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Global Foodservice News — April 1, 2026

Posted 03.26.2026

Industry Spotlight

Fast-growing Nothing Bundt Cakes is sold to KKR
The bundt cake chain, which is approaching $1 billion in system sales, is being sold at a reported value of $2 billion. It’s a rare exit for the private-equity firm Roark Capital.

Nothing Bundt Cakes, the fast-growing, Dallas-based chain that turned a niche treat in a billion-dollar business, is being sold to the private-equity firm KKR.

The Wall Street Journal listed the valuation of the 700-unit chain at $2 billion. A source has confirmed the deal to Restaurant Business.

The deal represents a rare exit for the private-equity firm Roark Capital, which has been shopping the chain since last year. Roark, which traditionally buys and holds its acquisitions, acquired Nothing Bundt Cakes in 2021.

Dena Tripp and Debbie Schetz founded the concept in 1997 in Las Vegas based on the bundt cake, which itself is based on a German cake called the Gugelhopf. The brand sells a selection of bundt cakes in a variety of flavors. It comes in 8- and 10-inch sizes as well as miniature “Bundtlets.”

Nothing Bundt Cakes grew to 390 locations when Roark acquired the chain in 2021. The chain is mostly franchised. At the end of 2024 the chain operated 643 locations, up nearly 19% compared with the previous year, and meaning the brand has nearly doubled since Roark’s acquisition. A typical location makes about $1.4 million in revenue per year, according to Restaurant Business sister company Technomic.

Neither Roark nor KKR would comment on the acquisition.

This is the latest in a series of deals for franchised companies, which are attractive to private equity and other investors for their low capital costs and steady income stream from royalties paid by franchisees.

In recent years, companies like Tropical Smoothie Café, Jersey Mike’s, Playa Bowls, Denny’s and Subway have been sold, sometimes at high valuations.

Roark in particular has been active of late. It acquired Subway, for instance, and is considering an IPO of Arby’s-owner Inspire Brands. It also acquired the fast-growing hot chicken chain Dave’s Hot Chicken for a reported valuation of $1 billion.

Source https://www.restaurantbusinessonline.com/financing/fast-growing-nothing-bundt-cakes-sold-kkr

A large Applebee’s franchisee files for bankruptcy
Atlanta-based Neighborhood Restaurant Partners took the step after it was unable to find a buyer for its 53 locations. Applebee’s is now in line to acquire them.

A large Applebee’s franchisee has filed for bankruptcy, and the franchisor is in line to acquire the business.

Atlanta-based Neighborhood Restaurant Partners (NRP) filed for Chapter 11 bankruptcy Tuesday in Georgia’s Northern District Bankruptcy Court. It reported $1 million to $10 million in assets compared to $10 million to $50 million in liabilities, including more than $13 million owed to lender Equity Bank.

NRP currently operates 53 Applebee’s in Alabama, Florida and Georgia. According to the filing, it acquired the restaurants in 2012 and, after a period of growth, business has been up and down since 2015. It has become more dire recently amid rising inflation and a slowdown in consumer spending.

The company lost money in 2025 and closed nine restaurants as it looked to stem the bleeding. It also hired Citizens Bank to run a sale process for its assets, leases and franchise agreement last year. After four or five months, the company was unable to find a buyer, and had to close another five locations earlier this year.

However, in February, it reached a tentative agreement with Applebee’s parent Dine Brands that would see the franchisor take control of the business.

NRP’s worsening financial situation forced it to file for bankruptcy before the two sides could get a deal done, but Applebee’s will act as the stalking-horse bidder in the case and is expected to complete the acquisition by mid-May.

In a statement, Dine CEO and Applebee’s President John Peyton said that while individual franchisees may face challenges from time to time, the Applebee’s brand remains strong overall.

“Serving as the stalking horse bidder gives us the opportunity to be strategic and selective in supporting the long-term health of the system and this portfolio of restaurants has historically had solid performance,” he said.

The move aligns with Applebee’s desire to run more of its own restaurants after being 100% franchisee-operated for years. Last year, the company acquired 47 locations from franchisees with plans to renovate them and improve their performance before refranchising them in a few years.

That move came amid a two-year streak of negative same-store sales for the 1,600-unit casual-dining brand. But results have improved more recently, including a 1.3% year-over-year same-store sales increase in 2025.

The chain has hit on an appealing value deal with its 2 for $25 meal combo and has also worked to improve its operations and marketing.

At least two other Applebee’s franchisees, Louisiana Apple and Apple Central KC, have filed for bankruptcy in recent years. They accounted for a total of 22 locations.

They are among dozens of restaurant companies to seek bankruptcy protection over the past few years amid a brutal operating environment.

Source https://www.restaurantbusinessonline.com/financing/large-applebees-franchisee-files-bankruptcy

Popeyes Names Burger King Vet Chris Padoan Chief Operating Officer
Restaurant Brands International announced that Chris Padoan has been appointed Chief Operating Officer of Popeyes U.S. & Canada, effective March 23.

In this role, Padoan will lead operations across the Popeyes system, focusing on strengthening restaurant execution, enhancing the guest experience, and supporting franchisees across the U.S. and Canada.

Padoan brings nearly 15 years of experience with Burger King, where he built his career in field leadership roles. Most recently, he served as Regional Vice President of the South Region, where he led operational improvements across the region and worked closely with franchisees and restaurant teams to strengthen performance and execution.

Padoan’s restaurant career began in his teenage years – gaining experience across both front and back of house roles – and worked his way up to restaurant ownership. Prior to Burger King, Padoan owned and operated a fast casual concept for six years, giving him a practical, firsthand perspective on what it takes to run great restaurants day in and day out.

“Chris is a highly respected leader who has spent his career working side-by-side with franchisees and restaurant teams,” said Peter Perdue, President of Popeyes U.S. & Canada. “His deep operational expertise and strong track record in the field make him the right leader to help us continue improving restaurant execution and delivering a great guest experience across the Popeyes system.”

As Popeyes continues to focus on delivering the best tasting, best value chicken in quick service, strengthening restaurant operations remains a key priority for the brand’s next phase of growth.

Source https://www.qsrmagazine.com/news/popeyes-names-burger-king-vet-chris-padoan-chief-operating-officer/

These 40 independent restaurants are industry innovators
The Independent Restaurant Coalition and Chase bank have teamed together to honor independent operators that model sustainability and workforce well-being. The Innovator Award includes a $25,000 grant.

Forty independent restaurants across the country have won $1 million as the first class to be honored with Innovator Awards by the Independent Restaurant Coalition (IRC) and Chase.

The program offers $25,000 grants to restaurants across the country that are selected for business models that promote sustainability and environmental innovation, as well as workforce well-being and community impact.

The move comes at a time when many in the industry are questioning whether to call controversial restaurateurs like Rene Redzepi “innovators.”

The IRC and Chase program, meanwhile, seeks to spotlight operators that are building a brighter future for independent restaurants, said Erika Polmar, IRC executive director.

“From advancing mental health care and equitable labor models to pioneering zero-waste operations and regenerative sourcing, these leaders are developing bold solutions that push the industry forward,” Polmar added, in a statement. “With support from Chase, we’re proud to spotlight the groundbreaking work happening in restaurants nationwide—work that can be adopted, adapted and scaled across the country.”

Among the recipients are concepts like Lita in Aberdeen Township, New Jersey, an Iberian restaurant by Neilly Robinson and Chef David Viana.

At Lita, staff members rotate between front- and back-of-house roles, share equal base pay and pool tips across the team. All non-management team members start at the same base salary and split tips evenly, which prioritizes equity and eliminates the industry’s “outdated FOH vs. BOH hierarchy,” the restaurant’s website says.

The $25,000 grant will be used to support training and documentation to share with other operators that might want to replicate the model, the IRC said.

Other Innovation Award recipients include:

Immigrant Food in Washington, D.C., a restaurant and nonprofit platform that seeks to translate food into civic engagement through menu design, partnerships and programming that celebrates immigrant cultures and advances immigrant rights.
Miss Kim in Ann Arbor, Michigan, which is part of the Zingerman’s Family of Businesses. The Korean restaurant is grounded in people-first values, like fair wages, profit sharing, open-book finance and staff education and scholarships.
Güero in Portland, Oregon, a tortas concept that the IRC described as a year-round community hub offering bilingual education, chef incubators, ecological programming and no-cost community access to space and resources, “positioning restaurants as durable civic infrastructure,” the coalition said.
Magpie in Sacramento, California, a farm-driven concept that embeds sustainability in everyday operations, integrating preservation, waste reduction and whole-animal cooking. The restaurant, founded by Janel Inouye and Ed Roehr, is celebrating its 21st anniversary.
To see the full list, go to independentrestaurantcoalition.com.

The Innovator Awards are part of a multi-year partnership with the IRC and Chase, which includes a $3 million IRC and Chase Disaster Relief Fund. To date, the programs have awarded $4 million in grants to independent restaurants and bars, with an additional $2 million pledged for disaster relief in 2026.

Source https://www.restaurantbusinessonline.com/leadership/these-40-independent-restaurants-are-industry-innovators

Krispy Kreme Advances Turnaround Plan With $90M Refranchising Transaction
Krispy Kreme, Inc. announced continued progress on its turnaround plan to deleverage the balance sheet and drive sustainable, profitable growth through refranchising, a key component of the plan.

WKS Restaurant Group Increases Stake in Western U.S. Joint Venture and Expands Footprint

On March 23, 2026, Krispy Kreme completed a transaction with its joint venture partner, WKS Restaurant Group (“WKS”), to increase WKS’s ownership stake in the Western U.S. joint venture from 45% to 80% and expand the joint venture’s footprint. The total amount payable to the Company in connection with the transaction is approximately $90 million with approximately $50 million of cash to the Company at closing, which it expects to use to reduce debt, and a note payable over time. Further details are available in the Company’s Form 8-K to be filed with the Securities and Exchange Commission.

Following the transaction, the joint venture added 23 shops in California and Hawaii that were previously operated by the Company. This is in addition to the joint venture’s existing 50 shops across the Western U.S. and approximately 1,000 fresh delivery locations with strategic partners such as Kroger, Target, and Walmart. The joint venture has further agreed to develop additional shops and plans to expand Krispy Kreme’s fresh delivery footprint over the next several years.

“Our long-standing partnership with WKS has been key to Krispy Kreme’s growth in the Western U.S. This transaction advances our strategy to drive sustainable, profitable growth through capital-light refranchising while further reducing our leverage,” said Krispy Kreme CEO Josh Charlesworth.

“We are excited to expand our partnership with Krispy Kreme. By increasing our ownership stake and meaningfully expanding the joint venture’s footprint, we are reinforcing our confidence in the brand and positioning the business to accelerate development across the Western U.S.,” said WKS Restaurant Group President & Chief Executive Officer Roland Spongberg.

Unison Capital Acquires Japan Operations

On March 2, 2026, the Company also closed on its previously disclosed agreement for Unison Capital, Inc. to purchase the Company’s operations in Japan. Cash proceeds from this transaction were nearly $70 million and were used to pay down debt, after transaction-related fees and expenses.

Source https://www.qsrmagazine.com/news/krispy-kreme-advances-turnaround-plan-with-90m-refranchising-transaction/

Chipotle’s tattoo-themed promotion generates highest sales day ever
The campaign, held for the second time March 13, stems from a viral meme

Chipotle’s “Tatted Like a Chipotle Bag” promotion, held Friday, March 13, generated the highest single-day sales in the company’s history. The promotion offered tattooed fans — whether donning permanent or temporary (or even hand-drawn) ink — a buy-one-get-one entrée free on in-restaurant orders for one hour only on that day.

According to the company, the campaign’s sales were about 10% higher than its previous single-day sales record, which was set on National Burrito Day 2024, and included a new digital game.

Further, related “Tatted Like a Chipotle Bag” content generated over 12 million impressions and 380,000 engagements on social media, as fans shared their tattoos and in-store experiences.

The promotion was inspired by the Friday the 13th “flash tattoo” tradition, when tattoo shops drop “flash sheets” of small, pre-designed tattoos to commemorate the day. The tradition began on that day in 2008 when Oliver Peck, co-owner of Elm Street Tattoo in Texas, decided to tattoo the number 13 on as many people as possible within a 24-hour period. This marathon tattooing session resulted in 415 people receiving tattoos in a single day and a Guinness World Record.

Related:Sweetgreen launches more chicken items as turnaround effort continues

The phrase “tatted like a Chipotle bag” gained traction during the 2019 Super Bowl halftime performance when fans on social media compared Maroon 5 lead singer Adam Levine’s tattoos to the artwork on Chipotle’s to-go bags.

Chipotle held a similar Friday the 13th promotion in June, which generated the chain’s highest-ever sales during the 3 to 4 p.m. non-peak hour.

The most current campaign featured hip-hop musician Swae Lee, who created an exclusive, limited-edition temporary tattoo flash sheet, available only at one Miami restaurant March 13. His appearance generated more than 9.5 million views across Instagram and TikTok.

“Not every brand can ask customers to wear their love on their skin and have them show up in droves. The fact that a one-hour, in-restaurant offer became the biggest sales day in our history speaks volumes about the passion of our community and the power of leaning into what makes Chipotle unique,” interim chief marketing officer said Stephanie Perdue said in a statement.

Contact Alicia Kelso at Alicia.Kelso@informa.com

Source https://www.nrn.com/fast-casual/chipotle-s-tattoo-themed-promotion-generates-highest-sales-day-ever

What Mediterranean Franchising Gets Right—and Wrong—As the Category Grows
What separates resilient brands from fading ones is experienced leadership, a strong and authentic brand culture, and high-quality operators.

Mediterranean cuisine has quietly crossed an important threshold. What was once viewed as a niche, coastal-inspired segment has become one of the most enduring growth categories in fast casual. More than 20 countries identify Mediterranean cuisine as part of their home culinary heritage, which gives the category unusual depth, diversity, and cultural credibility. This isn’t a single-flavor trend; it’s a broad, resilient food culture that has proven it can travel, adapt, and scale.

From where I sit, having spent years building and scaling a Mediterranean brand, the category’s momentum is undeniable. New concepts continue to enter the space, investor interest remains very strong, and the variety and versatility and of the cuisine itself has consumers increasingly seeing Mediterranean as an everyday choice, not just a “healthy alternative.”

But growth also brings noise, and noise brings mistakes. The next chapter of this category won’t be defined by who opens the most units the fastest. It will be defined by who builds the most durable, operationally sound, and culturally consistent brands.

Why the Growth Is Real—and Built to Last

There are three forces that are driving the Mediterranean category’s sustained expansion. First, consumer preferences have caught up to what experts have known for a long time. The Mediterranean diet has been recognized as the best diet by U.S. News & World Report for nine years running. Guests want food that feels fresh, craveable, and customizable without feeling heavy or over-processed. Mediterranean cuisine inherently fits that demand.

Second, dietary flexibility is now mainstream, and Mediterranean menus make it easy for different guests at the same table to all find something that works—whether they’re vegetarian, pescatarian, gluten-conscious, or simply just want a balanced meal. There doesn’t have to be negotiation because there’s something for everyone.

And third, there’s cultural comfort. What we know and love as Mediterranean cuisine today has roots spanning Southern Europe, the Eastern Mediterranean, and North Africa, so it’s food that feels both familiar and global at the same time. Approachable yet elevated is a rare combination in restaurant categories, and it’s a big reason this segment has staying power.

The Health Halo—Important, But Not the Point

There’s no question that the “health halo” around Mediterranean food helps. The medical community’s long-standing endorsement of the Mediterranean diet as heart-healthy is certainly powerful third-party validation.

But health is a supporting actor, not the lead. People don’t build habits around food because it’s good for them; it’s because it tastes great and makes them feel good about their choice. The strongest brands lean into wellness authentically through their ingredient quality, preparation methods, and transparency, without over-marketing it or turning the experience into a sermon. The real win is simple: food that delivers great flavor and happens to be better for you at the same time.

Why Investors Are Leaning In

From a franchise investment standpoint, Mediterranean is a solid opportunity. Demand is strong and durable. This isn’t a novelty cuisine; it’s a repeat-visit category with broad demographic and daypart appeal.

Additionally, Mediterranean food performs exceptionally well in today’s omnichannel environment. It looks great online, eats great in the dining room, and just as importantly, holds up better than most categories when it leaves the restaurant. Flavor, texture, and temperature integrity survive the trip home or to the office, which makes it ideal for delivery, takeout, and especially catering. It also serves diverse groups extremely well—office lunches, family gatherings, and mixed dietary audiences.

Those two factors drive compelling unit economics. Strong AUVs, multiple occasions, and broad usage make the model work when the execution is disciplined.

The Misconceptions That Trip Up New Franchisees

One of the biggest mistakes new owners can make is assuming the category sells itself. “Mediterranean” is a wide lane, and brand positioning matters more than ever. Without clarity, concepts blur together, and differentiation disappears.

Another misconception is that value is automatic. It isn’t. Value is created through quality, execution, portioning, consistency, service, and experience, not just menu design.

And many underestimate the operational discipline required to serve fresh food while minimizing waste. Without strong systems and processes, complexity creeps in, and margins quietly erode.

Protecting Authenticity While Scaling

Authenticity doesn’t mean rigidity. The best franchise systems define what truly matters—the core flavors, preparation methods, and guest experience, and then they build scalable processes around those core pillars. Standardization should protect the soul of the cuisine, not strip it away. Training, specs, and systems exist to preserve quality at scale, not to commoditize it.

What Operational Excellence Actually Looks Like

At the unit level, excellence is about doing three things at once: maintaining food quality, delivering speed of service, and controlling costs. That requires disciplined prep systems, smart menu engineering, tight labor models, and real performance management.

The brands that win don’t treat operations as back-of-house mechanics; they treat it as a strategic advantage.

Protecting Margins Without Damaging the Brand

Profitability in any restaurant starts with delivering real value to the guest. Pricing power comes from the experience you create, and margins are shaped by how efficiently you produce the menu.

Consistent execution of those two fundamentals—value creation and cost discipline—is what allows operators to accelerate profitability over time. What doesn’t work is shrinking portions or downgrading ingredients. That’s a losing strategy that erodes trust and long-term demand.

Why Supply Chain Is Strategic, Not Tactical

As brands scale, procurement and supply chain become mission critical. They protect brand consistency and cost structure.

With fresh produce, olive oils, spices, and proteins all subject to volatility, smart sourcing, spec discipline, and vendor partnerships are essential to protecting both the guest experience and unit-level economics.

Who Wins Long Term and Who Doesn’t

In the end, what separates resilient brands from fading ones is experienced leadership, a strong and authentic brand culture, and high-quality operators. Concepts only successfully scale if their people do. The biggest mistakes I see emerging systems make are underinvesting in their unit-level performance systems, compromising on their franchisee selection, and waiting too long to build real support teams. All three create fragile growth.

Five to 10 years from now, the brands that endure will be the ones that got the fundamentals right: strong systems, aligned franchise owners, and serious investment in support infrastructure. Franchisees should look at past momentum and ask a simple question: is this brand built to scale, or just built to sell units? Because in Mediterranean franchising, durability and resilience always beat hype.

Bob Andersen is the president of The Great Greek Mediterranean Grill, an award-winning restaurant concept and a leading franchise within the Greek, Mediterranean, and Middle Eastern fast-casual restaurant industry. The Great Greek has over 70 locations across the U.S. and internationally and is forging its own path in the booming Mediterranean category by offering a ‘fine’ fast casual experience.

Source https://www.qsrmagazine.com/story/what-mediterranean-franchising-gets-right-and-wrong-as-the-category-grows/

Foodservice Equipment

Sysco to acquire Restaurant Depot for $29.1B
The deal, involving cash and stock, will give the broadline food distribution giant a major foothold into the “cash-and-carry” business.

Sysco is getting into the cash-and-carry business.

The giant broadline distributor, the country’s largest provider of food and other goods to restaurants and other foodservice providers, on Monday said that it has a deal to acquire Jetro Restaurant Depot for $29.1 billion in cash and stock.

Restaurant Depot is a leading source of products for mostly independent restaurants and other businesses. It operates 166 large-format warehouse stores in 35 states that generate $16 billion in annual revenue, including $2.1 billion in EBITDA, or earnings before interest, taxes, depreciation and amortization.

Restaurant Depot shareholders will receive $21.6 billion in cash in the deal and 91.5 million shares of Sysco stock. The total value of the deal represents a multiple of 14.6 times Restaurant Depot’s operating income.

The deal gives Sysco access to a crucial customer base of independent restaurants. Restaurant Depot serves about 725,000 such operators every year.

“The acquisition creates a powerful multichannel foodservice platform, strengthens our financial profile, unlocks synergy while delivering more value, choice and convenience to customers nationwide,” Sysco CEO Kevin Hourican told investors on a conference call Monday morning. He called Restaurant Depot “a gem of a company.”

Hourican said that Sysco plans to continue opening new Restaurant Depot warehouses around the country. Sysco will be able to leverage its size and scale to open more than 125 new Restaurant Depot locations across the country.

The combined company last year generated nearly $100 billion in revenue and $6.4 billion in adjusted EBITDA.

But the combined companies are projecting $250 million in annual cost “synergies” within the first three years, representing 12.5% of Restaurant Depot’s operating income. Those savings will come in procurement and supply chain optimization.

Sysco plans to fund the cash in the deal with $21 billion in new debt and $1 billion in cash on hand. Once the deal is complete, Restaurant Depot shareholders will own about 16% of Sysco stock.

Stanley Fleishman, executive chairman of Jetro Restaurant Depot, said the deal is a “clear recognition of the strength of our business model.”

He cited Sysco’s national and international supply logistics capabilities, which will help the retailer expand into new markets.

Source https://www.restaurantbusinessonline.com/financing/sysco-acquire-restaurant-depot-291b

LSI Industries to Buy Royston Group for $325M, Calls Deal “Transformational” for Retail Solutions Platform

Key Points
LSI agreed to acquire Royston for $325 million (approximately $320M cash and $5M stock) in a deal expected to close in Q3 fiscal 2026; the purchase price is roughly 8.1x trailing Sep‑2025 Adjusted EBITDA and is backed by a committed bridge facility with permanent equity/debt to follow.

Management called the acquisition “transformational,” producing pro forma TTM Sep‑2025 combined revenue of about $864 million and Adjusted EBITDA of ~$95 million, and positioning LSI to potentially reach its fiscal 2028 targets two years ahead of plan.

Royston adds five U.S. manufacturing sites (nearly +40% manufacturing capacity and ~900 employees), strengthens exposure to refueling/grocery/C‑store markets (~60% of pro forma sales), creates cross‑sell opportunities, and is expected to drive ~130 bps of pre‑synergy EBITDA margin expansion with pro forma margin ~11% and pro forma net leverage at close “at or below 3x,” falling to “at or below 2x” by fiscal 2028.

Interested in LSI Industries Inc.? Here are five stocks we like better.

LSI Industries (NASDAQ:LYTS) announced it has entered into a definitive agreement to acquire privately held Royston Group, a provider of identity and equipment solutions for retail environments. The deal was disclosed after the market closed and discussed on a conference call led by Chief Financial Officer Jame Galeese and President and CEO Jim Clark.

Royston’s business and strategic fit
Clark described Atlanta-based Royston as a vertically integrated provider of custom store fixtures, internal and external signage, and refrigerated and heated case displays. Royston operates through five facilities across four U.S. states and provides what management called a build-to-order solution that includes design, engineering, fabrication, assembly, distribution, and turnkey installation across the full project lifecycle.

LSI management said Royston’s end markets align with LSI’s existing footprint, including refueling, convenience stores, grocery, and quick-service restaurants. Clark said Royston is an established partner of three of the top five C-store and grocery store chains and four of the top five U.S. refueling station chains by location count.

Management’s view: a “transformational” acquisition
Clark said the acquisition “will be transformational” and could position LSI as a scaled platform in branded retail solutions. He said adding Royston expands LSI’s integrated offering into a “one-stop solution-based approach” supporting new-build and remodel programs for retail companies across North America.

LSI also tied the acquisition to its “Fast Forward” value creation plan and previously communicated fiscal 2028 targets. Clark said the Royston acquisition positions the company to potentially deliver on those targets “two years ahead of plan,” citing pro forma trailing twelve-month (TTM) September 2025 combined revenue of approximately $864 million and Adjusted EBITDA of approximately $95 million.

Operational benefits highlighted on the call
Clark outlined several reasons management expects the combination to strengthen LSI’s platform, including broader capabilities across lighting, fixtures, branded signage, and display cases, and the benefits of vertical integration. He also emphasized the company’s core vertical market exposure and expansion of manufacturing capacity and workforce.

Core vertical markets: On a pro forma basis, Clark said about 60% of combined sales would come from refueling, grocery, and C-store markets.

Expanded manufacturing footprint: Royston adds five domestic manufacturing facilities, bringing LSI’s total to 23 locations, which management said increases manufacturing square footage capacity by nearly 40% and adds nearly 900 employees.

Recurring revenue characteristics: Management said Royston has long-term customer relationships and a remodel-driven revenue profile. In fiscal 2025, approximately 70% of Royston revenue came from remodel projects, with 30% from new store construction. Clark also said the average tenure of Royston’s top 10 customers exceeds 20 years.

Cross-selling opportunity: Clark said roughly 47% of Royston customers currently purchase a single product, which management views as an opportunity to broaden customer spend across the combined portfolio, including LSI’s branded lighting solutions.

Financial metrics, margin profile, and leverage expectations

Clark said Royston generated an Adjusted EBITDA margin of 14% in calendar year 2025. On a pro forma fiscal 2025 basis, he said the combined businesses produced an Adjusted EBITDA margin of 11%, which management characterized as approaching LSI’s fiscal 2028 target of 12.5% under its Fast Forward plan. He also said the acquisition is expected to create 130 basis points of EBITDA margin expansion on a pre-synergy basis.

On leverage, Clark said that at closing the company anticipates pro forma net debt to Adjusted EBITDA of “at or below three times” and expects to reduce net leverage to “at or below two times” by the end of fiscal 2028.

Deal terms, timing, and financing
Galeese said LSI entered into the definitive agreement on February 20, 2026, to acquire Royston from Industrial Opportunity Partners for an aggregate purchase price of $325 million, subject to a final working capital adjustment. He said $320 million is payable in cash at closing and $5 million will be paid in LSI common stock valued based on the February 19, 2026 closing price.

The transaction is expected to close during LSI’s third quarter of fiscal 2026, subject to customary closing conditions, including regulatory review. Upon closing, Royston will be reported within LSI’s Display Solutions segment.

Galeese provided Royston’s financial results for the 12 months ended September 2025: approximately $272 million in revenue and approximately $38 million in Adjusted EBITDA, representing 14% of revenue. He said the transaction price represents 8.1x trailing 12-month September 2025 Adjusted EBITDA.

Management said the acquisition is expected to be accretive to LSI on both margin rate and diluted earnings per share upon closing. Galeese added that the deal is supported by a fully committed bridge facility, while permanent financing is expected to include a mix of equity and debt.

In concluding remarks, Clark said Royston represents LSI’s largest platform acquisition to date after several years of smaller bolt-on transactions. He said LSI intends to update long-term financial targets after the transaction closes as it introduces the next phase of its Fast Forward plan.

About LSI Industries (NASDAQ:LYTS)
LSI Industries, Inc (NASDAQ: LYTS) is a diversified manufacturer and distributor of lighting, graphics and building technology products. Headquartered in Cincinnati, Ohio, the company develops energy-efficient LED lighting systems, branded and digital graphic displays, and integrated building technology solutions. Serving customers in the retail, quick-service and convenience store, industrial, hospitality and transportation markets, LSI combines design, engineering and manufacturing capabilities to address both aesthetic and functional needs.

In its lighting segment, LSI offers interior and exterior LED fixtures, canopy lights, high-bay and low-bay systems, and specialized horticultural grow lights.

The article “LSI Industries to Buy Royston Group for $325M, Calls Deal “Transformational” for Retail Solutions Platform” was originally published by MarketBeat.

Source https://finance.yahoo.com/news/lsi-industries-buy-royston-group-230705650.html

Unox Adds Vice President of Key Accounts
Commercial cooking equipment manufacturer Unox hired Barry Ward as vice president of key accounts for North America.

Bud Ward Headshot
Barry Ward
Ward brings more than 30 years of foodservice industry experience, with a background in national account management and business development at ITW Food Equipment Group, Franke, and U.S. Foodservice.

In his new role, Ward will build and manage relationships with large-scale foodservice operators and national accounts, lead strategic sales planning and national rollout programs for operators and work with internal teams to align customer needs with Unox’s product capabilities and support resources.

Source https://fesmag.com/topics/the-latest-news/23490-unox-adds-director-of-key-accounts

Ali Group announced it has completed the acquisition of BUNN
CHICAGO (March 12, 2026) — Ali Group, the largest and most diversified global leader in the foodservice equipment industry, announced it has completed the acquisition of Bunn Commercial LP (BUNN®), formerly known as Bunn-O-Matic Corporation. Terms of the transaction were not disclosed.

With the completion of the transaction, BUNN joins Ali Group’s global portfolio of leading foodservice equipment companies. In North America, BUNN will operate as part of the Welbilt® portfolio.

“The acquisition of BUNN marks an important step in strengthening Ali Group’s leadership in the global coffee and beverage equipment sector and advancing our long term growth strategy,” said Filippo Berti, Ali Group Chairman and Chief Executive Officer. “BUNN brings a strong heritage, a culture of innovation and a highly complementary portfolio that expands our global capabilities. Together, we are well positioned to deliver even greater value to our customers and accelerate growth across key markets.”

Advisors
Bailey & Company acted as financial advisor to the Ali Group. Alston & Bird LLP acted as legal advisor to the Ali Group. PwC served as financial due diligence advisor to the Ali Group. William Blair & Company, L.L.C. acted as the exclusive financial advisor to BUNN. ArentFox Schiff LLP acted as legal advisor to BUNN. Grant Thornton served as financial due diligence advisor to BUNN. Forvis Mazars, LLP assisted BUNN on tax matters.

About the Ali Group
Founded in 1963, the Ali Group is a global corporation headquartered in Chicago, with its European corporate office located in Milan, Italy. Through its subsidiaries, the company designs, manufactures, markets and services a broad line of commercial and institutional foodservice equipment used by major restaurant and hotel chains, independent restaurants, hospitals, schools, airports, correctional institutions and canteens.

The Ali Group, together with its more than 115 global brands, employs approximately 17,000 people in over 30 countries and, in terms of sales, is the world’s largest group in the foodservice equipment industry. The Group operates 80 manufacturing facilities in 16 countries, with sales and service subsidiaries throughout Europe, the Middle East, Africa, North America, South America and Asia Pacific.

For more information on Ali Group products and services, visit www.aligroup.com.

About BUNN
Founded in 1840 and built on more than five generations of family entrepreneurship, Bunn Commercial LP (BUNN) began its beverage equipment business in 1957 and was incorporated in 1963. Today, BUNN is a leading global manufacturer of dispensed beverage equipment. Headquartered in Springfield, Illinois, USA, BUNN provides a comprehensive portfolio of home and commercial beverage solutions, including coffee and iced tea brewers, superautomatic espresso machines, grinding systems, beverage dispensers, water systems and related accessories. Guided by its brand promise, A Partner You Can Count On™, BUNN is committed to delivering reliable equipment, beverage quality, and outstanding customer support worldwide. The company operates additional facilities across the United States and maintains warehouses or offices in Canada, Mexico, Brazil, China and the United Kingdom.

For more information on BUNN products and services, visit www.bunn.com.

Media Contact
Ryan Blackman Ali Group
Vice President of Marketing and Communications
(847) 215-5090
rblackman@aligroup.com

Source https://www.aligroup.com/news/ali-group-announced-it-has-completed-the-acquisition-of-bunn/

AeriTek Adds Eastern Regional Manager
The individual brings 15-plus years of industry experience, having worked at Singer Equipment Company and TriMark USA.

Refrigeration manufacturer AeriTek has appointed John E. Tulaney as its eastern regional manager.

Tulaney will lead regional sales efforts while supporting rep group alignment, dealer and customer relationships, as well as the development of private label, contract manufacturing and national account opportunities. He also will drive new business development across the Eastern region.

Tulaney has over 15 years of experience leading sales teams across contract, distribution and retail equipment channels. Most recently, he served as sales manager and general manager at Singer Equipment Company. Prior to that, he was sales director at TriMark USA.

“John brings deep industry experience and a strong track record of driving growth across complex sales environments,” says Anthony Tortoriello, Aeritek’s director of sales, foodservice. “His understanding of dealer networks, national accounts, and contract opportunities will be instrumental as we continue to scale our foodservice platform.”

Source https://www.fermag.com/articles/aeritek-adds-eastern-regional-manager/

Tabletop & FOH

Chicago becomes the latest city to vote to bring back the tip credit
Chicago’s City Council voted to permanently halt the 2028 phase-out of a lower minimum wage for tipped workers

Chicago has become the latest city to reverse course on banning the tip credit for minimum wage workers. Less than two years after voting to phase out the lower minimum wage policy for tipped workers — a policy that was set to fully take effect in 2028 — Chicago’s City Council voted to permanently freeze the implementation of the One Fair Wage Ordinance, capping the credit at 24% of the Illinois state minimum wage of $16.60.

Last July, Washington, D.C.’s City Council voted to reinstate the tip credit less than three years after residents voted to phase out the tipped minimum wage by 2027. In 2020, New York Gov. Andrew Cuomo eliminated the subminimum wage for some workers but not restaurant workers, and in February 2025, New York State legislators proposed banning the tip credit for restaurant workers – a legislative proposal that has been rejected multiple times over the years.

Federally, the U.S. Department of Labor withdrew the Biden-era 80/20/30 tip credit rule in December 2024 following a federal appeals court decision earlier that year that vacated the rule. This marked a return to the original tip credit regulations under the Fair Labor Standards Act. Employers can now claim a tip credit for tipped employees performing duties related to their tipped occupation without strict time limitations.

Related:Proposed legislation would offer grants to small businesses impacted by ICE crackdowns

In Chicago, the City Council’s vote faces legislative hurdles, as the Council voted 30-18 in favor of freezing the tip credit ban — below the required two-thirds vote to override a mayoral veto. Chicago Mayor Brandon Johnson has threatened to veto the measure, according to Chicago’s local Fox News station. Under Chicago’s local laws, the City Council can override a mayoral veto with 34 votes.

Mayor Johnson has stayed firm in his opposition to the controversial tip credit over the years, which has been framed by activist groups like One Fair Wage as a racial justice issue, since the lobbying organization has pointed out that nearly two-thirds of the city’s restaurant workers are Black or Latino.

However, the restaurant industry has long been opposed to both federal and regional tip credit bans, arguing that phasing out these alternative minimum wage policies for tipped workers would put financial strain on small businesses. The Employment Policies Institute has tied the 496 Chicago restaurant closures in the first half of 2025 back to the start of phasing in the tip credit rule.

“We are disappointed that Mayor Brandon Johnson is threatening to continue the policy that is causing his city so much pain,” Mike Whatley, vice president of state affairs and grassroots advocacy for the National Restaurant Association, said in a statement. “This failed policy experiment should be a warning for other cities and states considering tip credit elimination.”

Source https://www.nrn.com/restaurant-labor/chicago-becomes-the-latest-city-to-vote-to-bring-back-the-tip-credit

Why Restaurants Should Embrace the Inner Kidult
The “Kidult” trend presents a low-cost, but potentially high-impact opportunity for restaurants to drive traffic, encourage more frequent visits, and build emotional brand connection.

The industry has recognized “Kidults,” identified as adults, led by Gen Z, who enjoy products and experiences typically associated with children or kids’ culture, to be a desired demographic, explained Jennifer Loper, president and chief growth officer for C3, which has been detailing the Rise of Kidults in an insight series.

Why should all restaurants be paying attention?

“Gen Z is excited about it, “ said Loper.

And they are a highly coveted demographic. Brands embracing “Newstalgia” or “Kidult” trends can win positive payback in loyalty and traffic. In fact, Placer.ai data revealed that standout promotions including McDonald’s Grinch Meal, and Starbucks’ Bearista led to the biggest traffic spikes last year.

While value remains the undisputed driver of restaurant traffic, brands that offer a differentiation, can find success, Loper noted because narrative-driven campaigns allow them to stand out from the crowd. Successful promotions offer a strategic alignment that creates genuine buzz, connection and traffic. Creating emotional touchpoints can help turn a one-time or infrequent visitor into a loyal customer.

Kidult-focused strategies work best when they add emotional value without adding friction, explained Julia Foley, C3’s Senior Insights & Strategy Supervisor. Thoughtfully executed, they can deliver measurable gains without relying on price/value promotions.

The trend is driven by a variety of emotional factors including:

Nostalglia and comfort to help with stress of everyday life
Fear of Missing Out (FOMO)–the thrill of chasing collectibles
Fostering tangible connection in a digital world and across generations by sharing childhood memories.
An extension of the little treat culture.
When asked what would motivate them to go to a restaurant or store for a collectible promotion, C3 found:

Free giveaways (44 percent).

The items being “just too cute” (39 percent).

Proceeds going to charity (36 percent).

One of the main reasons these promotions are effective, Loper pointed out, is a simple one: they make adults happy.

“It all has to come together, it can’t be random.”

Source https://modernrestaurantmanagement.com/why-restaurants-should-embrace-the-inner-kidult/

Gen Z Is Not Killing Restaurants and Bars
Busting the myth that “Gen Z is killing bars and restaurants,” new data suggests they actually have a significantly higher incidence of going out to eat and drink across all on-premise segments when compared to other demographics.
“Gen Z is driving important metrics that signal a return to growth for the restaurant industry, which is good news for us all,” said Brandy Rand,Vice President, Hospitality Group at Questex, which released the new proprietary report through a partnership with Datassential ahead of the 2026 Bar & Restaurant Expo. “The oldest Gen Z reaches 27 this year and the data shows that far from being the generation that kills bars and restaurants, it could be the one that saves it.”

The Misunderstood Generation Saving the Restaurant Industry
Rand said the widespread “doom-mongering” regarding Gen Z’s habits is wrong, characterizing them as a “misunderstood generation.”

“We hear statements like ‘they don’t like to socialize in real life,’ ‘they don’t drink,’ ‘they’re not prepared to pay for meals out.’ Yes, they are behaving differently than those that have gone before but they mostly came of age in an era of social lockdown.”

Contrary to the stereotypes, the data shows Gen Z order more alcohol and better-quality drinks when going out. They embrace treat culture spending more on themselves than older consumers and don’t see price as a barrier when choosing where to go out. The motivation for Gen Z to go out to eat are different, for them it’s often because it’s faster or easier than cooking. For older consumers (45-60) it’s because they are tired and don’t want to cook, whereas for 60+ it’s for that social connection.

Key findings from the report include:

The top reason people go out to eat and drink is to treat themselves (53 percent), followed by the desire to socialize (45 percent).

Despite tighter discretionary spending, splurging on food and beverages at a restaurant or quick-service venue remains a priority for many consumers across all genders, ages and income levels.

In the current economic environment, 42 percent also cite promotions or deals as an important criterion for selecting where to go out.

What Drives Dining Decisions?
When selecting where to go out, all consumers cite quality, price and location convenience as the top three factors, but price is less important to Gen Z than other cohorts, said Rand.

“Gen Z are making decisions on where to dine based on social media content, so if your venue is not hugely visible on social media then they likely are not seeing it as a desirable spot, and it will be a barrier to Gen Z finding you,” said Rand. “ It’s important to leverage online/social media to generate interest. Update your online presence frequently and be sure to mention any special promotions to keep your presence fresh.

Gen Z is also drawn to specific venues based on the adult beverage aspects: happy hour, beverage quality, knowledgeable bartenders, as well as fast service, Rand added.

“Younger consumers in particular look for cool experiences away from home, and food and beverage offerings are an important factor when choosing entertainment venues. Even when consumers order alcoholic drinks, they are likely to also have a non-alcoholic beverage. Younger people are the biggest consumers of alcohol away from home and have shown increased interest in the quality of beverage options.”

Operators should make sure their beverage program caters to this demographic with menus that showcase great beer and cocktail selections as well as recommend alcoholic and non-alcoholic beverages that pair with food items, Rand added.

Faster service will result in higher spend for the Gen Z guest, said Rand.

“If you want to increase the average bill spend per consumer, get those drinks out faster. Smart prep pre-service can allow for more efficient service during service.”

Focus on the Overall Experience
Gen Z are looking for an experience when they go out, not just to be fed so restaurant operators should consider the complete dining experience whether that is about a tasting experience or a musical one, Rand recommended. Fifty-one percent report they look for food related experiences when they go out, all-inclusive, special menu offerings and tasting experiences, while 37 percent look for music related experiences such as live music.

“Hospitality can make or break an experience,” Rand said. “A friendly greeting upon arrival, prompt seating, a server that is knowledgeable and delivers food when it’s ready helps to create an enjoyable atmosphere for consumers when dining out. It’s also critical that locations offer a standard of cleanliness for consumers – making sure the bathrooms are clean and neat and their table is well-set. This is especially important for women and older consumers, who are more likely to notice both good and bad service.”

Source https://modernrestaurantmanagement.com/gen-z-is-not-killing-restaurants-and-bars/

Food & Beverage

How c-stores are capitalizing on Americans’ caffeine obsession
Americans are obsessed with caffeine and energy, and c-stores are answering the call for more options. From energy shots to caffeinated waters to the ability to juice fountain drinks with energy shots, c-stores are one of the top places consumers look for energy on the go.

“Caffeine fits c stores’ core strength: urgency, portability, and immediate payoff,” said Sally Lyons Wyatt, global executive vice president and chief advisor of consumer goods and foodservice insights for Circana. The market research firm has seen growth for the convenience store channel in cold energy drinks and refreshers, single-serve RTD coffees and teas, and small-format functional beverages designed for “right now” consumption.

Some c-stores chains allow customers to add energy shots or cASaffeine to their beverages. And modern soda brands blend caffeine with gut health, low sugar, and natural ingredients, blurring the lines between soda, energy and wellness drinks, per Lyons Wyatt.

In 2025, 17% of foodservice operators added more caffeinated beverages or beverages with energizing ingredients to their menus, according to data from Datassential.

“Consumers are looking for ways to boost their energy and alertness across the day,” Lyons Wyatt said. “There is a need due to sleep, stress, and schedule fragmentation.”

Plus, post-Covid norms, hybrid work, longer days and more late-night activity, especially among Gen Z and Millennials, fuel demand for caffeine across all dayparts, not just mornings, Lyons Wyatt explained.

Not to mention the “mental performance pressure” increasing numbers of people are under. Focus, productivity, mood support, and alertness are increasingly prioritized alongside physical energy, Lyons Wyatt said. “In short, caffeine has become infrastructure for modern life, not just a stimulant.”

Caffeinated beverages lead the way
While foods with added caffeine are becoming more popular — for instance, AWAKE chocolate partnered with 7-Eleven to add its extra-caffeinated chocolates at 2,000-plus stores nationwide — consumers are primarily looking to beverages for their energy boost.

Americans are seeking beverages with “stacked value,” or a combination of multiple benefits, Lyons Wyatt explained. This could be hydration plus caffeine, protein plus caffeine or energy, and more. “We also see beverages replacing meals and snacks — protein shakes, energy drinks, refreshers, and functional beverages are increasingly consumed as breakfast, lunch replacements, or snacks,” she said.

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As a result, “refreshers” from chains such as Starbucks and Dunkin’ now rank among the most popular energy/sports beverages in QSR, often outselling traditional energy drinks in foodservice, per Circana.

“Caffeine has become infrastructure for modern life, not just a stimulant.”

The category, which Datassential defines as caffeinated beverages that are not traditional coffee, tea or energy drinks and are often fruit-flavored, is increasingly recognized as a distinct segment within the non-alcoholic beverage market. In fact, the share of consumers using refreshers to replace other caffeinated beverages rose from 28% to 34% between 2024 and 2025, according to Circana. Convenience retailers are increasingly dipping into the category, with chains like Wawa, Dash In and QuickChek offering a variety of the fruity drinks.

The growing usage of GLP-1 medications for weight loss and Americans’ growing interest in improving health is also fueling interest in caffeinated waters and other functional beverages.

“Hydration + energy combinations appeal to consumers focused on wellness, weight management, and mindful consumption, which overlaps with GLP-1 usage trends — even when not explicitly stated,” Lyons Wyatt said.

Lower calorie, lower sugar beverages that grant energy and can potentially serve as meal or snack replacements can help support those interests as well, Lyons Wyatt emphasized.

For instance, 29% of consumers see functional flavored water as a healthier substitute for energy beverages, according to Datassential. Around 52% of consumers were interested in caffeinated water in 2023 and 2024, increasing to 55% in 2025, per Datassential, with Gen Z and Millennials leading the growth.

Beyond beverages
Customers don’t have to buy their caffeine in beverage form. Interest in powders and concentrates reflects demand for customizable, portable energy solutions, with sales growing roughly two times faster than liquids in brick and mortar retail, per Circana.

At the NACS show last October, MoJo showcased a line of flavored caffeine pouches that offer 50 milligrams of caffeine and come in flavors like sour apple, mint and peach watermelon.

At the same show, Café Valley Bakery showed off its Beast Mode energy cakes, a product developed in partnership with former NFL player Marshawn Lynch that offer a caffeinated confection in flavors like chocolate and lemon.

“Products outside the traditional energy segment are incorporating functional ingredients that deliver energy‑like benefits, creating new competitive pressures for established energy brands,” Lyons Wyatt said.

Merchandising success for caffeine, energy products
C-stores should continue to allot plenty of space for energy drinks, including plant-based and zero-sugar options, along with caffeinated waters and teas, RTD coffee and tea, refreshers and lemonade-based energy beverages, drink mixes, along with shots for on-the-go energy boosts, Lyons Wyatt recommended.

“Protect energy’s space, but curate smarter,” she said.

A Goldman Sachs survey in January found that retailers expect to add about 2.4% more space for nonalcoholic beverages on average.

Operators should also use limited time flavors and collaborations to encourage experimentation among younger consumers, per Lyons Wyatt.

“Keep [the] assortment fresh. Energy is trend sensitive and fast moving,” she said.

Merchandising by occasion and the customer’s need state, rather than by aisle, is the best strategy, according to Lyons Wyatt.

“Consumers don’t shop for ‘energy drinks’; they shop for alertness, stamina, focus, and mood across coffee, soda, water, and functional beverages,” Lyons Wyatt said. “Brands and retailers that align energy solutions to specific occasions — morning, midday slump, social, workout, or snack replacement — will outperform those stuck in traditional beverage silos.”

Source https://www.fooddive.com/news/c-stores-capitalizing-americans-caffeine-obsession/815537/

Danone to Acquire ‘Functional Nutrition’ Company Huel in Reported $1B Deal
The company said the move would expand its presence in a “new and fast-growing” market.

French dairy and food products company Danone announced Monday that it has reached an agreement to acquire Huel, a U.K.-based maker of protein powders, meal replacement solutions and other plant-based “functional nutrition” products.

Danone officials said the deal would bolster its position in the “fast-growing ‘complete nutrition’ space” while providing Huel with opportunities for innovation and international expansion. Terms of the proposed deal were not disclosed by the companies, but sources close to the matter told Reuters that the price tag approached $1.15 billion.

“Combining their range and best-in-class digital capabilities with Danone’s global reach and deep nutritional expertise offers exciting opportunities into the new and fast-growing nutritionally complete space, in line with our ‘Renew Danone’ strategy,” Danone SA CEO Antoine de Saint-Affrique said in the announcement. “We look forward to learning from one another and unlocking new opportunities and growth for both businesses.”

“With Danone, we will now have the infrastructure, distribution and R&D capability to go further, into new markets and to more people, as demand for convenient, complete nutrition continues to grow,” added Huel CEO James McMaster.

The transaction remains pending subject to regulatory approvals and other closing conditions.

Source https://www.foodmanufacturing.com/ingredients/news/22963232/danone-to-acquire-functional-nutrition-company-huel-in-reported-1b-deal

Riding the GLP-1 wave
SAN FRANCISCO — “Reformulate now or react later” was how Lu Ann Willams, co-founder and president of Innova Market Insights, summed up the future impact of GLP-1 medications on food and beverage.

Williams was participating in a panel at the Future FoodTech conference that took place March 19-20 that was discussing food regulations and MAHA. Several panelists noted that GLP-1 medications can help consumers achieve a core MAHA goal of reducing chronic diseases.

“I’m going to say GLP-1 and regulations are converging,” Williams said.

How that convergence may take shape remains to be seen, but speakers in several sessions at Future FoodTech said there was no denying GLP-1 medications would have an impact.

“GLP-1 usage went from 10% to 18% of consumers, but 34% now say they intend to use the medications,” Williams said. “And it’s already changing behavior. Of people on the medications, 45% say they eat more vegetables, 42% say they have smaller meals, 40% have more protein and 30% have more fiber.”

Florian Schattenmann, chief technology officer and vice president for innovation and research and development for Cargill, Minneapolis, sees consumer adoption of GLP-1s accelerating as oral applications become more available and as intellectual property protections run out and open the door for generic brands. He said he sees current innovation efforts focused on sugar reduction, calorie reduction and adding protein to products, but, in the future, he sees opportunities for more novel ingredients like proteins that have more functionality and can bring unique attributes to products.

A theme throughout Future FoodTech was that consumers are seeking healthier products and food companies have an opportunity to deliver those products through innovation.

“We’ve talked to consumers who are seeking healthier lifestyles and, a subset of them — a growing subset that is only going to get bigger — are people on GLP-1s,” said Tara Glasgow, chief science officer with PepsiCo, Inc., Purchase, NY. “And those consumers, we know what they need, right? They need more protein to help with muscle mass as they lose weight; they need fiber; and they need hydration.

“And, so, when we co-create with them we can take these opportunities. … Consumers are already there. We just need to meet them there.”

Source https://www.foodbusinessnews.net/articles/30043-riding-the-glp-1-wave

HVAC & Plumbing

The Future of HVAC Training: CP Ryan Leading Winsupply’s Initiatives
The Winsupply Family of Companies has made a significant move in enhancing its training capabilities by appointing CP Ryan as the Director of Training at Winsupply Inc. With over 9,000 employees across the country, this initiative signifies not just a change in personnel but a commitment to the growth and development of the entire HVAC sector.

Understanding CP Ryan’s Vision
CP Ryan, formerly the Senior Director of Member Programs at the National Association of Wholesaler-Distributors, brings a wealth of experience to her new role. Her track record of designing and implementing education portfolios for distribution companies showcases her expertise in understanding the training needs of the industry. As she steps into her new position, Ryan envisions a broader approach to training—one that goes beyond the technical aspects.

Innovating Training for Growth
According to Kamna Gupta, Vice President of the Support Services Group, Winsupply aims to elevate the support provided to Local Companies. This means integrating best practices and leadership skills into their training programs. The focus on soft skills, as Gupta noted, is just as crucial as job-specific training. It allows employees to thrive in a business environment by enhancing interpersonal and leadership abilities, which can significantly contribute to overall organizational success.

A Commitment Beyond Job Training
The training transformation led by Winsupply aims to create impactful programs that gear employees for the future. CP Ryan articulated a unique perspective, emphasizing that training should be a continuous and energizing process. The dynamic nature of the HVAC industry demands that training evolves to meet ever-changing market demands and business challenges. Ryan’s mission is to ensure all employees—whether in local companies or service companies—receive the necessary tools and resources to succeed.

Bridging Skills and Leadership
A report from the National Association of Wholesaler-Distributors highlighted the importance of developing soft skills alongside technical know-how. In a competitive landscape, the ability to lead effectively plays a crucial role in business sustainability. By expanding training initiatives to include leadership development, Winsupply is not just preparing employees for immediate tasks but equipping them to assume greater responsibilities within their organizations.

Winsupply’s Support Services Campus: A Hub of Opportunity
The Support Services Campus in Dayton, Ohio will serve as a critical element in this training transformation. Housing about 500 employees dedicated to supporting over 680 entrepreneur-led companies across the U.S., this campus will be instrumental in providing tailored training solutions. The collaborative environment encourages continuous learning and innovation.

Constructing a Future-Ready Workforce
Winsupply’s emphasis on creating future-ready training programs reflects a strategic foresight. With an annual sales figure of $8.4 billion and a network of more than 9,500 individuals in the field, the company recognizes the significance of nurturing talent within its ranks. As the workplace becomes more technologically advanced and toolsets increasingly complex, preparing employees through robust training initiatives will be integral in maintaining a competitive edge in the HVAC industry.

Engaging Local Companies for Lasting Impact
The philosophy embedded within Winsupply’s training approach aims to empower local entrepreneurs. Each local company operates independently, focusing on fostering their business journeys while symbiotically aligning under the Winsupply umbrella. The access to enhanced training under CP Ryan’s guidance promises to cultivate an entrepreneurial spirit—a critical component for driving individual success and improving industry standards.

Conclusion: An Invitation to Embrace Change
As CP Ryan sets into motion a new era of training at Winsupply, her leadership presents a great opportunity for HVAC businesses to thrive. The commitment to continuous learning, skill development, and leadership enhancement is a call to action for HVAC business owners everywhere. Embracing innovative training practices can foster not only workplace efficiency but also individual business success in the dynamic HVAC market.

This significant professional shift underscores the importance of comprehensive training in building an effective workforce. Look for the evolution of training methods at Winsupply to inspire similar pathways elsewhere in the industry, emphasizing the need for ongoing education and a firm understanding of both technical skills and leadership capabilities.

Source https://hvacindustryjournal.com/the-future-of-hvac-training-cp-ryan-leading-winsupply-s-initiatives

White House AI Framework Could Boost HVAC Demand as Data Center Growth Accelerates
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The White House released its national legislative framework on artificial intelligence, which could bolster the HVAC industry as the administration prioritizes AI and the data centers that support it. Concerns about data centers are increasing because of their effect on utility rates and the environment, prompting state and local governments to pursue moratoriums and regulations against them. The AI legislative framework, released March 20, stems from an executive order signed by President Donald Trump in December that blocked states from enforcing regulations regarding AI.

Among the recommendations in the framework is that “ratepayers should not foot the bill for data centers.” To accomplish this, the framework suggests Congress should streamline permitting so that data centers can generate power on-site.

This could present a new opportunity for HVAC contractors: The demand for large-scale cooling for power generation could result in a surge of new business that extends beyond simply installing cooling systems for servers.

“The U.S. is entering a new era of energy demand driven by AI, electrification, and economic expansion, and HVAC is no longer just a comfort category; it’s critical infrastructure,” said Nathan Walker, senior vice president of environmental business development, Daikin Comfort Technologies North America, in a written statement.

A Ratepayer Protection Pledge signed by companies like Amazon, Google, Meta, Microsoft, OpenAI, Oracle, and xAI is a cornerstone of this effort. The voluntary pledge requires companies to pay the full costs of electricity and infrastructure for their facilities to reduce higher energy bills.

If successfully implemented, these efforts could curtail concerns over higher electric bills, especially in communities where data centers are causing surges in utility bills. Sean Robertson, vice president of advocacy with the Air-Conditioning Contractors of America Association (ACCA), said the expansion of data centers has resulted in “a lot of concern at the state level about electricity prices.” He said state legislators are seeking ways to soften the blow to consumers, but it could come at a cost to HVAC bottom lines.

“Sometimes what that means is cuts to the utility efficiency program that contractors have come to depend on to support home upgrades,” he said. “At a time where legislatures are very concerned about consumers’ electricity bills, they’re looking for anything they can do to reduce that cost.”

For instance, lawmakers are considering cutting the Empower Maryland rebate program in Maryland by 90% over the next few years. In Massachusetts, the state House introduced a bill that would cut roughly $1 billion from the Mass Save program’s marketing and administrative budgets. The bill passed in the House and is with the Senate Ways and Means committee as of March 2.

“I fear it’s a trend that we’ll see nationwide, so that’s a significant concern,” Robertson said. He said ACCA is encouraging legislators to take a broader look at how to reduce the impact on consumers, and is working with state and local allied contracting organizations to “identify and address those threats as they come up.”

AI Incentives

Aside from a boost in business and a break in bills, the AI framework may directly support HVAC companies adopting AI. The framework calls on Congress to provide AI resources to small businesses, “such as grants, tax incentives, and technical assistance programs” to support wider deployment of AI tools.

This includes using non-regulatory methods to ensure existing education programs, workforce training, and support programs — including apprenticeships — incorporate AI training.

The AI framework is also addressing legislative actions, calling for a unified federal standard that would preempt state laws. That is good news for contractors working in multiple states or jurisdictions.

“A patchwork of conflicting state laws would undermine American innovation and our ability to lead in the global AI race,” the White House said in a written statement.

The White House indicated it will work with Congress “in the coming months” to turn its recommendations into legislation. However, whether any of these proposals are realized remains to be seen, given the current political climate.

“[The House GOP] looks forward to working across the aisle to enact a national framework that unleashes the full potential of AI, cements the U.S. as the global leader, and provides important protections for American families,” said Speaker Mike Johnson in a joint statement with Majority Whip Steve Salise and GOP chairs of the Judiciary, Energy and Commerce and Science committees.

Source https://www.achrnews.com/articles/165992-white-house-ai-framework-could-boost-hvac-demand-as-data-center-growth-accelerates

Controls Engineering & IoT

Evolvending launches automated dining at two new airports in US
The company’s units stock dishes and snacks from several well-known national chains.

Evolvending has added new automated dining points at Southwest Florida and Charleston international airports, extending its network in the US travel sector.

The company’s units stock dishes and snacks from several well-known national chains, including California Pizza Kitchen, White Castle, Wow Bao and Dirty Cookie.

With the launch, passengers and airport staff at both locations can buy ready-to-eat meals and snacks through Evolvending’s self-service kiosks.

Evolvending CEO Valentina Ellison said: “We’re excited about our launch and the strong reception from travellers in Fort Myers and Charleston.

“Demand for high-quality, on-demand dining continues to accelerate, and through our deep airport and brand relationships plus innovative technology powered by ART [automated retail technologies], we are rapidly expanding both our footprint and our portfolio of restaurant partners.”

Airport executives say the rollout of automated concepts is part of broader efforts to respond to rising expectations for fast, convenient food and beverage options in terminals.

Charleston International Airport president and CEO Elliott Summey said: “Charleston International Airport is committed to enhancing the passenger experience by offering convenient, high-quality dining options that meet the needs of today’s traveller.

“These new self-service kiosks provide quick access to well-known brands and fresh food around the clock, ensuring that travellers and airport employees alike have great options no matter when they’re in the terminal.”

Evolvending oversees and operates automated food outlets to support on-the-go dining services.

According to the company, it currently runs over 30 kiosks in major airports and transit locations, with more than 50 additional sites scheduled to open in the coming months.

Source https://www.verdictfoodservice.com/news/evolvending-launches-automated-dining-at-two-new-airports-in-us/?cf-view

Quail Digital and Audivi Partner to Launch ‘Future’ Voice AI Platform for Drive-Thrus
The technology combines Quail’s high‑clarity audio systems with Audivi’s automated AI-powered voice ordering software.

Quail Digital and Audivi have formed a global partnership to deliver a Voice AI hardware platform which has been hailed as the ‘future’ for quick service restaurants (QSR) and drive‑thru ordering.

The new system, provided free to QSR operators using the integrated solution, is designed with real‑time AI order processing to enable faster and more accurate drive‑thru operations. The technology combines Quail’s high‑clarity audio systems with Audivi’s automated AI-powered voice ordering software.

Drive-thru orders account for more than 70 percent of sales at many top QSR chains according to studies making automation a major focus for restaurant operators looking to address labor shortages and rising operational costs.

The partnership features the launch of a dedicated Voice AI hardware box by Quail Digital, a manufacturer of wireless headsets and communication systems which are engineered to deliver clear audio in high-noise environments to support efficient team communication. Each unit is delivered with Audivi’s voice ordering platform and ready for immediate deployment.

Audivi confirmed that operators adopting the integrated Quail solution will receive the hardware free of charge as part of the bundled service offering, lowering the cost and complexity of deploying drive-thru voice AI. The hardware may also be purchased separately and connected to other compatible systems according to the AI voice-ordering technology brand.

For QSR operators, the combined solution is designed to reduce order errors, shortens drive-thru service times, and eases pressure on front-line staff during peak periods according to both brands.

Audivi’s AI platform processes orders in real time, capturing menu selections, modifiers, and confirmations through natural voice interaction, while paired with Quail’s high-clarity audio hardware, the system delivers the clean signal required for consistent voice recognition accuracy in high-noise drive-thru environments. The result is ‘faster throughput, more accurate orders, and a smoother experience for both customers and restaurant teams’.

Quail Digital, whose headquarters are in Dallas, Texas, holds a significant market presence outside the U.S. and supporters restaurant operators across 32 countries. Tom Downes, Founder & CEO of Quail Digital, said: “We needed a globally compliant AI system that integrates seamlessly with our technology to meet growing customer demand at the drive-thru. This partnership with Audivi gives our customers the solution they’ve been asking for, combining our trusted communication hardware with a proven AI ordering platform.”

Jason M. Riggs, Chief Commercial & Product Officer of Audivi, said: “Great drive-thru experiences begin with great sound quality. Quail’s market position made them the clear partner for bringing Audivi’s voice AI technology to QSR operators at scale. Their installed base and reputation for audio excellence provide a solid foundation for expanding automated ordering across the industry.”

Source https://www.qsrmagazine.com/news/quail-digital-and-audivi-partner-to-launch-future-voice-ai-platform-for-drive-thrus/

Shipping Containers Become Smart Infrastructure for Restaurant Design
In an industry where technology innovation is often associated with software platforms, AI-driven personalization and automation, a small restaurant in southern India is making a compelling case that the next frontier of restaurant technology may be as much about physical infrastructure as digital systems.

PETTI Restaurant, located in the coastal port city of Tuticorin, represents a different kind of innovation. Designed by architect Vinu Daniel of Wallmakers, the project reimagines what restaurant infrastructure can look like by transforming discarded shipping containers into a high-performance, climate-responsive dining environment. At first glance, it reads as an architectural experiment. Look closer, and it begins to resemble a blueprint for how restaurants can rethink energy efficiency, construction costs and long-term operational sustainability through material science and passive design.

The premise is straightforward but significant. Tuticorin’s economy is shaped by maritime trade, and with it comes an abundance of decommissioned shipping containers. Rather than treating these as waste, the project uses 12 containers as the primary structural system. This is not simply a design choice. It is a form of infrastructure optimization. By repurposing existing industrial assets, the restaurant avoids the carbon and cost burdens associated with traditional construction materials, effectively compressing both build time and embodied energy.

That kind of thinking aligns closely with broader shifts happening across restaurant technology. Operators are increasingly looking for ways to do more with less, whether through cloud-based POS systems, AI-driven labor optimization or robotics in the kitchen. PETTI applies a similar mindset to the physical layer of the business, treating the building itself as a system that can be engineered for efficiency.

One of the biggest technical challenges with shipping containers is thermal performance. Steel structures absorb and retain heat, making them poorly suited for hot, humid environments. PETTI addresses this with a hybrid envelope that wraps the containers in a layer of poured earth. This mud-based insulation functions as a natural thermal regulator, reducing heat gain and stabilizing indoor temperatures without relying heavily on mechanical cooling.

From a technology perspective, this is essentially passive climate control. Instead of increasing HVAC capacity to compensate for inefficient materials, the building reduces the cooling load at the source. The result is an estimated 38 percent reduction in energy required for air conditioning. For restaurant operators, particularly in regions with high energy costs, that kind of efficiency can have a direct and measurable impact on margins.

The design incorporates additional passive strategies that further reinforce this approach. The south-facing façade is intentionally limited in terms of openings to reduce solar exposure, while the staggered placement of containers creates natural pathways for cross-ventilation. Together, these decisions turn airflow into a functional system, replacing what would otherwise require constant mechanical intervention.

This emphasis on passive performance reflects a broader trend in hospitality toward “invisible technology,” where the most effective innovations are those that reduce friction without adding complexity. Just as modern POS platforms aim to streamline operations behind the scenes, PETTI’s design minimizes the need for active systems by embedding efficiency into the structure itself.

Spatial configuration also plays a role in performance. Despite being built on a narrow, linear site, the vertical stacking of containers increases ceiling height, improving air circulation and overall comfort. Skylights introduce natural light deep into the interior, reducing reliance on artificial lighting during daytime hours. These are not just aesthetic decisions. They are energy management strategies that contribute to lower operating costs over time.

Inside, the material choices continue the theme of resource optimization. Reclaimed deck wood, oxide flooring and reused lighting components reduce the need for new inputs while maintaining a cohesive design language. In effect, the interior becomes an extension of the building’s broader system, where every element is evaluated through the lens of efficiency and impact.

For restaurant operators and technology providers, projects like PETTI raise an important question. As the industry continues to invest heavily in digital transformation, from AI-powered marketing platforms to integrated payment ecosystems, how much attention is being paid to the physical environments in which these systems operate?

There is a growing recognition that true operational efficiency requires alignment across both digital and physical layers. A restaurant can deploy the most advanced software stack available, but if its infrastructure is energy-intensive, poorly ventilated or expensive to maintain, those gains can be offset. Conversely, a building designed for efficiency can amplify the impact of technology investments by lowering baseline costs and improving the overall guest experience.

PETTI Restaurant does not rely on cutting-edge software or automation. Yet it embodies many of the same principles driving innovation across restaurant technology: integration, efficiency and scalability. By treating waste as a resource, climate as a design input and structure as a performance system, it offers a different lens on what “smart” can mean in a restaurant context.

As operators continue to navigate rising costs, labor challenges and evolving guest expectations, the conversation around restaurant technology is likely to expand. It will not be limited to what happens on a screen or in the cloud. It will increasingly include how spaces are built, how they perform and how intelligently they use the resources around them.

In that sense, PETTI may be less of an outlier and more of an early signal. The future of restaurant technology may not just be digital. It may be structural.

Source https://restauranttechnologynews.com/2026/03/shipping-containers-become-smart-infrastructure-for-restaurant-design/

Jan/San & Disposables

Tissue Summit Brasil 2026 brings the industry together in São Paulo focused on Industry 5.0, innovation and competitiveness
The event in São Paulo combined innovation, strategy and recognition of the key players across the tissue value chain

Tissue Summit Brasil 2026, one of the leading annual events for the tissue paper industry in Latin America, took place on March 23–24 in São Paulo, at the Hotel Tivoli Mofarrej, bringing together leaders, executives and companies from across the entire value chain under the theme “Industry 5.0: Technology and People.”

Over the course of two days, the event addressed the main challenges facing the sector, highlighting the need to integrate technological innovation, operational efficiency and human capital as strategic pillars to strengthen competitiveness in an increasingly demanding environment.

TECHNOLOGY, DIGITALIZATION AND STRATEGY DEFINE THE FIRST DAY OF THE EVENT

The opening presentations, delivered by ANDRITZ and Valmet, analyzed the evolution of the sector in an increasingly digitalized industrial environment, with a focus on productivity, efficiency and strategic positioning. In the same vein, Color Química, INCAPE and QNB Group presented applied solutions in chemicals, converting and operational resilience, providing an integrated view of the value chain. The block also included a Talk Tissue session moderated by Felipe Quintino, CEO of Nexum Group, together with Eduardo M. Aron, Tissue General Director at Bracell, where key challenges for the development of the industry were discussed.

In the afternoon, the focus shifted to the practical application of technologies. Euromonitor International presented an analysis of consumer behavior and the evolution of the tissue and hygiene market, while Voith, Dynatech and Gambini addressed innovations in machinery and processes. Meanwhile, Solenis and FactoryPal highlighted the use of data, automation and smart solutions to optimize operations and improve industrial efficiency.

The first day concluded with a presentation by Luis Bueno, Executive Vice President of Consumer Goods at Suzano, who addressed value creation and sector challenges, followed by Buckman, with a focus on operational stability. In addition, Valgroup presented perspectives on regulation in the plastics sector and its impact on the industry. The day ended with an executive panel featuring leaders from IPEL, Damapel and Jakspel, who discussed topics such as efficiency, competitiveness and business management.

TISSUE ONLINE AWARDS RECOGNIZE LEADING COMPANIES IN THE INDUSTRY

The 5th edition of the Tissue Online Awards recognized companies that stood out for their performance, innovation and contribution to the development of the tissue paper industry over the past year. Held within the framework of Tissue Summit Brasil 2026 in São Paulo, the awards brought together key players from across the value chain in a space designed to highlight best practices in the sector.

As in previous editions, the winners were determined through popular vote, reflecting the perception of industry professionals regarding the companies driving competitiveness and technological advancement in the segment. In this edition, companies were recognized across different supply chain categories, including Valmet, INCAPE, VOITH, Solenis, Color Química do Brasil and Plasdil.

Beyond the results, the awards have consolidated their role as a benchmark within the sector by highlighting the players that continuously contribute to strengthening the industry, in a context marked by challenges such as rising input costs, margin pressure and economic instability.

In this context, the 2026 edition also included the Tissue Online Recognition, a special segment that highlighted leaders who have made significant contributions to the evolution of the industry. This initiative broadens the scope of the awards by recognizing not only corporate performance but also the strategic contributions of professionals driving the sector’s development.

OPERATIONS, EFFICIENCY AND HUMAN FACTORS DEFINE THE SECOND DAY OF THE EVENT

The second day of Tissue Summit Brasil 2026 began with the “Excellence in Development” panel, which brought together specialists from Damapel and Suzano to analyze the evolution of production processes and the challenges associated with increasing competitiveness in the industry. The discussion addressed the need to move toward more efficient, integrated and adaptable models, in line with evolving market demands.

Throughout the morning, companies such as Nalco Water, ProJet B.V., Petrofer and Valmet presented solutions aimed at improving industrial performance, focusing on process optimization, applied production technologies and advancements in operational efficiency. The presentations emphasized the importance of continuous innovation as a tool to raise performance standards in the industry.

At the same time, Regiane Herchcovitch, from Soul HR Consulting, highlighted the human factor, emphasizing the importance of psychological safety, leadership and organizational purpose as key drivers for enhancing team performance and sustaining long-term results.

In the afternoon, the “Efficiency & Maintenance” panel brought together representatives from IPEL, Softys and Bracell, who shared experiences in asset management, reduction of unplanned downtime and continuous process improvement. Complementing this block, presentations from Contech, Firefly and Plastiweber addressed solutions focused on operational safety, contaminant control, risk prevention and adaptation to new regulatory and environmental requirements.

MARKET ANALYSIS AND SUPPLY CHAIN STRATEGIES CLOSE THE EVENT

The event concluded with a presentation by Fastmarkets, which provided an updated overview of prices, trends and outlook for 2026 in the tissue and pulp sector in Latin America, offering a strategic perspective on market dynamics and short- to medium-term challenges.

In addition, FIS Impianti and Plasdil presented advances in automation and sustainability, highlighting the role of technological innovation in process optimization and adaptation to new regulatory requirements. In parallel, a panel featuring representatives from Softys and Santher discussed sourcing strategies, supplier management and cost control in a context of increasing pressure on the supply chain.

Beyond the technical analyses, the final block provided a comprehensive view of the sector, in which operational efficiency, digitalization and coordination among the different players in the value chain emerged as key factors to sustain competitiveness.

Tissue Summit Brasil 2026 concluded with a clear overarching message: the industry is undergoing a transformation that requires greater integration between strategy, technology and people, positioning events like this as key platforms for anticipating trends, sharing knowledge and strengthening the development of the sector in the region.

Source https://tissueonlinenorthamerica.com/tissue-summit-brasil-2026-brings-the-industry-together-in-sao-paulo-focused-on-industry-5-0-innovation-and-competitiveness/

Renova strengthens its commitment to sustainable innovation at ModaLisboa with immersive installation
The company showcases its recycled textile-based paper in a space highlighting the environmental challenges of the fashion industry

Renova took part in a new edition of ModaLisboa, reinforcing a long-standing partnership with the event. On this occasion, the company introduced an immersive installation featuring hundreds of suspended paper rolls, creating a dynamic and interactive environment designed to engage visitors.

The space also featured host Mingyu Wang, who enhanced the experience through interviews and audience interaction, strengthening the connection between the brand and attendees.

A key highlight of the presentation was Renova TextilPapier, a paper made from recycled textiles that combines the softness of fabric with the precision and hygiene standards of premium paper. Through this product, the company aims to demonstrate new possibilities in the use of recycled materials.

The concept behind the installation also addressed one of the fashion industry’s major challenges: the environmental impact associated with consumption and fast fashion. With this approach, Renova promoted reflection on circular economy practices and the potential to give new life to materials that would otherwise be discarded.

During the event, visitors were invited to explore the installation and discover the innovation firsthand, reinforcing the company’s positioning in sustainability and material development.

Source https://tissueonlinenorthamerica.com/renova-strengthens-its-commitment-to-sustainable-innovation-at-modalisboa-with-immersive-installation/

ISSA and Tork Announce the Winners of Second Annual Spotless Spaces Competition
ISSA, the Association for Cleaning and Facility Solutions, and Tork, the global leader in professional hygiene, are proud to announce the winners of the second annual Spotless Spaces Competition, This exclusive ISSA-member benefit showcases the teams that go above and beyond to create safe, healthy, and accessible environments. From sparkling floors to fresh, inviting spaces, these teams set the standard for cleaning excellence.

“The Spotless Spaces Competition represents the very best of our industry worldwide —where precision, innovation, and a deep commitment to excellence come together,” said ISSA Executive Director Kim Althoff. “These companies are not just raising the bar—they are redefining it, creating environments where health, safety, and well-being are protected at the highest level. Their work sets a global standard and serves as a benchmark for what this industry can and should achieve and we applaud them.”

The competition recognizes excellence in three categories:

Tork Think Ahead Facility Excellence Award Winner: American Museum of Natural History, New York, NY
U.S. Spotless Space of the Year Winner: Tampa Bay International Airport, Tampa, FL; Maintained by Flagship Facility Services, Inc.
International Spotless Space of the Year Winner: Quito Metro Stations, Quito, Ecuador; Maintained by Forto Facilities.

Tork Think Ahead Facility Excellence Award Winner: American Museum of Natural History, New York, NY

The Tork Think Ahead Facility Excellence Award honors a facility that demonstrates a best-in-class approach to hygiene for people and planet, selected following a rigorous criterial set by Tork. The U.S. and International Spotless Space of the Year winners were selected through an extensive voting process that engaged both industry professionals and the public.

“We are proud to recognize The American Museum of Natural History in New York as the recipient of the Tork Think Ahead Facility Excellence Award,” said Matthew Urmanski, Vice President Commercial, Region North America at Essity. “The Museum exemplifies sustainable hygiene principles through innovative practices that improve operational efficiencies and support better hygiene for all. By implementing a robust training program and adopting hygiene solutions that support inclusive hygiene, The American Museum of Natural History demonstrates their commitment to delivering cleaner, safer, and more welcoming spaces for all.”

“Creating a clean, welcoming environment is essential to the visitor experience,” said Michael S. Freshour, Senior Director of Custodial Services at the American Museum of Natural History. “I’m incredibly proud of our custodial team, whose hard work ensures a seamless, and comfortable, experience for every guest. This recognition is a testament to the consistency, professionalism, and care our team demonstrates on a daily basis.”

U.S. Spotless Space of the Year Winner: Tampa Bay International Airport (TPA), Tampa, FL; Maintained by Flagship Facility Services, Inc.

“We are incredibly proud of the strong partnership we’ve built with Flagship and deeply appreciate the reliability, dedication, and attention to detail their employees bring to Tampa International Airport. This ISSA award is a well-deserved recognition of their professionalism and the meaningful impact they make on the guest experience at TPA. It truly reflects the passion and high standards their employees bring to their work every single day,” said John Tiliacos, Tampa International Airport Chief Operating Officer.

“We’re incredibly proud of our team and our partnership with Tampa International Airport. Maintaining a spotless environment in such a high-traffic facility takes dedication, teamwork, and a shared commitment to excellence. This recognition from ISSA reflects the pride we take in delivering a clean, safe, and welcoming experience for every traveler who passes through Tampa Bay International Airport (TPA)”, said Derrick Deadwiler, Senior Vice President of Operations for Flagship Facility Services, Inc.

International Spotless Space of the Year Winner: Quito Metro Stations, Quito, Ecuador; Maintained by Forto Facilities.

“From Ecuador to the world, FORTO FACILITIES demonstrates that ensuring mass transit systems at a spotless standard is possible, 24/7. Being recognized as the International ‘Spotless Space of the Year’, with Metro de Quito stations awarded among the cleanest spaces globally, reflects the standard our team has built through discipline, excellence, and an unwavering commitment to every detail, every day,” said Andres Prado, President of Forto Facilities.

The Spotless Spaces Competition is an important feature of International Cleaning Week 2026, held from March 23-28. This global event underscores the cleaning industry’s vital role in protecting public health and driving economic impact. To see a list of

For more information about the Spotless Spaces Competition, its winners, runners up, and finalists visit https://www.issa.com/advocacy/international-cleaning-week/spotless-spaces-winners-2026.

Source https://www.issa.com/industry-news/issa-and-tork-announce-the-winners-of-second-annual-spotless-spaces-competition/

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