Industry Spotlight

 

Burger King appears to come out on top of the burger wars
The fast-food chain received a spike in visits last week after the brand’s president went viral for taking a bite of the Whopper, according to data from the food traffic tracking firm Placer.ai.

Tom Curtis apparently should go viral more often.

Data from the food traffic tracking firm Placer.ai suggests that the Burger King president’s viral moment eating the chain’s upgraded Whopper played well for consumers, driving a spike in traffic to the chain’s restaurants.

Visits to Burger King restaurants were up 7.4% last week compared with a year earlier, according to the tracking firm. By comparison, traffic to McDonald’s restaurants was up 2.2%, and at Wendy’s the traffic was down 10.7%.

The Burger King traffic figure was a sharp increase from the previous four weeks, when its traffic averaged a 3% increase.

Until last week, McDonald’s had been outperforming either of its two biggest rivals, averaging a 4.35% increase in traffic during those four weeks in February. That means McDonald’s traffic represented something of a slowdown.

The same could be said for Wendy’s, which had averaged an 8.8% traffic decline during the previous four weeks.

Take the data with a big grain of salt. It’s early, and a lot of factors play a role in traffic changes, notably weather—all three chains lost customers the week of Feb. 23, for instance. It’s also just one week, which can be particularly volatile.

In addition, the data comes from a third party and not the companies themselves. The true winner won’t be known until the three companies report their first-quarter earnings.

But the data can show where the momentum in the business is at any given moment. In this case, it highlights the benefit Burger King received by sending out a video featuring Curtis, who heads the chain in the U.S. and Canada, taking a big bite out of the Whopper.

Burger King just upgraded the recipe of its flagship burger as part of a major effort to improve the quality of its food this year. The company changed the mayonnaise while the buns are taller and coated to give them a richer, golden color. The company also improved the packaging.

The Curtis video was released in response to a video from McDonald’s CEO Chris Kempczinski eating that chain’s new Big Arch burger. Kempczinski’s video was widely mocked on social media for a lack of authenticity after he appeared to take a small bite of the half-pound burger.

Those two videos, plus another from Wendy’s U.S. President Pete Suerken and several others, focused considerable attention on the burger business at a time when the chains are fighting for traffic growth.

If there is a surprise in the Placer.ai data it’s that McDonald’s didn’t receive something of a boost in traffic from all that attention on the Big Arch. But a typical McDonald’s generates nearly three times the revenue as a typical Burger King, which makes it harder to move the needle.

Wendy’s U.S. President Pete Suerken drafted a video of his own, but like McDonald’s there doesn’t appear to have been a corresponding traffic increase. Then again, Suerken’s video came later than the other two, which might delay any potential change in visits to that chain’s restaurants.

The Wendy’s data also highlights that chain’s challenges. Wendy’s same-store sales in the fourth quarter declined 11.3%. Its weak results may be due to a pullback from breakfast in some locations coupled with store closures. The chain is coming out with newly upgraded chicken sandwiches this quarter and is working to improve both operations and marketing and expects improved results later this year.

As for Burger King, the current momentum has been a long time coming. The Miami-based chain had struggled for years with weak sales, closed restaurants and bankrupt franchisees. Curtis was brought in to improve operations.

Parent company Restaurant Brands International invested billions to spruce up stores and improve marketing. The chain appears to be getting some results from all that right now.

The Curtis video, it appears, accomplished just what the chain wanted: Get customers to try its reconfigured signature burger.

Source https://www.restaurantbusinessonline.com/financing/burger-king-appears-come-out-top-burger-wars

 

Logan’s Roadhouse is sold to Cicis owner SSCP
Previous owner SPB Hospitality will shift focus to its upscale-casual concepts like J. Alexander’s, while SSCP expands into the steakhouse category.

Logan’s Roadhouse has quietly changed hands.

SPB Hospitality sold the steakhouse chain to SSCP Management, which owns Cicis Pizza, Corner Bakery and Roy’s and also operates dozens of Applebee’s and Sonic restaurants.

Terms of the deal were not disclosed.

Houston-based SPB confirmed the sale on Wednesday. It said it will allow the company to refocus on its upscale-casual brands, including J. Alexander’s, Stoney River and the Jose Garces concepts Amada and Village Whiskey. SPB also owns the fast-food chain Krystal.

Logan’s joined SPB in June of 2020 as part of a deal for CraftWorks Holdings that also included Old Chicago Pizza and several brewery concepts.

SPB has now sold all of those brands, starting with the breweries in 2024 followed by Old Chicago last July and now Logan’s.

“The company is confident Logan’s Roadhouse is well-positioned for continued success under SSCP’s ownership and leadership,” SPB said in a statement.

For SCCP, Logan’s expands its portfolio into the casual-dining steak category and marks its third acquisition in five years.

The Dallas-based company was largely known as an Applebee’s franchisee when it partnered with Gala Capital to acquire Cicis out of bankruptcy in 2021. It then acquired Corner Bakery out of bankruptcy in 2023.

It had previously acquired the Roy’s polished-casual chain from Bloomin’ Brands in 2015.

SSCP has worked to revive Cicis and Corner Bakery post-bankruptcy, and those efforts have shown some early signs of success.

It could have similar plans for Logan’s Roadhouse, where sales declined 10% from 2021 to 2024 and 11 locations closed, according to Technomic data.

As of the end of 2024, Logan’s had 125 restaurants and was the seventh-largest casual steak chain in the U.S. by sales. Sales declined 3.2% to $375.3 million, per Technomic.

In August, then-SPB CEO Josh Kern told Restaurant Business that Logan’s had invested in better steaks and was boosting training to ensure employees were preparing them correctly.

Kern has since moved on to become CEO of breakfast chain Snooze. He was replaced at SPB by industry veteran G.J. Hart, who was most recently the CEO of Red Robin.

SSCP had not responded to a request for comment as of publication time.

Source https://www.restaurantbusinessonline.com/financing/logans-roadhouse-sold-cicis-owner-sscp

 

Planta’s Ch. 11 bankruptcy converted to liquidation
A Delaware court approved the Chapter 7 declaration once the debtor stated no other options were available

Planta, a plant-based restaurant chain founded in Toronto in 2016, will be liquidated following a court approval to convert its Chapter 11 bankruptcy case to Chapter 7.

A Delaware judge ruled on the decision following the debtor’s statement that there were no other options, according to Law360.

Court documents filed in the United States Bankruptcy court for the District of Delaware earlier this week suggest the company’s attempts at reorganization following its May 2025 Chapter 11 filing, in which eight restaurants were expected to continue operations, were ineffective and that funding had run dry.

Planta emerged from bankruptcy in September through a strategic asset sale to New CHG US Holdings, a newly formed entity affiliated with Anchorage Capital Group, one of its former creditors. The group acquired the chain for about $7.8 million, mostly in converted debt.

The liquidation includes 17 restaurants In New York City, Miami, Chicago, Denver, Atlanta, Los Angeles, and Washington, D.C. Planta’s website continues to list seven locations, including Chicago, Los Angeles, New York, Toronto, Washington, D.C., Bethesda, Md., and Yorkville (Toronto).

Planta is led by founder and chief executive officer Steven Salm and co-founder and executive chef David Lee with a mission of expanding the accessibility and acceptability of plant-based dining.

In its Chapter 11 petition from May, Planta listed $50,000 to $100,000 in assets and $10 million to $50 million in liabilities. It cited the pandemic and increased costs for its struggles.

Plant-based and vegan-centric concepts have experienced significant challenges in the past couple of years. Neat Burger recently closed all but two of its locations, following a broader trend of such concepts’ closures, for instance. Kevin Hart’s vegan quick-service chain Hart House also closed all four of its locations in late 2024 after a two-year run. New York City’s landmark restaurant Eleven Madison Park began serving meat again last year after going meatless in 2021.

According to the Vegetarian Resource Group, 3% of Americans identify as vegans, while 5% identify as vegetarian.

Contact Alicia Kelso at Alicia.Kelso@informa.com

Source https://www.nrn.com/casual-dining/planta-s-ch-11-bankruptcy-converted-to-liquidation

 

Krystal promotes Amanda Hyde to chief operating officer
She will report to G.J. Hart, chief executive officer of parent company SPB Hospitality

Krystal has promoted Amanda Hyde to chief operating officer. In her elevated role, she will report directly G.J. Hart, chairman and chief executive officer of parent company SPB Hospitality.

Hyde brings more than two decades of restaurant industry experience spanning operations, brand leadership, and multi-unit management. According to the company, she has played a central role in improving operational performance and supporting the company’s strategy to revitalize and expand Krystal since joining SPB Hospitality.

“Amanda is a respected operator with deep knowledge of the Krystal business and a strong track record of building high-performing teams,” Hart, who was named to the company’s CEO role in September, said in a statement. “Her leadership has been instrumental as we continue sharpening the brand’s operational focus and positioning Krystal for long-term growth.”

Hyde joined SPB Hospitality’s Logan’s Roadhouse as director of operations in 2015. In 2022, she moved into the vice president of operations role at SPB Hospitality and was promoted to senior vice president of operations in 2024, which was her most recent position.

She previously held the director of operations position at Mimis Café and was a general manager at Bob Evans from 1995 to 2005, per her LinkedIn page.

As COO, Hyde will further expand her leadership of Krystal’s restaurant operations across the system, working alongside operators and franchise partners to drive performance and support continued development. She will also collaborate closely with finance, human resources, and other support teams to ensure alignment.

“Krystal has an incredible legacy and a loyal fan base,” Hyde said in a statement. “I’m proud to step into this role and continue working alongside our operators, franchise partners and team members to build on that foundation and expand Krystal into new communities while delivering great experiences for our guests every day.”

Krystal has expanded to 13 states with nearly 300 restaurants and is entering new markets, such as New Jersey. The slider chain became a part of the SPB Hospitality portfolio in 2023. SPB Hospitality is majority owned by funds managed by affiliates of Fortress Investment Group.

Contact Alicia Kelso at Alicia.Kelso@informa.com

Source https://www.nrn.com/quick-service/krystal-promotes-amanda-hyde-to-chief-operating-officer

 

Jimmy John’s promotes CMO to president
Darin Dugan succeeds James North, who spent more than 20 years as the chain’s brand president.

Dive Brief:
Jimmy John’s promoted its chief marketing officer, Darin Dugan, to brand president as part of a broader shift in the chain’s executive leadership, the brand said Monday.
Dugan succeeds James North, who has served as Jimmy John’s president since 2004, according to his bio. North has been appointed the chain’s global brand ambassador and is also becoming a franchisee.
The company also promoted Kate Carpenter to CMO following two years as vice president of integrated marketing for the chain.

Dive Insight:
Dugan has worked as CMO at Jimmy John’s for about six years and led the brand with an effective combination of “creative vision, operational expertise, and strategic insight,” according to the press release.

Dugan worked as a marketing leader at Sonic when that chain was acquired by Inspire Brands and then made the jump to Jimmy John’s. Previously, he’d worked at Applebee’s, leading the chain’s culinary and marketing teams.

At Jimmy John’s, Dugan has worked on “modernizing campaigns, elevating the menu, and launching new, brand-defining product platforms, including wraps and toasted sandwiches,” Scott Murphy, Inspire’s chief brand officer and Dunkin’s brand president, said in a statement.

According to the press release, Dugan is only the third executive to lead Jimmy John’s since the brand was founded in 1983, demonstrating a remarkable degree of leadership continuity.

North, his predecessor as president played a key role in helping Jimmy John’s grow its store system to more than 2,800 global locations over more than two decades at the helm. North is stepping into a more promotional role, meant to introduce Jimmy John’s to new audiences in the U.S. and internationally, according to the press release.

Carpenter, the new CMO, brings experience in brand leadership from Coca-Cola and Newell Brands, and helped develop the brand’s successful toast sandwich platform.

In addition to launching new menu items, Jimmy John’s has shifted its consumer engagement strategy of late. The brand moved from a surprise-and-delight model to points-based loyalty program late last year in a move meant to increase frequency. The brand is also using buzzy LTOs, like its recurring Picklewich, to drive occasions.

Source https://www.restaurantdive.com/news/Jimmy-johns-promotes-darin-dugan-president-replaces-james-north/814212/

 

Gong cha buys 170 US stores from master franchisee
The purchase will help the bubble tea brand strengthen its U.S. system and ultimately speed up growth as it targets 1,000 units in the country.

Dive Brief:
Gong cha, a bubble tea concept with over 2,200 units globally, has acquired 170 U.S. locations from a master franchisee, a majority of its roughly 240 stores in the country, the company said Monday.
The agreement, Gong cha said, will allow it to eventually strengthen its U.S. franchising system and accelerate its growth, according to the press release.
Gong cha recently announced an overhaul of its store model and operations that includes a new automated drink-making platform that cuts prep time for drinks by roughly a minute, the company said in a separate press release. This technology could help it take advantage of the expanding cold beverage market in the U.S.

Dive Insight:
Gong cha’s acquisition of the bulk of its U.S. franchised locations could help it implement strategic decisions more rapidly in the U.S. as it pushes to develop 1,000 units in the country. Gong cha could face stiff competition as other Asian brands like Mixue, and domestic chains like Dutch Bros and 7 Brew, continue to expand their drink concepts nationwide.

“Bringing this territory in-house allows us to further sharpen our development strategy and strengthen support for our franchise partners,” said Geoff Henry, the company’s president for the Americas.

Henry said this would be achieved by engaging large, multi-unit developers and strengthening the brand’s national supply chain network to reduce costs for franchisees, while also giving the company greater control over its digital tools.

The overhaul announced earlier this year, Gong cha 2.0, includes a new drink-producing system called the Super Wu, which is named after Gong cha founder Wu Zhenhua, according to the press release. This new operations system is meant to improve franchisee profits and the ability to scale.

Gong cha did not state in the press release whether it intended to eventually refranchise these 170 stores to different multi-unit operators. The beverage brand’s statement that it planned on “engaging larger multi-unit developers,” indicated refranchising is a likely outcome of the acquisition; this would be reminiscent of the moves made by other QSR chains in the U.S.

Burger King, for example, bought about 1,000 restaurants in its acquisition of Carrols Restaurants, which gave the brand the ability to speed up the deployment of its new initiatives and prototypes, and to improve overall unit economics. The RBI subsidiary is now in the process of refranchising some of those stores.

Source https://www.restaurantdive.com/news/gong-cha-buys-170-us-master-franchise-stores/814179/

 

How restaurants can prepare for an influx of aging diners
People aged 65 and older will account for 18% of all U.S. restaurant spending in 2030, up from just 10% in 2025, according to Technomic.

An aging U.S. population will reshape the restaurant industry in the years ahead, experts say.

A major demographic shift is on the horizon, with all Baby Boomers reaching retirement age by 2030. People aged 65 and older will comprise 25% of the total U.S. population by 2060, up from 18% in 2025. At the same time, people under 30 will make up 31% of the total U.S. population by 2060, down from 38% in 2025.

As a result, people aged 65 and older will account for 18% of all U.S. restaurant spending in 2030, up from 10% in 2025.

That could pose challenges for the restaurant industry. Customers aged 20-33 are “the sweet spot” for foodservice visits because they are usually employed and eat out more often, said David Henkes, senior principal and head of strategic partnerships at Technomic.

But focusing too much on younger consumers can be costly.

“Sometimes restaurants get so hung up on targeting younger, up-and-coming consumers that they lose sight of their core guests,” Henkes said.

Dining behavior is primarily driven by life stage rather than age itself, however, even though the two dynamics are often related.

“My own view is that it follows more the stage of life,” said Chad Moutray, senior vice president for research & knowledge and chief economist at the National Restaurant Association. He noted that as consumers take on mortgages, children and other obligations, their dining patterns tend to follow similar trajectories regardless of generation.

In addition, while older consumers dine out less frequently, they spend substantially more per visit.

“They’re the ones getting appetizers, dessert and maybe alcoholic beverages,” said Ashley Mitchell, VP of marketing for East Coast Wings + Grill. “They’re less price sensitive and more experience driven.”

Gen X is particularly valuable, despite being a smaller cohort than Baby Boomers or millennials, because they are in their peak earning years and have high discretionary income.

“Purchasing power beats the head count for profitability,” said Philip Daus, partner and head of the Houston office at Simon-Kucher.

At East Coast Wings, Gen X consumers are among the chain’s most reliable guests, frequently driving higher check averages, Mitchell said.

A person stands in front of shelves that contain several paper bags with food in them,
Brandon Bell via Getty Images

Off-premise habits harden
In addition, off-premise dining has taken off across full- and limited-service restaurants, regardless of age.

“We certainly have seen an uptick in to-go orders across the board, and it has not gone back down,” Mitchell said.

Source https://www.restaurantdive.com/news/restaurants-preparing-aging-dining-population/814157/

 

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Foodservice Equipment

 

Ali Group Brews BUNN Acquisition
Multinational foodservice equipment manufacturer Ali Group has acquired Bunn Commercial LP, formerly known as Bunn-O-Matic Corporation. Terms of the transaction were not disclosed.

Ash Grove BuildingIn North America, BUNN will operate as part of Ali Group’s Welbilt portfolio.

Founded in 1840, Bunn Commercial LP began its beverage equipment business in 1957 and was incorporated in 1963. Headquartered in Springfield, Ill., BUNN manufactures dispensed beverage equipment, including coffee and iced tea brewers, superautomatic espresso machines, grinding systems, beverage dispensers, water systems and related accessories.

Source https://fesmag.com/topics/the-latest-news/23480-ali-group-brews-bunn-acquisition

 

AeriTek Acquires Federal
AeriTek Global Holdings LLC acquired Federal Industries from Standex Industries. Terms of the deal were not disclosed.

Wisconsin-based Federal Industries manufactures refrigerated, heated and ambient food and beverage merchandising display cases for the foodservice operators spanning a variety of segments. A portfolio company of private equity firm Mill Point Capital, AeriTek’s manufactures products made under the Imbera, Torrey, QBD and Minus Forty brand names. The two organizations’ product lines are viewed as complementary to one another.

“Federal’s deep relationships with U.S. foodservice dealers and distributors, combined with its vertically integrated manufacturing facility in Wisconsin, give us both the commercial reach and domestic production capacity we need to accelerate growth in the U.S. market,” said Antony Besso, chief executive officer and executive chairman of AeriTek. “This acquisition is a natural extension of our platform and we look forward to building on this momentum.”

Source https://fesmag.com/topics/the-latest-news/23473-aeritek-acquires-federal

 

4×4 Capital buys Bob Evans
Bob Evans Restaurants has a new owner after 4×4 Capital acquired the family dining chain from Golden Gate Capital. The 78-year-old restaurant chain has more than 400 locations spanning 18 states.

CEO Mickey Mills and her team will continue to lead the company, per a release announcing the deal. Gustavo Assumpção, 4×4 co-founder and partner, will serve as executive board chair.

Golden Gate Capital acquired Bob Evans in 2017 for $565 million when it was spun off from Bob Evans Farms. At the time, Bob Evans had 522 units.

Source https://fesmag.com/topics/the-latest-news/23408-4×4-capital-buys-bob-evans

 

Ark MFG Expands its Fabrication Business
Ark MFG has acquired North American Kitchen Solutions’ stainless steel custom fabrication division. Financial terms of the deal were not disclosed.

The transaction includes the following stainless steel fabrication brands: Stainless Specialties Inc. located in Ohio, Lane Manufacturing located in Georgia and Custom Kitchen Fabricators located in Texas.

Selling its custom fabrication business will allow NAKS to “further concentrate on growing its core ventilation platform,” per a release announcing the deal.

For Ark MFG, the acquisition expands its stainless-steel fabrication platform. In the fall of 2025, Ark MFG acquired Tarpon Stainless from the Innovative Foodservice Group. Ark MFG is the parent company of Amerikooler.

Source https://fesmag.com/topics/the-latest-news/23401-ark-mfg-expands-its-fabrication-business

 

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Tabletop & FOH

 

Where ‘Wow’ Factor Design Meets Operational Discipline
Two powerful forces are reshaping how restaurants capture guest attention, create emotional resonance, and maintain operational sustainability. On one side is a cultural shift toward bold, immersive, and expressive experiences. On the other is a pragmatic push for efficiency, margin protection, and format evolution. Together, these dynamics reveal an industry that is getting braver and smarter at the same time—one in which aesthetics and economics are no longer in tension, but instead work in balance to redefine what dining can and should be.

The Death of Beige
For nearly a decade, restaurant design has been dominated by minimalism—pared-back interiors, neutral palettes, clean lines, and understated atmospheres. But according to emerging insights across the industry and our perspective at IDG, this era is decisively ending. In its place rises what we describe as the “death of beige” and the clear ascendance of maximalist expression.

Guests today aren’t looking for quiet, muted spaces. They’re craving environments that feel alive.

Color is returning in rich, saturated tones. Texture is layered to create depth and dimension. Dramatic lighting is used not just to illuminate, but to sculpt emotion. Artwork, artifacts, and unexpected visual details bring whimsy, personality, and an element of discovery.

This shift is more than an aesthetic preference—it reflects a cultural desire for sensory engagement. Diners want restaurants to provide not just nourishment but a narrative. They want to see, touch, hear, and feel something that takes them out of the ordinary.

And that desire has created what we identify as an experiential mandate. For restaurants, this mandate isn’t optional. Guests now expect a “wow” factor. They want concepts rooted in authenticity, with signature moments that communicate identity and intention. Whether it’s an open kitchen drawing guests into the energy of culinary performance or a uniquely designed bar that functions as theater, the dining environment itself has become a core part of the value proposition.

Yet even in this pursuit of elevated, expressive design, guests are also demanding accessibility. They are rejecting pretension and instead embracing forms of “accessible luxury”—spaces that feel special but not stiff, memorable yet comfortable. It’s a nuanced blend of boldness and warmth that is becoming a defining design language for 2026 and beyond.

Economic Pressures Pull Restaurants Toward Smarter Formats and Operations
While guest expectations rise, operators continue to face intensifying pressures: rising labor costs, unpredictable supply chains, and evolving customer behavior patterns. This has accelerated a wave of operational reinvention, pushing restaurants to adopt new models that safeguard margins without compromising experience.

One of the most significant developments is the rapid growth of food halls. No longer niche or experimental, food halls have emerged as the modern counterpart to the buffet—only with dramatically higher quality, greater variety, and broader cultural resonance.

From an operator’s standpoint, food halls offer notable advantages:

Shared infrastructure reduces buildout and operating costs
Vendor diversity attracts more foot traffic
Guests feel empowered by choice and autonomy
Communal layouts foster a sense of exploration
For diners, food halls strike an ideal balance: convenience paired with curated culinary adventure. They deliver the kind of cost-effective moments that “wow” today’s consumers increasingly expect.

Beyond food halls, restaurant operators are turning to technology to streamline processes and reallocate human labor toward higher-value interactions. Self-service ordering, digital menus, and automated payment systems are no longer viewed as depersonalized intrusions but rather as tools that support a more efficient and guest-centered environment.

Crucially, this doesn’t represent a pivot away from hospitality. Instead, it signals a shift toward hospitality refocusing: technology handles the transactional, while staff handle the emotional. When implemented well, automation reduces friction without reducing warmth, freeing employees to deliver personalized service, connection, and care—the qualities guests still value most.

The Rise of 21+ Concepts and Bar-Centric Formats
Another trend gaining momentum is the emergence of adult-focused concepts, particularly 21+ formats and bar-centric environments. Unlike family-oriented spaces, these concepts often require smaller teams, benefit from higher margins, and lean naturally toward experiential storytelling.

Restaurants will stand out not by scaling back but by scaling smart.

Cocktail programs, for example, have become a showcase for creativity and spectacle. Visually striking beverages, tableside pours, smoke infusions, and customized glassware are not only profitable but provide built-in social-media moments—an increasingly important currency for brand visibility.

These adult-forward experiences tap into a broader cultural desire for curated nightlife, elevated casualness, and environments that allow for both indulgence and intimacy. They align seamlessly with the larger maximalist movement, offering operators the opportunity to create immersive, memorable atmospheres without the overhead associated with full-scale dining programs.

The New Restaurant Playbook: Bold, Efficient, and Emotionally Intelligent
When we step back, a cohesive picture forms: the restaurants positioned to succeed in 2026 will be those that boldly embrace expressive design and intelligently pursue operational efficiency. In other words, maximalism and pragmatism are not oppositional—they are complementary strategies for meeting the moment.

The new industry playbook blends:

Strong visual identity rooted in maximalist aesthetics
Experiential anchors like open kitchens, performance bars, and sensory design
Operational agility driven by format evolution
Selective technology integration that enhances efficiency without eroding human connection
Margin-conscious concepts such as food halls and 21+ environments
Authentic storytelling that resonates emotionally and distinguishes the brand
This hybrid approach reflects the needs of both sides of the business: the guests who crave immersion and the operators who must protect profitability.

Restaurants will stand out not by scaling back but by scaling smart—investing in the elements that matter most while trimming friction, inefficiency, and outdated assumptions. The industry is entering a phase in which creativity is not a luxury but a strategic advantage, and efficiency is not a constraint but a foundation for freedom.

The future of dining is bold. It is sensory. It is intentional. And above all, it is balanced—where expressive moments meet operational mastery to create experiences that are both economically grounded and emotionally unforgettable.

Samantha Ramirez

Source https://modernrestaurantmanagement.com/where-wow-factor-design-meets-operational-discipline/

 

FOH and BOH: Definitions, Differences, Responsibilities & How to Manage
A food service business such as a restaurant has a very fast-paced environment that the restaurant owner must properly manage. To do this, managers must be aware of the core responsibilities of the two main sections of any food business – the FOH and BOH.

To provide excellent service, food managers must consistently monitor each team’s progress. While the front-of-house teams handle difficult customer interactions, the back-of-house team prepares the food. In this article, we’ll cover the key areas of FOH and BOH and show restaurant managers how they can efficiently maintain food safety compliance while managing their operations using our smart Food Safety Management System.

Key points covered:
FOH (front-of-house) is the customer-facing section of a restaurant, including areas like the dining room and bar.
BOH (back-of-house) includes critical operational areas like the kitchen and storage facilities, essential for food preparation and safety.
Collaboration between FOH and BOH is crucial to provide high-quality and safe dining experiences.
The differences in responsibilities between FOH and BOH reflect their unique roles in restaurant operations, with FOH focusing on customer interaction and BOH on food preparation.
Food safety is a shared responsibility, requiring stringent practices both in the front and back of the house.
Training for FOH and BOH staff varies greatly, tailored to their specific functions and interaction levels with food and customers.
Management may vary between FOH and BOH, often necessitating different leaders to handle the distinct challenges and focus areas of each department.
Real-time monitoring and smart notifications from FoodDocs’ system aid in ensuring tasks are completed timely and correctly in both FOH and BOH.
Both FOH and BOH are essential for the successful operation of a restaurant, requiring effective management and coordination to ensure optimal function and compliance.

FOH and BOH meaning
FOH and BOH are the two main components of a food service business operation. The two departments work together to provide a coordinated and safe dining experience for customers.

FOH refers to the “front of house” operations or the area where customers talk with the staff, select food, and dine. The front of house includes the bar, counter, host stand, entrance, and dining area.

On the other hand, BOH means “back of house.” This department includes the area of a food service business where food supplies are received, prepared, and cooked for service. BOH also includes an area for cleaning and sanitizing kitchen utensils.

A seamless coordination between the two departments is critical for a working operation. Although the two departments have completely different jobs, their operational tasks complement each other.

The FOH staff is in charge of introducing the food business to dining consumers, providing them with the necessary information, such as allergens and consumer advisories, and attending to the needs of customers. At the other end of the restaurant, the BOH staff is in charge of ensuring that the food being served in the restaurant is safe and up to standards.

Both departments are regulated and monitored by food safety standards and are required to protect public health with proper food service practices.

FOH restaurant staff

What’s the difference between front of house vs back of house?
The FOH and BOH departments have very different sets of operations. They also have unique tools and equipment needed to fulfill their daily tasks. Food workers in each department are required to have different sets of skills and proficiency to serve customers properly.

Below, we go into detail about the differences between front and back-of-house services:

1. Location
As the name of each department suggests, the two parts of a restaurant’s operations to the dining area and the kitchen area. The FOH refers to the area where customers are received and interacted with and the location where they dine.

On the other hand, the BOH area includes food preparation areas, such as the kitchen, and the location where cooking equipment, dishwashers, and loading docks are located.

2. Responsibilities
The FOH and BOH areas have very diverse responsibilities. Front-of-the-house staff are responsible for greeting customers, arranging seats, taking orders, serving food, handling payments, and attending to any customer complaints. They are the connection between the customers and the food handlers in the kitchen.

Back-of-the-house staff provide services such as aspects of food preparation, cooking process, plating, and cleaning the area. Food employees in this section must be knowledgeable about the critical operations in preserving food safety for consumers.

3. Customer interaction
A vital role of the FOH staff is customer interaction. They handle customer choices and must maintain a positive and professional tone while dealing with customers. They are also responsible for handling any conflicts that may arise during service. FOH staff must introduce the specialties of the restaurant and are responsible for disclosing important safety information to the consumers.

The staff that belongs to the restaurant back of house department have very minimal to no interaction with customers.

4. Food safety tasks
Both sections of the restaurant share responsibilities for maintaining food safety. The FOH section is responsible for disclosing allergen information and the risk of consuming undercooked food. They are also responsible for maintaining the basic hygienic environment within the dining area. FOH employees are responsible for cleaning tables and delivering used utensils to the back of the house.

The BOH section is responsible for a lot of food safety tasks. This area requires consistent sanitary conditions to protect the food being prepared. Employees are required to follow food safety regulations set for cooking and preparing food. BOH employees monitor the conditions during food preparation and cooking (e.g., storage temperature, cooking internal temperature, and kitchen sanitation.

5. Dress code
Both sets of employees from BOH and FOH are required to wear proper and professional attire for food service. FOH staff are often provided with uniforms that bear the company logo and protective gears that will prevent contamination of foods.

BOH staff, on the other hand, are required to wear protective gear, such as a chef’s coat, aprons, hairnets, non-slip shoes, and occasionally gloves. The dress code intended for BOH employees aims to protect them from accidents and the food from getting contaminated.

Find out more about the proper dress code and rules in a food service restaurant from our detailed article.

6. Training
FOH and BOH departments undergo very different food safety training. While both departments require food safety training, the level of each lesson will differ. Front-of-the-house restaurant staff have minimal interaction with the food and therefore focus more on customer service. On the other hand, BOH employees are required to undergo detailed food safety training to learn about the risks of cross – contamination and foodborne illnesses. Food handlers with direct contact with the food being prepared are required to secure licenses.

In this detailed article, we discuss the different levels of food safety training for food handlers.

7. Management
The management style for the two sections significantly depends on the organization of the food business. Some businesses have separate management for FOH and BOH. In this case, the front end of the restaurant is managed by the general or restaurant manager, whereas the food safety manager or the kitchen manager handles the back end.

Overall, the front and back-of-house departments of a food service business have completely different sets of roles and operations. Although different, these operations make up the entire system of a food service business.

Manage both departments with ease while saving more time for improving your business using our smart software solution. Our smart Food Safety Management System features a real-time dashboard that gives you a quick overview of each department’s status when it comes to food safety tasks. You can identify areas across your business branches that need more attention and address them right away to maintain compliance.

Experience how our smart solutions can help you achieve efficiency using our free 14-day trial.

BOH: Back of House
When you step into a restaurant, you do not normally see how your food is being prepared. All the preparation and heavy lifting of the food and ingredients happen in the kitchen or the back of the house.

A restaurant’s BOH determines the quality, efficiency, and variety of the offered food and services.

Back of the house definition
The back-of-the-house restaurant section is considered the “heart of the restaurant.” This is because it houses the kitchen where the food being served in the business is prepared and cooked.

The kitchen is where the food ingredients, equipment, tools, cooking utensils, and preparation tables are found. This area contains sections where food is properly stored and accessed to fulfil orders from the front of the house.

In addition to preparation and cooking, the back-of-house restaurant section also includes the cleaning aspects, inventory management, equipment maintenance, and waste management. The back end of a restaurant works to maximize the resources of the food business while producing high-quality food products.

BOH worker

Back-of-house positions
The back-of-the-house section requires skilled and knowledgeable workers in terms of preparing food and maintaining the cleanliness of the kitchen. Coordination among the different back-of-house job positions inside the section is critical to producing quality and safe products.

Here, we list down some of the key positions for a productive back-of-house restaurant department:

Maintenance team. Members of the maintenance team are responsible for ensuring that every technical piece of machinery and equipment in a kitchen is running smoothly. In case a machine is malfunctioning, chefs and prep cooks are not allowed to fix them and are tasked to coordinate with the maintenance team to prevent further problems. Employees in this team are highly knowledgeable when it comes to different pieces of equipment.

Prep cook. Prep cooks basically take care of the raw ingredients before they get cooked. This kitchen staff handles retrieving the ingredients from the stock room and ensuring that the needed materials are complete. Prep cooks also do tasks such as cleaning, cutting, deboning, and other preparatory tasks for the main chefs. Prep cooks work closely with line cooks and the executive chef.

Line cook. Line cooks assemble the dishes before serving. They are responsible for ensuring that each dish is served on time and complete. Line cooks need to perform fast and efficiently to keep the kitchen running.

Dishwasher and cleaning employees. These food workers ensure that the kitchen and nearby areas are all clean and sanitized. Their job is critical as they are responsible for controlling potential contaminations and pests.

Sous chef. The second-in-command in a kitchen. Sous chefs help the executive chef with menu planning, executing kitchen duties, ingredient procurement, and employee management. They handle most of the management tasks to help the executive chef focus on preparing the dishes. A sous chef will step in when the head chef is out of commission.

Head chef. The head of the kitchen crew, otherwise known as the executive chef. A head chef is responsible for the curation of a restaurant’s menu and recipe development. They work closely with everyone in the kitchen and ensure that each station is performing as assigned. An executive chef is also responsible for ensuring that each dish is consistent in terms of quality and safety.

Depending on the size of a food service business, there may be more jobs in the kitchen. In some restaurants, a separate quality or food manager is assigned to oversee the entire kitchen operations and arrange staff schedules. In addition, some businesses combine roles for more efficiency and lesser miscommunication.

What are the main responsibilities of a back-of-house team member?
As mentioned, the back-of-house section consists of a diverse set of workers that aim to produce high-quality and safe food products. The main objective of the back-of-house team is to maintain a clean working environment and satisfy customer orders while protecting them from foodborne illnesses.

Specifically, some of the key responsibilities of a back-of-house team member include the following:

Receive food orders.
Prepare dishes according to customer orders.
Procure and receive ingredients for dishes.
Manage inventory and equipment supplies.
Cook dishes to recommended and safe temperatures.
Clean and sanitize all food contact surfaces and equipment before and after the start of operations.
Manage and coordinate between sections to produce a cohesive dish.
Manage waste in the kitchen.
Organize all food and cleaning supplies.
Conduct regular in-house audits.
Follow and comply with food safety standards.
The responsibilities of a back-of-house employee can further extend along with the size of the food service business. Back-of-house employees require a certain level of food safety training to become fit for operations. This is a critical element to ensure the safety and quality of food and service.

Use our free checklist for food safety in restaurant operations to ensure that back-of-house employees perform their operational tasks on time and correctly.

Restaurant Back of the house

What are the common back-of-house locations?
The back-of-house section of a restaurant consists of several locations. These locations are dedicated to storing supplies and preparing food for service. The size of a restaurant will determine the complexity of locations in the establishment.

Some of the common back-of-the-house areas include the following:

Storage area. This area is where the food supplies, both raw and ready-to-eat foods, are stored. The storage area includes walk-in freezers, dry storage, a cleaning supplies room, a liquor room, and an equipment room.
Employee breakroom. This section of a restaurant is where employees can take a break, change clothes, get meals, and store personal belongings. This is also where the employee restrooms are located.
Kitchen. The kitchen is the core of the back of the house. It is where the dishes in a restaurant are prepared, cooked, and plated for service. The kitchen includes workstations that have a cooking area, preparation tables, and tables for small equipment.

Dishwashing area. The dishwashing area is often an extension of the kitchen. This area has the important 3-compartment sink used for cleaning and sanitizing utensils and tools and a handwashing sink. Remember that these sink compartments must not be used for cleaning mops and other cleaning tools. A separate utility sink must be provided.

Loading dock/receiving area. The receiving area is where the restaurant inspects and accepts food ingredients from suppliers. It is important to regulate this area as it is open to the outside vicinity of the back of house. It can become an entry point for pests when not properly monitored.

Maintenance area. Larger restaurants have a dedicated maintenance area. This room is where faulty equipment and tools are serviced and repaired. In some cases, the maintenance area is also used as a storage area for the tools.

Manager’s office.Although technically not a part of the kitchen, the manager’s office is usually situated at the back of the house section. This area is where the manager can do administrative tasks, do accounting, and hold meetings.

Waste management area. Detached from the kitchen, the waste management area is still part of the back of the house. This area is where all of the by-products or food waste go to. Proper waste management is required for every food business as a basic food safety standard.

The commercial layout of the back of the house can affect the flow and efficiency of the work. Different layouts can be implemented depending on which aspect of service is most important for a successful restaurant.

The back-of-house section of a food service business must maintain a seamless employee communication system to ensure that all food safety tasks are properly done. This objective can be achieved if the layout of the back of the house emphasizes efficiency.

How to maintain food safety in the back of the house
The majority of the food safety operations happen in the back-of-the-house area. Because this section is where the food is being prepared and cooked, it must stay clean, sanitized, and free of any potential food safety hazard at all times.

Follow these basic food safety guidelines to keep your back-of-house operations safe from food safety hazards:

Regularly clean and sanitize all food contact surfaces, walls, and floors.
Practice regular and correct handwashing.
Store foods properly. Keep foods in airtight containers inside the refrigerator.
Maintain consistent control of storage temperature.
Cook foods to the recommended internal temperature.
Use separate tools and utensils for preparing raw and ready-to-eat foods.
Thaw foods using the approved thawing methods.
Wear the proper dress code for BOH staff. No jewelry, except a plain wedding band, is allowed to be worn in the kitchen.
Manage food waste.
Implement a comprehensive food safety plan.

BOH staff

One of the best ways to prevent poor food safety is to monitor everyday operations consistently. Ensure that every food safety task for your BOH is fulfilled using our smart Food Safety Management System at FoodDocs.

FOH: Front of House
The front-of-house section of a restaurant is what greets customers. Starting from the area where diners enter up to the counter is the front of the house. This section focuses on customer service and coordinating customer orders and requests to kitchen staff or the back of the house.

The team in charge of the dining area is responsible for regulating the orders that the back end of the restaurant needs to cater to. They have direct contact with guests. They also need to attend to the needs of customers in the area, resolve conflicts, and maintain the cleanliness of the dining area.

FOH restaurant meaning
FOH, or restaurant front of house, refers to a restaurant’s public-facing section. It is where customers are greeted and served. It includes the dining area, bar, host stand, counter, salad area, and other areas where customers and servers interact.

The front-of-house restaurant department sets the mood and ambiance of a food service business. It gives the customers a much-needed first impression. The design of the front-of-the-house restaurant section can affect the mood and satisfaction of customers.

The FOH hires staff that specializes in customer relations with basic knowledge of food safety. The employees stationed in the front of the house will face customers and use their communication skills to attract them and purchase your products.

Restaurant front of the house

Front-of-house positions
Employees stationed at the front of the house section are responsible for entertaining the guests and ensuring that their service needs are taken care of. They are the employees with direct contact with customers. Depending on the size and overall services of the restaurant, front-of-house positions and housekeeping staff may vary.

Some common front-of-the-house jobs include the following:

Host. A host is responsible for greeting guests and managing seating arrangements and reservations. They are in charge of seating guests and are required to have excellent customer service skills. The host ensures that each section of the restaurant is well-distributed for efficiency. They are also responsible for taking reservations through phone calls, answering their inquiries, and providing menus to the guests as they enter. The host or desk agent is also responsible for regulating the turnover rate of guests.

Waiters. The waiters are vital bridges between the front and back of the house sections. Waiters and waitresses may be part of welcoming guests and directing them to their seats. They take and communicate orders from the customers to the kitchen. In addition, waiters are mandated to disclose advisories to the customers to protect them from potential food safety issues. Waiters must be knowledgeable about the components of the menu options to be able to answer technical questions and upsell specialities.

Food runner. A food runner is basically a dining room staff who delivers an order of food from the kitchen counter to the customer’s table. They are tasked to ensure that the food is presented correctly and provided on time. Food runners improve the efficiency of the order cycle.

Busser. A busser is mainly in charge of ensuring that every table is cleaned and sanitized before and after every customer meal. They collect empty and dirty dishes and bring them to the dishwashing staff, reset tables, and assist servers in maintaining the cleanliness of the dining area.

Bartender. This employee is present in restaurants with a bar section. Bartenders are in charge of preparing and serving alcoholic and non-alcoholic drinks to the customers. Bartenders are considered direct food handlers; therefore, they need an adequate level of training in food safety. Bartenders must also be knowledgeable of laws regarding serving alcohol. They are responsible for managing beverage supplies and cleaning glassware in their section.

Cashier. Cashiers are responsible for processing customer payments, manning the point of sale system (POS), and assisting in other payment transactions.

Floor manager. The front-of-house section can have one or two types of managers. One is the general manager, who oversees both sections of the restaurant and its operations. The other is the front-of-house manager, who is basically responsible for managing the dining area. Managers are mainly tasked to ensure proper inventory management, staffing, employee scheduling, customer service, and food safety compliance at all times. They also act as shift managers.

Bigger restaurants also have positions such as sommeliers in addition to bartenders. These employees are knowledgeable about wines and perfect pairings. In some restaurants, positions are consolidated, and the responsibilities are combined for a shorter list of staff. A good FOH team and attentive staff are keys to excellent customer service.

Recent developments in the restaurant industry have also introduced the use of restaurant software programs that can automate front-of-house operations. As an aid to hosts, table management software programs can be used to arrange seating and reservations intuitively.

What are the main responsibilities of a front-of-house staff?
The front-of-house staff directly interacts with customers. The main responsibilities of this restaurant team are to provide customer service and communicate their orders to the back of the house.

Here are some of the main responsibilities of a front-of-house team member:

Greet and welcome guests.
Take reservations onsite or through phone calls.
Answer customer inquiries.
Introduce the menu to the customers.
Seat and arrange customers while considering efficiency.
Communicate orders with the kitchen.
Serve the prepared dishes and drinks to customers.
Maintain cleanliness of guest rooms and the dining area.
Reset tables and sanitize them before the next service.
Deliver dirty dishes to the back-of-house section.
Remind customers of allergens and other potential food safety risks.
Handle customer complaints.
Upsell special dishes.
Gather customer feedback.
Handle payment transactions.
Restaurant FOH worker responsibilities

Each responsibility may be shared or directly assigned to a specific FOH staff and section of the restaurant. Managing every responsibility and employee is vital to ensure uninterrupted service and great customer experience.

What are the common front-of-house locations?
The front of the house consists of several sections that make up the dining area. This section is often fashioned to match the overall theme of the restaurant business and create a welcoming vibe for guests. For example, if the restaurant mainly caters to party-goers, then you can expect a bar.

Here are some common front-of-house physical locations:

Reception area/ Host station. This area is where guests are welcomed. It consists of the host/ hostess station, where you will be assisted in checking reservations and getting introductions. The host staff will direct you to the interior of the food restaurant once greeted. This area is also sometimes used as a waiting section when the restaurant is at full capacity.

Dining area. The dining area is the main section of the front-of-house department. This is where customers select their food, interact with the staff, and dine. The dining area consists of tables, booths, and chairs for accommodating customers. These areas are divided and assigned servers for more efficient operations.

Waiting area. For bigger dining establishments, a waiting area is provided for customers waiting to be seated. This location is usually the connection between the host section and the dining area. The location consists of chairs and other tools that will help entertain the customers.

Restrooms. Front-of-the-house sections are equipped with restrooms dedicated to the customers. This area is where customers wash their hands or use the toilet.

Salad bar. Themed restaurants often have a salad bar where freshly cut vegetables, fruits, and cold cuts of meat are displayed in chilled containers. One or two servers often regulate this area to direct customers in retrieving ingredients and protect the food from being contaminated.

Bar. This area is where guests can enjoy cocktails. The bar section is also where alcoholic beverages are prepared for dine-in customers. The area has separate stools and a tabletop for bar customers.

Outdoor area. In some establishments, al fresco or outdoor dining areas are provided. This location is the exterior of the restaurant, where outdoor furniture is provided for open-air dining. Outdoor seating is often popular for nearby establishments that allow smoking.

Employees must properly manage each location in the front of the house section. The efficiency of the whole restaurant operation will depend on how the front of the house takes in and manages customer orders and foot traffic.

How to maintain food safety in the front of the house
Food safety tasks for the front of the house are quite different from the BOH. As restaurant employees do not have direct contact with the food other than when serving them, the tasks focus more on proper hygiene.

Here are a few food safety rules and guidelines for the front-of-house section of your restaurant:

Inform consumers of potential allergens in the food they order.
Maintain strict cleanliness and sanitation in the dining area.
Perform a scheduled deep cleaning.
Monitor food temperatures for salad bars.
Report any broken tables, chairs, or fixtures to avoid potential physical contamination.
Keep hands clean at all times. Practice proper handwashing.
Wear proper dress code for FOH staff.
Immediately report cases of food safety issues.
Guidelines for food safety in the FOH department will help ensure that the food that customers receive is safe and will not cause foodborne illness. Food safety is part of exemplary customer service and will encourage customers to purchase from your store again.

Restarant FOH

Managing food safety for front and back of house operations using FoodDocs
One of the main tasks of a restaurant is to maintain high-quality foods and services in compliance with food safety regulations. A compliant food business will surely gain popularity and traction from customers.

That being said, food safety is not the only task of a food manager. You are also in charge of strategizing the business aspects of your restaurant. To help you consistently maintain food safety compliance, use our intuitive solutions.

Source https://www.fooddocs.com/post/foh-and-boh

 

How Unified Customer Experience Management Is Driving Restaurant Growth
The restaurant industry is filled with tales of visionaries — people who created new gastronomic experiences, dining adventures, and global chains. Now, another kind of visionary is uniquely positioned to own the future: the restaurateur who uses AI to unify the customer experience.

When an establishment operates through unified customer experience management (UCXM), it understands, appeals to, and satisfies patrons like never before.

Imagine this scenario: A customer calls, visits a website, or uses an app to book a reservation. With that simple act — based on their phone number, email address, or account — they automatically cause a treasure trove of information to pop up at the restaurant.

The business knows who they are; their likes, dislikes, and favorite dishes; whether they have any allergies, and more. It may even show how many times they’ve sent a dish back; whether they prefer certain servers; how long they typically stay; and how much they generally tip.

How is this possible? Through an AI-powered UCXM platform. This kind of technology automatically pulls together every piece of data from every interaction the customer has had with the business across every touchpoint. Transcribed calls, texts, emails, messages, notes from restaurant staff, online reviews the patron has posted, and more are combined into a single record.

Machine learning and natural language processing enable the platform to instantly present the most important insights for the restaurant to know. So everyone, from the person who answers their call to the host and server, get key insights at a glance on their phones.

Ending the Missed Call Conundrum
Of course, for any of this to work, a restaurant needs to get that call or message for a reservation in the first place. So an essential part of a UCXM is agentic AI — robotic agents that answer calls, or respond via other platforms, when a human isn’t available.

Unanswered calls are a perennial problem for the industry. Numerous surveys show that customers give up on places that don’t answer. Each call is another skewer piercing the bottom line. Automated technologies can fill the gap.

But when the call is part of a UCXM, the experience is transformative. If the person calls from their phone number known to the restaurant, or provides their name and information, the agent instantly knows who they are. In addition to setting up a reservation, the agent (human or AI) can be prompted to say something like, “It looks like it’s been a while since you were last here. We’re excited to have you back!” Or, “Thank you so much for being one of our regular patrons.”

In the past, some restaurateurs have understandably worried that automated voices could damage the customer experience. A 2023 study noted that while there was a lot of excitement about the potential of new technologies, some professionals “worried that using robots in customer service may result in poorer customer experience… They might believe that robotic service dehumanizes the experience by eliminating the ‘human touch’ and imperils the definition of hospitality because of its lack of emotion.”

While this may ultimately prove to be the case for humanoid-type robots physically serving some people in restaurants, it no longer needs to be a big worry about a voice on the other end of a call. Today’s AI agents are often equipped with so much understanding, likeability and even empathy that people enjoy talking to or exchanging messages with them..

Elevating the Customer Experience
In its recent analysis, “What US consumers want from restaurants in 2026,” McKinsey notes that one of AI’s big opportunities lies in “elevating the customer experience—serving as both a productivity driver and a growth enabler.”

The possibilities are endless. If an establishment is looking to shake up its menu and try new flavors, it can use the platform to determine which patrons are most likely to be receptive, and invite them to a tasting. If the site is holding a mixology event, it can look up who is most likely to want to experiment with new drinks.

None of this means replacing human employees. A great UCXM platform complements staff, allowing them to focus more on the tasks that matter most — the ones that are most fulfilling to both customers and employees.

Just as a master chef ensures that every element on the plate works in harmony, UCXM ensures that every touchpoint in the journey is seasoned with the same level of care and recognition. The key is for restaurateurs to combine their creativity with the power of this technology. Those who do will deliver customer experiences like never before.

Yaniv Masjedi

Source https://modernrestaurantmanagement.com/how-unified-customer-experience-management-is-driving-restaurant-growth/

 

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Food & Beverage

 

Clooney and Casamigos Co-Founders Introduce Non-Alcoholic Beer Brand
Crazy Mountain will debut in select U.S. markets this year.

The trio that co-founded tequila brand Casamigos more than a decade ago this week launched a new beverage brand targeting the alcohol-free segment.

Crazy Mountain non-alcoholic beer, founded by actor George Clooney and entrepreneurs Rande Gerber and Mike Meldman, is a “premium non-alc lager-style brew” that the company said is made using a process that does not require the removal of alcohol after brewing. Officials said that ensures that the beverage retains “the integrity of the flavor from start to finish.”

“We love beer, we just don’t always want the effects that come with it,” Clooney said in the announcement.

The brand’s 12-ounce cans, available in a classic lager and a lime variety, will roll out in select U.S. markets this year. Crazy Mountain’s website is currently selling shipments of two six-packs for just shy of $28.

Clooney, Gerber and Meldman introduced Casamigos in 2013; it sold for a reported $1 billion in 2017.

Source https://www.foodmanufacturing.com/consumer-trends/news/22962481/clooney-and-casamigos-cofounders-introduce-nonalcoholic-beer-brand

 

Beyond Meat Drops the ‘Meat’ From Its Name as It Expands to Plant-Based Drinks and Snacks
The company has introduced a protein drink and plans to release a protein bar this summer.

Beyond Meat is dropping “meat” from its name as it moves beyond the struggling market for plant-based burgers, sausages and tenders and expands into new categories like protein drinks.

The company, rebranded as Beyond The Plant Protein Co. — or simply Beyond on its packaging — changed its website and social media channels this week. Beyond introduced its first beverage, a sparkling protein drink called Beyond Immerse, in January and plans to release a protein bar this summer.

The refresh could be critical for the brand. U.S. sales of plant-based alternatives to meat are flagging and have dragged Beyond down with them. The company’s net revenue dropped 14% in the first nine months of 2025. Its shares have been trading below $1 since the start of this year.

“For me, it is an opportunity to reshape the company around very real food that is directly from plants,” said Beyond President and CEO Ethan Brown, who founded the company in 2009. “It’s about delivering all those benefits of the plant kingdom to the consumer in ways that they’re going to be able to easily integrate it into their lives.”

Beyond is not the only vegan food company making a pivot. Consumer demand for protein is skyrocketing, and several companies are scrambling to serve up more plant-based options.

Eat Just, which makes plant-based eggs, introduced a protein powder made with mung beans last spring. In January, Impossible Foods announced a partnership with Equii Foods to develop protein-packed breads and pastas. Silk, a plant-based dairy brand, also unveiled a protein drink in January.

Chris Costagli, a food thought leader at NIQ, said plant-based brands have struggled in recent years as customers scrutinized their labels and found unfamiliar ingredients, added sugars or high sodium content.

After peaking in 2020, U.S. retail sales of plant-based meat have plummeted, falling 26% over the last two years, according to NIQ.

“There’s a lot of fillers and gums and texturizers and things that give those products a more familiar feel,” Costagli said. “I think as people have been paying closer and closer attention to what they’re actually ingesting, it’s causing some products to stumble.”

Costagli said reformulating products to make them simpler and healthier has helped some brands in the plant-based dairy market. He thinks new products and recipes could also boost plant-based meats.

That’s what Beyond is betting. In 2024, it revamped its flagship burger to make it healthier. Last summer, it introduced Beyond Ground, which contains just four ingredients – faba bean protein, potato protein, psyllium husk and water – and doesn’t have the word “meat” on its packaging.

Brown said the company will increasingly focus on products that showcase plants, like chickpea sausages or faba bean strips. Brown said Beyond wants to “celebrate the realness” of its products and its simplified ingredients. He also hopes the new products will lead customers back to its plant-based meats.

“Hopefully, at some point people will say, ‘Wait a minute, how did we get here, where protein taken from red lentils, peas and brown rice and oil taken from avocado and mixed together into a burger is somehow not good for you?’” Brown said.

For now, new products like Beyond Ground and Beyond Immerse are only available online through a website the company has dubbed Beyond Test Kitchen. Brown said the company wants to to innovate and collect feedback quickly, but will eventually put its products in stores.

El Segundo, California-based Beyond will continue to make plant-based burgers, chicken and other products designed to mimic meat, Brown said. They remain popular in Europe, where Beyond’s burgers and nuggets are found on McDonald’s menus.

Brown still believes plant-based meat will be a “much more dominant choice” over the next decade or two, but the company has to navigate what he calls “a period of confusion.”

“It’s just not the moment for plant-based meat right now,” he said.

Source https://www.foodmanufacturing.com/consumer-trends/news/22961976/beyond-meat-drops-the-meat-from-its-name-as-it-expands-to-plantbased-drinks-and-snacks

 

Cocoa Beans Rot and West African Farmers Seek Other Options After Commodity Crash
Global chocolate makers, meanwhile, are scrambling for supplies.

KONA, Ghana (AP) — Manu Yaw Fofie was born into the cocoa farming business, but the land bequeathed to him has become more of a burden than a blessing. A sharp fall in cocoa prices over the past year has left beans rotting in some West African warehouses, while global chocolate makers scramble for supplies and consumers seek their fix.

With less money coming in, the 52-year-old Fofie in Ghana has taken the desperate step of giving part of his land to illegal sand miners, a lucrative practice driven by high construction demand since sand is used in concrete.

The cost is severe, however: the sand mining makes the land infertile.

Aware of the danger, Fofie said he had been left with little choice. He said annual cocoa bean yields has been declining over the years, from the past heyday of 300 bags to 50 bags in 2025, affected by factors including climate change.

Fofie is one of many cocoa farmers in Ghana and Ivory Coast — countries responsible for nearly 70% of the global cocoa bean supply — who are putting their land for other uses after the price of the once high-flying commodity crashed.

Ivory Coast, the world’s leading cocoa producer, had to purchase an excess supply of cocoa beans from farmers in January and this week slashed the price by more than half for 2026.

While a global commodity like cocoa beans is prone to occasional crisis, Ghanaian authorities were not prepared for one at this scale, said Edward Karaweh, former general secretary of the General Agricultural Workers Union.

“Preparation allows you to mitigate the crisis. It is not that you prevent the crisis altogether,” Karaweh said.

Cocoa futures soared, then crashed
Hundreds of thousands of farmers in West Africa rely on cocoa farming for a living. In Ivory Coast, cocoa bean exports make up 40% of the total export revenue. In neighboring Ghana, they make up nearly 15%.

Government regulators set a fixed price for the cocoa bean at the beginning of every planting season, and the majority of the beans are sold through government-licensed parties to protect farmers from price fluctuations on the international market.

However, after a surge in cocoa futures in 2024 on international markets, the futures — a contract to buy a commodity at an agreed-upon price on a future date — reached more than $12,000 per metric ton, the highest in decades. Then it crashed to around $4,000 as supply outstripped demand.

The downturn in price meant global traders would run at a loss if they purchased cocoa beans from the two African countries.

That led to a mounting stockpile of rotting cocoa beans in warehouses, while farmers who already sold their stocks to governments have not been paid for months.

With structural issues, farmers said they missed out on benefiting from the original surge. The whiplash in prices made some decide enough was enough.

Climate also plays a role
Walking through his cocoa trees in Ivory Coast, François N’Gbin pointed to blackened, dried-up pods caused by disease and a lack of rain.

He said he also has given up part of his land, for a fee, to illegal gold miners, then obtained a mining license out of fear of the authorities.

The mining area, partly filled with murky, yellowish water, covers at least 1,000 square meters (1,200 square yards) on his farm.

“Today, gold is more profitable than cocoa,” he said. “We get 1,500 CFA francs ($2.67) per gram of gold, and we’re about to negotiate an increase.”

Many other farmers are finding other uses for their farms, including leasing them to illegal gold miners, according to Moussa Koné, president of the Ivorian cocoa farmers’ union.

“Cocoa is not selling, but farmers still need money to feed their families,” he said.

Governments race to find solutions
Ghana has initiated efforts to loosen regulations on price controls, and in January slashed its fixed price for cocoa beans by 28% to 41,392 cedis ($3,881) per metric ton, in an attempt to make the beans more accessible to buyers.

This week, Ivory Coast also slashed the price paid to cocoa farmers by more than half to 1,200 CFA ($2.13) per kilogram ($0.97 per pound) for 2026.

Farmers say the price cut has left their profit margin very slim when they factor in the costs of production.

“Accepting the current price means my son will have to drop out of school,” said Mercy Amponsah, a 50-year-old cocoa farmer in Ghana. Shee was among the farmers who visited the capital, Accra, in January to protest the price cut.

Some cocoa producers elsewhere in the world — South America and Asia — have improved their supply but West Africa still makes up the bulk of production.

Farmers like Fofie say they must find other ways to survive, however.

“If I keep this cocoa farm for the next 10 years, I would die a poor man,” he said.

Source https://www.foodmanufacturing.com/supply-chain/news/22962092/cocoa-beans-rot-and-west-african-farmers-seek-other-options-after-commodity-crash

 

What GLP-1 is Teaching Restaurants About Menu Design
Restaurants once again have a choice about how they approach diners.

For decades, restaurants have been able to react to diet trends with visible signals and callouts. Menus at Applebee’s carried Weight Watchers logos. Brands tied emotions to the calorie counts, such as Chili’s Guitless Grill. “Under 500 calories” badges appeared next to entrées. These types of additions to menus were designed to make choices easy for customers watching their weight and allow them to still partake in the fun. The intent was helpful. The effect, however, was potentially polarizing, often making patrons feel their orders said something about them, labeling and often advertising a weight journey they weren’t wanting to openly shout from the roof tops.

Another weight trend is upon us with the spread of GLP-1 medications, and restaurants once again have a choice about how they approach diners. The nature of GLP-1, however, means that many of these users aren’t tracking calories and are free from sticking to the offerings endorsed by a weight loss company. Instead, they are able to choose favorites, just in smaller portions, focusing more on protein and fiber. But like the previous weight loss trends, there’s again a perceived stigma of “cheating” on their weight loss journey. So again, consumers want to covertly order foods that meet their needs, without announcing their weight loss journey to the world. This means that for restaurants, the opportunity is not to create a “GLP-1 menu.” It is to redesign menu architecture so it works for a world of variable appetite.

And while consumer data shows the demand is real, realizing that upside may be difficult. We recently fielded a nationwide survey of over 9000 consumers and found that 58.5 percent of would be likely to order smaller, protein-forward versions of popular menu items if offered. At the same time, the resistance to being labeled is strong. Though such a large percentage is interested, 37.4 percent say they are not interested in a menu labeled as GLP-1-friendly. Again, consumers are signaling that they are interested in the offering but rejecting the identity. This creates a potential trap for operators. If you market the section as “GLP-1 friendly,” you may repel the intended target market.

What Curion did discover, in this day and age of customization, guests want flexibility. When asked what would make a restaurant feel more GLP-1 friendly, the top responses were flexible portion sizes (39.2 percent), protein-first framing (28 percent), and smaller indulgent options (23.5 percent). Only 9.1 percent prioritized clear cues or outright “GLP-1” labeling, and only 11.4 percent was interested in general wellness framing, such as “light” or “balanced” meals.

These preferences do not belong to GLP-1 users alone. They mirror the priorities of consumers who are macro focused and protein chasers, striving for the current 1 gram of protein per pound of body weight made popular by social media, whether for weight-management, medical conditions like PCOS, or general fitness fanatics. For years now, these guests have been pushing trends in the CPG world where protein is being added to popcorn and instant mashed potatoes to help achieve goals. When choosing to eat out, these consumers are trying hacks and secret menus to achieve their goals. What GLP-1 has now done is bring those needs into sharper focus. The same menu architecture that supports a diner with reduced appetite also supports a runner refueling after a workout, a guest tracking macros, or someone simply trying to feel full without being weighed down. This overlap is what makes the opportunity mainstream rather than niche.

While slower than their CPG competitors to invest in the GLP-1 space, restaurants are starting to notice.

Chipotle Mexican Grill launched a curated High Protein Menu with names centered around protein and fiber, with GLP-1 mentioned, but only in the fine print.
Shake Shack introduced a Good Fit menu which emphasizing protein and reduces refined carbs under the arch of “However, you eat, whatever your goals, we’ve got you covered.”
Smoothie King, one of the first restaurants to see an opportunity in this space, rolled out a GLP-1 Support Menu featuring high-protein, high-fiber smoothies designed for smaller appetites. They are one of the few brands that leads with GLP-1 front and center, in both the overarching menu name and product names, as well as one of the only to connect it to another diet such as the Keto Champ GLP-1 Berry.
Olive Garden has found a way to appeal to two segments with its Lighter Portions menu, which not only achieves smaller portion sizes desired by GLP-1 consumers, but also lower prices compared to the typical full-sized entrée, attacking both the need for smaller portions but also provide offerings to more budget conscious consumers.
These moves reflect the same pattern of protein and portion sizes, with most nodding to GLP-1 but not waiving a “I’m on a diet” flag every time a customer orders. Some are also taking the opportunity to broaden the audience, whether other nutritional seekers or budget conscious consumers. Whether early adopters like Smoothie King will retain their overt labeling remains to be seen as the overall trend continues to evolve.

So, what are consumers doing when these options aren’t available? Many order full entrées and eat only a portion, taking leftovers home or leaving significant food uneaten. Others default to appetizers or sides as their main meal, share an entrée, or order from the kids’ menu. Kids’ meals are uniquely positioned in this shift. They were originally designed for smaller appetites and simpler builds, which makes them a natural workaround for adults eating less. As GLP-1 adoption continues, kids’ menus are increasingly being used as an adult portion solution. A quick search of Reddit forums like r/Ozempic and r/Semaglutide reveals GLP-1 users actively sharing their favorite kids’ meal orders at national chains. Our own polling reinforces this behavior: among consumers currently using a GLP-1, 24 percent say they often order from the kids’ menu. For restaurants that treat kids’ meals as loss leaders, this creates a real margin risk. Ensuring appropriately priced, adult-appropriate smaller portions exist elsewhere on the menu may be critical to capturing this demand without eroding profitability.

As the CPG world knows, this shift is bigger than GLP-1. It is appetite economics and changing the way consumers eat, how much they eat, and ultimately buy at every point of sale. Even among guests surveyed who said they were unlikely to ever use GLP-1 medications, 56.9 percent were still interested in ordering smaller, protein-forward options.

For operators, this translates into three clear menu imperatives.

Portion architecture: Intentionally designed smaller builds with full flavor integrity. Full, lighter, and mini versions of core items that feel like smart choices, not compromises, without the worry that a restaurant may not serve them the kid’s meal due to printed age limits.
Protein replaces “low-calorie:“ Protein is most associated with satiety and helping control hunger. They also communicate value as consumers know how expensive purchasing protein-heavy grocery items, like meat and protein powder, are in the grocery store.
It’s all about options: Allow as much flexibility and customization as you can between bases, carriers, protein choices, portion options, and add-ons as you can without exploding complexity and eroding your ability to deliver quality.
The operational risk is satisfaction per bite. Adding smaller portions is easy. Making them feel worth it is not. Restaurants must determine how small they can go before guests feel cheated, what creates satiety perception through protein type and texture, what menu language increases trial without backlash, and how to price smaller portions so they feel smart rather than punitive. The winners of this movement will be the brands that successfully engineer satisfaction in smaller formats and let guests choose for themselves.

Rachel Buss, VP, strategic insights, Curion, brings extensive sensory and consumer end-to-end qualitative and quantitative testing experience and building meticulous studies that form dynamic product narratives.

Source https://www.qsrmagazine.com/story/what-glp-1-is-teaching-restaurants-about-menu-design/

 

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HVAC & Plumbing

 

EPA launches initiative to strengthen U.S. drinking water systems
The U.S. Environmental Protection Agency (EPA) has launched a new initiative designed to strengthen federal support for drinking water and wastewater utilities nationwide, aiming to improve compliance with the Safe Drinking Water Act while helping communities modernize aging water infrastructure.

Announced March 4, the initiative, Real Water Technical Assistance (RealWaterTA), refocuses federal resources on technical support and practical guidance for water systems, particularly those facing operational, financial or regulatory challenges.

EPA officials say the program is intended to help utilities deliver reliable drinking water services while maximizing the impact of federal infrastructure funding now flowing to states and municipalities.

“Ensuring that drinking water is safe and wastewater is properly managed is vital to protecting public health,” the agency said in a memorandum outlining the effort. The initiative emphasizes proven best-practice approaches to technical assistance that address local needs while strengthening partnerships with states and Tribal governments.

Supporting utilities and maximizing infrastructure investment

Under the RealWaterTA framework, EPA will coordinate with federal, state and local partners to help utilities identify infrastructure needs, secure funding and improve system performance. The program will provide expanded technical assistance focused on engineering, operational management, workforce development and financial planning.

The initiative also places particular emphasis on small and rural systems, which often lack the resources or staffing needed to maintain compliance with federal drinking water regulations or implement infrastructure upgrades.

Industry organizations say the challenges facing water utilities extend beyond regulatory compliance and include aging infrastructure, system leaks and the high cost of modernization.

“Safe drinking water is a public health issue, an infrastructure issue, and a community trust issue,” stated the Plastic Pipe Institute’s (PPI) President David M. Fink. “The Plastics Pipe Institute and our members support strong action to protect safe drinking water and accelerate the replacement of aging, failing, and hazardous water infrastructure, including lead service lines. The issues raised in this hearing make clear that communities across the country are facing real challenges tied to corrosion, water loss, outdated systems and the rising cost of compliance.”

Codes, standards and infrastructure modernization

Industry experts note that ensuring safe drinking water requires coordination between federal infrastructure policy and the plumbing systems that ultimately deliver water inside buildings.

According to Matt Sigler, PMG Executive Director for the International Code Council (ICC), protecting drinking water systems depends on aligning federal oversight with modern plumbing codes, standards and product certification.

“End-to-end protection of drinking water systems is achieved through EPA’s upstream focus on Safe Drinking Water Act compliance and water infrastructure improvements, combined with the plumbing industry’s downstream focus on modern codes, standards and product certification,” Sigler said. “Together, these efforts ensure that plumbing products do not contaminate drinking water and that installations safeguard public health and safety.”

Sigler noted that modern plumbing codes play an important role in helping communities build resilient water systems capable of adapting to new infrastructure and environmental challenges.

“When jurisdictions do not adopt the latest plumbing codes, homeowners and communities lose access to modern, high-performing and safe plumbing technologies,” he said. “Outdated codes can also increase a community’s vulnerability to extreme weather events, especially when they lack provisions for water conservation, water reuse and end-use-based treatment requirements.”

As communities continue to address water scarcity and infrastructure resilience, Sigler said there are growing opportunities to incorporate water reuse technologies and align local plumbing codes with regional water management goals.

“As communities around the world continue to address water scarcity, there are opportunities to look at water reuse techniques — for example, rainwater capture — and ensure that the locally adopted codes align with local goals and needs,” Sigler said.

Certified plumbing products also play a key role in ensuring compliance with drinking water regulations once water enters a building.

“Plumbing products tested and certified to industry standards NSF 61 and NSF 372 help ensure compliance with the Safe Drinking Water Act’s lead-free and contaminant requirements,” Sigler explained. “Properly designed plumbing systems that follow modern plumbing codes reduce the risk of pathogen exposure within buildings and protect against cross-connections between potable and non-potable water or wastewater systems.”

Industry response

Manufacturers and infrastructure stakeholders say durable materials and sustained funding will also be critical as utilities work to upgrade aging systems.

According to the PPI, thermoplastic piping materials continue to gain adoption in municipal water systems due to their durability and resistance to corrosion. Heat-fused sections of solid-wall high-density polyethylene (HDPE), for example, can create leak-free systems while helping utilities reduce water loss and long-term maintenance costs. Thermoplastic pipe is also widely used in gas transmission and exploration, while other types of plastic piping are used inside buildings to deliver drinking water.

“PPI believes durable, corrosion-resistant materials should be part of that solution,” Fink emphasized. “Proven plastic piping systems can help utilities and communities replace deteriorating infrastructure, improve reliability, reduce leaks and build more resilient water systems for the long term.”

Fink also noted that sustained federal funding will be necessary to ensure communities can address the nation’s drinking water infrastructure challenges.

“We also support sustained funding through the Drinking Water State Revolving Fund and IIJA, along with strong oversight to ensure these dollars are used effectively and reach the communities that need them most, especially small, rural and disadvantaged systems facing the greatest resource challenges,” he said.

The EPA’s announcement highlights the growing need to modernize the nation’s water infrastructure, much of which was installed decades ago and now requires significant upgrades to meet modern water quality standards and population demands.

Through the RealWaterTA initiative, federal officials say they hope to better connect utilities with technical expertise and funding resources, helping communities accelerate improvements while ensuring compliance with federal drinking water regulations.

As utilities and communities work to modernize aging infrastructure, industry experts say protecting drinking water ultimately requires coordination between federal policy, infrastructure investment and the plumbing systems that deliver water inside buildings. “End-to-end protection of drinking water systems is achieved through EPA’s upstream focus on Safe Drinking Water Act compliance and water infrastructure improvements, combined with the plumbing industry’s downstream focus on modern codes, standards and product certification,” Sigler said. “Together, these efforts ensure that plumbing products do not contaminate drinking water and that installations safeguard public health and safety.”

Source https://www.supplyht.com/articles/107116-epa-launches-initiative-to-strengthen-us-drinking-water-systems

 

ACCA and PHCC Poised to Pursue Strategic Collaboration
The leading organizations representing plumbing and HVACR contractors in the United States have launched a strategic collaboration as a part of their shared mission to strengthen the contracting industry.

As the two most established trade associations in the plumbing, heating, and cooling contracting industry, the Plumbing-Heating-Cooling Contractors Association (PHCC) and the Air Conditioning Contractors of America (ACCA) have collaborated for years to help advance the business interests of businesses and professionals in their industry.

This new strategic relationship will allow PHCC and ACCA to deliver enhanced value propositions for their respective memberships and identify new opportunities to position the plumbing and heating/cooling contractor sectors for long-term growth and success.

“This strategic collaboration with ACCA will support growth for the plumbing and HVACR industry,” said PHCC CEO Cindy Sheridan. “Because we share a similar mission and strategic goals, it makes sense to work more closely together and use our resources more strategically and effectively, while preserving our independent identities and strengths.”

A Steering Committee composed of volunteer leaders from both organizations is evaluating opportunities for the strategic collaboration. The organizations are exploring ways they can collaborate in key areas including events, education, workforce development, and legislative partnerships.

“ACCA’s job is simple—we work every day to make contractors’ lives better,” said ACCA President and CEO Barton James. “Collaborating with PHCC just makes sense. When two strong associations align, we amplify our voice, expand our reach, and deliver more practical value to the people in the field. This collaboration means more resources, stronger advocacy, and fewer headaches for our members. And that’s what it’s all about—helping contractors succeed, lead, and build better businesses.”

In the near term, PHCC and ACCA are collaborating to maximize events and legislative efforts. PHCC and ACCA members will be eligible for special registration discounts to attend the other organization’s major events. PHCC members can receive a special discount off the upcoming ACCA 2026 conference March 15-18; ACCA members are also eligible for a reduced rate to attend the May 5-6 PHCC Legislative Conference.

Additionally, ACCA’s advocacy leaders will take an active role in joining and participating in the PHCC Legislative Conference in both in 2026 and in 2027.

About PHCC
The premier organization for the p-h-c professional, PHCC provides legislative advocacy, education and training to approximately 3,300 plumbing and HVACR open shop and union businesses and 65,000 technicians. Members work in the residential, commercial, new construction, industrial and service and repair segments of the construction industry. Learn more at phccweb.org.

About ACCA
The Air Conditioning Contractors of America (ACCA) is the nation’s premier trade association for heating, ventilation, air conditioning, and refrigeration contractors. ACCA’s member companies provide quality service in heating, air conditioning, refrigeration, building and home performance, solar, hydronics, and plumbing. ACCA has created the nationally-recognized and industry-endorsed standards needed to ensure HVACR systems are properly installed and maintained. Learn more at acca.org.

Source https://hvacinsider.com/acca-and-phcc-poised-to-pursue-strategic-collaboration/

 

Carrier Passes DOE Commercial Building HVAC Challenge Lab Evaluation
CHARLOTTE, North Carolina — Carrier Global Corporation announced the latest milestone as part of the U.S. Department of Energy’s (DOE) Commercial Building HVAC Technology Challenge.

Carrier has passed DOE testing for a 15-ton rooftop unit in the DOE challenge. With this completion, Carrier is one of the only manufacturers to complete testing in both the 10-14-ton and 15-25-ton product categories. Field testing for both units is underway. The 10-14-ton unit is installed at a large national retailer in upstate New York while the 15-ton unit will be installed soon at a commercial facility in Pennsylvania.

Both units are being developed as part of the challenge. The 10-14-ton unit was also the first product in that range to demonstrate performance through DOE lab verification testing. Each of these units have demonstrated performance that meets or exceeds the DOE challenge requirements including heating capacity and energy efficiency tests — delivering 100% heating capacity at 5°F, exceeding 70% heating capacity at -10°F and DOE’s commercial HVAC efficiency thresholds.

The next-generation rooftop units were tested at the DOE’s Oak Ridge National Laboratory in Tennessee and field trials are being monitored, analyzed and verified by the National Laboratory of the Rockies (NLR). After successful testing, the products are expected to be available for purchase in the summer of 2027.

“ … Now, we’re one step closer to providing game-changing, high-performing products that can help strengthen U.S. commercial buildings,” said Heidi Gehring, managing director, light commercial, Carrier. “In everything we do, we are driven by our purpose of enhancing the lives we live and the world we share, and these advancements are a powerful example of that commitment. I’m proud of the work our engineering and product development teams have put into these innovative solutions, designing not one but two different products for this challenge, and thankful for the support provided by the DOE.”

The DOE’s Commercial Building HVAC Technology Challenge is designed to accelerate adoption of new equipment that reduces energy use and operating costs while supporting grid reliability through lower demand. The challenge includes two product categories, one 10-14-ton and one for 15-25-ton light commercial products. Carrier is participating in both categories as part of its broader commitment to innovation and helping customers reach their sustainability and cost-saving goals. Carrier has demonstrated performance of both the 10-14-ton and 15-25-ton rooftop units through DOE lab verification, meeting or exceeding values for IVHEC, IVHEc and COPs through independent testing conducted by the DOE, Oak Ridge National Laboratory and the National Laboratory of the Rockies. This includes exceeding 100% capacity at 5°F and 70% capacity at -10°F.

Source https://www.achrnews.com/articles/165926-carrier-passes-doe-commercial-building-hvac-challenge-lab-evaluation

 

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Controls Engineering & IoT

 

Investor urges restaurant tech firm PAR to explore strategic alternatives
Voss Capital, which owns more than 13% of PAR stock, argued that the POS company’s struggling share price does not reflect its true value.

The big restaurant tech supplier PAR Technology is facing investor pressure to consider strategic alternatives.

In a letter last week to the company’s board, Voss Capital argued that PAR’s stock price does not reflect its true value as a modern, large-scale restaurant tech supplier.

Houston-based Voss owns 13.2% of PAR’s stock. The company’s stock price has dropped more than 74% over the past 12 months.

“The public markets are severely penalizing software companies, especially those that prioritize long-term terminal value building over immediate cash flows,” Voss wrote.

New Hartford, New York-based PAR is one of the largest POS and tech providers in the industry, with more than 140,000 restaurant locations using its technology across brands like Burger King, Arby’s and Carl’s Jr. It also serves convenience stores. Last year, PAR’s revenue increased by 30%, to $455.5 million, while it posted a net loss of $84.7 million.

PAR entered the restaurant industry in the late ’70s with a POS system and went public in 1982. Over the past decade, it has recast itself as an all-around tech provider for every part of a restaurant’s operations. More recently, it has focused on making AI the backbone of its technology.

It has relied heavily on M&A to expand, adding Punchh for loyalty software in 2021 and Menu for online ordering the following year, among other deals.

Voss noted that the devaluation of PAR’s stock has hampered its ability to do M&A. And investors did not take well to its recent acquisition of software provider Bridg for $27 million. PAR’s stock fell steeply after the deal was announced in January.

On a February earnings call, PAR CEO Savneet Singh said M&A has become less of a priority for the company “given where our stock price is.”

Voss said that PAR would be able to better pursue its strategy away from the public market, noting that other restaurant tech companies have received higher valuations elsewhere.

One example would be Olo, the online ordering company that went private in a $2 billion sale to Thoma Bravo last year. Like PAR, Olo’s stock struggled, but the sale price represented a 65% premium on its value when the deal was announced.

“We believe a robust appetite remains for high-quality, data-rich software platforms like PAR that sell to large enterprises,” Voss wrote.

A PAR sale would be impactful for the restaurant tech market given the company’s large footprint, future-focused strategy and history of M&A.

PAR had not responded to a request for comment as of publication time.

Source https://www.restaurantbusinessonline.com/technology/investor-urges-restaurant-tech-firm-par-explore-strategic-alternatives

 

WellSpan Rolls Out Robotic Foodservice Operation
WellSpan Health has launched a robotic dining system at a location in York, Pa. Known as Fresh Take Eatery, the dining system provides patients and employees at WellSpan York Hospital with around-the-clock access to on-demand foodservice.

WellSpan views Fresh Take Eatery as a complement to existing dining options, saying that it can produce hundreds of made-to-order fresh meal combinations, including pasta dishes, bowls and salads, per a WellSpan release.

Fresh Take Eatery measures 400 square feet and the system’s capabilities include autonomous ingredient storage and retrieval, precision cooking, automated plating and serving and self-cleaning functionality, the release added. It features four cooking modules that can prepare food simultaneously with using up to 80 ingredients; the same ones utilized in WellSpan York Hospital’s cafeteria.

“As the WellSpan York Hospital campus continues to grow, the demand for food services has increased,” said Alyssa Moyer, vice president, WellSpan Health and president, WellSpan York Hospital. “Fresh Take Eatery will help meet these growing demands, providing another option for team members and visitors to find healthy, fresh meals.”

Source https://fesmag.com/topics/the-latest-news/23475-wellspan-rolls-out-robotic-foodservice-operation

 

‘Seafood Robotics’ Company Buys Washington State Processing Plant
Shinkei Systems said the facility would be “a strategic hub for the West Coast seafood industry.”

A Southern California “seafood robotics” company announced Wednesday that it has acquired a Washington state facility that will become its first processing plant.

Shinkei Systems said that the 16,000-square-foot facility in Tacoma would serve as a “strategic hub” for the seafood industry on the West Coast, as well as allow the company to scale its “Seremoni Grade” fish nationwide.

Shinkei says that Seremoni Grade represents the “highest-quality wild-caught seafood” produced through an “end-to-end” tech stack of robotics, tracking and storage practices. The Tacoma plant, officials said, would allow it to maintain quality control from catch through processing.

The plant is expected to open this spring with a staff of more than 50 that will expand during peak fishing seasons.

“Our mission has always been simple: make Michelin-quality seafood accessible to all while honoring the integrity of each fish,” Shinkei co-founder and Chief Technology Office Reed Ginsberg said in a statement. “Our own Seremoni Grade plant allows us to scale responsibly while preserving the flavor, texture, shelf-life, and traceability that defines seafood at its absolute best.”

Source https://www.foodmanufacturing.com/facility/news/22962476/seafood-robotics-company-buys-washington-state-processing-plant

 

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Jan/San & Disposables

 

How AI Can Reduce Water Loss
As spring approaches, building managers need to prepare for more than rising temperatures. At present, a large portion of the U.S. is projected to experience below normal precipitation this summer.

“These areas are likely to face serious water-related challenges,” says Klaus Reichardt, CEO and Founder of Waterless Co., Inc. “Agriculture, local water supplies, and even public health could be impacted. One of the most effective responses is to prevent water loss. Fortunately, advances in Artificial Intelligence (AI) make that much easier.”

Approximately 14 to 20 percent of treated drinking water nationwide is lost before reaching a consumer. Typically, this is caused by leaks, aging infrastructure, and inefficiencies, which worsen drought conditions.

According to Reichardt, AI can help commercial cleaning executives reduce water loss in eight ways:

1) Smart Leak Detection
AI-powered sensors continuously monitor plumbing systems and can detect abnormal flow patterns that signal leaks—often identifying problems long before routine inspections would.

2) Predictive Maintenance
By analyzing historical performance data, AI can forecast when pipes, fixtures, or irrigation systems are likely to fail, allowing repairs before leaks occur.

3) Real-Time Water Monitoring
AI systems track water consumption in real time and flag unusual spikes that may indicate hidden leaks or equipment malfunctions.

4) Restroom Fixture Analysis
Because restrooms account for a significant share of water use in commercial buildings, AI can evaluate existing fixtures and recommend lower-consumption options—or even no-water alternatives.

5) Smart Irrigation
AI-driven irrigation systems adjust watering schedules based on weather forecasts, soil conditions, and plant needs, eliminating overwatering—one of the largest sources of waste in commercial landscapes.

6) Automated Shutoffs
When abnormal flow or pressure is detected, AI systems can automatically shut off water to affected areas, preventing minor leaks from becoming major losses.

7) Occupancy-Based Optimization
AI can adjust water usage based on building occupancy patterns, reducing consumption during low-use periods without manual oversight.

8) Water Audit Analysis
AI can quickly analyze utility data and benchmark a building’s water use against comparable properties, identifying hidden inefficiencies and opportunities for improvement.

“The common thread of these strategies is that they shift owners and managers from a reactive approach to a proactive one,” says Reichardt. “When it comes to protecting water resources, being proactive isn’t optional—it’s essential.”

Source https://www.cleanlink.com/news/article/How-AI-Can-Reduce-Water-Loss–32590

 

Sofidel to invest US$775 million to expand tissue production capacity in the United States
The project includes a new 75,000-ton-per-year TAD tissue machine at the company’s integrated facility in Inola, Oklahoma, along with converting lines and an automated warehouse

Sofidel, one of the world’s leading manufacturers of tissue paper for hygienic and household use, has finalized details of an expansion plan aimed at strengthening its production capacity in the United States.

The expansion will take place at the company’s integrated facility in Inola, Oklahoma, and represents a total investment of US$775 million.

The project includes the construction of a new building to house a 75,000-ton-per-year TAD tissue machine supplied by Valmet, as well as converting lines with the same capacity for finished product manufacturing.

The plan also involves expanding the pulp and parent roll warehouse and building a fully automated finished goods warehouse, developed with technology from E80 Group, capable of accommodating 100,000 pallet positions. The new buildings will cover approximately 90,000 square meters.

Start-up of the new machine is scheduled for the second quarter of 2028.

According to Luigi Lazzareschi, CEO of Sofidel Group, the new machine will strengthen the company’s production footprint in the United States and increase the availability of premium tissue products, particularly in the southern region where demand continues to grow.

The facility will also feature advanced internal logistics systems, including laser-guided vehicles (LGVs) to transport parent rolls from the paper machine to the warehouse and automated loading systems connected directly to the finished goods warehouse.

This expansion adds to Sofidel’s recent investments in the United States, including the acquisition of the tissue division of Clearwater Paper Corporation, the purchase of plants from Royal Paper, and the expansion of its facility in Duluth, Minnesota.

Today, Sofidel operates 14 production plants across 11 U.S. states and maintains a corporate office in Horsham, Pennsylvania. In just over a decade, the North American market has become the company’s largest, accounting for about 50% of Sofidel’s total revenue.

Source https://tissueonlinenorthamerica.com/sofidel-to-invest-us775-million-to-expand-tissue-production-capacity-in-the-united-states/

 

CASE STUDY: Tork Upgrades Hygiene in Canadian Stadium
Tork, an Essity brand, and BC Place, Vancouver, Canada, announced a strategic partnership to elevate hygiene standards, sustainability, and the overall fan experience at one of Canada’s premier venues. Home of the BC Lions of the Canadian Football League and the Vancouver Whitecaps FC of Major League Soccer, BC Place is preparing to welcome millions of international visitors for major sporting events in 2026, making this partnership a timely investment ahead of a landmark year for the venue.

Superior hygiene across a facility elevates the fan experience, encourages food and beverage spending, and makes the work easier for frontline staff maintaining those spaces—which is why Tork is deploying its high-capacity PeakServe and OptiServe dispensers and solutions across BC Place’s 54,500-seat stadium. With over 1,000 dispensers installed throughout the facility—including 129 washrooms—comprehensive hygiene solutions can strengthen BC Place’s overall operational efficacy.

“At BC Place, finding a hygiene partner who can contribute meaningfully to both our operational performance and our sustainability journey is vital,” says Chris May, General Manager at BC Place. “Tork provides solutions that will help us progress towards our goal of Zero Waste Certification, while maintaining the clean, welcoming spaces our guests expect and enjoy.”

Both organizations share a strong commitment to creating environments that deliver exceptional guest experiences while advancing environmental stewardship. In 2025, Essity, the parent company of the Tork brand, was recognized on the Corporate Knights’ Global 100 list and CDP’s A List for forests, while BC Place is pursuing Zero Waste Certification by 2026. Tork solutions, including the carbon-neutral certified and SEAL Sustainability Award-winning dispenser systems, will be instrumental in achieving this goal by reducing consumption and minimizing waste across the facility.

“Essity and BC Place have a long-term partnership built on close collaboration, value creation, and continual improvement to elevate the customer experience,” shares Brandy Afoon, Account Manager, Essity. “With innovative, sustainable Tork solutions supporting venue operations, we’re proud to help BC Place continue delivering a clean, comfortable environment for every guest.”

Source https://www.cleanlink.com/news/article/CASE-STUDY-Tork-Upgrades-Hygiene-in-Canadian-Stadium–32588

 

Kimberly-Clark appoints Francesco Tinto as Chief Information and Global Business Services Officer
Kimberly-Clark Corporation announced the appointment of Francesco Tinto as Chief Information and Global Business Services (GBS) Officer, effective March 9, 2026. Tinto will report to Russ Torres, president and chief operating officer of the company, and will join Kimberly-Clark’s executive leadership team.

In his new role, Tinto will oversee the company’s information technology and Global Business Services organizations, supporting the development of Kimberly-Clark’s digital and operational capabilities.

According to the company, the executive brings extensive experience in technology leadership and digital transformation, which is expected to support the advancement of the company’s Powering Care strategy.

Tinto has more than 30 years of experience in technology leadership. Prior to joining Kimberly-Clark, he served as Chief Digital Officer at Advantage Solutions, where he led initiatives focused on simplifying and modernizing the organization’s technology infrastructure.

Earlier in his career, he held the position of Global Chief Information Officer at Walgreens Boots Alliance, where he led the company’s digital transformation efforts, and at Kraft Heinz, where he oversaw technology integration following the merger and established a global business services organization.

Throughout his career, Tinto also held several technology leadership roles at Procter & Gamble, with experience in data analytics, business intelligence, enterprise technology and business process optimization.

Tinto holds a Master’s degree in Engineering from the Polytechnic University of Bari in Italy.

Source https://tissueonlinenorthamerica.com/kimberly-clark-appoints-francesco-tinto-as-chief-information-and-global-business-services-officer/

 

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