Industry Spotlight

Tommy Bahama’s restaurants are thriving, on and off the beach

The clothing company has carved out a unique niche in casual dining with its combination of retail stores and restaurants that offer customers a sense of escape.

When most people think of Tommy Bahama, they probably picture Hawaiian-print shirts, Panama hats and polos with the little marlin logo.

But the island-chic clothing brand also runs restaurants at some of its 160 retail stores, where customers can take a break from shopping to dig into coconut shrimp, mahi mahi tacos and cocktails like the Permanent Vacation.

And those restaurants have quietly done quite well.

Sales at Tommy Bahama’s 29 restaurants and bars rose 9.4% last year, according to Technomic Top 500 data, to $118.7 million, extending a 13-year streak of sales growth, minus 2020.

Seattle-based Tommy Bahama has been operating restaurants for almost as long as it’s been selling clothes, but the unusual combination happened more or less by accident.

Founded in 1993 as a wholesaler to department stores, the company opened its first retail shop in 1996 in Naples, Florida, in hopes of bringing its endless-summer vibes directly to consumers. The space next door, a former restaurant, was also available. Founders Tony Margolis and Bob Emfield knew nothing about restaurants, but, being entrepreneurs, they decided to give it a go.

“They brought some friends in that did know about restaurants and launched it, and it was wildly successful right from the get go,” said Rob Goldberg, EVP of resorts, restaurants and bars for Tommy Bahama Group.

After that, the first five Tommy Bahama stores opened in the ’90s had restaurants attached.

Tommy Bahama considers itself a lifestyle brand, offering not only clothing but also home goods, luggage, fragrances, resorts and even gazebos, all geared toward relaxation, preferably with sun and sand nearby.

The restaurants play a key role in this extended universe, helping to bring Tommy Bahama to life through food, drinks and atmosphere. Servers wear Tommy Bahama apparel, and there is often live music of the singer-songwriter variety to set the mood.

“It’s so much easier to translate the brand when [customers] can see it and touch it and feel it,” Goldberg said. “It’s very much shorthand for the brand.”

Restaurants help bring the brand’s vacation vibes to life.

Having both restaurants and retail under one roof has given Tommy Bahama some unique advantages. When the store launches a new spring line, it can throw a party with apps. And if a server accidentally spills on a customer’s shirt, “We’ll go into our store and bring them another shirt,” Goldberg said.

The two sides work together as customer funnels, too. On busy weekends, people waiting for a table might pop into the shop with wine in hand (“Chardonnay is definitely a shopping lubricant,” Goldberg said). And during the holidays, visitors to its mall locations often decide to grab a bite to eat before getting back to their shopping.

“Other restaurants just don’t have those kinds of tools at their disposal,” Goldberg said.

The fortunes of both businesses tend to go in lockstep, though there are markets and seasons where the restaurant side does better, and vice-versa. In times like this one, when many consumers are watching their spending, the restaurants are typically stable while the retail side slows.

“People don’t generally stop drinking and eating. But they might not go by a sweater or a shirt,” Goldberg said.

Customers can shop while they wait for a table.

The Tommy Bahama restaurant experience can also stand on its own, outside of its usual habitat of malls and tourist destinations. The company was initially a bit intimidated about planting a flag in restaurant-rich New York City, for instance. But Tommy Bahama’s laid-back atmosphere turned out to be exactly what locals were looking for. The restaurant on 5th Avenue in Manhattan doesn’t serve many tourists, but has become an unlikely power lunch spot for nearby office workers.

“It is a place where New Yorkers feel like, ‘This is a place that’s just different … like I’m on vacation,’” Goldberg said.

Tommy Bahama has been opportunistic about opening new locations, including three in 2024 and two in 2025, with one each planned for this year and next. But not all of its retail outlets make sense for a restaurant, and it does not have ambitions to become a giant restaurant company, Goldberg said.

“We aspire to take our guests someplace great, and so there’s only so many spots that we think are great,” he said. Tommy Bahama will keep growing, but gradually, so that it can maintain the experience and quality it’s known for.

Over the years, the restaurants have evolved. They now lean more coastal than tropical, and are less theme-y and a bit more refined. During the pandemic, its outdoor Marlin Bars were a huge hit, but more recently, customers have shown a desire to move back into the dining room for more of a traditional full-service experience. Tommy Bahama has followed along.

“The fickle consumer is always gonna be moving, and so are we,” Goldberg said.

The brand is also lucky to have a lot of loyal customers, the type who will travel from location to location as if to fill up their Tommy Bahama passport, dining and drinking and adding to their wardrobe. It helps that many of its stores are in appealing locales, like Palm Springs and Hawaii.

“It’s a very highly engaged community that really loves the whole lifestyle,” Goldberg said. “It’s really fun to be able to express that.”

Source https://www.restaurantbusinessonline.com/financing/tommy-bahamas-restaurants-are-thriving-beach

 

Dairy Queen is giving cash to franchisees that open new locations

The new program gives operators $150,000 in cash to franchisees that open one of its Grill & Chill location on time

Want to open a Dairy Queen? The brand will give you cash.

The Minneapolis-based treat chain said on Wednesday announced a new incentive program, giving franchisees who open one of the brand’s Grill & Chill fast-food units a $150,000, lump-sum payment, provided they open the location on time.

Each subsequent freestanding restaurant they open within 18 months of the first unit will yield a bigger, $200,000 cash incentive. The program applies to franchise agreements approved in the U.S. and Canada.

“This initiative is designed to support franchisees who are ready to grow with the brand and have a solid development strategy in place,” Gregg Benvenuto, VP, franchise development in the U.S. and Canada, said in a statement.

Dairy Queen is one of a number of chains that have started offering incentives to encourage franchisees to open new units, including some, such as Firehouse Subs, offering direct cash.

Dairy Queen’s is more generous than many others, though the initial investment on a Grill & Chill location ranges from $1.5 million to $2.6 million, according to the company’s franchise website.

The fast-food chain has been shifting away from its more traditional, treats-only locations toward full-fledged fast-food restaurants. That can be seen in the numbers: Average-unit volumes increased 4.5% to $1.2 million. But the chain closed more than 2% of its U.S. locations and finished 2025 with just over 4,100 restaurants, according to Technomic Ignite data.

Source https://www.nrn.com/restaurant-franchising/dairy-queen-is-giving-cash-to-franchisees-that-open-new-locations

 

Clover Food Lab shuts down as the plant-based meat trend fades

The 11-unit Massachusetts-based chain, which had been looking for a buyer, is closing its locations on Thursday, two years after it emerged from bankruptcy.

Another plant-based chain is shutting down.

Clover Food Labs which two years ago emerged from bankruptcy with a vow to grow rapidly across New England, is closing its remaining 11 restaurants on Thursday, the company acknowledged in an email on Wednesday.

“For 17 years, we have championed local farms and served tens of thousands across Greater Boston,” Julia Wrin Piper, Clover’s CEO, said in a statement to customers announcing the closure. “We’re deeply saddened to share this news—for our employees, New England farmers, and you, our guests and supporters.”

Clover Food Lab was once considered a hot, up-and-coming concept that hoped to ride a wave of plant-based menus. Ayr Muir founded the concept as a food truck in 2008. Eventually, the concept grew to a dozen locations.

Former Panera Bread CEO Ron Shaich was an early investor and at one point the brand’s locations boasted $1.7 million average unit volumes and EBITDA margins, or earnings before interest, taxes, depreciation and amortization, of 18% of revenues.

But the chain struggled during the pandemic. The company didn’t get anticipated financing or sales growth, ultimately leading to its 2023 bankruptcy filing.

Clover emerged from that process the next year and vowed to grow to 60 locations in New England over the subsequent five years.

But then Clover ran into an economy suddenly unfriendly to both the industry and the plant-based trend. In April, the company warned that a shutdown was possible by the end of this month, while reports indicated that the concept was seeking a buyer.

In her message, Piper said that rising costs did the company in, noting that ingredient costs are up 30% to 50% over the past two years. “In the best of times, margins are thin, building new restaurants is expensive, and our industry is the most exposed to macroeconomic forces,” Piper wrote.

“Today, everyone is getting hit with rising costs. Food prices are up. Delivery prices are up. And a hundred other costs are moving in the same direction.”

Piper said that the company raised prices, “but there’s a limit. Every one of you is likely thinking about how you save and spend right now, too.”

A number of plant-based restaurant chains years ago received investment funding while companies like Impossible Foods and Beyond Meat put their products into grocers and major fast-food chains. The concepts hoped to catch fire with meat-loving consumers who wanted to cut back for health and environmental reasons.

But the trend has clearly waned. Beyond Meat, the plant-based meat maker that in 2019 sold its products in Dunkin’ locations and which counted former McDonald’s CEO Don Thompson among its backers, has lost more than 99% of its stock price value over the past five years.

Pinky Cole, the founder of the plant-based concept Slutty Vegan, filed for bankruptcy earlier this year. The vegan chain Planta filed for bankruptcy and was sold to its lender earlier this year. And Veggie Grill closed 40% of its locations in 2024 before it was sold to Next Level Burger.

At the National Restaurant Association Show last week in Chicago, plant-based food items that in recent years were popular displays among the exhibits, were few and far between, largely replaced by protein.

Source https://www.restaurantbusinessonline.com/financing/clover-food-lab-shuts-down-plant-based-meat-trend-fades

 

Rising Fuel Costs Drive New Margin Pressures for QSR Operators

Operators are confronting a less predictable cost pressure that can ripple through delivery economics, supply chains, consumer spending habits, and restaurant margins.

For the past several years, QSR operators have dealt with rising inflation. As food, labor, and occupancy costs have grown, QSRs have had to stay disciplined on pricing, efficiency, and margins.

That pressure hasn’t gone away. But another cost is starting to show up across the industry, one that can behave very differently from the rest: fuel.

Fuel isn’t something most QSR operators track directly, but it runs through several key expenses. Unlike food or labor, fuel costs can be volatile. They don’t follow the same steady pattern as other inputs, and fuel’s position in the supply chain can impact businesses more quickly than other factors.¹

A cost that shows up across the business

Fuel prices have the most visible impact on the cost of supplies and the cost of distribution. When gasoline and diesel prices rise, so do the costs of transporting ingredients, packaging, and supplies to the store. Those increases tend to show up in an operator’s P&L, even if underlying food costs haven’t changed.

Delivery is another pressure point. Off-premises ordering remains a meaningful part of the QSR model, and fuel costs directly affect the economics of each order. When those costs move higher, margins on delivery orders can tighten quickly.

What it looks like at the unit level

Consider multi-unit operators with a mix of suburban and highway locations.

As fuel prices rise, they’ll likely start to see freight surcharges added to their suppliers’ invoices. At the same time, their delivery costs could start edging up and driver availability may become less consistent.

On their own, these changes may not have a dramatic impact. But together, they can compress margins, especially on high-volume delivery items like combo meals, chicken orders, and family bundles where pricing is already tight.

In response, operators will typically adjust their operations: updating select menu prices; scaling back lower-margin promotions; tightening inventory; and delaying nonessential capital spending. Given the fluctuating nature of fuel prices, operators may need to make these decisions much more frequently to keep their financial performance on track.

Consumers get pinched, too

Of course, rising fuel costs don’t just affect operators. Consumers feel the pinch, too.

Gas is one of the most visible household expenses. According to the U.S. Bureau of Labor Statistics, the average U.S. household spent $2,400 on gasoline in 2024, equal to about 3 percent of a household’s total annual budget.

Even modest increases in fuel prices can affect spending decisions. These increases influence how often people dine out, what they order, and how far they’re willing to drive for a meal.

Customers who are more cost-sensitive may consolidate trips, lean toward lower-priced items, or seek promotions as their fill-up prices increase.

How operators can better plan amid rising fuel prices

Unlike food or labor, fuel costs can move quickly. They don’t always follow the more deliberate pattern as other inputs, and their impact is more difficult to anticipate.¹ When costs become volatile, planning becomes less precise and forecasts may need to be revisited more often.

Ultimately, this shortens the planning horizon. Operators must place more weight on flexibility and keep their options open on pricing, inventory, and capital timing.

Rising fuel costs also make it challenging to balance margins amid fluctuating customer store traffic. Instead of broad price increases, QSR operators must be more targeted in how they manage pricing and promotions. At the same time, better inventory control, tighter labor scheduling, and smoother kitchen operations can help offset cost pressure that can’t be managed directly. Maintaining liquidity on the balance sheet is also a critical part of navigating pricing volatility.

A different kind of cost pressure

Fuel costs can add another layer of uncertainty to inflation and ultimately impact how QSRs are managed. Operators who can stay disciplined while adjusting to fuel price changes quickly will be better positioned to manage what comes next. Fuel may be only one part of the cost structure, but it has become one with a truly immediate impact.

Mark Wasilefsky is the Head of the Restaurant Franchise Finance Group at TD, where he leads the bank’s efforts to support growth, acquisitions, and innovation in the restaurant and franchise sectors. He brings over two decades of experience in investment and commercial banking, with a deep specialization in franchise finance. Before joining TD, he was senior vice president at RBS Greenwich Capital. Mark holds an MBA in Finance from Western New England University and a BA in economics from the University of Connecticut.

Source https://www.qsrmagazine.com/story/rising-fuel-costs-drive-new-margin-pressures-for-qsr-operators/

 

Dog Haus appoints two Jersey Mike’s franchisees to C-suite positions

The fast-casual chain is boosting its leadership with experienced franchise operators. The new execs have also pledged to open 50 Dog Haus units as franchisees themselves.

Dog Haus is moving into the next phase of its ground-breaking plan to rethink franchising as we know it.

The Pasadena, California-based fast-casual chain on Thursday announced that two longtime Jersey Mike’s franchise operators will be joining Dog Haus’ executive team.

Chris Rigassio was named president and chief development officer. And Garen Khodaverdian is Dog Haus’ new chief operating officer.

The two have also become stakeholders in the chain.

And Rigassio and Khodaverdian have also signed on as franchisees, pledging to open 50 Dog Haus locations in Southern California. Their first Dog Haus opened in San Fernando earlier this year.

The move is part of a slow unfolding of a plan by Dog Haus CEO Michael Montagano to build a new franchising model.

Montagano sees traditional franchising as fundamentally misaligned, with franchisor and franchisee caught in an us-against-them dynamic.

The changes at Dog Haus are designed to help the franchisor move more in lock step with franchise operators. Ultimately, Montagano also hopes to attract a network of experienced franchise operators for the Dog Haus brand that will accelerate growth nationally.

If all goes as planned, the 60-unit Dog Haus will move quickly toward reaching 1,500 locations across the country.

The plan begins with bringing these veteran operators into leadership roles.

Rigassio, for example, is the founder and former CEO of Prospect Capital Restaurants, a franchisee of both Jersey Mike’s and Wingstop with about 70 units. Rigassio remains on the board of that company and as a shareholder.

Khodaverdian, meanwhile, is also a Jersey Mike’s franchisee with 12 units, a business he is in the process of selling to another Jersey Mike’s operator as he shifts his focus to Dog Haus.

Rigassio and Khodaverdian are partners in the franchise company High Performance Hospitality, which will operate the 50 Dog Haus units across Southern California. Six more are expected to open in the next 12 months.

Their first restaurant in San Fernando has already taken on the pilot of a new menu and a new beverage program to be rolled out, said Montagano.

And that’s the beauty of this more aligned structure, he said.

“You have franchisees in leadership making decisions that are focused on making the franchisee experience better, more efficient, driving top line, improving earnings,” he said. “And they’re leading by example and then leveraging that experience to educate the larger franchise base on not only why it’s a good idea, but how to implement it effectively, with learnings along the way.”

Chris Rigassio (left) and Garen Khodaverdian have joined the Dog Haus executive team and are franchisees.| Photo courtesy of Dog Haus.

Montagano argues this dynamic is different than when a franchisor operates corporate locations.

“[Franchisees] can say, ‘Look, I’ve been running this. Here’s what I’ve learned,’” he said.

It’s not that unusual for executives on the franchisor team to also be franchise operators. What’s more unusual is what will happen next at Dog Haus.

In his new role at Dog Haus, Rigassio will spearhead the recruitment of 15 area directors who will each be tasked with developing 100 territories within a certain geographic region.

Montagano said those 15 area directors will be “highly capitalized, well respected” franchise operators across many brands who will, first, self-develop, then ultimately oversee the larger system they help create.

The area directors will also have an opportunity to become equity holders in the company. As a group, they will be represented with a seat on the board, giving them say in management and full transparency.

(Southern California, where Rigassio and Khodaverdian and many company-owned units operate, will remain outside that area director network, Montagano said.)

Khodaverdian, meanwhile, will focus on long-term sustainable growth for Dog Haus, working on streamlining operations, improving efficiencies, managing costs and the overall guest experience.

And more news is coming. Montagano said another C-suite hire is soon to be announced.

It’s early yet, but Montagano believes Dog Haus could soon be a case study for a new approach to franchising.

“I do believe it will capture the attention of others in franchising, both big and small,” he said.

Source https://www.restaurantbusinessonline.com/leadership/dog-haus-appoints-two-jersey-mikes-franchisees-c-suite-positions

 

Tijuana Flats relaunches franchising

Under the ownership of Latitude Food Group, the 100-unit fast casual chain will partner with operators to open new units and refranchise select corporate stores.

Dive Brief:
Tijuana Flats has relaunched franchising over a year after it emerged from bankruptcy and about six months after &pizza acquired the chain and formed Latitude Food Group, according to an emailed press release.
The fast casual chain, which has roughly 100 company-owned and franchised stores, will work with partners to open new units nationwide while also refranchising select corporate stores, according to the press release.
With support, resources and financial backing from Latitude Food Group, Tijuana Flats has introduced limited-time offers and refreshed its menu, which has helped it recover somewhat from its pre-bankruptcy troubles.

Dive Insight:
Tijuana Flats has seen a significant turnaround with its sales trajectory. The brand had one of its most successful Cinco de Mayo promotions in its history. Compared to Cinco de Mayo 2025, Tijuana Flats posted a 54% increase in sales and had its highest single day of catering and loyalty sales in its history.

Latitude Food Group has updated the chain’s franchise disclosure document and is seeing strong interest from prospective franchisees, Chief Development Officer Brett Willis said in a statement.

“We’re having conversations with experienced operators who see the power of the Tijuana Flats brand and the significant runway ahead,” Willis said. “They’re not only interested in acquiring existing corporate-owned locations but also want to help fuel expansion and introduce Tijuana Flats to new markets beyond the Southeast.”

Latitude Food Group’s ownership of &pizza offers franchisees multi-brand ownership opportunities, the press release said. This can provide operators an ability to “broaden their portfolios, streamline operations, and grow their businesses efficiently within a single, integrated platform,” the company said.

Sister company &pizza also started franchising in 2025, with a goal to reach 300 units by 2030.

Source https://www.restaurantdive.com/news/tijuana-flats-relaunches-franchising/821259/

 

Church’s Texas Chicken appoints Popeyes vet as chief commercial officer

Kevin Nemeth will oversee various aspects of the chain’s commercial strategy and help connect brand, digital, loyalty, menu and execution.

Name: Kevin Nemeth

New title: Executive vice president, chief commercial officer, Church’s Texas Chicken

Previous title: Chief digital and marketing officer, Authentic Restaurant Brands

Kevin Nemeth has over 15 years of experience leading digital transformation across various industries, including restaurant, retail, financial services and consumer brands, according to a press release. In his most recent position at Authentic Restaurant Brands, he oversaw marketing and digital strategy across multiple concepts. He has also worked at Popeyes, TD Bank, L’Oréal, and HSN.

In his new job, Nemeth will work on various aspects of the chain’s commercial capabilities, including how Church’s branding appears creatively and culturally and how it engages with guests digitally. His focus will also include growing traffic and increasing guest frequency, supporting franchisees at the store level and providing new ideas for the guest experience.

Nemeth will focus on creating a more integrated commercial approach by connecting brand, digital, loyalty, menu strategy and restaurant execution, the announcement noted.

During the two years he worked at Popeyes, Nemeth helped grow digital sales from about 4% to 20% of total sales and helped launch the Popeyes Rewards program, which reached 5 million members during its first six months.

“Church’s is entering an important phase of growth, and our ability to connect with guests in more relevant and measurable ways will be critical to our continued success,” Roland Gonzalez, Church’s Texas Chicken CEO, said in a statement.

Source https://www.restaurantdive.com/news/churchs-texas-chicken-hires-kevin-nemeth-chief-commercial-officer/821127/

 

Wendy’s Welcomes Wright Back

Wendy’s welcomed back Robert Wright as the chain’s president and chief executive officer.

Wright comes to Wendy’s from Potbelly, where he served as president and chief executive officer. His prior experience includes multiple senior leadership roles at Wendy’s, including as executive vice president and chief operations officer. Wright’s resume also includes stints in leadership roles at Charleys Philly Steaks, Checkers Drive-In Restaurants, Inc. and Domino’s Pizza, Inc.

Wright replaces Ken Cook, who had served as CEO on an interim basis since July of 2025. Cook will remain with the company as chief financial officer, which was his role prior to becoming interim CEO.

Brand Snapshot: Wendy’s

Founded: 1969 by Dave Thomas

Business type: Quick service restaurant chain

Units: More than 7,000 systemwide as of May 2026

Source https://fesmag.com/topics/the-latest-news/23671-wendy%E2%80%99s-welcomes-wright-back

 

Foodservice Equipment

Restaurant Technologies Promotes Partee to President and CEO

Alissa Partee will be promoted to president and chief executive officer for Restaurant Technologies, effective July 1, 2026. Partee, who currently serves as the company’s chief operating officer, will replace Jeff Kiesel, who will retire from RTI.

This transition is the result of a multi-year succession planning initiative, per a company release.

Partee joined RTI in 2020 as chief people officer. In 2024, she assumed her current role as COO.

Kiesel became CEO in 2005 and during the ensuing years he saw the cooking oil recycling company expand to 41 depots from 12.

Brand Snapshot: Restaurant Technologies
Headquarters: Mendota Heights, Minn.
Owners: Sold from Goldman Sachs Asset Management to Energy Capital Partners in 2022
Products: Provides a closed loop system that delivers, stores, filters, monitors, collects and recycles commercial cooking oil.

Source https://fesmag.com/topics/the-latest-news/23677-restaurant-technologies-promotes-partee-to-president-and-ceo

 

Middleby Welcomes Back Norman

Ryan Norman has rejoined Middleby as vice president of consultant services, where he will lead efforts to promote the company’s brands across the foodservice consultant community.

Norman previously served as the director of consultant services for Middleby.

The Middleby Consultant Services team will now report directly to Group President Will Means, who also oversees Dealer Buying Group relationships. This strategic realignment is designed to unify key channel operations and reduce operational friction, according to a release.

Norman will be supported by the established Middleby team of Hannah Guy, Madison Fitzgerald and Oliver Eaglen.

Brand Snapshot: Middleby
Company type: Commercial cooking equipment manufacturer
U.S. headquarters: Elgin, Ill.
No. of employees worldwide: 10,000+
No. of global brands: 110

Source https://fesmag.com/topics/the-latest-news/23664-middleby-welcomes-back-norman

 

Flexeserve Adds to its Tech Team

Flexeserve hired Jordan Brown to serve as a technical solutions specialist. In this role Brown will serve as an IoT, infrastructure and support manager working with the company’s cloud-based support system, Connect.

The system allows customers to control heated display shelves, as well as the unit itself, schedule cook times and access data insights, per a company release.

“Jordan’s arrival will aid in further growth of both Flexeserve and Connect, as he brings with him a wealth of knowledge and experience to support customers on their journey to sell more and waste less,” said Conrad Randell, sales manager, general market for Flexeserve, in a release.

Brand Snapshot: Flexeserve
Company type: Foodservice equipment manufacturer
U.S. headquarters: Southlake, Texas
Products: Hot food holding equipment
President: Dave Hinton

Source https://fesmag.com/topics/the-latest-news/23673-flexeserve-adds-to-its-tech-team

 

Tabletop & FOH

Why Restaurants Need to be More than Food to be Successful in Growing Markets

As a restaurant owner, I know success hinges on creating a full, memorable experience that goes beyond the menu In a city like Charlotte, which is seeing its food and beverage scene grow rapidly. Of course, the food has to be consistent and craveable, but it’s really about building connections with guests and creating intentional moments that keep them coming back. It comes down to the details: creating a thoughtful ambiance that reflects your mission, and service that feels genuine and goes beyond good rapport.

We designed El Puro Modern Cuban Restaurant to transport guests to pre-revolutionary Havana, and the best way to do that was through the decor, lighting, and overall ambience, so the experience begins the moment you walk in.

When guests enter a space, they need to see more than just a beautiful, “Instagrammable” space. They need to feel something that invites them to stay, come back, and understand your mission. For us, El Puro was created as a way for my brother and I to share our culture with the Carolinas and every design choice reflects that intention, showcasing the look, feel, and spirit of the place we call home.

More than “what can I get you?” The experience that your waiter or waitress provides can really make or break a meal. You should train staff to always go above and beyond, always doing more than anticipated. As a business owner, you need to set this expectation during training.
In practice, that means building real relationships with guests, remembering their names, knowing their go-to orders, and recognizing life’s moments. Whether it’s surprising someone with their favorite drink, celebrating a birthday, or adding a thoughtful touch to a special occasion, those small, consistent efforts create lasting impressions.

All meals should be considered special occasions. One of the things we’ve done to create ambience is to have live music every night and during brunch. On weekends, we also have performers who dance to traditional Cuban music throughout the tables, which ultimately draws many guests onto the stage. Not only does this advance our mission of sharing our culture, but it also goes beyond relying on the menu to get guests to come back.

Going above and beyond is essential to stand out, but restaurants also need a clear sense of identity and purpose. Knowing who you are and why you’re different, and leaning into that, is what is going to make sure that extra mile is seen. Your distinct mission, matched with creating an experience that cannot be mirrored anywhere else, will solidify your place as a go-to destination in a growing city.

Source https://modernrestaurantmanagement.com/why-restaurants-need-to-be-more-than-food-to-be-successful-in-growing-markets/

 

Riding the Retro Wave

Seeing the the salad bars, Tiffany lamps, and red plastic cups at a number of Pizza Hut restaurants evokes a sense of nostalgia for diners. In this CBS News piece, Tim Sparks, president of Daland Corporation, notes that these Pizza Hut Classic locations are now among their top-performers with some customers travelling for hours just to dine in the red vinyl booths.

Watch the video https://youtu.be/J9WIS9brrsM?si=Olx430HjXb9I7Nck

Source https://modernrestaurantmanagement.com/riding-the-retro-wave/

 

Why Cleanliness Still Equals Brand Reputation for Restaurants

The cleanliness of facilities is doing far more work than most businesses realize. It is not just a maintenance standard or an operational detail, it is a signal. And increasingly, it is a defining element of brand reputation. Cleanliness consistently ranks at the top of what shapes customer satisfaction, influencing how people perceive and remember a space long after they leave.

While businesses often invest heavily in design and customer experience strategy, the perception visitors form in the first few seconds of entering a facility can outweigh it all. Cleanliness, or the lack of it, becomes a sign of how a business operates more broadly.

Immediate Judgement

Human perception is fast. It takes humans just seven seconds to form a first impression. Before a word is spoken or a service is delivered, people are already interpreting visual and sensory cues such as orderliness, odor and cleanliness.

A clean environment tends to signal safety and professionalism. A neglected one, no matter how small the issue, can introduce doubt. A smudged surface, a messy sink or an overflowing waste bin may seem insignificant by itself, but to a visitor, these details often accumulate into a broader judgment about how the business is managed. Cleanliness functions less like a background expectation and more like a continuous, silent conversation with every visitor.

Restrooms Reflect Business Standards

Restrooms are one of the clearest reflections of a facility’s standards. Unlike lobbies or entryways, which are often staged and regularly refreshed, restrooms show the reality of daily operations. They reveal whether cleanliness is consistent or only surface-level.

The cleanliness level of restrooms plays a role in how visitors judge an entire business. For example, in restaurants, 78 percent of guests say they compare the cleanliness of the restroom to the cleanliness of the kitchen. Clean counters, stocked dispensers, odor control and well-maintained fixtures signal a business is paying attention and cares about hygiene and the guest experience.

Conversely, small lapses, empty paper towel dispensers, unclean sinks or clogged toilets stand out immediately. Even if everything else in the facility is well maintained, restroom conditions can quickly shift perception in the wrong direction. Restrooms are where visitors either begin to build trust in your business or question it.

Cleanliness is a Team Effort

Hygiene practices within a facility are not just about appearance, they reflect the values and professionalism of everyone who works there. This is why staff training is one of the most important investments a business can make. Effective training helps raise operational standards, ensuring that health, safety and hygiene regulations are followed correctly[1]. When team members understand why hygiene standards matter, not just what to do, they become active participants in protecting the brand rather than executors of a checklist.

Choosing durable, long-lasting products reduces the frequency of equipment failures, refills and complaints. A dispenser that jams and toilets that are constantly clogged do not just create extra work, it’s a visible signal to customers that hygiene standards have slipped. Investing in quality products upfront means fewer disruptions, less reactive maintenance and a team that can focus on service rather than damage control.

Consistent Cleaning Schedules

Behind every clean facility is a schedule that most visitors will never notice. A well-designed cleaning schedule transforms hygiene from a reactive task into a proactive standard. Rather than waiting for complaints, scheduled cleaning routines ensure high-traffic areas are checked and refreshed throughout the day, before issues become visible to customers.

This is especially critical during peak hours, when a facility’s standards are most exposed. Every stocked dispenser, odor-free restroom and dry floor is a signal to customers that the business is paying attention. Brand reputation is built, or eroded, by the accumulation of small, repeated experiences. A cleaning schedule ensures consistent cleanliness to help build customer trust.

The Lasting Impact of Cleanliness

Brand reputation is shaped in many visible and invisible ways, but few are as immediate and universal as restroom hygiene. These spaces act as a clear reflection of how a facility is run, showing levels of discipline, consistency and overall care in a way visitors notice right away.

Cleanliness is not simply just about maintenance, it’s about building trust. It signals whether a business is truly delivering on the standards it communicates. Overall restroom hygiene and facility cleanliness does not just support the brand, it quietly shapes how the brand is judged, remembered and talked about after the visit is over.

Tahnie Gilliland has a background in education and more than six years of experience at Sofidel America. She brings a passion for continuous learning and growth to every role. As a marketer, she thrives on tackling challenges, solving problems and working collaboratively to deliver results.

Source https://www.fsrmagazine.com/feature/why-cleanliness-still-equals-brand-reputation-for-restaurants/

 

Food & Beverage

Europe’s fast food menu trends may be heading for U.S. shores

QSR operators looking for the next menu sensation may want to consider the crousty or a dip flight, just two of the items trending across the Atlantic.

Fine dining chefs have long looked to Europe, especially France, for menu inspiration. Not so much fast-food burger, chicken and pizza concepts. For them, Asia seems to have been a stronger influence.

But recently, countries like Spain, Germany and even France are becoming incubators for QSR menu innovation, according to Technomic’s latest Global Menu Trend Study. In 2025, South Korea and Thailand still led in limited-service menu development activity, with 49 and 47 new items respectively, but France had 27, Germany, 19 and Spain, 17.

Perhaps the food with the most compelling name is the Crousty. Originating in France, it has a base of white rice topped with bite-size pieces of crispy chicken, finished with a creamy sauce with spicy or sweet-and-sour flavor accents. Tasty Crousty and Krousty Sabaidi are two French concepts known for the dish, but other brands are launching riffs, too.

Germany is home to the doner kebab, a popular street food imported from Turkey similar to the gyro. Seasoned beef, lamb or chicken is cooked on a vertical spit, thinly sliced and served in a flatbread. But German QSRs are taking it in different directions, creating kebab-style toppings for burgers, pizza and salads. Burger King in Germany offers a chicken patty and burger layered with kebab seasoned chicken, providing a double portion of protein and flavor; it’s rounded out with the cucumbers, tomatoes, onions and yogurt sauce typically used in the traditional flatbread sandwich. Telepizza in Spain rolled out a pizza topped with marinated chicken, onions, kebab spices, oregano and kebab sauce, naming it the Telepizza Kebab.

Signature dips and sauces can lure customers to one restaurant over another, and U.S. chains have been churning out flavors at a record clip. But fans are usually limited to the number of sauces they can add onto an order before they would have to pay an extra charge. France’s fast-food burger chain Quick launched a dip flight of seven sauces packaged in what looks like a paintbox. The LTO is promoted as “a tasting journey across the spectrum of spiciness, from sweet wasabi to hot mango to ghost pepper barbecue.”

The snacking craze has also hit Europe, and Germany is feeding the frenzy with crispy falafel balls—downsized versions of falafel. The shareable snack is available with garlic mayonnaise at Peter Pane, actually a casual-dining restaurant in Germany. Burger King Germany also introduced falafel bites as a snack, served with harissa sauce.

Jacket potatoes have been a hot item on TikTok for about a year, but the loaded baked potatoes haven’t made a significant dent on U.S. chain menus. In Britain, it’s a different story, with iterations of jacket potatoes accelerating.

According to Technomic, breakfast versions are on the rise. SpudBros Express recently rolled out a collection of morning potatoes in the U.K, including the Classic Brekkie featuring garlic butter, a flat omelet, baked beans, three-cheese blend, bacon and house-made Tram Sauce, a spicy mayo-based condiment flavored with Sriracha, mustard and lemon juice. There’s also a Veggie Brekkie and Egg & Bacon Brekkie.

Although Subway doesn’t do breakfast versions, the sandwich giant lets customers replace bread with a baked potato to build-your-own loaded spud with any of Subway’s sub fillings.

Source https://www.nrn.com/food-trends/europe-s-fast-food-menu-trends-may-be-heading-for-u-s-shores

 

How to Meet Consumers’ Clean Caffeine Goals

Behind how caffeine behaviors are shifting and what that means for operators.
The morning daypart remains beverages’ most dependable profit engine, but it is no longer a guaranteed win for programs that treat caffeine as a blunt tool. Consumers still want energy early, yet they increasingly want that energy to come with a cleaner story, ingredient transparency, and benefits compatible with health goals. This evolution creates challenges for operators: meet “clean caffeine” expectations with green tea and plant-forward energy cues and cleaner-label cold brew options, while keeping builds fast enough for rushes and margins strong enough to justify menu space.

Coffee and caffeine remain mainstays, though formats are changing. The center of gravity is moving toward colder, more modern expressions of caffeine, like cold brew, refreshers, and smoothies with a boost. Sunny Sky Products Vice President of Research and Development Laurie Winward points to cold brew as an alternative that has gone mainstream, showing up on high-volume morning menus. The cold brew market is growing more than 22 percent annually, according to Fortune Business Insights.

The clean caffeine trend doesn’t end with cold brew. Gen Z approaches caffeinated beverages with fewer fixed habits and more experimentation. “Gen Z is more fluid,” Winward says. “They’ll go for not only an energy drink, but a matcha latte or a functional tea, and they’re looking for beverages with benefits.” A successful beverage program cannot be built around a single default caffeinated drink. Cold brews, caffeinated refreshers, and functional teas with clean-label claims are required.

But Winward notes consumers also use “clean caffeine” as shorthand for a broader set of requirements, from no artificial flavoring or coloring to preservative-free products made with real fruits and sugars. Partnering with manufacturers like Sunny Sky Products gives operators access to rigorously tested products designed to meet these expectations.

“Clean caffeine starts with natural caffeine sources,” Winward says. Clean caffeine sources can range from green coffee bean extract to tea extracts. One example of this is the Sunny Sky Products Dr. Smoothie Refreshers, which use green coffee bean extract. Caffeine innovation like this allows operators to serve a gentle caffeinated boost in a fruity, clean-label format and no longer limit caffeine to the a.m. dayparts.

Daypart strategy is where clean caffeine programs shine operationally. Morning, Winward says, is about activation and momentum. “Morning is all about waking up, activating your day, starting your day,” she says. Afternoon is different. “There’s that 3 p.m. slump,” Winward says, and consumers want “an energy boost.” That creates a demand profile ideal for green tea and tea-based caffeine formats: enough lift to bridge the afternoon without feeling excessive. Winward points to lower caffeine as a practical sweet spot for this occasion. This is why refreshers have expanded quickly; they can deliver caffeine through tea with a lighter sensory profile and a “cleaner” feel than many legacy energy cues.

The hard part is not identifying what consumers want; it is delivering it at speed. Winward says the biggest operator barrier is “the complexity of these things.” Well-formulated cold brew concentrates can replace complicated Toddy systems and ensure near-perfect consistency. Sunny Sky is a one-stop shop for operators looking to put clean caffeine cues and cold brew performance on the menu without adding back-of-house burden. It’s Upouria cold brew and is built for efficiency and bold flavors. For operators, these SKUs can function as morning traffic builders and check-average drivers because they combine familiarity and indulgence with the consistency advantages of a simplified cold brew system.

On the cleaner, lighter end of the caffeine spectrum, Winward sees refreshers as a category built for today’s expectations and tomorrow’s growth. “Sunny Sky refreshers are right on trend,” Winward says. For operators trying to meet clean caffeine goals, refreshers create a bridge between green tea energy, functional cues, and afternoon-friendly caffeine levels in a format that can be executed quickly.

Clean caffeine is no longer just a morning coffee story. From cold brew at breakfast to refreshers and functional teas in the afternoon, the strongest beverage programs will be the ones that match each daypart with formats that feel modern, clean-label, and operationally efficient. For operators, the opportunity is not simply to serve caffeine, but to serve it in ways that meet evolving consumer expectations for transparency, flexibility, and all-day relevance.

For more information on Sunny Sky Products, visit sunnyskyproducts.com.

Source https://www.qsrmagazine.com/sponsored_content/how-to-meet-consumers-clean-caffeine-goals/

 

The Marketing Playbook Fueling Dutch Bros’ National Expansion

As the beverage chain races toward national expansion, CMO Tana Davila is helping scale the brand’s people-first identity without losing the culture that made it resonate in the first place.

Tana Davila was not a coffee drinker. Not for the first 30 years of her life—until one particularly tired “mom morning,” when a colleague introduced her to Dutch Bros. From then on, before heading into the office as CMO of P.F. Chang’s, she made a stop for coffee.

At Chang’s, Davila leaned into loyalty and delivery, sharpening her ability to use technology as a growth engine. She even dabbled in beverage strategy—a detour that would later feel less like a side project and more like foreshadowing.

Her path to the C-suite wasn’t linear. She began in CPG, learning how to turn the dials of marketing and revenue growth—from product promotion to the fine details of shelf placement. From there, she stepped into the restaurant space, serving as CMO of CKE Restaurant Holdings, overseeing Hardee’s and Carl’s Jr.

So when the call came in 2023 to join Dutch Bros as CMO and help guide its next phase of growth, it wasn’t really a question. She had worked with key members of the leadership team before. She understood the business. Most importantly, she believed in the brand’s culture.

“It’s been a combination of experiences over time that have put me in a good place to lead Dutch Bros,” Davila says. “What I initially loved about the brand is how I’d show up and be a little happier leaving than when I came. It’s the reason people come back—and it’s our role to make the guest’s day better than when they showed up.”

In 2023, Dutch Bros was still largely viewed as a regional coffee player. But the brand had the right bones to compete nationally—particularly as consumer demand surged toward cold beverages and energy infusions, one of the industry’s hottest growth segments.

For Davila, the mandate wasn’t reinvention. It was amplification: double down on Dutch Bros’ DNA and scale it without diluting what made it distinct.

The results have been hard to ignore. The company remains on pace to reach 2,029 shops by 2029. Dutch Bros closed 2025 with 1,136 system shops across 25 states, including its first walk-up-only location in downtown Los Angeles, which opened in November.

A recent acquisition of 20 Clutch Coffee Bar locations across North and South Carolina further accelerated that expansion. Rapid growth, however, can test a brand’s identity. For Davila, protecting it starts with clarity.

“Dutch Bros stands for positive energy, and we manifest that in different ways—whether it’s the friendly service we aspire to deliver every day or how deeply we’re ingrained in our communities,” she says. “We go beyond a very functional beverage. As our founder would say, we’re not in the beverage business, we’re in the relationship business—and the product is love. We don’t lose sight of that.”

Dutch Bros has captured the attention of Gen Z in a way few legacy beverage brands have. It strikes a balance between commerce and culture, curating content and products that reflect what its core customer is thinking and feeling.

From viral straw toppers to car magnets and sour candy straws, Davila spends time on social media watching what customers share, like, and comment on. Inspiration often comes from adjacent categories—ice cream, candy, and mixology—while ideas also flow organically from the brand’s ambassador program.

“The next generation of consumers values customization, which is central to what we do,” Davila says. “Going deeper, there’s this concept of ‘come as you are,’ and we’re very inclusive in everything we do. That resonates with a generation coming of age in a very wild world. Positivity that transcends drinks connects with this group and drives our success.”

Yet behind the personalization is operational discipline. Davila notes that the commercialization of customization is highly structured, allowing the brand to deliver consistent product quality at scale. While drinks can be customized, there are guardrails around how beverages are built and executed in shops, supported by infrastructure designed for consistency.

Now, with the rollout of its official CPG platform, Dutch Bros is building awareness at scale in parts of the country where its footprint is still growing. For Davila, it’s a full-circle moment, given her start in CPG.

“73 percent of our transactions go through the loyalty program, so we have a very one-to-one connection with our guests,” she says. “We want to be where our customers are and offer options for different occasions. We view CPG as an enabler that will scale alongside our shops. The shop should lead—that’s your first interaction with the brand—and as we expand, you’ll see retail goods grow more broadly.”

Whether through drive-thru, walk-up, or a grocery shelf, Davila maintains a people-centric approach as those touchpoints evolve. Even with order-ahead, the model is designed for a physical handoff—an intentional moment of connection that reinforces the brand’s identity. In CPG, that connection extends to purpose, with a portion of proceeds supporting the Dutch Bros Foundation.

“The biggest opportunity for us right now is building brand awareness,” Davila says. “We find that once people experience the brand, they stick with us—whether as an employee or a customer. Growing our team from within has allowed us to deliver a brand experience at scale that’s extremely consistent, whether you’re on the West Coast or the East Coast.”

As the lead marketer for one of the fastest-growing brands in a highly competitive category, Davila emphasizes a strong focus on what you can control and how you show up in the work you’re given.

“As you grow in leadership, you have to get clear on what you can control and what you can positively influence,” she says. “My role is to push my team to be the best versions of themselves. We’re constantly setting big goals and stepping outside our comfort zones. Over time, that builds respect and trust—and in this industry, it creates a dynamic where people want to work with you again and again.”

Source https://www.qsrmagazine.com/story/the-marketing-playbook-fueling-dutch-bros-national-expansion/

 

HVAC & Plumbing

Kroger to Spend $100 Million to Reduce Refrigerant Leaks

DOJ says grocer failed to promptly repair R-22 leaks for almost 10 years

The U.S. Department of Justice (DOJ) recently announced a proposed settlement with The Kroger Co., resolving alleged Clean Air Act violations at grocery stores nationwide.

Under the proposed consent decree, Kroger will spend an estimated $100 million over the next three years to reduce coolant leaks from refrigerators and other equipment and improve company-wide compliance with rules protecting the Earth’s ozone layer. The company will also pay a $2.5 million civil penalty.

“Compliance with the Clean Air Act protects human health,” said Adam Gustafson, principal deputy assistant attorney general of the Justice Department’s Environment and Natural Resources Division (ENRD). “Fixing leaks of ozone-depleting refrigerants makes a real difference in protecting all Americans from the harmful effects of solar radiation.”

The settlement resolves Kroger’s failure to promptly repair refrigerant equipment leaks of the refrigerant R-22 between 2014 and 2023. According to the DOJ, Kroger also failed to keep adequate refrigeration service records.

If entered by the court, the settlement requires Kroger to retrofit or replace 600 large commercial refrigeration systems at its stores to reduce ozone-depleting emissions. Kroger must also implement a refrigerant management system to help prevent and repair coolant leaks and keep its corporate-wide average leak rate to no more than 9.5% per year.

The consent decree was filed with the U.S. District Court for the Southern District of Ohio and is subject to a 30-day public comment period.

Source https://www.achrnews.com/articles/166248-kroger-to-spend-100-million-to-reduce-refrigerant-leaks?oly_enc_id=1737F9635790C7F

 

Winsupply Inc. and Jordan Anderson Racing Bommarito Autosport Launch ‘Win With Winsupply’ Program with Andrew Patterson

Winsupply Inc. today announces the launch of its ‘Win with Winsupply’ program through a new sponsorship of Jordan Anderson Racing Bommarito Autosport and its No. 32 Chevrolet program for the 2026 NASCAR O’Reilly Auto Parts Series season. Winsupply will carry branding on the No. 32 Chevrolet – driven by Andrew Patterson – during six races in 2026.

The partnership is rooted in a connection that runs deeper than a logo on a race car. Patterson grew up around the trades, with his family working in the plumbing and HVAC industry in the Dayton area. Local distributors and small businesses were a fixture of his upbringing, and that background follows him to the No. 32 Chevrolet, where he’ll represent a company built on the exact same foundation.

“At Winsupply, we live to help hard-working people build their own success and take pride in ownership. Our partnership with Jordan Anderson Racing and Andrew Patterson is more than just a sponsorship; it’s a natural fit,” said Rob Ferguson, President, Local Company Group. “As the son of one of our most loyal customers, Andrew grew up in the trades, giving him a real-world connection to the grit and dedication it takes to succeed in this business. We’re excited to bring that energy to the track and show our unwavering support for the pros who keep our communities running every single day.”

Winsupply, founded in Dayton, Ohio, has grown into one of the country’s leading suppliers across the residential, commercial, and industrial construction markets, powered by over 680 independently owned local companies specializing in HVAC, plumbing, electrical, industrial, and other distribution sectors. It’s a network built on local relationships and entrepreneurial ownership.

The Win with Winsupply program is designed to put that network at the center of the partnership. Throughout the 2026 season, Winsupply’s local companies will have the opportunity to bring owners, employees, and customers to select race weekends as part of a hospitality program built around real access, including garage tours, driver meet-and-greets, pit box seating, and VIP credentials. The program gives Winsupply’s entrepreneurs a platform to reward top contractors, incentivize sales performance, and build the kind of relationships that drive lasting business.

Winsupply will carry branding on the No. 32 Chevrolet during the following race weekends:

Charlotte Motor Speedway on May 23 in North Carolina
San Diego Road Course on June 20 in California
Bristol Motor Speedway on September 18 in Tennessee
Las Vegas Motor Speedway on October 3 in Nevada
Phoenix Raceway on October 17 in Arizona
Homestead-Miami Speedway on November 7 in Florida
“We couldn’t be more proud of the maturity and speed Andrew has shown so far this season. The growth we’ve seen from him has been impressive,” said team owner Jordan Anderson. “Having Winsupply on the No. 32 with him just makes this even more special. Getting to host their Winsupply local companies at the racetrack and build those relationships in person is what this program is really about for us. and I truly feel like this is just the start of something big.”

Andrew joined the team at Jordan Anderson Racing in 2021 as an intern. This is his second year driving in this race series.

“I’m passionate about the trades and the people in them, the local business owners, the contractors, the folks who show up every day and put in the work,” Patterson said. “I grew up with a local Winsupply logo on my race car, and to now have them on the No. 32 almost 10 years later is pretty surreal. To be able to represent all of them out on the racetrack and bring them into this sport in a real way means everything to me.”

All six races can be seen on The CW and heard live on SiriusXM NASCAR Radio. For the full team schedule and more information, visit www.jordanandersonracing.com.

About Winsupply
Founded in 1956, Winsupply is a family of companies that includes more than 680 wholesalers across the United States; service companies for business support and sourcing; and Winsupply Inc.

In business to build entrepreneurs, Winsupply Inc. holds a majority equity stake in these independent, locally owned and operated wholesalers, known as Winsupply Local Companies.

Winsupply Inc.’s annual sales were $8.4 billion at the end of the fiscal year, January 31, 2026. The Winsupply Family of Companies employs over 9,500 employees nationwide.

Collectively, Winsupply Local Companies are among America’s leading distributors of construction materials, equipment, supplies, and solutions for residential, commercial, industrial, municipal and MRO (maintenance, repair and operations) applications.

Winsupply Local Companies serve contractors and installers across America in plumbing and heating; hydronics; pipes, valves and fittings; HVAC and refrigeration; electrical; fastening hardware; waterworks and utility; pumps; turf irrigation and landscape; and pipe, metal, specialty and fire system fabrication. Local Companies also sell direct to commercial and industrial facilities organizations.

The local owners of Winsupply Local Companies earn their own success through the The Spirit of Opportunity®: the chance to risk your own money, gain equity, and run your own wholesaling company to pursue the American Dream, with help from Winsupply.

Visit winsupply.com for our e-Commerce site; visit company.winsupply.com for company information. Follow Winsupply on LinkedIn, Facebook, Instagram, YouTube, and X.

About Jordan Anderson Racing Bommarito Autosport
Jordan Anderson Racing Bommarito Autosport was built from the ground up: fueled by passion, persistence, and a bold vision for what an independent NASCAR team could become. From small-town roots to national competition, Jordan Anderson’s journey began with a love for racing and a relentless work ethic, evolving into a multi-car O’Reilly Auto Parts Series powered by a pivotal partnership with John Bommarito.

What started as a grassroots operation hauling a single truck across the country has grown into a respected contender: earning wins, poles, and a reputation for grit and growth. Today, the team is investing in talent, innovation, and culture to challenge the status quo and build a new kind of racing legacy.

Visit https://jordanandersonracing.com. Follow Jordan Anderson Racing and Andrew Patterson on Instagram: @jarnascar and @andrewpattersonracing; Facebook: @JARnascar and @DrewPattersonRacing; X: @JARNascar and @A_Patterson31; and LinkedIn: Jordan Anderson Racing Bommarito Autosport.

Source https://hvacinsider.com/winsupply-inc-and-jordan-anderson-racing-bommarito-autosport-launch-win-with-winsupply-program-with-andrew-patterson/

 

Trane Technologies and Valent Announce Exclusive Supply Agreement

Trane will become the exclusive channel for Valent-branded products in the U.S. and Canada.

Trane – by Trane Technologies, announced that Trane U.S. Inc. has entered into a new supply agreement under which Trane will become the exclusive channel for Valent-branded products in the United States and Canada effective May 18, 2026.

The agreement brings together Trane’s market reach, application expertise and service infrastructure with Valent’s commercial HVAC equipment solutions to expand access to dedicated outdoor air systems (DOAS), value-added rooftop units (RTUs) and energy recovery products across the U.S. and Canada.

Together, Trane and Valent will help customers address increasingly complex energy efficiency and indoor environmental requirements by offering a more comprehensive set of ventilation, comfort and air quality solutions.

Valent is recognized for its high-quality, innovative and energy-efficient equipment, with deep expertise in dedicated outdoor air, high-percentage outside air and energy recovery applications. That focus has made Valent a trusted choice for engineers and contractors for commercial projects that demand comfort, performance and reliability.

“Valent brings proven expertise in delivering high-performance ventilation solutions for a wide range of commercial building needs, and this agreement expands our ability to serve customers across U.S. and Canada,” said Chris Tanaka, vice president, product management, Trane Commercial HVAC, Americas. “For customers and channel partners, it means more choices in key applications, backed by the reliability, configurability and application versatility they expect from Trane.”

“Valent has built its business on delivering high-performing HVAC equipment solutions that support the diverse needs of today’s commercial buildings, from occupant comfort to operational efficiency,” said Jake Saewert, senior national sales director, Valent. “Together with Trane, we look forward to reaching more customers through strong application expertise, expanded market presence and a shared commitment to quality, reliability and service.”

Both organizations are committed to a well-sequenced transition that supports continuity for customers and channel partners while establishing a strong foundation for future growth.

Source https://www.supplyht.com/articles/107214-trane-technologies-and-valent-announce-exclusive-supply-agreement

 

What Contractors Want: Rheem Shares Insights on Product Design and Hydronic Trends

Patrick McLaughlin discusses common field issues, evolving efficiency requirements and the technologies changing hydronic systems.

Key Highlights
The installation mistakes Rheem sees most often—and how contractors can avoid them

Why connected equipment is changing service calls, diagnostics and customer support

What Rheem expects to reshape the hydronics market over the next five years
Rheem

Rheem is one of the world’s best-known and most-trusted manufacturers of air- and water-heating products. The parent company of more than 50 brands, Rheem has been at the leading edge of innovation since its founding in 1925, earning a reputation among contractors for performance, reliability and sustainability.

Patrick McLaughlin has been a Product Manager at Rheem since 2020, working out of the company’s Atlanta, GA headquarters. He spoke with CONTRACTOR about the challenge of complexity, the future of the hydronics market, and much more in this recent interview.

CONTRACTOR: How are you balancing product simplicity with the growing demand for connected, high-efficiency equipment?

Patrick McLaughlin: Our Rheem and IBC boiler product teams believe high-efficiency and connectivity should enhance simplicity, not work against it. Products such as the Rheem FT Series and IBC boilers are designed to deliver advanced performance while remaining straightforward to install, commission and service.

Our approach is to handle complexity internally through intelligent controls and diagnostics, while presenting contractors with clear interfaces, logical menus and meaningful fault information. For larger applications, Rheem ThermaForce and FT™ Series boilers provide scalable, high-efficiency performance with controls that support cascading and system integration without adding installation burden.

Connectivity is applied with clear intent through the IBC V‑10 Portal, which provides secure remote access for monitoring and managing IBC boilers. Through the V‑10 Portal, contractors can view real‑time system performance, receive error and alert notifications, make operational adjustments, and diagnose issues remotely, often eliminating the need for a site visit. Remote visibility into boiler behavior and historical data allows issues to be identified earlier, resolved faster and, in many cases, prevented altogether.

The V‑10 Portal also supports better service preparedness by allowing contractors to “check in” remotely before arriving on site, improving efficiency and minimizing service disruption. Additionally, the platform enables technical support teams to verify settings and assist contractors remotely during setup or troubleshooting, further simplifying complex situations.

CONTRACTOR: What installation mistakes are you seeing most often across your tank, tankless, hybrid and boiler product lines?

McLaughlin: Across brands and product types, most installation challenges stem from flawed system fundamentals rather than the equipment itself. In boiler applications, we have seen issues related to improper system piping, venting, inadequate system flushing or failure to maintain the recommended water quality standards.

Another common concern is incomplete commissioning. High-efficiency boilers require careful attention to gas pressure, combustion settings and control configuration. Skipping these steps can negatively impact customer comfort, system efficiency and long-term reliability. One of the ways we’re tackling this is continuing to invest in clearer documentation, digital tools, and extensive product specific training for both the Rheem and IBC boiler platforms.

CONTRACTOR: Which segments of the water heating and HVAC market do you see changing the fastest over the next five years?

McLaughlin: High-efficiency hydronic heating is undergoing rapid change, driven by tightening energy regulations and increased focus on lifecycle operating costs. Within the boiler market, we expect continued growth in condensing and modulating boilers, particularly flexible platforms that serve residential and light-commercial applications.

Boilers such as Rheem ThermaForce are increasingly specified for projects requiring scalability, redundancy and integration into larger mechanical systems. Across all segments, contractors are seeking equipment that can adapt to a wide variety of applications, including hybrid systems and multi-boiler cascades.

CONTRACTOR: What feedback from contractors has most influenced your recent product design decisions?

McLaughlin: Contractors consistently emphasize the importance of ease of installation, serviceability and long‑term reliability. That feedback directly influences design decisions across the Rheem and IBC boiler portfolios, including improved access to components, intuitive control interfaces and pre-built kits that improve service in the field.

We also hear clearly that familiarity and consistency matter. Contractor’s value working with products they’ve been trained on, trust for reliability and can service quickly. As a result, we focus on platform continuity, using shared components and common SKUs across product lines whenever possible. This way contractors can stock fewer parts, rely on a single brand for replacements and service multiple models with confidence.

Strong technical support, training and documentation are also critical drivers of brand loyalty. Contractors want products that are easy to service, backed by responsive support and consistent from one job to the next. We continue to invest in contractor education and application resources for both Rheem and IBC boilers, helping contractors build confidence, reduce callbacks and stay loyal to brands they know and trust over the long term.

To learn more, visit www.rheem.com.

Source https://www.contractormag.com/hydronics/article/55378817/what-contractors-want-rheem-shares-insights-on-product-design-and-hydronic-trends

 

Controls Engineering & IoT

Drone delivery company Matternet to go public

The company, which is working with Dave’s Hot Chicken, will go public via reverse merger

Drone delivery company Matternet has begun the process of going public after raising $33 million in private funding and executing a reverse merger.

The Mountain View, California-based company merged with the publicly reporting Los Altos Venture Corp., a shell company created in 2025 for the purpose of taking a private company public. Los Altos will change its name to Matternet Inc.

The financing came from Ed Eisler of EE Holdings, Mark Tompkins of Montrose Capital Partners, and existing investors.

Matternet still has to some regulatory red tape to get through, but assuming the process is completed, it would be the first publicly traded drone delivery company. It has not said yet which exchange it will trade on, nor did it disclose the value of the reverse merger.

It plans to use the proceeds to launch a “next-generation drone delivery platform” and continue expanding its operations.

Founded in 2014, Matternet began using drones for humanitarian aid before expanding into healthcare, consumer goods and restaurants, including an upcoming pilot with Dave’s Hot Chicken.

It’s the first drone delivery company to achieve Type Certification from the FAA, meaning that its drones have met all of the agency’s qualifications for safety and airworthiness. It has completed 60,000 commercial flights in the U.S. and Europe.

The go-public plan comes amid growing interest in drone delivery. For restaurants, the technology could make delivery much faster and allow them to reach locations without a fixed address.

But the service has been limited by FAA rules that prevent drones from flying behind a pilot’s line of sight. That could change soon, though: The agency is considering looser guidelines that would make drone delivery more viable.

Matternet is far from the only company looking to grab share in this emerging market. Retail giants like Amazon and Walmart are investing in drone delivery, as are food delivery services DoorDash, Uber Eats and Grubhub, via partnerships with independent providers.

“As we enter the era of physical AI, we believe 2026 is the inflection point for drone delivery in the United States,” said Andreas Raptopoulos, founder and CEO of Matternet in a statement. “With this financing, we are accelerating the development and deployment of our next-generation drone delivery platform to power instant, autonomous delivery for restaurant, retail and healthcare leaders.”

Source https://www.nrn.com/restaurant-technology/drone-delivery-company-matternet-to-go-public

 

Autonomous Cleaning Needs More Than Autonomous Machines

Autonomous cleaning has moved past the demo-day novelty stage, but the gap between a robot that runs and a program that works keeps widening.

At ISSA Show North America, it was noted that about a dozen companies showed up with robotic floor equipment. A year later, that number was creeping up to 50. The technology has commoditized faster than most of the industry has figured out how to deploy it, and a lot of robots are quietly gathering dust in janitor closets because someone bought the tool before solving the problem.

Chris Ford has watched this happen from both sides of the table. As executive vice president of robotics and innovation for KBS, an ISSA member company and the largest privately held building services contractor in the United States, he oversees a deployment program on pace to clear 500 units this year and scale into the thousands. Before joining KBS, he spent 22 years at Walmart, where he worked his way up from running a single store to designing and standing up the retailer’s in-house cleaning program in 2015. He has built robotics programs as the customer and as the service provider, and the lessons rhyme.

His core message is simple, and he repeats it like a refrain. The robot is not the program. The robot is a tool inside the program. Confuse the two and the investment fails.

Start with the problem, not the tool
Ford said the most common reason programs stall is that buyers reverse the order of operations. They get excited about robotics, drop a unit into a building, and then look around for what it solved.

“You don’t have a robot problem. You have a clean problem that you’re trying to solve with a new tool,” he said.

That framing changes what a buyer should evaluate first. Before chasing a manufacturer or a pilot, Ford said operators need to understand the program they already run, the workflow gaps inside it, and whether autonomous equipment is actually the right intervention. A robot that travels a floor flawlessly but drives over a dry coffee spill has not cleaned anything. It has covered ground.

“You’re a cleaning tool that can travel an area fantastically great, but you didn’t clean,” Ford said. “So you missed the first benchmark that you should have really taken on.”

Why pilots stall out
Ford has a short list of failure patterns he sees again and again.

One-off tests with no program wrapped around them are the fastest way to lose momentum. “It feels like a piston, like snap-on, where it doesn’t really feel cohesive,” he said. The robot shows up, runs for a while, no one is quite sure who owns it, and the experiment dies without anyone formally calling it.

Sites without operational discipline create the second pattern. Robotics needs a host program to plug into. When buyers try to build a program around a robot rather than fit the robot into an existing operation, the structure never gels.

The third pattern is the one Ford talks about most. When a program lands on frontline teams without their buy-in, it gets quietly rejected.

“If you’re ever going to get people to grasp and accept something, they have to feel like it’s being done with them, not to them,” he said. When workers feel they have no voice, they back away from the technology and force managers to drag the program forward. “You’re having to help them get through.”

The fourth pattern is the most expensive. Buyers try to fully replace labor instead of augmenting it. Ford said he has watched customers purchase fleets of robots, sign themselves up for long-term maintenance and SLA commitments, and then come back asking KBS to take the equipment over.

“No matter what they’ve done internally, they unfortunately could not get their own teams to find the time to run the robot,” Ford said. The tool is only as good as the partnership behind it. “The tool’s only as good as how well you maintain it. That’s no different with a robot than it is a mop and bucket.”

The partnership with the manufacturer matters
KBS holds direct partnerships with the global manufacturers whose machines it deploys, and Ford said that proximity is deliberate. He sat in a one-hour call with a manufacturer the morning of this interview, walking through weekend results from a site where KBS is rolling out hundreds of units.

“There’s no robot out of the box that works perfectly for any situation,” he said. The manufacturers KBS works with benefit from in-field feedback, and KBS benefits from the ability to influence product behavior in real customer environments. The relationship is not transactional. It is iterative.

Ford warned that the recent flood of new entrants into the robotics market is uneven. Many will demo well. Fewer can scale. “A lot of them do not have the resources capable behind to support scaling,” he said. “It’s really easy to go demo a robot. It’s really easy to go do a test with a robot. The people that separate the failure and success is ability to scale.”

A 10-week runway before deployment
KBS’s deployment process is built around the assumption that the people closest to the work need the most lead time. Ford walked through the timeline.

Ten weeks out, conversations begin with KBS’s regional vice presidents. The goal at that stage is alignment on the broader program, not the equipment.

Six weeks out, regional and zone managers are pulled in. They get the full picture of what is about to land in their territory and have time to surface concerns before any hardware arrives.

Three weeks out, frontline cleaners begin a four-part learning module series delivered through KBS’s LMS. The first module covers robotic fundamentals, addressing the preconceived notions workers bring with them from social media and outside industries. “Is this a humanoid robot?” Ford said, describing the kinds of questions employees walk in with. The series builds from there into how the robot depends on the operator and how the operator depends on the robot, and it closes with the specific machine the team will be working with, including the touchscreen, cleaning procedure, and maintenance routine.

After completing the series, every cleaner receives a certification. Only then does a KBS implementation lead arrive on site to put the robot in the operator’s hands in person. That implementation lead also trains the field manager, because field managers carry the program forward after the rollout team leaves.

“If they do have turnover, just like they would go train on that walk-behind scrubber on the scope of work, they’ll train on the robot,” Ford said. “They have to be comfortable on working with that robotics.”

The 21-day habit, and why data matters
Deployment does not end when the implementation lead leaves. KBS runs a program management arm dedicated to post-deployment support, with structured check-ins across the first 21 days. Ford called it the 21-day habit.

What makes this phase different from anything the industry has had before, Ford said, is the data. KBS can see when a cleaner clocks in and when the robot actually starts running, and the gap between those two timestamps becomes a coaching tool. “We can measure that time in between getting the technology going. Something we’ve never been able to do previously with walk-behind scrubbers.”

That visibility flips the relationship between managers and the technology. “Our managers start to really believe in this technology,” Ford said. “That way, if they have any individual cleaners that are struggling with it, they can see their leaders being cheerleaders. And that really helps the program become successful.”

What it does to turnover
Janitorial turnover sits between 70% and 200%, depending on the operation. Ford said the constant churn is one of the quiet costs autonomous programs can offset, but only when the program is built around upskilling rather than replacement.

When a cleaner is trained, certified, and handed a tool that takes the most monotonous part of their shift off their plate, something shifts. “The dinner table conversation changes,” Ford said. “Did you know I was actually training a robot today? Did you know I work with a robot?”

Floors are the largest job in any cleaning operation and, Ford pointed out, the one customers notice the least. Floors are expected. Detail work is what earns recognition. When the robot absorbs the floor work, the cleaner can focus on the detail areas customers actually see, and the team gets credit for the level of effort. The robot, in that arrangement, is not competition. It is leverage.

Where the industry goes from here
Ford compared the current moment in cleaning to the automotive industry decades ago, when robotics reshaped how factory work was structured without erasing the workforce. The number of people on a factory floor often did not drop. The throughput did. The training did. The pride in the work did.

He sees the same trajectory in cleaning, with one caveat. “It takes the right approach,” he said. “We want to ensure it actually gets wings, and it can actually achieve the things that it’s done in the automotive industry and in other factory settings.”

Safety and data validation, in his view, will determine whether the industry earns those wings or stalls in another round of overpromised pilots. “To me, just being responsible with it is going to be the main driver of the success in this.”

What this means for buyers right now
For facility leaders and service providers evaluating whether to move forward, Ford’s advice is to slow the decision down. Identify the problem first. Confirm robotics is the right intervention. Audit internal resources, training capacity, and field-management bandwidth before signing a commitment. Vet manufacturers not on demo quality but on their ability to support a scaled deployment over years.

And accept the premise that drives everything else in Ford’s playbook. The robot is not the program. The program is the program. Build that first, and the robot becomes worth what you paid for it.

Autonomous cleaning is everywhere right now—but what actually works in the real world? In this episode, Chris Ford, EVP of Robotics and Innovation with KBS, shares a grounded, provider-side perspective on how robotics and AI are being deployed in cleaning operations today.

About The Author

Jeff Cross is the ISSA media director, with media brands that include ISSA Today, Cleaning & Maintenance Management, and Cleanfax. He can be reached at JeffCross@ISSA.com or 740-973-4236.

Source https://www.issa.com/articles/autonomous-cleaning-needs-more-than-autonomous-machines/

 

Trane Technologies Opens Global AI Lab and Showroom

Aiming to accelerate the future of autonomous building, the Montréal innovation hub and immersive customer experience center advances Trane’s AI-driven sustainability strategy.

Key Highlights
The Montreal AI Lab is part of Trane Technologies’ strategy to develop next-generation, AI-powered climate solutions;
Located in a leading AI hub, the lab combines top talent and industry partners like AWS, IVADO, and Concordia University;
The showroom offers immersive experiences demonstrating how AI is transforming building operations and reducing emissions;
The lab builds on the company’s acquisition of BrainBox AI, advancing AI applications in resilient buildings and refrigerated transport.

Montréal, Canada, May 20, 2026 — Trane Technologies (NYSE: TT), a global climate innovator, today unveiled the BrainBox AI Trane Technologies AI Lab and showroom in Montréal, Canada. The grand opening marks the latest milestone in the company’s strategy to accelerate the development of next-generation, AI-driven solutions that dramatically reduce energy consumption and carbon emissions in the built environment.

Located in one of the world’s leading AI innovation hubs, the Montréal-based facility brings together top researchers, software engineers, data scientists and technologists to shape the future of autonomous HVAC and transport refrigeration. The adjacent showroom offers an immersive environment where customers and guests can explore how agentic AI and predictive models are already reshaping building operations, transforming energy use and lowering emissions worldwide.

“Through the AI Lab, we are bringing together world-class talent and industry-leading technology to shape the next generation of climate innovation,” said Riaz Raihan, Senior Vice President and Chief Digital Officer, Trane Technologies. “Customer demand continues to surge for technologies that reduce energy, emissions and operational costs. This premier AI Lab is an important step in our strategy to deliver digital and AI-driven solutions at scale that create meaningful impact for our customers and support a more sustainable future.”

The AI Lab, first introduced in August 2025, builds on Trane Technologies’ acquisition of BrainBox AI and advances the company’s leadership in the application of AI for smarter, more resilient buildings and refrigerated transport. Harnessing the power of collaboration and rigorous real-world testing and validation, the AI Lab will help accelerate the pace at which breakthrough discoveries move from concept to actionable, customer-ready solutions, while supporting responsible and ethical AI innovation.

“AI technology is advancing rapidly, creating extraordinary opportunities to solve some of humanity’s greatest challenges,” said Jean-Simon Venne, Founder, President and Chief Technology Officer at BrainBox AI and Head of the AI Lab. “The AI Lab will help supercharge collaboration, translate ideas into practical applications and help ensure innovations are developed responsibly and sustainably. It is where bold ideas can become real-world impact.”

The AI Lab is supported by a growing network of renowned technology and academic leaders, including AWS, IVADO and Concordia University.

About Trane Technologies

Trane Technologies is a global climate innovator. Through our strategic brands Trane® and Thermo King®, and our portfolio of environmentally responsible products and services, we bring efficient and sustainable climate solutions to buildings, homes and transportation. For more on Trane Technologies, visit www.tranetechnologies.com.

Source https://www.hpac.com/technology/news/55379727/trane-technologies-opens-global-ai-lab-and-showroom

 

Jan/San & Disposables

ISSA Launches Healthcare Environmental Hygiene Professional Certification Program

ISSA, The Association for Cleaning and Facility Solutions, today announced the launch of the ISSA Healthcare Environmental Hygiene Professional Certification (HEHP), a comprehensive, three-tier training program designed to build a consistent framework of environmental hygiene standards for in-house healthcare environmental services teams and any healthcare professionals who hold accountability for cleaning, disinfection, and patient care.

HAIs, re-emerging diseases and antimicrobial resistance remain the most pressing challenges facing hospitals and healthcare systems in the United States. According to the U.S. Centers for Disease Control and Prevention (CDC), on any given day about 1 in 31 hospital patients has at least one healthcare associated infection, driving billions of dollars each year in avoidable healthcare costs, longer stays, readmissions, reputational damage, and operational strain.

Developed collaboratively by environmental service (EVS) leaders, infection preventionists, nursing professionals, and healthcare industry thought leaders, HEHP is grounded in voice-of-customer input, current science, and evidence-based cleaning and disinfection standards to help address the real-world challenges healthcare organizations face every day like mitigating the spread of Healthcare Associated Infections (HAIs).

This certification is designed for hospital, ambulatory care center, long-term care facility, and other healthcare facility teams seeking a modern, standardized approach to environmental hygiene training and performance improvement. Delivered onsite at the healthcare facility through classroom instruction and hands-on practicums, the program integrates infection prevention principles and the science behind the work at every level.

“Environmental hygiene plays a critical role in infection prevention, patient confidence, and overall healthcare quality,” said ISSA Executive Director Kim Althoff. “The ISSA Healthcare Environmental Hygiene Professional Certification was created to provide healthcare organizations with a practical, scalable, and measurable framework that elevates environmental services from a task-oriented function to a strategic component of patient safety and operational excellence.”

Unlike many traditional healthcare cleaning education offerings, HEHP delivers a more comprehensive and integrated approach to environmental hygiene improvement. The program combines three core elements:

Foundational and advanced environmental hygiene education focused on evidence-based cleaning and disinfection practices for healthcare environments.
Hands-on competency development and workforce training designed to improve consistency, accountability, and frontline staff performance.
Measurement, validation, and continuous improvement strategies that help healthcare organizations monitor outcomes and sustain long-term improvements.
HEHP is intended to help healthcare facilities:

Improve consistency of the competencies and skills needed for cleaning and disinfection.
Integrate EVS teams as a core member of the interprofessional patient care team.
Enhance interprofessional communication.
Incorporate evidence-based infection prevention principles through every level of the training process.
Improve implementation of skill trained through in-person instruction, hands-on practicum, and onsite semiannual observational visits.
“Healthcare leaders are under increasing pressure to improve outcomes while managing staffing challenges and rising operational costs,” said Linda Lybert, ISSA Healthcare Lead and Healthcare Surfaces Institute Executive Director. “This program helps organizations establish a culture of environmental hygiene excellence that is measurable, sustainable, and directly connected to patient care.”

Additional information about the ISSA Healthcare Environmental Hygiene Program is available at issa.com/hehp.

Source https://www.issa.com/industry-news/issa-launches-healthcare-environmental-hygiene-professional-certification-program/

 

KP Tissue Canada reports profitability growth in the first quarter of 2026

The company highlighted EBITDA improvement, lower pulp costs and operational advances despite a volatile economic environment

KP Tissue released its financial results for the first quarter of 2026, reporting increased profitability and operational stability despite ongoing economic volatility.

The company stated that Kruger Products achieved Adjusted EBITDA of CAD 86.9 million, representing a 14.6% increase compared to the same period last year. Net income also rose to CAD 19.8 million.

According to Dino Bianco, CEO of KP Tissue and Kruger Products, the performance was mainly driven by lower pulp and warehousing costs, as well as operational improvements at the Memphis facility in the United States.

Revenue reached CAD 544.6 million, remaining relatively stable compared to 2025. The company also noted that demand for tissue products continues to remain healthy in both Canada and the United States.

In addition, the company announced an increase in its quarterly dividend to CAD 0.21 per share and confirmed the ramp-up of a new converting line in Memphis to expand production capacity in the U.S. market.

The company stated that it will continue focusing on maintaining positive operating margins amid higher fuel, freight and logistics costs.

Source https://tissueonlinenorthamerica.com/kp-tissue-canada-reports-profitability-growth-in-the-first-quarter-of-2026/

 

Facilities Profit When Tech Meets Trash

Facility managers have enough safety risks to consider without these threats compounding when scrap materials—cardboard, plastics, and metals—pile up to create tripping hazards and attract pests. They see these materials as waste and a nuisance that costs money to remove. The standard reaction is to hit the “easy button” by calling a hauler, paying a fee, and making everything disappear.

But what if these piles of waste are more than just a nuisance? What if these recyclables are potential sources of cost savings or revenue being hauled away at the facility’s expense?

A facility’s waste stream is a potential gold mine, but only if it’s optimized and commoditized. Doing so requires a shift in mindset, from viewing recycling as a compliance burden to understanding it as an asset.

Empowering the circular economy
Every day, facilities dispose of waste materials that can and should be recycled. According to the Environmental Protection Agency, the U.S. sends more than 146 million tons of waste to landfills every year. It’s estimated up to 75% of that waste could be recovered or recycled.

At its core, circularity is about taking something destined for a landfill and creating something new from it. It’s a simple concept that could have profound implications for businesses, especially considering consumers’ and investors’ rising expectations for sustainable practices and products.

At the same time, rising costs are eating into bottom lines and businesses feel pressured to balance demanding sustainability goals with the pressures of operational efficiency. The day-to day realities of running a facility mean that waste management often defaults to the path of least resistance: paying someone to make it disappear.

However, this approach overlooks a massive opportunity. By embracing circularity, businesses can do more than just comply with regulations or satisfy stakeholders. They can fundamentally change the financial equation of waste management by turning an operational drain into a strategic asset.

Rethink recycling with digital tools
Changing the approach to managing recyclables begins by knowing what they are worth. Until recently, a facility manager had no easy way to determine that without hours of phone calls and complex negotiations. This lack of transparency made it almost impossible to justify the effort required to separate and prepare recyclables for market.

Today, technology is enabling data driven decisions. Digital tools are providing unprecedented pricing transparency and streamlining operations for facility managers. In five minutes, a digital platform can provide an estimated value for trash, validating whether it’s worth the time to pursue recycling. In another five minutes, facility managers can submit a price request and get a firm offer for the material. This is a revolutionary shift that makes profitable recycling accessible to everyone.

Partnering to turn trash into treasure
Once a facility manager determines that their waste stream includes valuable recyclables, it’s time to extract that value. This is where partnerships become critical

A true recycling partner does more than just pick up the material. They will perform a waste audit, looking closely at what is going out and identifying more efficient, valuable options for handling it.

Consider working with a partner who has direct recycling mill relationships. When recyclables are sold to a low-level broker, the materials change hands multiple times before they become a new product. Working mill-direct, or with a large-scale trader, cuts out the middlemen and can ensure that the facility that generated the recyclable waste captures the maximum value for their fiber, metal, or plastics.

Furthermore, the right partner can guarantee the materials are recycled and provide data about where they went, validating sustainability claims to investors and customers. This knowledge also gives facility managers peace of mind knowing their trash was circulated back into the economy.

Benefiting the bottom line
How big a difference can recycling make to a facility’s bottom line? Even a small facility can achieve up to a six-figure swing on its profit and loss statement by effectively managing its recyclables. For a large distribution center or warehouse, the potential for cost savings and revenue generation can be substantially greater. This isn’t just about cost avoidance; it’s about unlocking entirely new revenue streams.

It’s time to stop viewing recycling as a compliance burden and start embracing it as a strategic opportunity. The perception that it’s too hard or not worth the effort is a relic of the past. Sustainability and profitability are not opposing forces. They are capable of supporting one another to create a stronger business.

Blake Gordon

Source https://cmmonline.com/articles/facilities-profit-when-tech-meets-trash