
WRITER, CONTENT STUDIO Drew Filipski dfilipski@wtwhmedia.com
WRITER, CONTENT STUDIO Ya’el McLoud ymcloud@wtwhmedia.com
WRITER, CONTENT STUDIO Abby Winterburn awinterburn@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 Guy Norcott gnorcott@wtwhmedia.com 854-200-5864
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
Greatness Should Be Recognized
There are a lot of chains that have been around for decades. Some are still powerful. Others not so much.
This month’s edition of QSR magazine puts Whataburger into the spotlight—a burger brand celebrating its 75th anniversary this year.
It wouldn’t be an overstatement to call the chain legendary. The chain has completely won over Texans and is now winning over other parts of the country as it continues to scale. The company has an Instagram account, “Whataburger Museum of Art,” dedicated to art created by its fans. Multiple couples have had Whataburgerthemed weddings in the past year.
Here’s another good example from the silver screen: in the movie “Vengeance,” a podcaster asks a Texas family, “Tell me something you love about where you live?” They all instantly answer “Whataburger!” When asked why it’s the best, they emphatically respond, “Because it’s right there.” The movie is fiction, of course, but I’m sure the sentiment is a reality for many.
I know this personally. Growing up in North Carolina, I had never had Whataburger until a work trip to Las Vegas in early 2024. But I knew of the brand, even before I took a job in restaurant writing.
That’s why the brand remains as strong as ever, even after the family sold a majority share to private equity six years ago. The culture, the passion, the love—it hasn’t changed a bit.
Whataburger isn’t the only brand we’re celebrating in May. In our sister publication FSR magazine, Chili’s—celebrating its 50th anniversary this year— takes center stage. The casual chain has taken a much different path to its success. The brand had loyal followers but grew stale. It spent the past three years orches-
trating a major comeback, including one of its appetizers going viral on social media last year. Since then, sales numbers have been through the roof and everyone, particularly Gen Z and millennials, can’t stop talking about Chili’s.
However, the past year has proven that longevity alone isn’t enough. Whataburger and Chili’s learned how to speak to their customers and keep things new and engaging. Other legacy chains have not succeeded in this regard.
Red Lobster and TGI Fridays— two well-known brands in the casualdining space—fell into bankruptcy and closed several restaurants. Leadership is inconsistent. Adaptability doesn’t seem to be there. Sure, both have a lot of name value, but what does that get you if you don’t use it properly? And as I’m writing this, Hooters declared bankruptcy too. People definitely care about Hooters; you can tell by the reaction on social media. But it doesn’t matter much if a chain doesn’t know how to leverage that and get people inside doors.
I’ve spoken to enough operators over the past few months to understand just how difficult the current environment is. Brands are still chasing value and customers remain fearful about their economic future.
All of this is to say: congratulations to Whataburger for its accomplishments and for setting an example for others in quick service. It truly is a one-of-a-kind concept. Customers and everyone who works there would agree.
Ben Coley, Editor
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QSR Evolution Returns
THE QSR EVOLUTION CONFERENCE, set to take place September 2–4, at the Atlanta Marriott Marquis in Atlanta is a premier event tailored to quick-service restaurant operators.
Designed to address the unique challenges and opportunities within the QSR sector, the conference offers a dynamic agenda that blends strategic insights with actionable takeaways. Key themes include growth and franchising, fast casual innovation, labor and leadership, and the evolution of technology and omnichannel operations.
Attendees will hear from some of the most influential voices in the industry, including Andrew Cathy, CEO of Chick-fil-A; Debbie Stroud, CEO of Whataburger; Neha DK, senior director of marketing at Pizza Hut Global; Amy Durini, CMO of Taco Bell International; and other top executives from brands like KFC, Habit Burger, and Inspire Brands.
With its sharp focus on the future of QSR, high-level speakers, and engaging format, the QSR Evolution Conference promises to be a must-attend event.
The QSR Evolution Conference will take place in September.
At the start of 2025, Pizza Hut released its second annual Pizza Trends Report to analyze consumer pizza habits and emerging industry trends. The report highlights key insights, including popular toppings, eating behaviors, and industry predictions for this year. The research was conducted via an online survey of 5,000 American adults, overseen by Talker Research.
AMERICANS’ LOVE FOR PIZZA:
The average American eats 288 slices of pizza annually, equating to 95 billion slices per year nationwide
32 percent of Americans predict they will eat more pizza in 2025 than in 2024
PIZZA & WINGS:
71 percent of Americans occasionally order wings with pizza 59 percent agree that pizza and wings are the perfect pairing
PREFERENCES IN THE BONE-IN VS. BONELESS DEBATE: STATES CONSUMING THE MOST PIZZA PER MONTH:
BONE-IN PREFERRED: Delaware, Maryland, and North Carolina
COMBINATIONS: Pepperoni pizza with honey wings Veggie pizza with spicy wings Hawaiian pizza with barbecue wings
DIPPING SAUCE PREFERENCES: 58 percent of respondents dip their pizza into sauce occasionally
TOPPINGS, CRUSTS, AND FLAVOR TRENDS:
states
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SIPS AND SNACKS
Beverage-led brands are beefing up their food menus with snack-centric options.
BY SAM DANLEY
From dirty sodas and coffee to energy infusions and tea, fastfood brands have been stepping up their beverage game, introducing new flavors and drink categories to attract guests and boost frequency. At the same time, beverage-led brands are expanding their food offerings. While drinks remain the focus, adding snackable menu items has proven to be an effective strategy for increasing check averages, enhancing the guest experience, and driving incremental sales.
“If you look at a lot of the different data that’s been surfaced, the upcoming generations really like to snack and eat through-
out the day,” says Susan Taylor, CEO of Juice It Up!, a roughly 100-unit smoothie and juice chain. “It’s not the traditional three occasions anymore.”
Juice It Up! has long offered better-for-you snacks like chips, bars, and cookies, but a more significant food expansion wasn’t on the table until recently. Last year, the chain introduced its first systemwide food items beyond beverages and bowls with the launch of pretzel bites. Available in butter and salt or cinnamon and sugar, the snack-sized items debuted in June 2024 and quickly became a hit, driving up average check sizes. The brand built
Beverage chains realize customers want food to pair with their drinks.
on that momentum in September with maple and blueberry toasted portable waffles, leading to food sales doubling in the second half of the year.
Juice It Up! has continued expanding its food lineup, testing a selection of sweet and savory toasts at select locations late last year. Now, the company is gearing up for a full launch this spring.
When Taylor joined the company five years ago, Juice It Up! didn’t have a formal testing protocol for new products. Since then, the brand has identified the best stores to serve as testing grounds and now pilots all potential systemwide menu additions a year in advance—within the same timeframe they’d launch as an LTO or permanent menu item. Operational feasibility is also a key factor.
“We’re 99 percent franchise owned,” Taylor says. “I want to make sure that if I’m asking somebody to spend the money to train their team, to buy the product, to potentially buy new equipment, that it’s going to have a good return on investment for them.”
Juice It Up! also taps into its loyalty program to gauge guest interest, directly asking its most frequent customers what menu additions they’d like to see. At the same time, the company carefully considers what aligns with the brand’s identity. While a cheeseburger or candy wouldn’t fit, there’s still room for flexibility.
“We’re not so rigid that it has to be the absolutely healthiest snack in the world,” Taylor says. “There are different need-states that people have when they snack and different dietary needs. So, we’re looking at all the different things that we could possibly do, or that we can bring in and test and get feedback from the guests on that could check a box for different people.”
Taylor sees the lines between beverage concepts blurring, giving brands more freedom to innovate outside their traditional lanes. The key is striking the right balance—offering variety while staying true to the brand’s core identity.
“The consumer today isn’t saying, ‘I’ll only come to you for smoothies, juices, and bowls and these certain types of snacks, and then I’ll only go to a coffee
place for this other type of thing,’” Taylor says. “You’re starting to see a lot of similar snack items being offered on the menu across the whole beverage segment, and guests are starting to expect that when they come into different places.”
PJ’s Coffee has significantly evolved its food offerings over the past five to six years, maintaining a balance between indulgent treats and more protein-centric options to meet changing consumer preferences.
“It really used to be like, ‘Here’s your coffee shop set up. Here’s your muffins, your scones, your croissants. Maybe we’ll throw in a bagel,’” says VP of marketing Reid Nolte. “You really had this very carb-centric formula to your coffee shop.”
Today, there’s greater demand for two key elements: protein and indulgence. The rise of egg bites and breakfast sandwiches, like bacon, egg, and cheese or sausage biscuits, has reshaped morning menus to cater to consumers’ desire for protein.
“We’re starting to see our PMIX be a little bit more elastic in the food category, where it’s not just about getting a coffee and croissant, but also getting coffee and pairing it with a protein,” Nolte says. “But we still go after our classic croissants and stuff like that. We don’t shy away from that indulgent side of people.”
Juice It Up! uses its loyalty program to gather feedback about what guests may want on the menu.
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Balancing indulgence with more protein-centric options is the first key food trend at PJ’s lately. The second is its popular beignets, which have become a signature offering.
“Being a New Orleans concept, we launched beignets at our store about five to six years ago,” Nolte says. “It’s really really been a luxury for us with the technology advancing with these tabletop fryers. We don’t need a grease trap. We don’t need a hood. So, the cost of building out a coffee shop isn’t getting astronomical. With this tabletop fryer, we can do a classic New Orleans beignet and have that fun, indulgent type of escapism with coffee in the morning.”
Food now accounts for about a third of PJ’s sales, and it’s becoming a more significant part of the overall business, helping boost average ticket sizes.
“Let’s say we sell a cup of coffee for a median SRP of $6,” Nolte says. “If we can tack on a pastry and get that ticket average to $9 or $9.50, it’s a big win for our stores just increasing our AUV throughout the year.”
Driving food pairings beyond the breakfast rush has become another focus. Whether it’s sweeter snacks in the afternoon or a breakfast sandwich for a quick lunch, PJ’s is tapping into new opportunities throughout the day.
“The way I look at it is that the morning daypart is about habitual buying behavior,” Nolte says. “People have their routine and
they’re locked in. The afternoon is when you can win them for something that’s more indulgent, more of a surprise and delight.”
Looking ahead, PJ’s is thinking about how to expand its beignet offerings, emphasizing portability and functionality. Testing beignet bites with chocolate, caramel, and hazelnut dipping sauces is one such initiative to make the product easier for customers to enjoy on the go.
“It’s becoming more about the functionality of the product,” Nolte says. “Can we take this beignet and make it more portable so you’re not making a complete fool out of yourself when you’re eating and driving at the same time or you’re not getting powdered sugar all over your car? How can I transport this easier and make it a better experience?”
He also reflects on how the evolution of food at beverage-led concepts is reshaping the competitive landscape. With brands extending their reach into the afternoon and beyond, food innovation is critical to staying competitive.
“The morning daypart is competitive, and I think there are a lot of brands trying to figure out how they either stand out there or how they expand that morning daypart into the afternoon,” Nolte says. “That’s where you’re seeing the food innovations. That’s where you’re seeing portability really becoming a priority, too.”
Sam Danley is the associate editor of QSR. He can be reached at sdanley@wthwmedia.com
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Restaurants Are Investing in Tech but Overlooking a $10,000 Problem
One of the biggest efficiency killers is still being ignored.
For decades, quick-service restaurants have handled cash the same way: employees count bills, managers prepare deposits, and someone makes the trip to the bank, sometimes multiple times per day. It’s a system riddled with ine ciencies, errors, and security risks.
“In the past five years, smart safe adoption has more than doubled for Loomis,” says Lenny Evansek, senior vice president of national retail business development at Loomis. “Operators are realizing one of the lowest-value responsibilities in a restaurant is counting and transporting cash.”
A recent time study conducted by Loomis found operators spend an average of 441 minutes per week on till reconciliation and 280 minutes on bank trips, adding up to more than 500 hours annually and costing operators over $10,000 per location in labor expenses.
Traditionally, employees deposit excess cash into a dumb safe, where it sits until a manager manually counts it, reconciles it against
sales, and prepares a deposit. Mistakes happen. Deposits get forgotten. Cash shortages go unnoticed. At some point, someone has to leave to take the deposit to the bank.
“Before smart safes, cash-handling in quick-service restaurants was entirely manual,” Evansek says. “Most operators weren’t using armored car services. Just basic pickup and delivery. That meant every location was handling cash di erently, with no real visibility at the corporate level.”
A Loomis smart safe changes that. Employees deposit cash directly into the safe, automatically recording each transaction; who deposited the money, how much, and when. The data syncs in near real time with Loomis Direct, a cash visibility portal that updates every five to ten minutes. At closing, managers don’t have to count and build deposits.
“The only thing left to do is print the end-of-day report and match it to the register,” Evansek says. “That’s it. No more counting, no more building deposits, no more bank runs.”
For larger franchisees and operators, the benefits go further. Without a smart safe, operators managing multiple locations often struggle with inconsistent deposit schedules, multiple banking relationships, and a lack of real-time oversight. With smart safes, cash-handling is standardized across all locations, allowing consolidation of banking relationships. Loomis has also developed franchisee purchasing programs, allowing franchisors to negotiate legal and pricing terms upfront and benefit from the purchasing power of the franchisor.
“If you own 100 restaurants and they’re each ordering $800 a week in change, that adds up,” says Evansek. “With Loomis’s Cash Exchange program—which is an adjacent solution to SafePoint—you don’t get debited in advance. You just pay when the change is delivered.”
According to Datassential, 54 percent of operators are planning to incorporate new technology into back-o ce functions, and 52 percent will devote resources to point-of-sale systems in 2025. As quick-service restaurants invest in new technology, Evansek believes many overlook fundamentals like cash automation.
“What we do might not be the flashiest technology out there, but the impact is immediate, measurable, and practical,” Evansek says. “It saves time, it saves money, and it gives operators peace of mind.”
-By Drew Filipski
CASH— The Secret Ingredient.
How the biggest names in the industry handle their cash.
Running a busy restaurant, you know that every detail matters—from nailing lunch rush and customer satisfaction to keeping costs in check. Top brands in the industry face the same challenges, and many have found a smart solution with SafePoint® by Loomis.
They rely on SafePoint® for the accuracy, speed, and reliability needed to handle high volumes of cash without the usual headaches. It’s a smart business decision: less time spent on manual counting, fewer discrepancies at the end of the day, and even faster access to funds. It’s a solution that works for those at the top, and it can work for you too.
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Stoner’s Pizza Joint
From a simple pizzeria with a clever name to a rapidly expanding concept, the chain thrives on bold decisions, community bonds, and a playful nod to its roots.
BY TALLULAH HAWLEY
HEADQUARTERS: Fort Lauderdale, FL
YEAR STARTED: 2013
ANNUAL SALES: NA
TOTAL UNITS: 52
Over the next five years, the company grew to 20 units. In 2018, Harn sold Stoner’s Pizza Joint, which caused a disruption to franchisees and forced the brand to sink to 10 locations.
However, the chain still appealed to John Stetson, who progressed from a curious customer to a dedicated franchisee and, ultimately, a passionate CEO.
franchisee, quickly opening nine stores in two years. With almost 20 years of finance and private equity experience, Stetson says, “I have an addictive personality when it comes to finance and business. And well, I can’t really own one of these, I have to own 10 of these.”
At the beginning of COVID, Stetson rushed to open a half-dozen locations himself, while simultaneously acquiring four locations from corporate. “While I was in that process,” Stetson says, “I didn’t really like how the organization was being run, so I bought everyone out and became CEO and owner of the brand in May 2020.”
After Stetson looked at the metrics of opening costs and revenue per unit, he found that Stoner’s Pizza Joint was “by far the best bang for your buck in the market. And on top of that, the quality of ingredients and pizza that we put out for the price is, I think, the best you can get. When I put all those together, I thought that I could really take this brand to the next level.”
“The joke is that I bought myself a job,” he says, “but anything I get involved in, I want to make successful, I want the product to be great, I want the brand to be successful, and that’s why I’m here, five years later.”
Today, the brand is just over 50 units.
STONER’S PIZZA JOINT WAS NOT INITIALLY launched with marijuana-tinged intentions behind the name.
In 2013, founder Joel Harn referred to his Savannah, Georgia, pizzeria as “Stoner’s,” due to the stone oven used to cook pizza. The name clicked. It did even more so when the brand became Stoner’s Pizza Joint, a play on words as a nod to the growing cannabis industry.
“I had just had kids and I live in downtown Fort Lauderdale, and there was no quick-service restaurant to grab a slice on the way back from the park with the kids,” Stetson says. His friend, who had been an investor in Stoner’s Pizza Joint, prompted Stetson to check out the brand. “I said, ‘You know what? Maybe I’ll just be a franchisee and own one and put it right down the street from me!’”
FRANCHISED UNITS: 30 [CONTINUED
In November 2019, Stetson joined as a
With the goal of surpassing 100 units in the next 18 months, Stetson also leveled up his executive team, bringing in individuals with significant hospitality experience. Thirty locations are franchised—split amongst 10 franchisees—and 20 are corporately owned. The brand is looking for more capable franchisees to push for growth.
Stoner’s Pizza Joint offers a menu made fresh daily, using no frozen ingredients and a handmade dough with a secret recipe. “Pizza’s basically made by how good your crust is and how good your cheese is, and so we really focus on all high-quality ingredients,” Stetson says.
John Stetson was a franchisee of Stoner's Pizza Joint before becoming CEO.
What Operators Need to Know About Navigating Bird Flu
Timely straight-talk for you and your customers.
Real eggs remain irreplaceable on menus as operators and consumers navigate the challenges of bird flu (pathogenic avian flu). The American Egg Board (AEB) is a key resource for operators seeking guidance. Nate Hedtke, vice president of Innovation and Customer Engagement at AEB, shares what operators need to know about Bird Flu’s impact and how to maintain a reliable egg supply.
What should operators know about bird flu’s impact on egg safety and supply?
America’s egg farmers are battling bird flu, which has caused the loss of over 130 million egg-laying hens—including more than 30 million just this year. This disease is putting a strain on our nation’s egg production system, impacting the national supply and the price of eggs.
The USDA and FDA confirm there is no evidence that bird flu can be transmitted to humans through properly cooked food. The likelihood that eggs from infected poultry are in the retail market is low, due to safeguards in place, which include testing of flocks and federal inspection programs.
What are common misconceptions about bird flu and egg safety, and how can operators reassure customers?
The risk of infected eggs entering the market is low, and proper cooking and handling eliminates any potential concerns. Operators can reassure customers by reinforcing federal safety regulations and explaining the multiple layers of testing, inspection, and on-farm biosecurity ensuring only safe, high-quality eggs reach their kitchens. Keeping open communication with guests and educating staff on these safety measures can
help operators alleviate concerns and build confidence in menu offerings.
How can operators mitigate supply chain disruptions from bird flu?
Strategies depend on each operator’s menu, service model, and reliance on eggs. However, there are steps to minimize impact. Diversifying sourcing methods, like incorporating shell eggs, liquid eggs, and pre-cooked egg products, allows operators to manage fluctuations in supply without compromising consistency. Optimizing portion control through blended egg dishes or creative applications can help balance costs. Operators should also take a long-term approach to planning as it will take a sustained period with no additional HPAI detections on egg farms to stabilize supply. Proactive discussions with suppliers and distributors will be essential in maintaining stability as the industry works toward recovery.
How does the American Egg Board help ensure a steady, safe egg supply during market volatility?
AEB plays a crucial role in supporting operators with up-to-date insights, resources, and industry coordination. In addition to working closely with the USDA, FDA, and United Egg Producers on research and response strategies, AEB also provides support to operators. We share real-time supply updates, host one-on-one consultations, and offer insights through dedicated web portals. When major announcements are made—whether about vaccine developments, policy changes, or supply updates—we communicate these developments in clear, actionable ways to help operators understand what it means for their business. Our goal is to be a trusted resource for operators, offering data-driven guidance and practical solutions to keep real eggs on the menu with confidence. -By Drew Filipski
WOMEN IN LEADERSHIP
Born into the Business
Gabriella Morrison doesn’t let her age define her leadership—she was born to do this.
BY SATYNE DONER
TGabriella Morrison began wiping tables at 5 years old and became enamored with the restaurant industry.
here are family businesses, and then there’s Nana Morrison’s Soul Food.
Fourteen years ago, Shawn Sr. and Kiana Morrison moved from New York to Charlotte, North Carolina. They were surprised by the lack of authentic soul food—the kind that satisfies cravings and brings communities together.
Kiana reimagined recipes from her late mother, Nana Morrison, and opened the first Nana Morrison’s Soul Food restaurant in Charlotte. It wasn’t long before the smothered chicken, barbecue ribs, and mac and cheese earned a devoted following, leading to the opening of a second location.
Her daughter, Gabriella Morrison, is a true “restaurant kid.” At just 5 years old, she found as much joy in wiping down tables and stocking silverware as she did playing on the playground. Unlike most children her age, Gabriella was already earning an income, as her parents paid her for her efforts.
As she got older, she took on more responsibilities. Her natural aptitude for hospitality and numbers became apparent, and by age 13, she was helping with payroll, employee scheduling, and hiring.
“I always wanted to come to work with my mom, and when I was tall enough, I was able to start working the cash register. They would pull up a stool for me to ring up customers,” Gabriella says. “From there, I became more hands-on, serving guests and learning backof-house duties. I would work after school and on weekends because I just wanted to be here [in the restaurant].”
Though Gabriella is the youngest Morrison to join the business, she grew up watching her siblings help manage the restaurant as it expanded. Her older brothers, Shawn and Hank, took over the flagship location and led the launch of the Port St. Lucie, Florida, restaurant, respectively. Her younger brother, Aaron, is still in school but shares the family’s values and often helps his siblings with their restaurants.
Determined to be part of the action, Gabriella made it known that she wanted to step into a leadership role. At just 16 years old, her ambition was impossible to ignore. With her family’s support, she became the general manager of the second Nana Morrison’s Soul Food location in Charlotte. Her promotion came with a six-figure salary, making her the youngest Morrison to run a restaurant and effectively allowing her parents to step back from daily operations—her goal is to help them reach an early retirement.
Despite excelling as an honor-roll student and doubling up on coursework to graduate early, Gabriella decided to forgo college to gain hands-on experience in the restaurant industry. As a young woman of color in a leadership role, she hopes her story inspires others to trust their instincts and break barriers.
“Being a young woman of color in leadership opens people’s eyes to the fact that you can achieve anything. I started so young, and I’ve proven I can handle all the challenges and do whatever it takes to earn my position,” Gabriella says. “I skipped college to jump into the workforce, and I intend to keep doing what I’m doing.”
Now, at 18 years old, Gabriella has taken on her biggest role yet: chief operating officer. Earlier this year, she stepped into the C-suite, overseeing the brand’s expansion to five locations while carrying out her parents’ vision of celebrating cultural heritage, representation, and community connections.
“As a family with a growing restaurant busi-
Removing Data Blind Spots From The Drive-Thru
HOW AI AND COMPUTER VISION ARE TRANSFORMING THE INDUSTRY.
From customer loyalty programs to POS systems, operators depend on a constant flow of data to increase their knowledge, profits, and e ectiveness within the quick-service restaurant industry. However, when it comes to the drive-thru—one of the most essential ordering formats—many operators lack the data needed to improve the overall experience.
“At the heart of drive-thru operations is the need for speed and accuracy—but until now, operators have been making decisions with incomplete information,” says Scott Mullica, senior director of product management and innovation at HME. “Nitro Vision AI changes that. With the addition of computer vision to the ZOOM Nitro system, we’re giving operators greater visibility into the customer journey, from arrival to service.”
According to the National Restaurant Association, 34 percent of operators believe drive-thru-only locations will become more common in 2025, while 30 percent expect more restaurants to add drive-thrus. With growth ramping up, operators need to be aware of the best technology available to streamline their drive-thru.
“Traditional loop systems leave blind spots before the menu, hiding bottlenecks that impact speed of service, customer satisfaction, and ultimately, sales,” Mullica says. “Plenty of operators know and love HME’s ZOOM Nitro system, but with our introduction of Nitro Vision AI operators and store managers will gain more insights than ever before, enabling them to better understand key customer experiences and improve service in real time, such as proactively managing queue length to prevent customer frustration and reducing drive o s.”
Operators in 2025 are looking for ways to continue to maximize revenue. “Time is money, especially in the drive-thru,” Mullica says. According to the 2024 Intouch Insight Drive-Thru Study, every five seconds of delay can cost a restaurant up to $9,500 in annual sales per store.
Those losses can wreak havoc systematically, Mullica asks operators to imagine the drive-thru through customers’ eyes. “How many potential sales are lost to long queues, especially during peak hours? Nitro Vision AI gives operators the power to uncover hidden bottlenecks and provides the information needed to streamline operations and minimize service delays on the spot.”
As drive-thru demand continues to rise, operators need smarter solutions to stay ahead. “Nitro Vision AI delivers exactly what operators need—smarter technology to enhance the customer experience,” Mullica says. “Best of all, as an add-on to an existing ZOOM Nitro system, it achieves this in an exceptionally cost-e cient way, making it a powerful and practical solution for today’s restaurants.”
With AI-powered tools like Nitro Vision AI, restaurants can eliminate blind spots, reduce bottlenecks, and maximize e ciency— all while improving customer satisfaction in real time. By leveraging cutting-edge technology, operators can make data-driven decisions that drive profitability and keep them competitive in an evolving quick-service landscape.
A 5-second improvement in speed of service could result in a potential gain of over $8,200 per year per store.* The NEXEO | HDX™ Communication Platform delivers unmatched, HME patented high-definition drive-thru audio, resulting in 20% better clarity and an 88% reduction in outbound noise, and ultimately, faster service. Quality audio is not a luxury—it's a necessity for drive-thru success.
For three-quarters of a century, Whataburger has blended tradition with innovation, growing from a Texas icon into a national sensation while staying true to its roots.
It was an early fall morning at a Hyatt Regency in Houston, where the hums of conversation typically found in a hotel lobby were disrupted by a flood of guests covered in Whataburger’s iconic orange and white color scheme.
On that day, the burger giant had taken over the hotel as part of a WhataGames rally— a boisterous celebration following weeks of competition—to determine which restaurants deserved the honor of receiving a four-star or even five-star designation. Employees from different regions in the Houston market marched into a packed conference room ringing cowbells,
75 YEARS
OF FLAVOR, PRIDE, AND PURPOSE
/ BY BEN COLEY
throwing Whataburger-branded dollar bills, blowing whistles, popping confetti bombs, and shouting into megaphones. Some wore capes. Others wore jerseys, crowns, camouflage, and even Deadpool costumes. Raucous applause broke out constantly as restaurant leaders walked up on stage to be recognized for their team’s accomplishments.
It was one of several local rallies Whataburger hosted for employees across its footprint. The competition started in 1996 to help teams recalibrate the chain’s standard of hospitality, flavors, and high-quality service.
“They’re all showing their pride, and each region wants to outdo the other region and show that they have more pride.”
“They’re all celebrating,” says Jon Barideaux, VP of restaurant operations. “They’re all showing their pride, and each region wants to outdo the other region and show that they have more pride.”
Whataburger is only as strong as its people—that’s what Barideaux believes. And so does CEO Debbie Stroud and the rest of the brand’s leadership team.
The chain has spent 2025 honoring its 75th anniversary, a legacy started by Harmon Dobson and carried on by his wife Grace Dobson after he passed away in a plane crash. Some employees have been part of the legendary concept for decades, which isn’t too much of a surprise to those who know the brand.
The fast-fast food chain refers to its workers as “family members.” That’s not just a label—it’s an action and a promise.
“Labor is a line item on a P&L. Leaders are who we hire, develop, train, and give a career path to. That’s who we change the lives of,” Stroud says. “When we refer to the team members that we have across the country as family members, it’s because we do care for each other and want to provide a well-rounded package for them to be able to grow and thrive. And so no mat-
ter whether you come to work for us for 90 days over the summer or whether you decide to stay with us for four years while you get through college, or whether you wake up and nine years later you’re an operating partner and you’re incredibly successful and making six figures and thinking about your next move as a career within the company, we want people to say, ‘I was cared for here and that I love this brand and I’m going to be a lifelong fan of this brand.’ That’s what we strive to do from the time that we welcome you in until you decide that you want to go achieve your next adventure.”
As a Texas-born restaurant, many within the Lone Star State are familiar with Whataburger’s 24/7 charm. But referring to the company as a regional chain won’t be appropriate for much longer. Even after 75 years, the chain is growing swiftly, and it’s bringing a distinct people-first culture with it.
Targeted Growth
Whataburger was majority-owned by the Dobson family until 2019, when Chicago-based BDT Capital Partners bought the stake and took the reins. There were concerns at the time of what would become of the chain. Six years later, it is clear that the brand’s values haven’t shifted. The company is doing what it’s done for seven and a half decades, which is serving all-American, never frozen beef with 5-inch fresh buns and vegetables.
Stroud identifies Whataburger’s culture through three words: pride, care, and love. To her, that means keeping a “hometown” atmosphere inside restaurants and never compromising on the commitment to quality and service. Whataburger is more than just a burger chain—it’s a lifestyle brand that’s woven into the towns and cities where it resides. It’s the place one goes after a football game or where you turn to eat your feelings.
Stroud joined the company two years ago as COO, which provided her with the opportunity to learn the culture and visit restaurants where she could be as close to guests and employees as possible. The foundation allowed her to quickly learn Whataburger’s differentiators. She then began her tenure as CEO in January, replacing Ed Nelson, who retired after a 20-year career with the restaurant.
“When I think about my leadership style, I think about warm, authentic, engaged,” Stroud says. “That’s exactly what I would hope that we are as we serve our family members that
• EMPLOYEES LOVE SHOWING THEIR COMPANY PRIDE AT THE WHATAGAMES RALLIES.
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are out working hard every day and how we serve our customers. Then when you think about the business side of it, I’m data-driven. I like analytics to guide me. I like a routine and a structure. I think predictability. It’s a good thing to have. And I have a competitive spirit. So all of those things when you wrap them all together, I hope creates a fun, empowering environment in which our leaders can lead.”
It’s been a long enough journey for her to hear several stories about how much customers love Whataburger. She remembers going to the doctor’s office for her annual physical and the nurse explaining how she wanted to throw a Whataburger-themed birthday party for her 26-year-old son who is in the military. Stroud responded by asking for his address and sending him a Whataburger gift box. Days later, she received an email about a 99-year-old who said Whataburger is the best burger she’s ever eaten and that she requested a themed party in hospice care.
“So when you think from 26 to 99, we’re just part of people’s lives,” Stroud says.
Whataburger entered 2025 with roughly 1,100 locations and has entered six new states since 2019—Colorado, Nevada, South Carolina, Missouri, Kansas, and Tennessee.
The chain opened nearly 100 locations in 2024, most of which were corporately owned. The goal is to open around the same amount in 2025.
Stroud describes the current growth strategy as thoughtful and disciplined.
“We get a lot of requests, both across the states and internationally too,” the CEO says. “So there’s a high desire, and I love that. We need to be thoughtfully committed to what Harmon Dobson started back in 1950, which is you’ve got to deliver high quality and you’ve got to deliver high service. And in order to do that and do that well, which I think that we can and we are doing, there needs to be a thoughtful strategy around that.”
The chain uses several filters to determine its next move. The first priority is maintaining quality, which means being able to reach fresh beef. There’s also thoughtfulness around markets that are vibrant, expanding, and offer career opportunities for employees. When Whataburger enters a market, its initial thought isn’t whether it can sell a hamburger. Instead, the chain chooses to “lead with heart” and first considers how it can best fit with local communities.
Stroud uses the example of Preston Hughes, who joined Whataburger as his second job when his wife was expecting, and now he’s a growth market leader building the team in South Carolina.
“I think that’s what’s been really rewarding for me and for the rest of the team is to watch individuals that maybe have been
with a brand for a really long time and they see the opportunities in these new markets and they raise their hand and say, ‘I want to be part of the growth. I want to come and share what my love for Whataburger is in South Carolina,’” the CEO says. “It’s just somebody that understands Whataburger through and through. While we have plenty of opportunities to promote from within, we also attract a lot of leaders that are local and that know what their hometown needs, and they raise their hand. When you get that mixed together, it’s dynamic. It’s impactful.”
North Carolina will become Whataburger’s 17th state in 2025—a market that Stroud knows well.
“North Carolina definitely has a piece of my heart personally,” she says. “I raised my girls there. So many miles up and down the highways for soccer games or for other events—beaches, mountains, all of that great stuff. It tugs at my heart. I know the back roads there. Twentyone years in the Southeast in general, you grow a fondness.”
In January, Whataburger conducted its first official North Carolina groundbreaking in Hickory, a city with fewer than 50,000 residents. Stroud recalls how “incredibly excited” Hickory Mayor Hank Guess was; to the point that he wanted the chain to preemptively declare that this would be the first Whataburger restaurant in the state. The truth is, however, there are several locations under construction throughout the Tar Heel State in the Charlotte and Piedmont Triad DMAs for openings in 2025.
Before opening any locations in North Carolina, Whataburger had already made an impact. Being based in Texas, the chain is sensitive to the tragedies that follow hurricanes. Hickory was used as a landing space for helicopters that conducted rescue missions in the Asheville area, which was devastated by Hurricane Helene. Whataburger felt compelled to give back and became a sponsor of the Concert for Carolina, which raised nearly $25 million.
As for the rest of the country and the remaining untapped markets and what’s possible, Stroud says one only needs to look at the number of restaurants in Texas (which is around 750)
“You can start to imagine how much potential that this brand has across the country,” she says. “It’s limitless.”
EARLIER THIS YEAR, WHATABURGER BROKE GROUND ON FUTURE NORTH CAROLINA RESTAURANTS.
Q:
CUSTOM TRAYS, DISPENSERS AND SMALLWARES:
HOW SONOCO HELPS QSRS BOOST EFFICIENCY
AND REVENUE
In the fast-paced QSR world, food quality and speed must go hand in hand. Sonoco Industrial & Specialty Plastics helps strike that balance with custom smallwares—from holding trays to seasoning dispensers— that improve consistency, prevent sogginess, and extend hold times.
We spoke with Sonoco foodservice expert Scott Peterson about the trends and solutions shaping the industry.
What are the biggest trends shaping foodservice today?
The biggest shift is the demand for speed and consistency. QSRs must deliver the same high-quality experience every time; repeatability is essential. Customers expect consistent quality with every visit. Restaurants are increasingly adopting technology and automation—from smart kitchen tools to custom trays— to reduce labor, improve efficiency, and meet rising |customer expectations.
What are the most common pain points you hear from QSR brands?
Maintaining product integrity during hold times is tough. Holding cabinets, though essential for throughput, can cause moisture buildup, uneven temperatures, and quality loss—especially during peak hours.
QSRs can address this with heat-resistant trays that preserve texture and taste and high-heat seasoning dispensers that ensure consistent flavor. Custom compartmentalized trays keep multiple SKUs fresh in one footprint, balancing food quality, speed, and flow.
How do Sonoco’s high-heat plastic trays outperform traditional metal trays?
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About Scott Peterson
How does Sonoco’s custom-engineered approach set you apart?
At Sonoco, we solve problems—often ones you didn’t know you had. Every QSR is different, so we create unique solutions designed to integrate seamlessly into workflows, driving operational improvements. We focus on rapid execution, helping partners quickly turn ideas into reality and stay ahead in a fast-paced industry. We’re agile and scalable, moving quickly from concept to execution with flexible innovation tailored to evolving needs. When the right solution doesn’t exist, we create it. That’s what we do best. If you’re looking to optimize food prep and holding processes, Sonoco Industrial & Specialty Plastics is ready to help. Catch us at the NRA Show, North Building Booth #9042, or give me a ring.
Scott has been on the supply side of the foodservice business for more than 30 years. Based in Chicago, he loves a tasty burger and perfectly salted fries. He’s a valued part of the quick-response team at Sonoco that goes from concept to prototype faster than your fryers drop the next batch of fries. scott.peterson@sonoco.com | 847-612-8799
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Culinary Excellence
Corporate executive chef James Sanchez, who has been with Whataburger for seven years, says the menu strategy is an ongoing balance between customers who have been loyal for years and a group of younger customers eager for innovation.
The chain’s Q1 LTOs are a prime example. To celebrate 75 years, Whataburger brought back its beloved Monterey Melt (two 100 percent beef patties covered in Monterey Jack and American cheeses, along with grilled onions and peppers and Jalapeño Ranch sauce), which was last seen three years ago. The Chicken Fajita Taco also made its return. Whataburger positioned these previous stars with a new Mexican Hot Chocolate Coffee (iced and hot) and Mexican Hot Chocolate Shake.
The culinary team arrives at innovation by searching for voids in the menu and inspiration from the market.
“A lot of where our guests trade are in the mom and pop places, the taco houses, the fruit stands,” says Sanchez, referring to the company’s large Texas fanbase. “Some of those products are where our inspiration comes from, and some of those ideas like Mexican Hot Chocolate, some of us in our 50s and older have been drinking this with their grandmothers. So what we’re trying to design is a flavor that is trending in some of the coffeehouses. And then for folks like me, it’s nostalgia. I’m drinking this and I’m thinking of my grandmother’s house and the little wooden frother that she used to make the Mexican Hot Chocolate.”
The company differentiates itself with signature sauces—Creamy Pepper, Honey BBQ, Buffalo, and Jalapeño Ranch, among others. The brand also prides itself on fresh patties; once restaurants receive them, they have to be sold within five days.
“It is a race to make that fresh, delicious patty, come into the restaurant, and walk it out the door and put it in somebody’s hand—hot and fresh and delicious,” Sanchez says. “So we take that very seriously, and everything we do is about making it as efficient and as delicious as possible.”
Whataburger watches what its QSR peers do, but Sanchez says an overwhelming amount of inspiration comes from sit-down restaurants. Twice a year, his culinary team visits different places— Chicago, Seattle, and Providence, Rhode Island, to name a few—and immerses itself in “any restaurant that you can imagine.” Sanchez specifically remembers visiting Tennessee a few years ago and trying Nashville hot chicken at different concepts. Sure enough, in August, Whataburger launched a Nashville hot chicken flavor for its boneless WhataWings platform.
At the center of Whataburger’s menu is the All-Time Favorites—products that were once LTOs but have become permanent due to their popularity. The Patty Melt—two beef patties, melted cheese, grilled onions, and pepper sauce between slices of Texas toast—is the No. 1 seller. Whataburger’s plan is to turn this product into a marketable brand by innovating with different flavors, like a jalapeño version. The chain already did this with the Honey Barbecue Chicken Strip Sandwich when it released a Buffalo Ranch Chicken Strip iteration.
“This will empower our family members to optimize workflows and coordinate better across the team to make sure food gets to guests faster, better and with that same bold flavors they crave.”
“We need version two of some of these others,” Sanchez says. “Our belief is that we’re reminding the nostalgic folks that come in—the folks that have been trading with us for years. We’re inspiring new occasions with the younger generation. The folks who have been with us are like, ‘Oh, I have my favorite. I got to try the new guy.’ So just using those products as inspiration to just match and bridge different flavor profiles.”
The brand isn’t afraid of taking its time with menu innovation. It typically takes 18 months to two years to develop a satisfactory product. It’s a stage-gate process to ensure Whataburger isn’t working on something that would create chaos internally, Sanchez says. Tested menu items are reviewed by several stakeholders, including operations personnel, training teams, and the C-suite.
Sanchez says there are a lot more “nos” involved than “yeses”. He remembers trying 15 versions of the Banana Pudding Shake and dozens of trials for a pepper sauce.
Before launching a product, Whataburger sends videos to restaurants nationwide describing the product and the build. This is Sanchez’s opportunity to speak directly to thousands of team members about how much the menu item means to him.
“I give them a story of why and how and what the inspiration was behind this burger and I passionately sell it to them of why it’s important that we execute it,” Sanchez says. “It’s my baby. I’ve held on to it for 18 months. I give them the inspiration of where it started from, and I look them straight in the camera and I always get a little emotional. It belongs to you guys now and I trust y’all and I know that you’re going to knock it out of the park and execute it for our guests. This is the hospitality business. Looking at a camera, I imagine they’re right there on the other side of the camera live and in person talking to me, listening to me explain to them how imperative it is that we take the time to build it, to take pride in it, to own it, and to serve it with tremendous love to our guests.”
Whataburger wants to make it easier for employees to create these items too. The chain’s vision for the kitchen of the future is about using smart cooking equipment, real-time monitoring systems, and data-driven process management to ensure consistent, faster meals.
“This will empower our family members to optimize workflows and coordinate better across the team to make sure food gets to guests faster, better and with that same bold flavors they crave,” Sanchez says.
Whenever Sanchez designs a burger, he imagines the Dobson family in front of him and whether they would be proud of it. Would he have to justify why he came up with it?
It’s what guides all of his culinary choices.
“I grew up here in San Antonio. I went to culinary school in New York,” Sanchez says. “I’ve worked on the restaurant side professionally and so on, but for this position, having this job and to own this seat, at this point in my career, it’s one of the proudest things I’ve ever done to be able to represent those family members and all the people before us.”
Cultural Favorite
CMO Scott Hudler has lived in Texas for six years. To him, trying Whataburger was inevitable. He had always heard the brand was special, but when he would press others about why that is, there was no specific answer. “It’s just Whataburger,” they would say.
Hudler remembers visiting a restaurant around 11:30 p m with his son after a high school baseball tournament game. Whataburger was one of the few places open, and the location was packed. Although there were many customers to serve, Hudler’s order came out quick and fresh.
“I was like, OK, I get it. I get it. Now this is what people talk about,” Hudler says. “And my son, it was his first time too. He’s like, ‘This is awesome.’ That was my first impression as a nonemployee. After being here for almost a year, the passion our fans have is pretty awesome. It’s a big responsibility.”
The cult-following is what a marketer dreams of, Hudler says. Whataburger could post about a hat on social media and
the first few comments will beg the chain to come to their city or bring back a menu item.
For Whataburger, personalization has always been at the core of its brand identity. Since its founding 75 years ago, the company has built its reputation on giving customers the ability to customize their burgers exactly how they want—whether that means extra pickles, no mustard, or a buttered bun on both sides. This deep-rooted commitment to customization extends beyond the menu and into the brand’s marketing strategy, particularly through its rewards program.
The loyalty platform serves as a powerful tool for personalization because it tailors offers to individual customers based on their purchasing behavior. While broad price-pointed options remain part of the strategy, the most compelling deals are found within the app, Hudler says.
However, Whataburger’s approach to value goes beyond just price.
“Value is not just a number,” Hudler says. “It’s the price and the experience. I think the experience we offer is, 100 percent fresh, never frozen beef made to order so that patty hits the grill when you order it, not 30 minutes prior.”
As Whataburger approaches its 17th state, it faces the challenge of any brand scaling nationally—maintaining the identity of what made it great in the first place. Hudler agrees that it sounds difficult, but he thinks there’s a simple solution. Whataburger wants to be authentic and it does so by following what Harmon Dobson set out to do 75 years ago in Corpus Christi, Texas, and that’s for customers to hold the burger with two hands, take a bite, and exclaim, “what a burger.”
“That’s it. That’s what we’ve got to do,” Hudler says, “That doesn’t waiver whether we’re opening a location in Houston, Texas; Dallas, Texas; or Charlotte, North Carolina. That is what we want. Our differentiators are bold flavors, pride, care, and loving what we do, and 24 hours. Those are things that make us different. They make us stand out, and we have products and a taste profile that is dramatically different from anyone else out there in the burger space and the QSR space.”
Whataburger speaks to customers through a mixture of traditional TV advertisements, digital marketing, and strategic sponsorships. The burger chain has roughly 85 partnerships across its footprint, from professional sports teams to the San Antonio Stock Show & Rodeo.
Celebrity partnerships have played a significant role recently. In January, Whataburger named country music star Lainey Wilson an official brand ambassador, an announcement that was primarily driven by social media. Kansas City Royals player Bobby Witt, Jr. is also a representative of the brand and had a Whataburger-themed wedding. The brand is following a playbook it’s used before; decades ago, the chain partnered with country music singer Mel Tillis and MLB pitcher Nolan Ryan.
“It’s something we take pretty seriously, and we want to make sure it’s the right partner. We want them to be people who represent the brand, people who have history with the brand, and this is the way to reach consumers these days. … We couldn’t be happier to be partnered with both Lainey and Bobby, and we think they’re a great way to tell our brand story and also tell
it to different audiences that we’re not reaching today.”
Whataburger is also in the gaming space. It built a custom Fortnite map last year, which focused on breakfast, and it sponsors a lot of live streams on Twitch.
“Some consumers may not understand. Sometimes I might be in that bucket,” Hudler says. “But I get the concept of that’s where younger consumers are, and we want to be there.”
Making an Impact
On Stroud’s third day at Whataburger, she and Nelson hopped in a truck and took the two-hour drive to Corpus Christi. Along the way, he recalled stories about the Dobson family and his 20 years with the burger company. Nelson impressed upon her the “why” behind Whataburger’s actions.
“We are in this chapter of moving from founder-led to founder-inspired, and it’s important that we stay true to the things that are so important and what makes Whataburger special,” Stroud says. “I think that during our time together, we talked a
lot about what could be and where to innovate and how to continue to just evolve what we offer and how we offer it to our customers.”
During its 75 th year, Whataburger wants to give back to guests. In February, the chain used its location in Las Vegas to host a wedding after running a social media contest. The winners, Haley McCollough and Michael White, began their relationship over a Whataburger meal. The two would visit so frequently that Haley’s phone once listed Whataburger as her “home” on the map app. Then in March, the chain unveiled an art installation at South by Southwest that brought its Whataburger Museum of Art ( a digital collection of art created by fans ) to life, including interactive elements like the Day Dot Room and Table Tent Mugshot Wall.
National Whataburger Day, August 8, will be a major celebration as well.
“We want to celebrate with the fans,” Hudler says. “That’s why we brought back the Monterey Melt. That’s why we’re bringing back some other things later in the year that are fan favorites. So it’s all about celebrating the love of Whataburger with our fans and making sure that they know that we appreciate them.”
Stroud regularly wears Whataburger gear when she travels the country, and she often gets stopped in the airport, on elevators, or in the grocery store. A common question is, “Do you have one of those here?” For those who have tried the brand, Stroud loves hearing individual anecdotes about why guests love the food and atmosphere.
The taste and experience becomes part of people’s fabric, Stroud says. If Whataburger doesn’t touch your heart on one visit, she promises it will happen the next time.
“When I think about our 75th year, our vision is goodness 24/7,” Stroud says. “Our mission is to make everybody’s day just a little bit better. And if we can make everyone’s day a little better—that just rings true, one customer at a time, city by city, Whataburger by Whataburger—we’re going to do just fine. That’s what inspires me to jump out of bed every day to do this. We can make a difference in this world. We can change people’s lives and that’s just a part of our kitchen light always being on.”
Ben Coley is the editor of QSR. He can be reached at bcoley@wtwhmedia.com
THE WHATABURGER MUSEUM OF ART CAME TO LIFE AT SOUTH BY SOUTHWEST IN MARCH.
REIMAGINING T HE DINING ROOM
/ BY SAM DANLEY
As drive-thru-only becomes the norm, some brands are betting on the power of in-store experiences to stay ahead.
CAVA’s dining rooms look a lot different today than they did when the brand first hit the scene in 2011. Back then, its design reflected the post-recession aesthetic—minimalist, industrial, and stripped down.
At a time when people were downsizing and decluttering, excess was out, and simplicity was in. CAVA’s early stores leaned into that bare-bones, modern feel. But as the brand grew, it became clear that while the food transported guests, the atmosphere didn’t. The sleek, utilitarian spaces lacked the warmth and vibrancy that define Mediterranean dining. CAVA set out to change that last year, introducing a sun-washed color palette, softer lighting, plush seating, and lush greenery to cultivate a more inviting and communal environment.
.With the initiative—dubbed Project Soul—the brand is doubling down on heightened hospitality, which CEO Brett Schulman says is as much a part of the “Mediterranean way” as pita wraps and feta cheese.
“It’s the sense of community, the sense of welcoming everyone to our table and sharing a meal,” he says. “That’s a lost art these days. Sharing a meal is the oldest social act known to humankind, and I think what we’ve seen is that as technology and automation infiltrate our everyday lives, it has created an increasing void of human connection.”
He points to a 2023 report from former U.S. Surgeon General Vivek Murthy that found the average American has lost 24 hours of in-person connection per month in the last two decades. People today are spending significantly less time together, with young adults feeling the shift most acutely. The report found that social interaction among 15- to 24-year-olds has dropped by 70 percent. It warned of an “epidemic of loneliness” that can be linked back to the rise of mental health challenges.
While fast casual has traditionally bridged the gap between quick service and full service, many brands in the segment are going with drive-thruonly restaurants without dining rooms. CAVA is making similar moves, investing in digital-friendly store formats that cater to off-premises demand. These models attract guests trading up from traditional fast food—sometimes for just a few dollars more, or even at price parity. But with over 60 percent of customers still going inside and interacting with employees, Schulman sees another opportunity: capturing diners who are trading down from casual dining, drawn to CAVA’s experience at a more accessible price point.
“I think the trick is walking and chewing gum at the same time,” he says. “It’s creating a great experience on both the physical and digital channels, and then the way we think about our formats in relation to it is adjusting the weighting of those channels depending on how we view the trade area.”
Typically, the greater urbanicity, the more the brand indexes to the digital side, he adds.
“We look at the complexion of the trade area, the way peo-
ple are trafficking the trade area, what their needs states are in the trade area, and what they’re doing when they’re coming to CAVA,” Schulman says. “Are they coming for an office lunch? Are they coming before a movie? Are they coming after school? Are they coming from work? Are they on their way home driving? Are they out running errands? We look at all those need states and ask if they are more physically-driven need states or more digitally-driven need states, and then we adjust the number of seats in our dining rooms and the capacity of the order area accordingly.”
Many of CAVA’s recent openings incorporate elements of the Project Soul design, a standard that will apply to every new restaurant opening this year. The company is also developing a remodel program to bring older locations up to the same elevated look and feel over time.
Beyond aesthetic upgrades, the initiative extends into the kitchen. The brand is moving greens from behind the pita station to the makeline, enabling team members to stay engaged with guests without turning their backs. A new kitchen display system is improving order accuracy and productivity while reducing customer complaints.
CAVA is making additional tech investments, including generative AI video technology that monitors ingredient depletion in real time, helping teams manage prep and cook batch amounts more efficiently. These upgrades reduce out-of-stocks, food waste, and workflow bottlenecks that slow down the speed of service and keep guests waiting. Ultimately, Schulman views these tools as a way to simplify the job, enhance the work experience, and, most importantly, enable employees to concentrate on delivering humanbased hospitality.
“I think the more people are losing those spaces to congregate, interact, and connect, the brands that are able to fill that void are the ones that are going to continue to gain more occasions and build a deeper, more emotional connection to their guests,” he says. “If you’re solely a place where your guests are interacting with screens and automated equipment, I don’t know how you create an emotional connection and differentiated relationship with your guests.”
THE DINING ROOM MIXES 60 PERCENT AT CAVA.
PACKAGING THAT PERFORMS
AVOID COSTLY COMPS ensure orders go out complete
Starbucks is taking a similar stance on the importance of the dining room. Lately, the coffee chain has been prioritizing more comfortable seating, thoughtful designs, and a clearer distinction between to-go and dine-in services while it works to bring back personal touches that elevate its in-store experience.
The brand once prided itself on being a “third place” between work and home, where customers could spend hours working or meeting with friends. But the rise of technology, drive-thru service, and mobile ordering has reshaped that dynamic. The COVID-19 pandemic, which kept customers out of dining rooms for extended periods, only accelerated the shift. Today, fewer guests linger inside Starbucks. It’s far more common to see customers waiting near the mobile pickup counter before making a quick exit.
The company is on a mission to restore its identity as a community gathering spot under CEO Brian Niccol’s leadership. When he took the helm last year, he issued an open letter acknowledging that the brand had “drifted from its core” and that customer-employee relationships had become overly transactional. He pledged to refocus on what has long set Starbucks apart and turn it back into “a welcoming coffeehouse where people gather.”
This renewed emphasis on the sit-down experience comes at a time when many competitors are mov-
ing in the opposite direction, launching formats without dining rooms and prioritizing drive-thru and digital orders.
“If you throw a handful of nickels up in the air, you’re going to hit a competitor who’s trying to come into our market and steal share with a drive-thru-only model,” says Celton Hayden Jr., CEO of Louisiana-based CC’s Coffee.
CC’s Coffee House, as it’s officially known, was one of the first coffee shops in New Orleans to introduce a drive-thru back in the late ’90s. Hayden understands why many coffee brands have moved away from traditional cafés over the years in favor of the channel.
Operating a drive-thru-only model comes with significantly lower costs than a sit-down coffeehouse. The smaller footprint reduces real estate expenses, requires less investment in interior design, and allows for a leaner staff—making it an attractive option for brands focused on efficiency.
Now, as CC’s prepares to franchise for the first time, it’s introducing a drive-thru-only format to meet the rising demand for convenience. The new 800-square-foot model will complement the brand’s existing store formats, which range from 1,500 to 1,800 square feet in endcap and freestanding conversion locations.
Hayden sees the new prototype as a strategic addition rather than a shift in CC’s identity. While the smaller format could help the brand fill gaps in existing markets or break into new ones, he emphasizes that drive-thruonly stores won’t define its future or be its primary focus going forward.
“For us, there is no unbridled desire to reorient the entire concept, save a boatload of overhead, and just build drive-thru-only stores,” he says.
“It’s great as a portfolio play, but we need to keep our core intact. We don’t want to send an inadvertent message to our loyal guests and future guests that we no longer seek to serve them our brand of hospitality or that we’re just resigning ourselves to only be for commuting people.”
Instead, he believes CC’s core identity—rooted in Southern hospitality and a welcoming in-store experience—will be what sets the brand apart as it expands through franchising.
“Especially in a world that’s getting coarser every day, where we’re
all hurtling toward every activity at the speed of light—what are the places where we can actually let the door close behind us? We have 30 years of history of serving one cup and one customer at a time, of building relationships and having conversations,” Hayden says. “That’s why we’re never going to strip ‘coffeehouse’ from our name. It’s a meaningful part of our moniker, and we’ve really built our brand identity around that.”
Mountain Mike’s is applying this mindset to the pizza segment, aiming to revive the dine-in experience in a category long dominated by takeout and delivery.
Pizza has always been the ultimate to-go food. The in-store experience for most brands mirrors the grab-and-go culture that Niccol hopes to move Starbucks away from—customers come in, pick up their order, and leave just as quickly. But in an era where digital ordering reigns and dine-in feels more and more like an afterthought, Mountain Mike’s wants to bring back the nostalgia of the “lost pizzeria.”
The 47-year-old brand has been on a growth streak lately, fueled in large part by a refresh of its branding, technology, and restaurant design to stay relevant, says CEO Jim Metevier. That includes both guestfacing and back-of-house updates to ensure teams can manage digital and off-premises orders without interrupting the in-restaurant experience.
Most locations also now feature arcade games for kids, flexible seating for large groups, big-screen TVs, and a bar counter with beer on tap. All of this creates an atmosphere designed for lingering.
Metevier often hears from guests who grew up with Mountain Mike’s and associate the brand with cherished memories of teammates, family gatherings, and celebrations.
“Yes, there’s the great pizza that we gave them, but there’s also that community feel and the memories that were created here that bring up strong emotions,” he says. “We talk about that with our franchisees all the time. How do we capitalize on those nostalgic feelings, celebrate the past, and then build places that create new memories for the next generation?”
Since taking over as CEO two years ago, Metevier has made it a priority to meet with prospective franchisees on a monthly basis, giving them a firsthand look at the brand and its opera-
tions. One of the key takeaways? Most candidates also are drawn to Mountain Mike’s because of its dine-in experience and strong community presence.
While the brand primarily targets inline and endcap locations around 2,500 to 3,000 square feet, it has experimented with smaller formats. A 1,600-square-foot store with a limited six-table dining area, for example, has performed well— ranking among the top 15 units in the system. This won’t be the focus as the brand continues growing beyond its home turf on the West Coast. Smaller units will instead serve as strategic infill locations in markets where larger, full-service Mountain Mike’s restaurants already exist nearby.
“We play with different things, but as we go into new markets, we’re very much focused on being that community, neighborhood pizza restaurant,” Metevier says.
He echoes Schulman’s concerns about America’s loneliness epidemic and the way it is reshaping how people connect. With streaming services replacing movie nights at the theater, video calls taking the place of in-person meetings, and e-commerce diminishing the role of shopping malls, opportunities for real-world interaction are dwindling. That’s why brands that foster genuine, in-person experiences—whether it’s a lively neighborhood pizzeria or a bustling coffeehouse—hold such deep emotional significance for people seeking community in an increasingly digital world.
“People are craving true connection in a society that’s become so isolated,” Metevier says. “We want to be a place where they can gather and have that. It’s always been very core to who we are, and now we think it’s actually a big differentiator for us as we move forward.”
Sam Danley is the associate editor of QSR. He can be reached at sdanley@wthwmedia.com
MOST MOUNTAIN MIKE’S LOCATIONS FEATURE ARCADES AND BIG-SCREEN TVS.
THE FAST CASUAL ADVANTAGE
Amid economic pressures and shifting consumer behaviors, fast casuals are thriving by prioritizing premium quality, operational efficiency, and a value-driven approach without resorting to discounts.
/ BY BEN COLEY
Fast casual has been the fastest-growing restaurant segment in the past 20 years.
William Blair analyst Sharon Zackfia isn’t surprised that these concepts are performing well, but she is surprised by how they are gaining sales.
“When we started to hear companies like Chipotle talk about trade up with a more cost-conscious consumer despite not really participating in any of the value wars, that’s interesting. We really haven’t heard that before,” Zackfia says.
In more traditional price-sensitive environments, casual-dining customers trade down to fast casual, and fast casual trades down to QSR, which typically holds up the best. That wasn’t the case in 2024.
In hindsight, traditional fast food took a lot of price increases without adding value to the guest in terms of a better product, interesting innovation, better service levels, or an improved ambiance, Zackfia says. Consumers simply pushed back.
“I think the consumer was like, for $1 or $2 more I can have this, which is a bigger portion that’s customized exactly how
I like it, with better quality ingredients,” she says. “The trade down from casual dining isn’t unusual. We’ve been seeing that for a long time in fast casual, but that trade up I think was very interesting. And when you heard companies talk about it coming from lower household income levels, again, very interesting.”
One theory in the investment community was that companies like Shake Shack would be disproportionately affected. The chain sells premium burgers, and if it wasn’t going to get involved in the dollar wars, the conclusion is that the fast casual’s financials would be harmed. The reality, Zackfia says, is that Shake Shack’s occasion is different from a fast-food burger.
As she puts it, “You’re either going to a drive-thru or you’re not.” Granted, Shake Shack does have a contingent of drivethru restaurants in its footprint, but not enough to be associated with the channel like your typical McDonald’s, Burger King, and Wendy’s outlets.
The biggest conclusion was that value isn’t just about price.
“The companies that had the lowest price points weren’t necessarily the winners last year,” Zackfia says.
Research firm InMarket, which publishes its Fast-Casual Restaurant Fidelity Index every quarter, believes fast casuals are uniquely positioned to win during the value wars because they have the perfect balance of value and enhanced quality. The company says winners will be those who emphasize premium offerings. It has four main recommendations for fast casual: lean into quality and value, regularly update menus with new items, engage with diners likely to frequent your restaurants, and measure the effectiveness of your media.
In Q4, Shake Shack ranked highest on the Fidelity Index, a tool designed to measure consumer loyalty to brands. The chain offered a free burger with any $10 purchase leading up to Christmas Eve and brought back fan-favorite holiday-themed milkshakes in November—the Chocolate Yule Log Shake, Apple Cider Donut Shake, and Christmas Cookie Shake. Additionally, after releasing “Worth It,” a new marketing campaign highlighting premium ingredients, the chain launched “Worth It Wednesday,” which offered a promotional or free menu item every week from October through December.
“I think Shake Shack’s formula is very much aligned to what we’re seeing in the industry across all verticals now. I think there’s been—obviously because of inflation and increased pricing— consumers moving to brands that give more and they pay less for, so more bang for the buck,” says Mike Della Penna, InMarket’s chief strategy officer. “And I think when you look at that category in general, that value that consumers are seeking is very, very strong in this particular category as well … Speed, quality, and experience also are very highly rated when we look at the attributes and ask consumers what’s important to them. And I think [Shake Shack has] done a really good job of having friendly service and providing a flavorful high-quality product that then resulted in what you see in the report—a very overindexed appreciation for that brand in particular in its category.”
In the fourth quarter, Shake Shack’s comps rose 4.3 percent, marking its 16th straight positive quarter. The results were fueled by 4.8 percent pricing, offset by slightly negative traffic because of weather and sales transfer between stores. The fast casual
• SHAKE SHACK IS HEAVILY FOCUSED ON STICKING WITH ITS PREMIUM EXPERIENCE.
EDUCATE YOURSELF
expanded restaurant-level profit margins for the 10th straight quarter and reached $4.1 million in annualized AUV. For the fiscal year, comps increased 3.6 percent and restaurant-level profit grew 24 percent to a record $257.9 million.
Shake Shack CEO Rob Lynch says the fast-casual segment is at a pivotal moment where adaptability to changing consumer preferences is crucial. He added that economic factors are leading guests to seek affordable dining options, which benefits fast casuals that offer quality at reasonable prices. Shake Shack prides itself on “using only the best ingredients at a price point that delivers real value,” according to the CEO.
To his point, from March 3 to March 15, Shake Shack offered its first combo meal featuring the Chicken Shack, fries, and a small drink for $9.99.
Menu innovation is an integral part of value too.
“Our culinary team is always experimenting with new flavors and ingredients to create exciting limited-time offerings that make Shake Shack stand out amongst others in the fast-casual segment, including our recent Black Truffle menu. That menu has become a fan favorite, performing better than almost any other LTO in our history when it was on the menu this winter,” Lynch says. “Our innovation process is data-driven and guestfocused, leveraging insights, feedback, and testing to ensure every new offering meets our standards and provides the best guest experience.”
The chain is also noticing that more restaurants are focusing on operations and investment in technology to boost kitchen
productivity and reduce wait times.
Shake Shack is doing the same by establishing a kitchen innovation lab in Atlanta this year to test new equipment and processes, to cut wait times by two minutes or more.
“Shake Shack was built on fine-dining principles, and we bring that same commitment to quality and hospitality every day,” Lynch says. “As we got our start in a public park, we’re continually focused on making great food accessible to all while strengthening the communities we serve.”
Chipotle CFO Adam Rymer says higher prices have led to declining transactions for many restaurants, sparking the value wars among QSRs. He views it as an advantage that fast casu-
LOOKSFEELSWORKSGOES
• PIADA ITALIAN STREET FOOD PREFERS A CAUTIOUS APPROACH TO PRICING.
als avoid this back-and-forth and instead focus on high-quality meals and a better dining experience.
As guests become more cautious with spending, fast casuals must prioritize improved service to justify their price points and retain and attract consumers. He expects transaction challenges to persist, making earning customer loyalty a paramount concern.
Chipotle isn’t struggling as much as others to draw attention. In Q4, comps lifted 5.4 percent, fueled by a 4 percent increase in transactions and a 1.4 percent rise in average check. For fiscal 2024, same-store sales rose 7.4 percent, thanks to 5.3 percent growth in transactions and a 2.1 percent rise in average check. Digital sales mixed around 35 percent in Q4 and for the full year.
The brand’s most common entrée is a chicken burrito or chicken bowl, and it’s still in the mid-$9 range on average across the country, similar to QSR pricing outside of the short-term price-pointed deals.
“First and foremost, I think our culinary experience really resonates with people right now, and I think it’s everything from the flavor profile to the fact that as you see in a lot of our advertisements and things like that, the way we go about classic cooking techniques, the fact that we’ve got only 53 real ingredients, each of which you will recognize and be able to buy at the grocery store and pronounce in all of our food,” Rymer says. “We really lean in on all of those and still offer tremendous value from a price point standpoint. I think Chipotle has been able to really find that accessible price point mixed in with the premium ingredients.”
The executive says pricing is a last resort for maintaining margins; Chipotle eyes cost measures and strategic supplier partnerships instead. The chain’s sourcing practices focus on high-quality, ethically produced ingredients, and the company works closely with suppliers to mitigate cost pressures.
Despite industry-wide inflation, Chipotle has managed to keep its price increases below the restaurant industry average over the past decade. While overall restaurant prices have risen
by about 50 percent, Chipotle’s has only increased by approximately 40 percent.
“I’ve been with Chipotle a really long time, so I was able to work with [founder Steve Ells] in the early days. And one of our big mantras back then was change the way people think about and eat fast food,” Rymer says. “And one of the things that he always had a key eye on was not only did he want to have this premium experience, but it’s got to be at a really accessible price point, otherwise you’re not changing the way people think of or eat fast food. You can’t offer a premium experience at a premium price point. You have to offer a premium experience at a very accessible price point. And so that’s something that really sticks with us today, especially around our whole purpose of cultivating a better world to ensure that we continue to find that balance.”
Matt Harding, Piada Italian Street Food’s chief concept officer, says socioeconomic and political uncertainties have made customers more cautious with spending. Additionally, the winter season compounded challenges for restaurants, with consumers displaying a “malaise” that impacted traffic. [CONTINUED ON PAGE 81]
MATT HARDING
Whether its AI, kiosks, or mobile, customers are setting the rules of engagement when it comes to interacting with restaurants.
THE EMERGING EXPERIENCES OF ORDERING
One of the more intriguing data points to surface from our 2024 QSR Drive-Thru Report surrounded AI.
Namely, AI-enabled voice to automate order taking. When asked about their thoughts, 45 percent of respondents reported “not liking the idea of it,” compared to 47 percent last year.
However, like much of tech, it adjusted by demographic scales—33 percent of respondents aged 18–44 didn’t react favorably compared to 54 percent of those aged 45 and above.
/ BY DANNY KLEIN
ORDERING
But the true question is, when do we move past asking customers how they feel about the theoretical action and start polling actual experiences?
Only 19 percent of those surveyed said they’d experienced AI-enabled voice tech at the drive-thru. Of those who did, 61 percent enjoyed the experience.
It isn’t overly muddled. Voice AI at the drive-thru is a pulsing topic for a crop of reasons—the labor allocation benefits, the constant upsell, the fact you never have to train or worry if the AI needs a break. Yet it’s not ubiquitous enough to fully take stock. This is fast changing, however, whether it’s Wendy’s plans to roll to an additional 500–600 stores in 2025 or Taco Bell’s continued proliferation (it had about 300 restaurants live last year).
In Year 3 of our Emerging Experiences Study with Intouch Insight—also QSR magazine’s partner on the Drive-Thru Report—we decided to speed things up and go visit the locations ourselves. How is this tech being accepted by guests? In what ways does it need to evolve? We mystery shopped brands in January during lunch and dinner, each 40 stores, to find out. But the study was not limited to voice AI. We also looked at mobile order for pickup in drive-thru/in-store, as well as in-store kiosk ordering using the 2025 Drive-Thru Report and 2025 On-Premises Study as benchmarks. Brands covered included Wendy’s, Taco Bell, Bojangles, Dutch Bros, Chipotle, Wingstop, McDonald’s, Shake Shack, and Panera Bread.
Shoppers were asked to order one main item, one side, and a beverage. Here’s what we uncovered in the fast-shifting dynamic of ordering in quick service.
| KEY TERMS |
WAIT TIME:
The amount of time passed from the time you entered the drivethru line until you reached the speaker and started to place your order.
SERVICE TIME:
The amount of time passed from placing your order until you reached the food pick-up window.
TOTAL TIME FOR DRIVE-THRU:
The amount of time passed from entering the drive-thru to receiving your entire order.
TOTAL TIME FOR KIOSK:
The amount of time passed from
entering the store and joining the line to enter the kiosk to receive your entire order.
TOTAL TIME FOR ON-PREM:
The amount of time passed from entering the store and joining the line to receive your entire order.
TOTAL TIME FOR MOBILE DRIVE-THRU:
The amount of time passed from entering the drive-thru to receiving your entire order.
TOTAL TIME FOR MOBILE IN-STORE:
The amount of time passed from entering the store to receiving your entire order.
AI in the drive-thru returned a quicker speed of service than stores without it.
EXPERIENCE 1:
VOICE-AI DRIVE-THRU
INCLUDED: Taco Bell, Wendy’s, Bojangles
Overall, voice AI in the drive-thru returned a quicker speed of service than stores without it. These locations also scored high on food temperature (likely thanks to faster fulfillment). Friendless scores improved, too. Not only was the tone of the voice AI rated the same on average as the friendless scores of the 2024 Drive-Thru Report (79 percent), but the employee figure that focused on the interaction during pickup hit 83 percent instead of 79 percent.
BRAND OBSERVATIONS:
For Wendy’s, the voice-AI locations scored 100 percent for the temperature of the main item. They had a quicker wait time, service, and total time compared to the benchmark Drive-Thru Report. Friendliness scored higher at the voice-AI restaurants.
Taco Bell’s speaker quality and taste of the main item both scored 100 percent at the voice-AI locations. Despite having more cars in line on average, the Taco Bell VoiceAI restaurants cut down on service time on average by 1 minute and 54 seconds compared to the benchmark. The Voice-AI stores also scored higher than the average in taste, temperature, speed of service, order accuracy, overall satisfaction, and friendliness.
Service time at Bojangles was 29 seconds faster on average at the voice-AI locations. The temperature of the main item scored a 100 percent.
MOBILE ORDER FOR PICKUP IN DRIVE-THRU OR IN-STORE
INCLUDED:
Dutch Bros, Chipotle, Wingstop
Once again, we used the 2024 QSR Drive-Thru Report to search for a comparative point. What the results showed, broadly, was mobile order for drive-thru pickup on average reduced the amount of time spent in the drive-thru by a total of 1 minute and 54 seconds. Accuracy also scored 2 percent higher.
With in-store pickup orders, the mobile ordering experience reduced the time spent in-store by an average of 3 minutes and 31 seconds compared to Intouch Insight’s on-premises benchmark (other study). Friendliness ratings were notably higher for mobile orders, with an overall increase of 6 percent. Additionally, customers were greeted upon arrival 14 percent more often and received a parting remark 15 percent more frequently.
BRAND OBSERVATIONS:
Dutch Bros’ friendliness scored 11 percent higher compared to the Drive-Thru Report benchmark. Average total time spent in the drive-thru was reduced by 50 seconds, and taste scored 100 percent.
At Chipotle, average total time spent in the drive-thru fell by 2 minutes and 48 seconds. Order accuracy was also 1 percent higher versus the benchmark.
Wingstop’s total time spent in store, on average, was 3 minutes and 31 seconds quicker for mobile orders compared to the on-premises study. Friendliness ratings were notably higher for mobile orders, with an overall increase of 6 percent. Customers were greeted upon arrival 14 percent more often and received a parting remark 15 percent more frequently.
MOBILE ORDER FOR DRIVE-THRU PICKUP COMPARED TO DRIVE-THRU STUDY/ON-PREMISE BENCHMARKS
Mobile ordering reduced the time spent in-store by an average of 3 minutes and 31 seconds.
MOBILE ORDER FOR PICKUP HIGHLIGHTS
Did the emplpyee confirm
If yes, was it required as part of the pickup process?
there signage indicating where you go to pick up your order?
Were you offered a parting remark before leaving the store?
Did the employee confirm what was in your order when you got to the speaker/window?
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IN-STORE KIOSK ORDERING
INCLUDED:
McDonald’s, Shake Shack, Panera Bread
The world of kiosks continues to mature. Instructions on how to pick up the order were provided 83 percent of the time in the study. Also, signage indicating the pickup location was present 84 percent, reinforcing wayfinding and reducing uncertainty. While these
elements are used less in the legacy ordering experience, they play a critical role in a relatively fresh approach like kiosks. In fact, satisfaction with the pickup experience was 5 percent higher when there was clear signage indicating where to pick up the order. Satisfaction scored 2 percent higher overall for kiosks.
BRAND OBSERVATIONS:
McDonald’s performed well throughout on its clarity and setup of kiosks, a sensible point considering the brand began rolling out the technology in 2015. Instructions on how to pick up an order (83 versus 42 percent); signage for pickup area (90 versus 49 percent); and designated pickup area presence (95 versus 76 percent).
Shake Shack scored 100 percent in food temperature, food quality, satisfaction with order experience, satisfaction with pickup experience, and overall satisfaction. It also went 5 percent higher on friendliness than the on-premises benchmark.
Panera, when compared to other kiosks, performed solidly in terms of providing guests with easy-to-follow food pickup processes. It scored the highest among the brands for instructions on how to pick up the order (90 percent), signage indicating where to pick up the order (93 percent), and having a designated pickup area (98 percent).
IN-STORE KIOSK ORDERING HIGHLIGHTS
Satisfaction with the pickup experience was 5 percent higher when there was clear signage.
Were there any glitches in the order process?
Were you provided with instructions on how
Here’s a guide to the must-see sessions at the restaurant industry’s spring showcase from May 17–20, 2025.
/ BY SATYNE DONER
FEATURED SESSIONS:
KEYNOTE ‘25:
Who: Carla Hall & Michelle Korsmo
When:
Sunday, May 18, 1 p m
Where: Grand Ballroom, S100
This year’s keynote session will open with an introduction and presentation by Michelle Korsmo, president and CEO of the National Restaurant Association. She will then be joined by Carla Hall , an acclaimed chef, author, and television host, for a dynamic Q&Astyle discussion. Their conversation will highlight Hall’s passion for mentoring emerging talent and advocating for children’s well-being.
A graduate of Howard University’s business school, Hall began her career as an accountant before pivoting to fashion as a runway model. While traveling through Europe, she developed a deep love for food, leading her to transition once again—this time into the restaurant industry.
As a trained chef, Hall has worked in several upscale restaurants in Washington, D.C., and has been featured on numerous lifestyle television shows, including ABC’s Emmy Award-winning series “The Chew” and multiple Food Network programs.
Her latest cookbook, released in 2018, landed on several “Best Cookbook” lists nationwide and earned an NAACP Image Award nomination. She is also the author of “Carla and the Christmas Cornbread,” a heartfelt picture book inspired by her childhood in Nashville. The book celebrates family traditions and features a child-friendly Christmas cornbread recipe.
Beyond her culinary work, Hall is an active member of several nonprofit organizations. She serves on the board of trustees for Helen Keller International, Pajama Program, GENYOUth, and 4-H.
Guided by her philosophy to “cook with love” and “live with joy,” Hall has built a career rooted in passion and purpose. In this featured session, she will share how this mindset has shaped her journey and her vision for empowering the next generation of food service professionals. She will also explore the evolving restaurant industry, the role of chefs in driving change, and how nontraditional career paths can lead to groundbreaking innovation. Attendees will be inspired by her vision for the future of food, where reativity, inclusivity, and community take center stage.
FEATURED SESSION WITH TECHNOMIC
Lessons from the Winners
JOE PAWLAK
Who: Joe Pawlak
When: Monday, May 19, 1 p m
Where: Grand Ballroom, S100
Led by Joe Pawlak of Technomic, this session will examine how industry leaders are addressing today’s most pressing topics, including sustainability, menu innovation, and enhancing the guest experience. Drawing from operator insights, consumer data, and real-world case studies, the discussion will highlight the hottest trends and strategies shaping the industry—regardless of business size. If you’re looking for your next gamechanging idea, this session is not to be missed.
CARLA HALL
MICHELLE KORSMO
SATURDAY, MAY 17
1 pm – 1:45 pm
From Alpha to Zoomer: Navigating Generational Consumer Preferences
In today’s market, each generation has unique expectations—gone are the days of a one-size-fits-all approach. From Gen X to Gen Z, this session explores how full-service restaurants, convenience stores, and colleges are adapting to the evolving food service landscape while staying true to their brand values.
• Who: Mindy Armstrong, VP, Menu Innovation, Ascent Hospitality Management, Perkins and Huddle House; Jennifer DiFrancesco, Director of Culinary Innovation, Sodexo Campus; Steve Madonna, Senior Director of Culinary, Marlin Connections; Tom Smith, Director of Culinary Innovation, Papa Johns
• Where: Room S404, South Building, 4th Floor
1 pm – 1:45 pm
AI: A Culinary Catalyst of Creativity Killer?
Can AI drive culinary innovation, inspire creativity, elevate menu development, and reshape the dining experience?
This session will explore AI’s role as a culinary catalyst while emphasizing the importance of human expertise. Gain insights
from an industry expert who has firsthand experience—and take part in a unique side-by-
side tasting of an AI-generated recipe versus a chef-crafted creation.
• Who: Renée Howarth, Associate Director Culinary at Marlin Connections
• Where: Room S503, South Building, 5th Floor
2 pm – 2:45 pm
A Restaurateur’s ROI-generating Approach to Mental Health in the Workplace
Mental health isn’t just an HR conversation—it’s a business imperative. In this session, Dan Simons shares his playbook for prioritizing mental well-being in the workplace to drive both profitability and long-term sustainability. Drawing from insights gained while leading a multi-million-dollar operation with more than 1,400 employees, Simons will outline a step-by-step strategy to help operators develop both shortand long-term mental health initiatives. Attendees will learn how investing in employee well-being leads to measurable returns, both directly and indirectly, improving team performance and overall business success.
• Who: Dan Simons, Co-Founder at Founding Farmers Restaurant Group
• Where: Room S504, South Building, 5th Floor
2 pm – 2:45 pm
Expanding Footprints While Maintaining Brand Consistency
Maintaining brand integrity and standards while expanding into new markets is essential for franchisee success and longterm growth. Whether you’re scaling locally or globally, this session features industry experts sharing insights on effective franchisee selection, quality control, and strategies for enhancing customer satisfaction—all while allowing for thoughtful local adaptations.
• Who: Jake Barden, Senior Vice President of Franchise Sales, Dine Brands; Lynette McKee, Senior Vice President, Franchising, Potbelly Sandwich Works; Lori Osley, VP of Franchise Development, Qdoba Restaurant Corporation; Devin Schneider, Director of Brand Development, Jeremiah’s Italian Ice
• Where: Room S503, South Building, 5th Floor
SUNDAY, MAY 18
10 am – 10:45 am
Creating Exceptional and Indispensable Experiences: How Cultural Intelligence Drives Retention and Growth
As of May 2024, 40 anti-DEI bills have been introduced in 30 states, with 10 signed into law—primarily targeting large educational institutions despite ongoing critiques. This session will explore strategies to sustain workplace inclusion and
demonstrate how DEI initiatives align with overall business goals. Speaker Erika Cospy Carr will emphasize that workshops alone are not enough to validate the value of DEI; instead, building a culture of accountability and a strong infrastructure is essential for lasting impact.
The GLP-1 Effect: Shrinking Portions, Growing Trends
Studies show that about 1 in 8 U.S. adults have used a GLP-1 drug like Ozempic or Mounjaro—a number that is expected to rise. This trend surpasses any single lifestyle diet in scale and is set to make a significant impact on the restaurant industry. In this session, operators will learn how to introduce innovative menu options that appeal to this growing demographic while staying true to their brand and without overhauling their entire menu.
Sponsored by Campbell’s Foodservice, this session will spotlight emerging foodservice concepts and the bold ideas reshaping customer expectations. Learn how industry leaders are staying ahead of the curve and leveraging the latest trends for success—in the kitchen, the dining room, and beyond.
• Who: N/A
• Where: Room S406, South Building, 4th Floor
CULINARY DEMONSTRATIONS:
Are you ready to witness culinary excellence live on stage? This year’s National Restaurant Association Show hosts food and beverage demos by restaurant masters at the top of their game. Be sure to stop by The Culinary Experience, Lakeside, 12448.
SATURDAY, MAY 17
Rick Bayless
Award-Winning Chef, Restaurateur, Author, and Television Personality
Award-Winning Chef, Restaurateur, Author, Television Personality
Owner The Greenhouse Tavern, Noodlecat, Trentina, Adorn Bar & Restaurant, Kindling 12:00 pm – 12:45 pm
10 am – 10:45 am
Ready to Franchise? 10 Essential Questions to Assess Your Concept
If you have a successful restaurant concept and are ready to franchise to accelerate growth, it’s time to ask yourself these 10 key questions as a reality check before taking the leap. This session will guide you through evaluating your unique selling proposition, analyzing essential financial viability metrics, and establishing operational systems that support a franchise model while aligning with legal requirements.
• Who: Kendall Ware, former COO, Walk-On’s Sports Bistreaux
• Where: Room S503, South Building, 5th Floor
11 am – 11:45 am
Building Authentic Community Connections: How Grassroots Marketing Drives Loyalty and Growth in Local Markets
This session will explore the power of building authentic connections through grassroots marketing by leveraging local micro-influencers and patrons to boost brand awareness, foster strategic community partnerships, and empower staff to become passionate brand advocates, driving organic growth.
• Who: Sharyn Knight, Director of Marketing, VIVA Chicken; Amanda Quinn, Director of Catering, VIVA Chicken
• Where: Room S504, South Building, 5th Floor
11 am – 11:45 am
Building Success from Scratch: How to Create a Winning Restaurant Business Plan
(4)
This hands-on workshop will equip participants with strategies to create a unique restaurant concept that appeals to both investors and customers. Speaker Chip Romp will guide you through the key elements of a successful res-
taurant business plan, including financial planning, daily operations, and identifying potential funding sources. Whether you’re a new restaurant owner or simply interested in the process, this session is for you.
• Who: Chip Romp, Sr. Director, Workforce and Business Services, RestaurantOwner.com
• Where: Room S505, South Building, 5th Floor
11 am – 11:45 am
Cybersecurity Essentials for Restaurant Owners and Teams
In an era where digital crime and threats are at an all-time high, restaurant owners and team members must understand the risks at hand. While IT and cybersecurity roles are growing, having a solid foundation in security is essential to protect restaurant operations. This session will offer a comprehensive overview of cybersecurity, providing strategies to safeguard customer information and ensure business continuity in the event of a system failure.
Building Strong Partnerships: Best Practices for Working with Foodservice Distributors
Strategic purchasing and building strong relationships with vendors are key to maintaining profitability. This session will help attendees understand the pros and cons of broad-line versus specialty distributors, effective communication and collaboration strategies, and ways to enhance bargaining power in a competitive, complex landscape.
• Who: N/A
• Where: Room S406, South Building, 4th Floor
11:30 am – 12:15 pm
Everyone Belongs: Build a Better Business with Inclusive Employment
Inclusive employment is vital for all businesses. A national survey found that 87 percent of respondents prefer to do business with companies that hire individuals with intellectual and developmental disabilities (IDD). This session will explore the social and economic benefits of inclusive employment and share best practices for hiring and managing employees with disabilities.
Marketing Focus: Creating a Stronger Value Proposition Without Relying on Discounts
Want to drive traffic and sales without relying on discounts? This session will explore alternative strategies for creating a value proposition that drives trial, newness, and repeat visits, ultimately strengthening unit economics over the long term. Attendees will learn how to reframe their brand’s message to resonate with customers and leverage technology to inspire engagement and loyalty.
• Who: Alexis Gillette, Vice President of Marketing, Dunn Brothers Coffee
• Where: Room S406, South Building, 4th Floor
11:30 am – 12:15 pm
Talented and Ready to Serve! Increasing Young Adult Employment and Advancement in Restaurant & Hospitality Careers
The National Restaurant Association Educational Foundation conducted focus groups and surveys with employers and young adults (ages 18-24) to understand why they enter the
industry, what motivates them to stay, and why they leave. This session will provide valuable insights on how to develop strategies to attract, hire, and retain this influential group that is making a significant impact on the industry.
• Who: Patricia Gill, Director of Workforce Development,
LAKESIDE CENTERLEVEL 3
NORTH BUILDING
BUILDING 3 N 5500 - 9200 SOUTH BUILDING 3 S 100 - 5400
LAKESIDE CENTER - 3 E 9300 - 13700 LEVEL 3
National Restaurant Association Educational Foundation
• Where: Room S405, South Building, 4th Floor
11:30 am – 12:15 pm
Navigating a Difficult Goodbye: How to Successfully End a Tech Vendor Partnership
As most restaurants integrate a tech stack into their strategies, maintaining strong relationships with technology vendors is crucial. But how do you know when a tech vendor partnership no longer aligns with your business objectives, costs, or operational needs? This session will guide you through identifying those signs and provide a structured approach to ending partnerships smoothly. From reviewing contracts to handling data migration and training staff, you’ll learn how to avoid disruptions and ensure a seamless transition.
• Who: Patrick Yearout, Director of Innovation, Ivar’s Restaurants
• Where: Room S502, South Building, 5th Floor
11:30 am – 12:15 pm
Funding Your Dream: How to Secure Financing for Your Restaurant Concept
Now that you have a winning restaurant concept and business plan, it’s time to secure the right funding to bring your dream to life. This session will break down various funding sources, from bank loans to private investors, and cover important metrics such as break-even analysis and cash flow projections. Additionally, attendees will gain insights on how to structure a persuasive pitch and develop realistic financial projections that will appeal to lenders and investors.
• Who: Sara Nickel Bray, Vice President, Workforce and Business Development, RestaurantOwner.com
• Where: Room S505, South Building, 5th Floor
SOUTH BUILDING
SOUTH BUILDINGLEVEL 1
11:30 am – 12:15 pm
From Kitchen to Retail: How to Turn Your Signature Dish into the Next Big Product
If you’ve ever dreamed of bringing your restaurant’s signature dish, sauce, or snack food to the masses through merchandising, this session will guide you through the process, from ideation to commercialization. Learn from industry experts about navigating FDA and local regulations, tracking performance post-launch, and developing effective marketing strategies to ensure success in the retail market.
• Who: Jeff Binczyk , Director, Friedman Center for Entrepreneurship, Johnson & Wales University, College of Business; Ruben Morawicki, Association Professor, Director of Ecolab Center for Culinary Science, Johnson & Wales University, College of Food Innovation and Technology; Lynn Tripp, Associate Professor, Johnson & Wales University, College of Food Innovation and Technology
• Where: Room S504, South Building, 5th Floor
11:30 am – 12:15 pm
Winning Customers with Snack-Inspired Menus
Snacking has evolved into a fullfledged alternative to traditional meals, with increasing demand for health-conscious snacks and on-the-go meal solutions. Discover how restaurants and retailers are adapting to this trend with innovative snack options for both on- and offpremise consumption, and learn how to stay ahead of the curve in a rapidly changing market.
• Who: Suzy Badaracco, President, Culinary Tides Inc.
• Where: Room S403, South Building, 4th Floor
TUESDAY, MAY 20
10 am – 10:45 am
Raising Menu Prices: Strategies for Success Without Losing Customers
With inflation driving up food, labor, and rent costs, menu price increases are inevitable.
While this decision can be challenging—balancing expenses and customer satisfaction—it doesn’t have to be difficult. This session will present industryproven best practices for raising menu prices in a way that customers will understand and accept.
•Who: N/A
• Where: Room S502, South Building, 5th Floor
10 am – 10:45 am
Predictive Personalization: The Secret to Increased Sales & Customer Loyalty
Predictive Personalization is a technique that uses customer data and AI tools to anticipate what customers will want in the coming days, weeks, or months. This session will teach you how to leverage this technique to create tailored offers, products, and messages that resonate with your audience, driving sales, loyalty, and revenue growth.
• Who: Brittany Oat, CEO and Founder, bSocial Strategy
• Where: Room S503, South Building, 5th Floor
10 am – 10:45 am
Seamlessly Integrating and Scaling New Operations Across Your Restaurant
Looking to introduce and pilot new processes, technologies, and menu offerings without disrupting existing workflows? This session will explore best practices for rolling out new operations with a flexible framework, whether you operate a single unit or an entire
fleet of stores. In today’s competitive environment, agility is key—and this session will show you how to achieve it.
Operations Strategy & Design, WD Partners; Rob Seely, AVP, Operations Strategy & Design, WD Partners; Mike Guinan, Vice President of Restaurant Operations, White Castle
• Where: Room S504, South Building, 5th Floor
11:00 am – 11:45 am
Who Closed the Books? Attract and Retain Great Crew Members by Teaching them the Business and Making it Fun
This session will show you how to achieve a dedicated workforce with strong retention rates and management pipelines in fast-paced, high-turnover, multiunit restaurants. By opening the books and teaching employees business and financial literacy, you can empower your team to build meaningful careers while driving profitability and sustainable growth.
• Who: Eric Bishop, Director of Training and Development, Burgatory; Alexis Bovalino, HR Director, Burgatory/Shorty’s X; Anne-Claire Broughton, Principal, Broughton Consulting, LLC
• Where: Room S504, South Building, 5th Floor
11:00 am – 11:45 am
Lowering Food Costs and Maximizing Flavor: Balancing Profit and Quality in Culinary Excellence
Don’t let rising food prices compromise your flavor quality. Chef Adrianne Calvo will break down the crucial components of food costs and show you how to identify areas for potential savings without sacrificing flavor. Through intentional menu engineering, this session will teach you how to design menus that highlight high-margin items while maintaining quality and keeping your guests coming back for more.
• Who: Adrianne Calvo, Executive Chef, Owner, Author, Host, Chef Adrianne’s Vineyard Restaurant and Bar/Maximum Flavor
• Where: Room S502, South Building, 5th Floor
Is Beef Tallow on its Way Back?
Once cast aside for heart-health concerns, the ingredient is making a comeback in restaurant kitchens—driven by flavor, nostalgia, and a growing backlash against seed oils.
BY SAM DANLEY
Beef Tallow—once disregarded as unhealthy and unfit for the restaurant kitchen—is staging a comeback in 2025.
Steak ‘n Shake kicked off the year by announcing plans to use 100 percent all-natural beef tallow in all of its restaurants instead of seed oils. At the time, chief supply chain officer Chris Ward described beef tallow as an “authentic way” to achieve the “highest quality and best taste.” As of late March, the chain’s fries, onion rings, and chicken tenders were cooked in 100 percent tallow inside restaurants. However, manufacturers were still parfrying products with vegetable oil before freezing and shipping them to stores.
Robert F. Kennedy, the U.S. Secretary of Health and Human Services, later conducted an interview inside a Steak ‘n Shake restaurant, declaring that he wanted restaurants to move away from seed oils and toward traditional ingredients like beef tallow.
He criticizes seed oils as a key component in ultra-processed foods, which he blames for chronic disease in America. However, some nutrition experts argue that research shows better health outcomes with plant-based fats over animal fats.
In the mid-20th century, saturated fats (like those in beef tal-
low) were blamed for rising heart disease rates. McDonald’s switched from beef tallow to vegetable oil in 1990 amid growing public pressure over heart health.
But beef tallow appears to be gaining momentum in light of growing reluctance around seed oils and a desire for what some believe is better taste and a more natural diet.
Chicago-based Fry the Coop is part of the movement. Since opening in 2017, the nineunit chain has exclusively used beef tallow to fry its chicken and fries—a commitment rooted in tradition and taste.
“Historically, humans have been using some type of animal fat to cook in since the beginning of time,” says founder Joe Fontana. “Even if you just have a steak, and you don’t put any butter down or put anything in your cooking pan, those fats are coming out. So, to me, I think it is a more natural way of cooking.”
The biggest advantage, however, comes down to flavor.
“Putting everything else aside, it just tastes better,” Fontana says. “There’s this phenomenal flavor when you’re frying in animal fat. If that was the only benefit, it’d still be worth it. People eat it and are like, ‘Wow, why is this so good?’ I always lean in and say, ‘Well, the secret is that we’re frying in beef tallow.’ It’s like a bakery that uses butter instead of lard.”
That doesn’t mean Fry the Coop keeps the secret to itself. The brand highlights its use of beef tallow across its website and social media, and it has recently ramped up messaging with table tents and branded packaging that spread the word about its frying method.
“We market it like crazy, because we think it’s a big differentiator for us,” Fontana says.
Steve Shaw, director of operations for the two-unit Burger Boss, joined the company last year championing a switch to beef tallow. He felt it would match the fast casual’s DNA of clean ingredients, like its halal beef, chicken, and bacon.
But the process wasn’t easy. It took around three to four months to get samples and test flavor profiles. In the meantime, Burger Boss switched from seed oil to rice bran oil.
The chain is currently using beef tallow for its fries, which are mixing at an all-time high since the switch. If consumers want a vegetarian option, the brand will cook the fries
Founder Joe Fontana wants guests to know Fry the Coop uses beef tallow. Marketing is a priority.
Dunkin’s Midwest Power Player
Fueled by strategic growth, a strong company culture, and a hands-on leadership approach, Heartland Restaurant Group is one of Dunkin’s most successful franchises.
BY TALLULAH HAWLEY
If America runs on Dunkin’, then the Midwest runs on Heartland Restaurant Group [HRG]. Almost 20 years in, the group oversees 80 Dunkin’ locations across Southwestern Pennsylvania, West Virginia, Ohio, and Maryland, making it one of the beverage chain’s largest operators.
Fresh on the scene in 2008, HRG was given the largest franchise development deal in Dunkin’ history at the time, which included an exclusive opportunity to buy out the Pittsburgh region with approximately 100 stores. The area only had a handful of Dunkin’ locations, but the group has since opened five new stores per year.
HRG is privately owned by New Jersey-based real estate developer Ed Jaten and his college football teammate and roommate-turned-partner, Michael Orie.
From 1988 to 2008, Jaten spent his career buying, building, and developing high-quality real estate. “I felt that my background and my experience in real estate and construction and finance would make me a good super-franchisee if I could find the right brand and operator because at the time I knew nothing about restaurant operations,” Jaten says.
“I got involved with Dunkin’ mostly because I have a ton of kids and I was spending an awful lot of time at Dunkin’ Donuts on the weekends,” Jaten continues. “In [northern New Jersey], there’s a Dunkin’ on almost every corner, in every community.”
While getting treats with his children, Jaten also spent a lot of time observing the business model. Constantly crowded stores, everyday staples of coffee and doughnuts, and the recession-resistant aspect of an everyday drive-thru, Jaten knew instantly that Dunkin’ would be a great spot to franchise with, and assembled a group of restaurant operations experts.
Fueled by the magic of the New Jersey bacon, egg, and cheese (or Taylor ham), Jaten and his team set their sights on Pennsylvania. Recently, HRG signed on to build 30 new stores within its territory, which Jaten estimates will take around seven years. “Ultimately, the goal is to top out at around 110 stores, plus or minus,” he says.
HRG is the top franchisee in terms of annual profitability and the number one franchisee in the Midwest region, which makes up about 2,000 Dunkin’ stores. The group owns and operates within a two-hour radius of Center City, Pittsburgh. Jaten notes that he’s considered franchising with other brands, but has yet to find an option that fits.
HRG is one of the largest employers in Western Pennsylvania, and VP of operations Scott Getty believes that the group’s “outsideof-the-box” culture has helped them achieve this status. One such offering is its car program, in which the brand pays for a new car when a general manager joins the team. Getty, who has worked for several other QSRs and fast-casual restaurants, says “nobody else is doing stuff like that.” Getty also hosts a “culture committee” comprising a quarterly rotating roster of general and district managers from across the company to gain insight and learn ideas from each other. Additionally, HRG hosts a monthly GM meeting, splitting the time between volunteering and team-building.
“We’ll go to a food bank, a school, a Salvation Army, a nature park, a foster home, we’ll bring a hundred people, and we’ll volunteer there,” Getty says. “After the volunteer event is completed, we’ll have an educational learning booth meeting. They’ll meet with [HR director] Laura [Parham] in one booth, and she’ll
Heartland Restaurant Group was founded in 2008.
The chain also prides itself on providing an affordable price point.
“My goal was, I’m a family of four, I wanted to make sure a family of four could be fed for $20-30,” he says. “You look at some of these specialty pizza concepts, and a large pie or a specialty pie is north of $30, then you add in the salad and breadsticks and cookies, and you’re coming in at around $100—it’s just not affordable.”
Takeout and delivery have grown rapidly since COVID, with third-party aggregators mixing almost 60 percent in bigger markets. Roughly 15 to 20 percent of customers eat inside, so dining rooms are still used, especially by the lunch crowd. Three stores have no dining room, except for a handful of bar seats. Stoner’s Pizza Joint restaurants are partially individualized, depending on location and surrounding factors. Downtown iterations have larger dining spaces to fit the bustling crowds, while other units have beer walls to transform a pizza run into an experience.
“The variety comes where the location and demographics are,” Stetson says. “There’s places where we go a little on the edge of the Stoner’s Pizza Joint, going close to the ‘legal marinara,’ own a ‘joint,’ ‘get baked.’ On college campuses, we’re a little more liberal with it, and then in a place like Charleston, that doesn’t resonate as much, it’s toned down, I’d call it.” Therefore, the brand is known as Stoner’s Pizza in several markets.
“We’ve found that you have to be nimble in this market,” Stetson says. The brand recently launched an app that allows customers to gain rewards and enables delivery, which helps the chain capture guest data that it isn’t seeing through thirdparty services.
Stoner’s Pizza Joint also sparked a partnership with the NHL’s Florida Panthers. After attending a match and trying the inarena pizza (which Stetson believed was substandard ) , the CEO immediately set up a meeting to strike a deal. Five months later, the brand has its own huge concession stand and is looking to provide pizza for the whole stadium.
WOMEN IN LEADERSHIP / CONTINUED FROM PAGE 26
ness, we knew we needed to have a corporate office with higher positions available,” Gabriella says. “Now, instead of a general or assistant store manager, I could be a COO. Who would expect something like that at 18? I was ecstatic to take the opportunity.”
With another North Carolina location in the pipeline and the brand’s first expansion into South Carolina, Nana Morrison’s Soul Food continues to grow—with the next generation of Morrisons leading the way. For Gabriella, the biggest learning curve has been embracing non-family hires.
“I thought my biggest challenge would be going from overseeing one location to five,” Gabriella says. “But it’s actually been a learning experience hiring general managers who aren’t family members. We’re so used to being a family-run operation that it was a big shift.”
As the brand expands, Gabriella’s top priority is maintaining the consistency of recipes and cooking techniques while strengthening community engagement. She is also focused on fostering connections between customers and employees and enhancing the company’s social media presence.
“I’m very interested in community partnerships and creating a sense of belonging in our stores,” Gabriella says. “I want to collaborate with local influencers, engage with our customers, and elevate their experiences. I’m not afraid of growth, and I know we can keep our family-like atmosphere intact. Customers have supported us for 14 years, and as long as we remain true to who we are, they will continue to be happy and satisfied.”
Gabriella credits her parents as her biggest influences. Watching them build a successful business from scratch, without prior experience, has been her greatest motivation. Looking ahead, she envisions Nana Morrison’s Soul Food expanding to the West Coast, bringing her grandmother’s recipes to communities nationwide. She has recently begun investing in property to continue her personal growth alongside the restaurant’s.
She wants her journey to serve as a reminder that age does not define one’s potential. Satyne
/ CONTINUED FROM PAGE 76 in a different oil.
Burger Boss is considering expanding beef tallow to other menu items.
“We’re trying to really make sure that it’s the right thing to do as a brand and make sure it’s the right thing to do for our guests,” Shaw says. “We don’t just jump into these things. We really think about them. We do a lot of in-house testing with guests, getting feedback on flavor profiles. That was a nobrainer. We were cooking up fries and beef tallow and cooking up fries in regular oil and 10 out of 10 [guests] were picking the beef tallow. So that was an overwhelming favorite. If we were to cook our other items in beef tallow, then we’re going to have to make sure that aligns as well.”
Shaw says the cooking process is the same. The biggest change is when the fryers turn off and the beef tallow re-solidifies, so it takes longer to heat the fryers.
Brands that make the switch from seed or vegetable oils will also find that cleaning is more intensive, with thicker residue at the end of the night.
“Tallow has a way of getting all over the place,” Fontana says. “There’s a certain greasiness to it that is going to require a little bit of extra cleaning effort.”
Another consideration is the extra cost.
“Beef tallow could be anywhere from $1 per pound to $1.50 per pound for restaurants, where you probably see seed oil around 60 cents per pound to 70 cents per pound,” Fontana says. “So, you’re talking about 40 percent to double the cost. That can be a hard thing for people to swallow, especially because costs are going up everywhere right now.”
While Shaw and Fontana are proponents of using beef tallow and believe more brands should consider it, they emphasize the importance of learning how to use it properly. Operators should understand how to melt it, drain it, filter it, and manage it in fryers.
“Beef tallow is not for everyone,” Shaw says. “Know what your brand is and know what flavor profile you want. I think all brands should be looking at the ingredients that they’re using and how it affects our guests because ultimately that’s who we work for, the guests.”
Sam Danley is the associate editor of QSR. He can be reached at sdanley@wthwmedia.com
Tallulah Hawley is a staff writer for QSR magazine. She can be reached at thawley@wtwhmedia.com
Despite these pressures, fast casual has performed better than casual dining due to its lower cost structure and streamlined operations, Harding says.
Harding notes that consumers are busier than ever post-pandemic, leading to increased demand for off-premises dining options. Piada has seen significant traffic growth in these channels, especially at dinner. Many customers order online rather than through apps, often from work or while planning other activities.
On pricing, the chain prefers a cautious approach. Similar to Chipotle, Piada focuses on absorbing costs through efficiencies rather than passing them directly to customers. Harding also emphasizes the fast casual’s streamlined model—without servers, alcohol sales, or extensive staff— allows it to manage costs more effectively than traditional casual dining.
“I think everybody right now is really ready to take this year on the chin in terms of giving less price to the guests and trying to figure out where to get it somewhere else because there’s a natural point where I think guests are right now,” Harding says. “And when we look at, hey, what would it look like with 5 cents more on this or 2 cents more on this, it’s a real consternation point for us. We’ve said that it’s inevitable that all restaurants need to look at pricing from time to time, but that’s not going to be a strategy that is necessarily in our pocket for the first half of the year.”
Harding believes leading fast-casual brands will focus on boosting quality and value rather than relying heavily on limited-time offers. He expects these brands to innovate by improving ingredient quality and product offerings to deliver better value to customers.
“The operators that are in the space are very smart, they’re very skilled, they’re awesome brands, they’re going to figure out a way to get what they need out of the business without always taking it to the guest,” Harding says. “And when you look at how business is run, the last place you should look is at the guest because everybody’s going through car payments and electric bills and gas bills. And so to be a major player, you have to make the products worth the value, and I think that you’ll see the best brands out there up their value.”
go over HR stuff with them, they’ll meet with my directors in another booth, and go over operations stuff with them. [The GMs] really love that, getting to see each other once a month.” A few times a year, Getty says the team will have a company barbecue, complete with volleyball and softball games.
Parham, who has been with the company for almost six months, has hit the ground running. One of the main initiatives she’s reinforcing is a people-first approach to improve employee retention.
March 7 was National Employee Appreciation Day, but, Parham says, “We decided one day wasn’t enough to show our employees how much we appreciate them, so we did a whole week filled with fun events and themes.”
Every HRG location dressed up to a different daily theme, such as Mardi Gras, Dr. Seuss characters, and band T-shirts to generate excitement and team collaboration, Parham says. “They shared all of their photos and some videos on social media and were able to connect with other stores and network and collaborate in a way that we really haven’t done before, so we’re continuing to approach unique opportunities like this in order to engage with our staff.” Even HRG’s doughnut-shaped mascot participated.
“Over the years, we’ve invested very heavily in recognition and reward programs because we understand the value and the correlation between recognition and reward and then retention,” Jaten says. “Even though we’re a big company, we’re small in the sense that we’re privately owned, and the owners are very accessible, empathic, and sensitive to each and every one of our employees.”
Another key aspect is hands-on assistance, and, as Getty notes, “We’re not coming in [to stores] and shaking hands or sitting in the dining room on our computer.”
Rather, Getty and fellow team members are in the stores seven days a week, “working side by side with the team, and that’s everybody—from my level as vice president to the directors below me to the [district managers] below them.”
Tallulah Hawley is a staff writer for QSR magazine. She can be reached at thawley@wtwhmedia.com
Ben Coley is the editor of QSR. He can be reached at bcoley@ wtwhmedia.com
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Coffee Service Innovation
The Impact of the BUNN Premia High-Performance Brewer.
In the fast-paced world of coffee service, e ciency, quality, and customer satisfaction are paramount. e BUNN Premia® is a high-performance co ee brewer that is transforming the landscape of co ee preparation and service.
With Premia’s automated daypart management, it automatically grinds, brews, and manages freshness to ensure optimal co ee availability, seamlessly adapting to the ebb and flow of customer demand throughout the day. Using an intelligent reservoir management system, it schedules brewing to maintain the set fi ll levels in the internal So Heat reservoir. e system automatically monitors freshness and drains expired co ee and brews to refi ll the reservoir, so co ee is available for instant dispense during peak demand hours while reducing waste during slower dayparts.
Premia not only enhances the quality of co ee but also lightens the workload for sta . e machine’s design reduces the number of operator touches required each day. With features like liquid auto clean, large-capacity 3lb bean hoppers, and under-counter through-chutes for spent grounds disposal, Premia allows operators to focus on customers rather than being bogged down by operational tasks.
One of Premia’s standout features is liquid auto clean. is feature removes the reliance on sta to complete steps related to daily cleaning. Daily operator interaction consists of simply placing the cleaning shroud on the unit to automatically start the cleaning process. Liquid cleaner is stored internally, with an option to store additional liquid cleaner in an external container extending refi lls up to 30 days.* is technology ensures that the unit is cleaned daily with the proper cleaning solution for optimal performance.
Premia is designed for co ee lovers who crave excellence. Freshly brewed from whole beans, the brewer produces a drip-style flavor profi le characterized by excellent cup clarity and the absence of crema, making it an ideal choice for both hot and iced co ees. Push and hold dispense allows consumers to customize individual beverages with ability to mix and match coffee varieties.
Operators can rest easy knowing their BUNN equipment is professionally managed with comprehensive support throughout the entire equipment lifecycle. e BUNN Value Portfolio allows easy integration of equipment with both BUNNserve® and BUNNdigitalTM. BUNNserve® provides the capabilities to cover the equipment’s lifecycle through logistics, installation, planned maintenance, reactive service, and removal and recovery.
e BUNNdigital platform combines equipment and service with systems and applications to enable customers with increased eciencies in labor, maintenance, and service. Overall, the BUNN Value Portfolio provides the customer with a complete program partner with expertise in beverage dispensing and a focus on equipment, service, and digital solutions.
Premia is more than just a co ee brewer; it’s an innovation in the co ee service industry. By combining automated management, exceptional brewing technology, and an emphasis on customer experience, Premia sets a new standard for operators aiming to excel in today’s competitive market.
A Cool Recipe for Success in the Quick-Serve Restaurant Industry
The simple strategy that drives beverage sales and improves guest experience.
Running a successful quick-serve restaurant involves more than just delicious food and e cient service. In today’s competitive market, creating unique and tailored customer experiences is essential for distinction and customer retention. To thrive, businesses must cra immersive dining experiences that not only satisfy but also delight visitors, encouraging repeat visits and positive word-of-mouth recommendations. Achieving this requires a comprehensive approach that seamlessly blends various elements, starting with a deep understanding of the target audience.
Identifying the ideal customers allows for personalized o erings tailored to their preferences. Whether catering to millennials in bustling urban settings or families seeking convenience in suburban areas, cra ing the right ambiance is crucial. Sta plays a critical role in creating a welcoming atmosphere and driving customer satisfaction.
Additionally, the variety and quality of food and beverages can significantly impact foot tra c and ticket sales. In the realm of beverages, frozen drinks have emerged as sought-a er treats, o ering unique and indulgent experiences not easily replicated at home. FBD works with restaurant owners to customize their equipment to serve a wide variety of refreshing frozen drinks, including carbonated, uncarbonated, and nitro-infused, to ensure that product o erings align with customer desires.
FBD’s machines allow for frozen beverage flavors to be changed at any time to meet changing consumer demand and market trends. In addition to o ering a wide selection of flavors and combinations, FBD’s equipment has self-service capabilities that enhance the instore experience by allowing customers to cra their unique frozen beverage. e machines are designed for easy cleaning and maintenance, ensuring maximum uptime and reliability without extensive labor. Unlike others requiring frequent disassembly, FBD machines
o er hassle-free cleaning, requiring only annual maintenance. With FBD equipment, the sealed interior environment means sta only needs to clean the machine once a year, eliminating costs from daily labor and ensuring consistent product quality.
When equipment is easy to operate, business owners don’t spend nearly as much time or money on training and expenses are minimized, making routine maintenance easier and faster. Expect higher customer loyalty and repeat sales when equipment is easy and enjoyable to use by consumers.
With a focus on a customizable experience, welcoming ambiance, and innovative beverage o erings, quick-serve restaurants can propel their business to greater success in today’s competitive market. By prioritizing customer satisfaction and continuously seeking ways to improve and innovate, you can create a dining experience that keeps customers coming back for more.
Attract More Customers To Your Business With FROZEN BEVERAGE PROGRAMS
Highly Profitable
Frozen beverages are highly profitable up to 80% gross profit, given that they are mostly made up of CO2 & water.
No Daily Hassle
The use of a closed sealed system, in conjunction with bag in the box technology (BIB), means no product mixing or daily disassembly to clean.
Increased Beverage Selection
Our machines are designed to help your customers create unique and personal experiences, while ensuring excellent product quality and consistency.
Low Operating Costs
FBD dispensers are engineered to make a frozen drink quickly and with minimal labor easy to execute and minimal labor- no product mixing or blending.
The Rise of Functional Beverages: Energy Leads the Charge
Functional beverages are booming, especially in the energy drink category. Once associated with convenience stores and extreme-sport branding, energy drinks are now fi nding a home in cafés, restaurants, and foodservice venues—places where operators are seeking to meet evolving consumer expectations for health, performance, and personalization.
Today’s consumer wants more than just a caffeine jolt, they want ingredients with benefits. at’s why the functional beverage
How Monin is helping redefine energy drinks for café and foodservice operators.
category is rapidly expanding, with beverages o ering energy, focus, hydration, and even mood enhancement gaining traction across menus. is shi presents a unique challenge for operators: How do you meet demand for on-trend, be erfor-you beverages without overhauling your existing setup?
Monin, a leader in flavor innovation, is meeting this need with its new range of fl avored energy concentrates. Monin Brilliance Energy™ transforms sparkling water into bold, fruit-forward energy drinks with eye-catching electric hues. Each colorful blend combines functional ingredients like Co eeberry®, green co ee extract, L-theanine, vitamin B12, and guarana to deliver a refreshing jolt that tastes delicious. Designed with foodservice in mind, these concentrates o er operators a simple, scalable way to serve trendy, customizable energy beverages without adding complexity behind the counter.
Available in six natural and three sugar-free options, a 1 oz. serving (2 pumps) of Monin Brilliance delivers 80 mg of natural ca eine, e ortlessly transforming sparkling water into customizable energy drinks that are easy to build and serve. Because operators can create these beverages inhouse, there is no need to rely on more expensive canned energy drinks. e result is both menu innovation and cost savings over time.
is new solution is also built for scalability. From independent cafés to multi-unit national chains, Monin Brilliance integrates seamlessly into existing beverage programs with minimal training or equipment. As the lines between food, beverage, and wellness continue to blur, functional energy drinks are quickly becoming menu must-haves. Monin is helping operators lead the charge and stay ahead of the trend by o ering not just new fl avors but practical, scalable tools that enhance the guest experience and drive revenue.
With functional beverages here to stay, the question for foodservice operators isn’t whether to add energy drinks. It’s how to do it in a way that increases revenue, elevates the guest experience, and delivers sustainable cost savings. For a growing number of operators, Monin Brilliance might just be the answer.
RETHINK
THERE’S A RADIANT NEW WAY TO RECHARGE.
ENERGY + FLAVOR + COLOR
With just two pumps, Monin Brilliance Energy™ transforms sparkling water into vibrant, flavorful energy drinks. Available in 6 natural flavors and 3 sugar-free options.
Red Diamond Coffee & Tea Is Helping Restaurants Improve Beverage Efficiency
Improve efficiency in beverage programs to drive consistency.
In an industry where speed and consistency are key, foodservice operators are turning to streamlined beverage solutions to meet growing consumer demand. Red Diamond’s OmniBrew™ beverage program is helping operators o er variety while improving eciency and ensuring consistent flavor across operations.
A Growing Need for Simplicity
With labor shortages and rising costs, solutions that simplify back-of-house operations are in high demand. Red Diamond’s OmniBrew program o ers multiple drink options using a single machine. “Operators are looking for ways to simplify processes without sacrificing quality,” says Emily Wood Forehand, executive vice president of Red Diamond.
Versatile and Efficient
e OmniBrew program accommodates an array of Red Diamond products, including its Simple Sweet Tea® line, Simple Sweet™ lemonades, and fresh-brewed iced coffee. One of the benefits of the Simple Sweet line (both teas and lemonades) is that the sugar is pre-measured in a fi lter pack with the product, so it is perfectly sweet. Every glass...every time.
From classic unsweet tea to fl avored varieties like watermelon tea and blackberry lemonade, this program allows operators to cater to diverse customer preferences, creating more opportunities for customization and repeat visits.
In addition, the program gives operators the ability to enter the iced co ee category without an additional equipment expense. “Cold co ee beverages are no longer just a trend—they’re an expectation,” Forehand notes. “Operators who can o er high-quality iced co ee with minimal e ort are positioned to a ract repeat customers.”
By leveraging existing brewing equipment, Red Diamond is helping operators save labor, simplify operations, and deliver consistent quality.
The Future of Beverage Innovation
e OmniBrew program is designed to improve workflow and increase customer satisfaction. “When customers know they can expect the same great fl avor every time, they’re more likely to keep coming back,” Forehand says. With five generations of expertise, state-of-the-art roasting technology, and a commitment to quality, Red Diamond continues to be a trusted partner for foodservice operators looking to optimize their beverage programs. As consumer demand for premium iced drinks grows, innovations from beverage partners focused on smart solutions will help businesses stay ahead of the competition. ◗
Rising Coffee Prices Demand Smarter Brewing
According to worldbank.org, “Arabica coffee prices surged by 13 percent in December, marking a year-over-year increase of over 60 percent. Robusta prices also rose by 5 percent, with prices more than doubling compared to the same period last year.” As global coffee prices climb, so do the stakes for operators. In today’s climate, waste isn’t just a nuisance—it’s a major cost factor.
Take this example: a co ee shop selling 200 cups per day may be discarding up to 25 percent of their brewed co ee. Over a year, that amounts to approximately $5,840 in lost product—that’s the equivalent of more than 18,000 brewed cups. In an era where every ounce ma ers, waste like this can severely impact an operation’s bo om line.
Improving Operations: Reducing Waste and Boosting Efficiency
As operators contend with rising co ee prices, many are reevaluating how co ee is brewed, served, and maintained. Traditional brewing practices o en produce more than what’s needed, particularly during slower dayparts or unpredictable tra c pa erns. As a result, surplus co ee ends up down the drain. By switching to automated
brewing systems, operators can be er control output and reduce excess.
Brewing only what’s needed—when it’s needed—ensures freshness while protecting margins. is method also helps support sustainability goals by minimizing the strain on the co ee supply chain.
Improving Customer Experience: Quality and Consistency
As operators look to retain and grow their customer base, consistency and quality remain key. With prices on the rise, customers expect more—especially when it comes to their daily co ee ritual. Automated systems eliminate the variability that can come from manual brewing, ensuring every cup meets expectations.
“Rising co ee prices don’t have to raise your stress,” says Adam Pobiner, Director of Strategic Sales at SEB Professional. “Automated equipment solutions are built to help operators stay profitable and deliver exceptional co ee, even when the market isn’t cooperating.”
Automation also aligns with what ma ers most to today’s consumers— quality, speed, and sustainability. By reducing waste and maintaining consistency, operators can enhance the guest experience while managing costs.
A Partner for What’s Next in Coffee
While equipment is a powerful tool, success in today’s market requires the right partner. Four brands—Wilbur Curtis, Schaerer, WMF, and La San Marco—one company: SEB Professional. is allows SEB Professional to be a partner who has the resources and knowledge an operator needs to create a custom co ee experience for their customers—no matter the size of an operation.
AS COFFEE PRICES RISEBREW WISELY
The New York Times recently reported that “wholesale coffee prices are trading near a 50-year high because of shortages related to extreme weather and increased global demand.”
As coffee prices rise, brewing smarter isn’t just a good idea - it’s essential.
At SEB Professional, we help you navigate today’s coffee challenges with equipment that is designed for precision and consistency. With automated brewing, you can reduce waste, control costs, and deliver quality in every cup - even as market pressures rise.
VISIT US AT THE NATIONAL RESTAURANT ASSOCIATION SHOW BOOTH 4441 | CHICAGO IL | MAY 17-20
Why Reducing SKUs and Costs Does Not Mean Reducing Options
How operators can offer more with less in 2025.
When trendy beverages come up, what do consumers think about? And are operators serving them? Beverages like dirty soda, boba, and smoothies are currently trending, with a recent consumer survey revealing that 94 percent of respondents aged 20–29 had purchased a boba tea in the past three months, according to CLSA. But the commonality between these drinks—aside from their visual appeal— is their ability to be customized.
Customization can be risky for operators, who may overstock certain syrups, milks, or boba options and face higher waste. is is why partnering with a full-solution provider is vital for operators. Larger, comprehensive vendors can take on more risk and advise operators on what trends best fit their menu and consumers while increasing profits.
“More SKUs doesn’t always mean more sales—it can mean more complexity and waste,” says Laurie Winward, vice president of R&D and innovation at Sunny Sky Products. “We focus on maximizing profitability within the space operators have.”
is approach is key in 2025, as most operators a empt to reduce costs. According to TouchBistro’s 2025 State of Restaurants Report, 38 percent of operators are trying to reduce food waste to control costs, while 40 percent are seeking more cost-competitive vendors. However, cu ing costs does not mean eliminating customization and trendforward options for consumers.
“38 percent of operators are trying to reduce food waste to control costs, while 40 percent are seeking more cost-competitive vendors.”
Sunny Sky Products helps operators integrate trendy beverages into their menus in the most cost-e ective way. “Customization is now an expectation, not a novelty,” says Isabel Atherton, vice president of marketing for Sunny Sky Products. “At fi rst, consumers were surprised to see boba or unique fl avor options at quick-service restaurants, but now they expect it everywhere.”
“Most quick-service restaurants already have a fountain unit, so making dirty sodas is just about adding a few syrups and a creamer,” Atherton says. “With just three bases and six fl avor shots, we created 20 di erent recipes in seconds.”
Sunny Sky Products is unique in its comprehensive solutions for operators. With dirty sodas, Sunny Sky Products can experiment with major soda brands and curate the best fl avor combinations
for any menu. Sunny Sky’s UPOURIA brand helps operators customize dirty sodas and boba o erings with both flavored and functional syrups, as well as milk and creamers— the key to the beautiful ombre e ect dirty sodas are known for.
Another vital aspect of customization is addressing consumers’ growing health and wellness concerns. “Consumers expect authenticity, transparency, and healthfulness—even in indulgent drinks,” Winward says. “ at means operators need to balance indulgence with real ingredients and clear labeling.”
With Sunny Sky Products’ Dr. Smoothie ADDins like greens and proteins, smoothies can be easily enhanced to meet consumers’ health goals and o er an ideal way for operators to expand menu o erings.
As beverage trends continue to evolve, customization remains a driving force in consumer demand. However, operators must balance variety with cost e ciency to avoid waste and complexity. By partnering with a full-solution provider like Sunny Sky Products, quickservice restaurants can seamlessly integrate trendy drinks like dirty sodas, boba, and smoothies while maintaining profitability.
-By Ya’el McLoud
START TO FINISH
Ulyses Camacho
President TACO CABANA
What was your first job?
My first job was working at a hotel resort managing the reservation desk, scheduling bookings, checking guests in and handling their requests.
What’s your favorite menu item at Taco Cabana?
Right now, it’s our brisketit is so good! I like it best on street tacos.
What is your favorite cuisine aside from what is offered at Taco Cabana?
I love Mexico City-style street food! There is nothing like getting tacos al pastor at a late-night stand.
Who inspires you as a leader? I’ve been influenced by so many leaders in my career, but my biggest inspiration is my father. I look at his decision to uproot the family and move away from his native country, leaving everything behind for a new life. His drive, ambition and tenacity is unwavering, even today at the age of 84.
What is the best piece of advice you have that other restaurant executives should hear? Focus on three pillars: One, know your business inside and out. Understand the food, operations and systems that make everything run smoothly. Two, know your people. Every team member brings a unique talent to the table. Three, know your customer.
What are some of your interests outside of work?
Outside of work, my life revolves around my family. In this industry, finding time for family can be challenging, so I focus my free time on them.
Taco Cabana is more than just a destination for Mexican flavors—it’s a brand that thrives on connection, collaboration and community. For nearly 50 years, Taco Cabana has been a Texas staple, celebrated for its bold, fresh flavors and dedication to an exceptional guest experience. Now, we’re bringing our craveable, Mexican-inspired dishes to new customers across the U.S.
My journey with Taco Cabana began in 2008. I started as a district manager and worked my way to Regional Director of Operations, VP of Operations and now to president and COO.
The restaurant industry is a dynamic and challenging field, but one that has shaped me as a leader and a professional. Each step in my career has shown me the importance of operational excellence, a people-focused approach and an unwavering commitment to delivering value to guests.
Today, I define my leadership style as “shoulder-to-shoulder.” I enjoy working alongside our incredible teams in the restaurants and corporate office to protect and grow the Taco Cabana brand. This hands-on, collaborative mindset fosters a culture of partnership, ownership and accountability, ensuring every employee feels connected to our mission and is recognized for their contributions.
Guided by our corporate values and a deep appreciation for the hard work of our team members, I am focused on driving growth while staying true to Taco Cabana’s roots. This means nurturing our people, innovating our menu and expanding our footprint across the country to bring our signature flavors to new communities.
As we look to the future, Taco Cabana’s growth is boundless. Our focus on flavor, innovation, operational strength and franchise expansion is positioning us for national success.
Columbus Vegetable Oils offers premium dressings to enhance your menu. Choose from our existing line of high-quality dressings or create your own custom formulation. Available in 2 oz. cups or gallons and drums with private labeling available. Produced in our nut-and-gluten-free facility, using non-GMO and organic options, we can help you satisfy your customers.
Touchscreen Timing Evolved: Experience the Future
Operate your kitchen with pinpoint precision and boost profits.
The TT-700 Touchscreen Timer transforms kitchen operations with cutting-edge technology and intuitive design.
• Conquer Peak Hour Chaos: Multi-product timing and clear alerts keep your line running smoothly, even at the busiest times.
• Ensure Food Quality & Safety: Consistent timing and temperature monitoring mean perfect dishes, every time.
• Minimize Waste: Precise control reduces food waste, directly impacting your bottom line.
• Maximize Speed: Intuitive 7” touchscreen with visual programming for fast, accurate operation.
• Real-Time Intelligence: Wireless tracking and instant “Cook More/Prep More” alerts for peak productivity.
Scan the QR code to discover how the TT-700 can revolutionize your kitchen. Coming Soon - Q4 2025
