INDUSTRY SPOTLIGHT

McDonald’s franchisee profitability takes a hit just as the company eyes remodels

McDonald’s executives have big plans for the chain in the coming years. In addition to its beverage expansion, it is plotting to upgrade its chicken, testing new technologies and service models, and is preparing another, major round of store remodels that will cost the company and its franchisees billions.

All of which makes the chain’s disappointing, second-quarter performance in the U.S. all that much more problematic. Franchisees, who will be the ones responsible for footing much of the bill for all these changes, have seen their store-level profits take a big hit of late, just as they could be asked to pay for these improvements.

Those challenges were highlighted in a recent survey of some operators by the National Owners Association (NOA), an independent group of the chain’s franchisees.

Nearly all the franchisees surveyed, 95%, said their profitability declined in the first quarter compared with a year ago, and 97% said they believe McDonald’s current plan isn’t working to increase cash flow. Nearly nine in 10 said that cash flow is “significantly negative compared to the prior year.”

And nearly eight in 10 said that their cash flow is “not sufficient to support required reinvestment obligations.”
That last part is key because of what is on the horizon: A 10-year remodel cycle, expected to begin in 2027 and 2028. Franchisees in the survey estimated that their per-store cost for the remodel will range from $400,000 to $700,000.

“Restaurant-level profitability continues to deteriorate, while rising operating costs, constrained pricing flexibility, and increasing reinvestment obligations are placing significant pressure on owner/operators,” the association said in a message, seen by Restaurant Business.

“Recent U.S. business performance isn’t where any of us want it to be, which is why we are focused on taking action together,” the company said in a statement. “McDonald’s has always been strongest when the company and owner/operators work side-by-side to create real solutions that work in the restaurants. This survey represents a small subset of the thousands of franchisees in the U.S., and it doesn’t reflect the ongoing collaboration that’s happening across elected owner/operator leadership groups, specialized committees and local Field Offices. We’re confident in the work underway today across the System to strengthen restaurant performance while positioning the business to win for the long-term.”

More than 100 owner/operators completed the survey, which is a small percentage of the more than 2,000 franchisees in the system. But the results contextualize the primary issue facing McDonald’s U.S. business, and why company executives were so critical of its performance as they changed its leadership.

Franchisee profitability is crucial if McDonald’s is to accomplish many of its goals, because operators who can’t make profits cannot afford to fund remodels and may be more resistant to discounts and other marketing offers.
McDonald’s U.S. same-store sales rose 0.8% in the second quarter, but that came along with weak traffic. The company’s U.S. market president, Joe Erlinger, stepped down and was replaced by longtime McDonald’s executive Skye Anderson.

CEO Chris Kempczinski was then unusually pointed in his criticism of the U.S. market, citing excessive marketing and a new $3 and Under menu that didn’t generate expected traffic.

The company spent considerable political capital to convince franchisees to go along with that deal, along with a series of discounts, including lowered prices on Extra Value Meals.

In the NOA survey, franchisees believe the company pressured them into the discount strategy, in the process taking control of pricing that is supposed to be the responsibility of local store operators. Three-quarters of franchisees said they were directly pressured to lower prices. And more than eight in 10 said that the discounts didn’t generate traffic to balance the costs.

Deals that fail to generate traffic are particularly damaging to franchisee profits because existing customers buy the cheaper items but stores don’t get the incremental sales from additional customers to cover the gap.
The failed deal also damaged progress McDonald’s had made with lower-income consumers. The lost sales cost the brand and its franchisees an estimated $310 million last quarter alone.

Company executives will now have to convince franchisees again to go along with a new value offer to replace the old one. And Kempczinski hinted at the challenge associated with such a request. “We’ve got some work that we need to do to get that fixed,” he said. “As you know, in our system, that’s not something that we just flip the switch on. It requires franchisees.”

Some franchisees suggest that the push for more discounts sapped one of the key responsibilities of operating their stores: The ability to set prices based on local market conditions. All but 3% of franchisees in the survey said their control over pricing was either weakened or removed altogether.

All this comes as the cost of operating a store is soaring. Ninety-nine percent of franchisees in the survey said their food and paper costs have increased since late 2025. Franchisees regularly borrow money to fund remodels, and some operators are still paying off loans they took out just before the pandemic to fund those store upgrades.

That remodel program featured massive upgrades to the interiors of McDonald’s locations, including the addition of in-store kiosks. Frustration over those renovations helped spur the creation of NOA, the first independent franchisee association in McDonald’s history.

Franchisees appear to be bracing for a similarly sized remodel program this time, citing the prototype revealed at the company’s recent convention. McDonald’s unveiled its newest business strategy, called “Next,” at the event. In its letter, the association is asking “why is it necessary to have such a significant and unprecedented entire-facility investment on the heels” of the previous remodel.

Kempcinski, however, believes that franchisees have plenty of cash to borrow the funds it takes to pay for remodels. He called their financial position “still quite healthy,” and said it should not interfere with the company’s effort to remodel stores.

They’ve got a lot of borrowing capacity still,” he said. “I feel very confident we’ll be able to get this thing done.”

Restaurant Business Editor-in-Chief Jonathan Maze is a longtime industry journalist who writes about restaurant finance, mergers and acquisitions and the economy, with a particular focus on quick-service restaurants.

Source https://www.restaurantbusinessonline.com/financing/mcdonalds-franchisee-profitability-takes-hit-just-company-eyes-remodels

 

Whataburger Introduces Collection of Pet Accessories

Whataburger has introduced a new collection of pet accessories ahead of National Dog Day on Aug. 26, with each product priced below $10.

The lineup includes a bright orange dog bandana featuring Whataburger’s Flying W logo for $4.99. A 32-ounce pet bowl, priced at $8.99, displays illustrations of dogs, fries, and burgers alongside the message, “When I am empty, please refill me promptly,” inspired by the chain’s drink cups.

Whataburger is also selling a three-pack of pet tennis balls modeled after its Day Dot customization stickers for $7.99. The collection’s orange-and-white striped pet leash costs $8.99 and comes in medium and large sizes.

The collection is available through Whataburger’s online merchandise store. The burger chain said it plans to release additional pet products throughout the year.

Source https://www.qsrmagazine.com/news/whataburger-introduces-collection-of-pet-accessories/

 

Buffalo Wild Wings names Ahmed Awadallah COO

Awadallah previously served as chief operating officer for the Nordic-based Espresso House Group, part of JAB Holding Company.

Inspire Brands has announced the appointment of Ahmed Awadallah as chief operating officer of Buffalo Wild Wings Sports Bars. This is now the second C-suite change the casual-dining brand has announced this summer, following the appointment of Scott Nelson as CMO in June.

Awadallah joins Buffalo Wild Wings from Espresso House Group (a branch of JAB Holding Company), where he served as managing director and COO of the 500-unit Nordic coffeehouse brand. Before that, he held multiple leadership roles at Yum Brands, including most recently, chief operations and customer officer for Pizza Hut.

“Buffalo Wild Wings was purpose-built for social connection, and that guest-focused experience comes to life in our more than 1,200 sports bars worldwide,” Tristan Meline, Buffalo Wild Wings Sports Bars brand president, said in a statement. “With more than two decades experience across operations leadership and engineering, Ahmed is the ideal leader to drive continued operational excellence and efficiency across our business.”

In his new role, Awadallah will be focused on global franchising, brand experiences, and technology-driven efficiencies.

“I am passionate about brands that bring together great food and beverage with a dining experience that builds connection and loyalty,” he said. “That’s why I could not be more excited to join Buffalo Wild Wings and work alongside our sports bar team members and franchisees to foster an energetic, customer-centric environment.”

Contact Joanna at joanna.fantozzi@informa.com

Source https://www.nrn.com/casual-dining/buffalo-wild-wings-names-ahmed-awadallah-coo

 

Making the Case for Why Jersey Mike’s is Just Getting Started

Can the now-public sandwich chain quadruple to 14,000 locations?

Jersey Mike’s stock market debut might not have gone quite as some planned. The chain’s $6.9 billion valuation at IPO in late July priced about 43.5 million shares at $23 apiece—the midpoint of a marketed range of $21–$25. The offering raised about $1 billion. Shares opened at $21 (an 8.7 percent drop), before recovering, and were moving at $23.62 early Tuesday.

But Wall Street fluctuations aside, the case for Jersey Mike’s long-term potential has drumbeated the same for a while. Private equity giant Blackstone invested behind unrealized growth on November 8, 2024, when Jersey Mike’s Franchise Systems LLC and its equity holders entered into an agreement with “Submarine Buyer LLC” (a company controlled by Blackstone affiliates) to form Jersey Mike’s HoldCo LLC. The purchase price was $6.317 billion.

Founder Peter Cancro retained a significant stake and former Wingstop CEO Charlie Morrison was later appointed chief executive. The brand, 99 percent run by franchisees, generated about $4.3 billion in annual sales and average-unit volume climbed to $1.4 million last year. It posted roughly $55 million in net income during fiscal 2025 and adjusted EBITDA margin of 47 percent.

It also achieved its 20th consecutive year of positive same-store sales growth.

AUVs in 2016 were $825,000. Jersey Mike’s had eclipsed $1.3 million when Blackstone came in.

Comparable sales rose 8.4 percent in 2023, 2 percent in 2024, and 3.2 percent last year.

And from a development standpoint, the chain claims a pipeline of more than 1,600 locations, with existing franchisees comprising over 90 percent of commitments as the company chases 7,500 domestic stores and 15,000 globally.

Jersey Mike’s added a net of 238 restaurants in 2025 to reach 3,227. It closed the calendar with 3,201 franchises (net expansion of 246) and 26 company units (decline of eight)

Growth of 238 followed 2024’s lift of 314 and 2023’s 288. It’s been an ongoing story.

Jersey Mike’s had 1,048 locations in 2015. Leading up to 2023, Jersey Mike’s scaled by 1,055 restaurants over a five-year period.

As follows (year-end store count):

2015: 1,048
2016: 1,191
2017: 1,348
2018: 1,505
2019: 1,670
2020: 1,858
2021: 2,102
2022: 2,400
2023: 2,675
2024: 2,989
2025: 3,227

William Blair recently took a deeper look into how the brand got here and the promise ahead. The 1975-founded chain, famously brought to life when a 17-year-old Cancro bought the sandwich shop he worked at with a $125,000 loan from his football coach, has become the second-largest sub sandwich chain in the U.S. It’s spread to all 50 states and Canada (more international growth is on the way, led, in Europe, by Cancro). That near-$1.4M AUV is also best among its peer set, with Jimmy John’s ($1M), Firehouse ($960,000), and Subway ($490,000) behind. Potbelly (outside the Top 50 overall by systemwide sales), touts an AUV of $1.3 million on 470 domestic locations.

Jersey Mike’s has managed to add essentially $600,000 per store while doubling in size over the past seven years.

As noted, Jersey Mike’s is riding two straight decades of positive comps (we’re talking the year Twitter was launched) as systemwide sales progressed at a 20 percent compounded annual growth rate and AUVs 6 percent CAGR during the same window.

William Blair analyst Sharon Zackfia said the chain’s simple, replicable operating model was always well-suited for franchising and enabled Jersey Mike’s to scale at a faster rate than nearly all large limited-service brands over the past six years. Its domestic systemwide sales CAGR of 21 percent from 2019 through 2025 trailed only Wingstop.

The brand’s domestic unit growth CAGR of 12 percent sat modestly below the chicken chain and Tropical Smoothie Café (also sold to Blackstone, in 2024).

And encouragingly, Zackfia said, Jersey Mike’s carried its positive same-store sales streak into what’s been a volatile 2026 for restaurants, reporting a 1.7 percent gain in Q1 and 2.3 percent in Q2. Systemwide sales bumped 9 and 10 percent, respectively, buoyed by unit expansion.

Zackfia also believes Jersey Mike’s got here through a track record of broad appeal and premium positioning. Internal research suggests the chain’s Chicago-area subs are priced at a high-teens premium to Subway and mid-20 percentage hike versus Jimmy John’s. They were similarly positioned compared to Firehouse and Potbelly.

Cold sandwiches mix two-thirds of sales followed by hot (21 percent) and sides, drinks, and desserts (12 percent collective), including freshly baked cookies.

The company’s business, as expected with any sandwich shop, skews toward lunch (47 percent of sales between 11 a.m. and 2 p.m.). Dinner (5–8 p.m.) and snacking (2–5 p.m.) boast healthy penetration as well of 29 and 24 percent, respectively.

Digital mix for Jersey Mike’s reached 42 percent last year (23 percent pickup and 19 percent delivery). That was up from 38 percent in 2023. The company credited improved capabilities. It rose to 43 percent in Q2.

Customers who come back, and those still to reach

Jersey Mike’s wide appeal is evident in its customer base, which over-indexes a bit to higher household income (62 percent over $80,000, including 42 percent over $125,000), older (70 percent Gen X and Boomers), white (72 percent), and male (53 percent).

This lean toward wealthier and older guests has certainly helped the brand insulate against recent spending volatility, Zackfia said. Additionally, it unravels an opportunity to increase consideration across a younger and more diverse segment.

Jersey Mike’s most-loyal cohort today visits more than six times annually, according to third-party market data. Its next-largest group, family focused diners, show up two to five times per year.

Further evidence of Jersey Mike’s portability exists in its AUV geography. Volumes by region are within a $200,000 bandwidth, including $1.3 million in the South (where 43 percent of restaurants are), $1.4 million in the Midwest (18 percent), and $1.5 million in the West (24 percent) and Northeast (16 percent).

Also, while Jersey Mike’s customer base tilts higher income, it generates similar AUVs across household cohorts, at $1.3 million for the two lowest median income quartiles, and $1.4 million for the two highest median income quartiles.

Alongside food, Zackfia feels Jersey Mike’s brand consistency stems from a culture of support for franchisees and store teams Cancro has espoused about for decades (even going back to when the company footed the bill of remodels).

For franchisees, support services are in place to manage customer feedback and a 24-hour resolution standard, disseminate institutional expertise and learnings, and rank franchise owners into tiers based on standardized operational metrics.

All store leaders participate in a training certification program focused on fundamentals, leadership development, management, and optimization. This includes four days in New Jersey, where north of 1,000 leaders attended last year, to learn about Jersey Mike’s history, culture, and values. There, they train on personal development, daily operations, and business building.

You can see this unfold, Zackfia said, in store manager turnover of 19 percent, well below industry medians of 50 percent. Hourly turnover of 82 percent also falls under the sector’s general average of 118 percent.

The data backs the vision

Speaking to larger ambitions, Zackfia doesn’t think Jersey Mike’s AUV is tapped out. The brand was earning $500,000 per store in 2006. There was a notable $200,000-plus step-up in 2021 as Jersey Mike’s benefited from pre-COVID technology investments, like digital media and a revamped app and loyalty program. These positioned it to navigate pandemic conditions and ride the tidal of oncoming convenience and digital trends.

All told, Jersey Mike’s AUV from 2019 through 2025 surged 75 percent as it added roughly 1,600 restaurants. More than 30 percent of stores last year achieved AUVs in excess of $1.5 million (up a percentage point, year-over-year). Franchisee cash-on-cash returns improved to more than 40 percent in 2025, a rise from just less than 30 percent in 2019.

William Blair’s data indicates Jersey Mike’s has yet to clip a plateau in its maturation curve as illustrated by climbing AUVs across all cohorts of store openings since 2011. Each new group has opened stronger and ramped up faster than the previous one.

Case in action: 2026 Jersey Mike’s are tracking at or above the current systemwide AUV.

Management previously outlined a wider systemwide target of $2 million, with 6 percent of restaurants presently topping that goal and 8 percent hitting $1.75 million–$2 million.

So, what could lead Jersey Mike’s toward this $2 million hope? Zackfia starts with broadening the base. The chain’s aided brand awareness is high at more than 90 percent. For perspective, it was 58 percent in mid-2018.

This has been ushered along by openings as well as national media. Jersey Mike’s has a growing $200 million ad fund that showcases ambassadors like Danny DeVito, who has been in the mix since 2022, and former NFL player Eli Manning (since 2025). Jersey Mike’s also struck a deal with the NFL last year as the Official Sub Sandwich sponsor.

It’s benefited from increased social media buzz thanks to influencers posting menu hacks, such as the viral TikTok “pregnancy sub,” as well.

Again, per third-party data, Jersey Mike’s core customer shows up more than six times annually. The larger addressable markets of family focused and younger guests visit one to five times and an even loftier number of value-focused diners have never tried Jersey Mikes, “presenting an opportunity for the brand to increase frequency across its existing customer base while also tapping into a large new customer base,” Zackfia said.

Much of Jersey Mike’s media spend historically tied into national TV (87 percent). It’s typically focused on live sports and speaking to current customers who skew older and higher income.

But with already rising brand awareness, Zackfia said, there’s clear opportunity to shift toward lower-funnel, more-targeted advertising such as social media. Doing so could significantly bolster Jersey Mike’s consideration across a wider and more diverse base.

Additionally, the brand’s paid social media spend has long lagged peers (less than 1 percent in 2024 and about 2 percent in 2025). Company leaders are targeting a mix shift to about 20 percent paid social with national TV sliding to a high-60 percent realm.

Next up on the runway topic is digital mix. The aforementioned 42 percent, while higher than 38 percent two years prior, is nowhere near the orbit of Wingstop’s 72 percent. Given previous investments to support digital sales, like dedicated makelines and convenient order pickup infrastructure, Jersey Mike’s said it believes the figure could rocket to 60–70 percent of sales, largely on the shoulders of a higher percentage of digital pickup orders.

Key to getting there, Zackfia said, will be a more sophisticated strategy to optimize loyalty and leverage Jersey Mike’s customer database, which spans 43 million profiles, including 12.5 million active MyMike’s loyalty members (this was 7.9 million in 2021).

The company is in the process of enriching its data with first-, second-, and third-party efforts to deepen insights, which should, in practice, drive greater frequency through customer segmentation and personalized messaging.

The end result, Zackfia said, being higher loyalty penetration and further evolution of the program. Loyalty frequency is 3X other customers. AI and predictive modeling, she added, should support growth by helping identify the right action at the right time to foster engagement.

And can Jersey Mike’s chase gains on the menu front? Zackfia said there’s room to use LTOs as a lever to emphasize value and create a call to action, like the return of an $8.95 Chicken Salad LTO introduced in 2025, and an $8.95 Mike’s Hot Italian LTO rolled in January for the brand’s 70th anniversary.

Fifty to 60 percent of LTO purchases flowed from new customers. Both the Chicken Salad and Hot Italian featured cost profiles at or better than Jersey Mike’s average despite a lower price point.

Looking forward, Zackfia said, the brand anticipates two to three LTOs per year, and she sees the chance to play up customization, bolder flavor profiles, and menu hacks to fuel trial and frequency, particularly across younger customers.

Healthy economics underline the road

There’s whitespace to expand in urban markets for Jersey Mike’s. Those represent just 12 percent of its store base yet generate AUVs of $1.8 million versus $1.3 million for rural and suburban areas. Management said there’s space to scale in high-traffic urban DMAs and bolster systemwide AUV.

Catering is worth circling as well. From only 3 percent of sales currently, Jersey Mike’s has said it could get to roughly 10 percent long-term. Although not a near-term priority, catering does fit within the brand’s operating model, Zackfia said, as these orders typically come in while the store team is conducting prep work.

If we cycle back, though, the large proportion of existing franchisees signing up for growth is a solid indicator they’re making money. With buildout costs of $515,000 and mid-teens unit-level margins (after a 6.5 percent royalty and 5 percent ad fund contribution), Jersey Mike’s restaurants generate cash-on-cash returns of more than 50 percent.

Having already improved this by more than 10 percentage points since 2019, the brand sees the potential for sales-driving initiatives to hike AUVs another $600,000. Without much else changing, it would translate to 60 percent-plus cash-on-cash returns.

Jersey Mike’s franchisee base includes more than 640 domestic operators, with about 80 percent directing 10 or more restaurants, and more than 330 leading one to two. The top 10 U.S. franchisees operate an average of 60 locations, while the largest has 91 (3 percent of the system).

That 1,600 pipeline touts about 1,000 stores signed and the remaining in negotiations. And Jersey Mike’s has a historical closure rate of less than 1 percent.

Zackfia outlines this leading to domestic expansion of 7–8 percent annually through 2029, or 290–300 gross U.S. openings from 2027–2029.

That would blueprint an uptick from the roughly 250 cadence of 2025 and 2026, results softened by a temporary halt in development in late 2024 on a shift to a corporate-led field team from subcontracted area directors. New restaurants are designed at 1,200–1,400 square feet for in-line and endcap locations (currently it’s closer to 1,500).

William Blair’s domestic saturation analysis hails from Jersey Mike’s current penetration in its most densely stored state of North Carolina (where it isn’t slowing growth and AUVs are $1.4 million, in line with system averages) and promises a domestic picture of 6,800-plus restaurants—more than double the present fleet and representing the bulk of Jersey Mike’s oft-mentioned goal of 7,500.

Such a horizon, Zackfia said, would imply more than a decade of future domestic growth at the current high-single-digit expansion pace.

And getting even bigger

Jersey Mike’s international story is hardly defined, to put it lightly. There are 21 franchised locations in Canada under a 10-year development agreement with Burger King and Taco Bell franchisee Redberry Restaurants. The company expects to develop 300 restaurants by 2034.

If current performance is any indicator of future, Jersey Mike’s could find a willing audience outside the U.S. The Canada restaurants are outpacing domestic AUVs at $1.6 million.

And as shared, Cancro touts a 10-year agreement to bring 300 restaurants to the U.K. and Ireland, with the first slated for 2026.

Zackfia said the size of the prize overseas could be as large as Jersey Mike’s domestic business. Management set course for 7,500 units, including 3,500 in 14 priority markets and 4,000 in additional areas, based on the broad appeal of the sandwich category and data-driven market research (city level for priority and country for others).

Zackfia said the numbers seem reasonable considering Subway has more than 18,000 international restaurants (similar to its U.S. footprint).

In addition to Canada and the U.K./Ireland, near-term focus markets include the UAE, Saudi Arabia, Mexico, Turkey, Germany, and Puerto Rico. Singapore, South Korea, Poland, Spain, Brazil, and Chile round out the map.

Zackfia projects international development to ramp up from 24 openings in 2026 to 33 in 2027, 54 in 2028, and 65 the ensuring year, yielding nearly 200 restaurants by 2029 and representing more than 4 percent of Jersey Mike’s franchised store base.

Ultimately, she said, combined with 7,000 domestic restaurants, Jersey Mike’s whitespace potentially hovers at nearly 14,000 units. So, it could fourfold from where it is today.

And as the company grows, Zackfia expects Jersey Mike’s revenue to cross $1 billion in 2029. The chain generates through four business segments: one, royalties and other revenues (39 percent last year); advertising fees (28 percent); system support revenue (28 percent) associated with the supply chain and technology, including contractual rebate arrangements with major food and beverage suppliers/distributors as well as goods and services related to tech program fees; and four, company-owned stores (5 percent).

Based on high-single-digit global franchised expansion and low-single-digit systemwide same-store sales growth (1–2 percent of price annually tossed in), the chain will soar revenue at about a 10 percent compound annual rate through 2029 to cross the milestone.

Source https://www.qsrmagazine.com/story/making-the-case-for-why-jersey-mikes-is-just-getting-started/

 

The Great Greek Mediterranean Grill Nears 100 Locations After Strong First Half of 2026

The Great Greek Mediterranean Grill, the award-winning fast-casual restaurant brand known for its elevated Mediterranean cuisine and hospitality-driven dining experience, announced today its notable performance through the first half of 2026, advancing franchise development, expanding its global footprint, driving strong sales growth, and earning multiple industry accolades. The brand currently has 92 restaurants open across 22 states and internationally.

During the first six months of the year, The Great Greek Mediterranean Grill signed 20 domestic franchise agreements – including four multi-unit development agreements – totaling 30 future restaurants across high-growth markets, while also securing its first-ever franchise agreement in Massachusetts. Development activity included:

Six locations for Nassau County, New York
Five locations for Dallas, Texas
Three locations for Naples, Florida
Five locations spanning Omaha, Nebraska and Sioux Falls, South Dakota
Two locations for Bakersfield, California
Single locations in Dothan, Alabama; Reading, Massachusetts; Charlotte, North Carolina; Boynton Beach, Florida; Rocklin, California; Suffolk County, New York; and additional locations in New Jersey, California and Indiana
Building on its international growth strategy, the brand also signed a master franchise agreement for Guyana and seven Caribbean countries, further expanding its global development pipeline.

“The Great Greek is entering its next chapter from a position of real strength. Our franchisees are seeing the benefits of a differentiated concept with compelling unit-level economics, while consumers continue to embrace fresh, authentic Mediterranean cuisine,” said Bob Andersen, President of The Great Greek Mediterranean Grill. “The restaurant industry continues to create exciting opportunities for brands that can deliver both operational excellence and a strong value proposition, and we’re confident The Great Greek is primed to lead that next wave of growth.”

The Great Greek Mediterranean Grill also opened eight new domestic restaurants during the first half of 2026, welcoming guests in Cedar City, Layton, and Hurricane, Utah; Salem, New Hampshire; Chandler, Arizona; Bolingbrook, Illinois; Epping, New Hampshire; and Las Vegas, Nevada. Internationally, the brand opened its first restaurants in Australia and Egypt while continuing its expansion in Canada with an additional location. With these openings and a strong development pipeline, The Great Greek Mediterranean Grill remains on track to surpass 100 locations open and operating by the end of 2026, marking another milestone during its 15th anniversary year.

Operational performance remained equally strong. Through the first half of the year, the brand saw increases in both same-store sales and same-store transactions for its franchised restaurants, reflecting continued consumer demand for its fresh Mediterranean menu and differentiated dining experience.

The Great Greek Mediterranean Grill also continued investing in digital convenience and menu innovation. The brand launched its new mobile app, providing guests with an enhanced ordering experience and expanded loyalty capabilities. In addition, its limited-time Seared Tuna Salad generated more than 2,500 transactions, demonstrating guests’ enthusiasm for premium seasonal offerings.

The brand’s strong positioning and sustained momentum earned its placement with several prestigious industry accolades. The Great Greek Mediterranean Grill was recognized as a Fast & Serious brand by Franchise Times for the second consecutive year, and it earned a spot on Fast Casual’s Top 100 Movers & Shakers list for the fourth year in a row. The brand was also named as one of the top three Emerging Restaurant Chains in the U.S. by Datassential and appeared on Technomic’s Top 500 Chain Restaurant Report again this year, highlighting the brand’s continued rise among the nation’s leading restaurant concepts.

“Fifteen years ago, The Great Greek was built around a simple idea: serve exceptional food with genuine hospitality. Today, that vision has evolved into an internationally recognized franchise brand with remarkable momentum,” said Ray Titus, Chairman and CEO of United Franchise Group. “The team’s disciplined growth strategy, commitment to operational excellence, and focus on best-in-class franchisee support continue to position The Great Greek as one of the most exciting restaurant franchise opportunities in the industry.”

The Great Greek Mediterranean Grill is a part of United Franchise Group (UFG), the global leader for entrepreneurs with four decades of franchising experience. In the first half of this year, United Franchise Group affiliated brands opened 105 new locations, signed 148 individual franchise agreements plus 7 development agreements for 19 additional locations, and granted 10 separate Master License agreements to Master Partners globally. To learn more about international franchise opportunities with The Great Greek contact Michael White, Chief Development Officer, at mwhite@ufgcorp.com.

Source https://www.qsrmagazine.com/news/the-great-greek-mediterranean-grill-nears-100-locations-after-strong-first-half-of-2026/

 

Burger King scraps ‘rubbery’ chicken nuggets for new recipe

The RBI chain updated its breading, marinade, sauces and packaging in a comprehensive overhaul meant to make its nuggets juicier and crispier.

Dive Brief:
Burger King is reworking its chicken nuggets after guest feedback described its extant nugget products as “rubbery” and “disappointing,” according to a press release.
The new nuggets will launch Sept. 1 and were developed following the chain’s listening initiative.
The chain’s nuggets will have crispier breading and a juicier marinade, and Burger King is adding a new, limited-time Special Savory Sauce to accompany the launch of the nuggets.

Dive Insight:
Burger King’s brand turnaround over the last few years has seen it come back from major operator bankruptcies and sales declines.

The chain is currently outperforming its peer-competitors, Wendy’s and McDonald’s, in terms of same-store sales. Given the consumer trend toward chicken in recent years, the redesigned nuggets could help extend this lead.

During its menu development process, Burger King reevaluated every part of the nugget recipe — including the meat, marinade, breading, sauce and packaging, Amy Alarcon, the chain’s head chef for the U.S. and Canada, said in the press release.

“Our nuggets needed a total overhaul,” Alarcon said. “Throughout the process, we invited real Guests — including some of our toughest critics, kids — to test and refine the recipe, helping us create a nugget we believe delivers the quality, taste and experience that they have been asking for.”

In addition to the LTO Special Savory Sauce, the brand updated its honey mustard dipping sauce to be richer and creamier, and rebalanced the flavor profile of its Sweet & Sour sauce.

As part of its yearslong turnaround program, Burger King has been working to elevate core parts of its menu. Typically, these moves have resulted in a degree of premiumization: the new Whopper has creamier mayo and a new bun. Both the new Whopper and the new nuggets are now served in cardboard boxes, rather than paper wraps or bags, which can help the products stay hotter, longer.

That shift toward more premium products, or at least a more premium positioning, comes at a moment when QSR brands are competing over price-conscious consumers. One way to change the value equation without resorting to a price war is to improve the quality — or at least the perceived quality — of the product.

Wendy’s announced in March that it was upgrading its chicken sandwiches, which is notable because chicken innovation is a big part of rival McDonald’s strategy. The major burger brands are locked in a chicken war in addition to a value war.

Perhaps coincidentally, McDonald’s announced Tuesday that it was reviving its Spicy McNuggets for a limited time also on Sept. 1. That could make it more difficult for Burger King to take nugget share in the late summer and early fall.

Source https://www.restaurantdive.com/news/burger-king-new-chicken-nuggets-crispy-juicy-sauce/828704/

 

Dunkin’ to return to Puerto Rico in 2027

The doughnut and coffee chain is banking on residual brand affinity to make its return to the island territory a success.

Dive Brief:
Dunkin’ will open its first locations in Puerto Rico next year through a partnership with Fusion Restaurant Group, an operator based on the island, according to a Monday press release.
The chain will share more information on its future locations as expansion progresses.
The deal marks Dunkin’s return to the U.S. territory more than a decade after the brand pulled back its presence on the island.

Dive Insight:
Dunkin’s prior presence on the island could ease its return, since a number of consumers there already have a relationship with the chain, and may be nostalgic for its products.

“Puerto Rico represents a compelling opportunity to expand Dunkin’s presence in a market where the brand already enjoys strong awareness and affinity,” said Michael Haley, Inspire Brand’s president and managing director, international.

Haley said Dunkin’s international strategy focuses on finding experienced restaurant operators with significant local experience in the market where they will develop Dunkin units’.

Last year, Dunkin’ hit the 10,000-store mark in the U.S. Its American store system comprises the vast majority of the chain’s roughly 14,200 units. Now, the chain said it has momentum to start building out the next 10,000 stores. While Puerto Rico is controlled by the United States, and its inhabitants are American citizens, the island is sometimes treated as an international market by restaurant brands.

A number of major brands are expanding their presence on the island. In 2024, Chick-fil-A announced it would build 15 restaurants in Puerto Rico by 2030. Restaurant Brands International’s subsidiaries Burger King and Popeyes are both investing significantly in Puerto Rican development. Earlier this year, Dairy Queen said it would enter the market and develop 20 restaurants.

Inspire Brands said earlier this year that it was planning to pursue an initial public offering. Finding development whitespace for its major brands, like Dunkin’, could help bolster the company’s valuation and long-term outlook.

Source https://www.restaurantdive.com/news/dunkin-puerto-rico-new-opening/828686/

 

Wendy’s hires ex-McDonald’s CMO as chief marketing, customer growth officer

Tariq Hassan will succeed Lindsay Radkoski, U.S. CMO since 2023, as the chain continues to execute a turnaround plan.

Wendy’s has appointed Tariq Hassan to the newly created role of chief marketing and customer growth officer, effective immediately, according to a press release. The executive will report to President and CEO Bob Wright and succeeds Lindsay Radkoski, who has served as U.S. CMO for the chain since 2023 and will depart the organization after a transition period.

Hassan previously served as U.S. chief marketing and customer experience officer at McDonald’s, where he helped the fast-food giant beef up marketing, drive digital and loyalty engagement and launch culturally relevant campaigns. After starting his career on the agency side, Hassan also served in various marketing roles for companies including Petco and HP.

While at McDonald’s, Hassan was key to campaigns around adult Happy Meals and Grimace’s birthday that drove engagement and sales. He was described as a “powerful force” in putting the brand at the center of culture by McDonald’s USA President Joe Erlinger. Hassan resigned from his post at McDonald’s early last year.

“Tariq’s appointment is another meaningful step in returning Wendy’s to profitable growth,” Wright said in a statement. “He has demonstrated the impact that highly effective marketing, digital activation, menu innovation and culturally relevant brand engagement can have on restaurant performance and customer loyalty.”

Hassan’s appointment arrives as Wendy’s look to rebound from six straight quarters of same-store sales declines, including a 7% decline in Q2 2026. Wright joined the chain in May after serving as president and CEO at Potbelly for more than five years, during which he oversaw the brand’s turnaround. The executive previously named demand-driving marketing as one of the five areas where Wendy’s is taking action to help spur a turnaround.

Around the turn of the decade, Wendy’s made waves with its social media marketing and brash brand voice on platforms like the one formerly known as Twitter. However, it has not been able to consistently turn online buzz into real-world sales, despite collaborations like a 2025 effort around Netflix’s “Wednesday.”

“We need to sharpen marketing. We’ve been over reliant on a calendar of one-off promotions and collaborations rather than a consistent, relevant brand narrative grounded in our equity and what Wendy’s stands for,” Wright said on a call with investors around the Q2 earnings.

Source https://www.restaurantdive.com/news/wendys-hires-ex-mcdonalds-cmo-as-chief-marketing-customer-growth-officer/828593/

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FOODSERVICE EQUIPMENT & SUPPLIES

Ali Group Announces Leadership Appointments for Welbilt Americas

CHICAGO (August 24, 2026) — Ali Group today announced a series of leadership appointments at Welbilt Americas, effective September 1, 2026, designed to strengthen organizational alignment, accelerate growth initiatives and enhance customer engagement throughout the Americas.

As part of these changes, Rob August will assume the position of Chief Executive Officer, Welbilt Americas, reporting to Filippo Berti, Chairman and Chief Executive Officer of Ali Group. He will be responsible for operational performance, crossbrand coordination and delivering on Welbilt’s growth targets across the Americas. Working closely with the company’s leadership teams and portfolio of brands, August will strengthen customer engagement, drive innovation and ensure Welbilt remains well positioned to capitalize on future opportunities in the foodservice industry.

August has served as Chief Commercial Officer of Ali Group and Welbilt Americas since 2025, where he has led the company’s commercial strategy while strengthening relationships with customers, channel partners and key industry stakeholders. Since joining Ali Group in 2006 as Executive Vice President of Champion Industries, he has held a variety of leadership positions and played an important role in advancing Welbilt’s growth initiatives and fostering collaboration across the company’s portfolio of brands.

“I have had the opportunity to work closely with Rob since he joined the Ali Group in 2006 and have great confidence in his ability to lead the organization,” said Filippo Berti, Chairman and Chief Executive Officer of Ali Group. “His deep industry experience, his execution-driven leadership and customer-focused approach make him the right leader to guide Welbilt Americas through its next chapter of growth and success.”

Supporting this leadership transition, Jim Courtright will assume the position of Executive Vice President, Welbilt Americas, reporting directly to Rob August. In this expanded role, he will help drive strategic growth initiatives, operational excellence and greater collaboration among Welbilt’s operating companies and brands throughout the Americas, while continuing to build strong partnerships with customers, channel partners and key industry stakeholders.

Since joining Welbilt in 2022 as Vice President of Sales, Welbilt Americas, Courtright has been instrumental in driving growth, strengthening customer relationships and leading high-performing teams throughout the region. He has more than four decades of experience in the foodservice and beverage industries, including leadership positions with Hobart, PepsiCo, Enodis and Scotsman Ice.

In addition, Leo Parot will assume the position of Senior Vice President, Strategic Accounts – McDonald’s, reporting to Jim Courtright. In this role, he will continue to serve as a trusted partner to McDonald’s worldwide, working closely with Welbilt’s portfolio of brand teams to advance innovation, operational excellence and long-term growth opportunities.

Since joining Welbilt in 2013, Parot has held roles of increasing responsibility across the organization and has developed strong relationships throughout the McDonald’s system. Since 2019, he has worked directly with McDonald’s stakeholders around the world, helping align resources from Welbilt’s portfolio of brands to support the company’s evolving needs.

“These appointments reflect our commitment to strengthening our leadership team, deepening customer engagement and ensuring Welbilt remains well positioned to capitalize on future opportunities,” said August. “Jim and Leo bring exceptional industry expertise, strong customer relationships and proven leadership that will help drive growth, strengthen customer partnerships and advance Welbilt’s long-term success throughout the Americas.”

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

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

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

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

Source https://www.welbilt.com/News/News/2026/August/Ali-Group-Announces-Leadership-Appointments-for-We

 

Hoshizaki America Appoints Technology Director

Digan Patel, formerly of The Coca-Cola Co., has taken the role of director-IoT platforms and connected solutions.

Hoshizaki America has appointed Digan Patel as director-IoT platforms and connected solutions.

Patel brings nearly 20 years of experience in technology, digital products and IoT solutions. Prior to joining Hoshizaki America, he spent his career at The Coca-Cola Co., where he held leadership roles across product management and technology, including leading digital and IoT initiatives supporting Coca-Cola Freestyle and its fleet of connected equipment.

In his new role, Patel will help advance Hoshizaki America’s smart equipment strategy and broader digital capabilities, leveraging his experience across IoT, digital platforms, product management, automation and AI to develop technology-enabled solutions that deliver meaningful value to customers.

“Digan’s extensive experience in connected technologies, IoT, digital platforms and emerging technologies will help accelerate our vision for smarter, more connected solutions that deliver greater value to our customers,” says Sally Ray, vice president of marketing and product management at Hoshizaki America, in the release. “His proven ability to bridge technology and business outcomes makes him a strong addition to our team as we continue to advance innovation across our product portfolio.”

Source https://www.fermag.com/articles/hoshizaki-america-appoints-technology-director/

 

Centralized Kitchen Boosts Production for a Texas School District

Foodservice Design Professionals (FDP) helps United ISD design a new production facility.

When United Independent School District in Laredo, Texas, built a centralized production kitchen in the late 1990s, it had 20-some school buildings within its boundaries. Today, the district serves about 40,000 students from pre-K to 12th grade across 44 campuses. To help scale food service production to meet current and future needs, the district approved a $52 million bond to build a brand-new facility on Laredo’s east side.“You can imagine doubling your size and students and still having to produce out of the same facility,” says Richardo Solis, an architect with Able City Architecture, which partnered with Foodservice Design Professionals, a design firm based in Texas. “The district was utilizing the space they had as best they could and did magic with what they had, but they really needed a new facility. Only they were landlocked, so they just couldn’t expand.”

The new Child Nutrition Center is 35,000 square feet and produces 40,000 to 65,000 meals per day. “This facility is the centralized kitchen for the entire district,” Solis says. “It also houses offices for not just their child nutritionists, but their entire administration department and maintenance staff.”

The entire facility was designed with future expansion in mind. “The cook-chill area is the heart of the center, and we have three cook-chill systems … with room for a fourth, should the district grow again,” Solis says. Redundancy also was a careful consideration. “This facility needs to operate all the time; they just really can’t afford any downtime,” Solis says. “Even on the electrical side, instead of having one large generator, we have two that operate in tandem with one another. If one goes down, there’s enough capacity in the other one to keep operations going.” Dry storage and freezer space were also doubled compared to the previous facility.

The center’s layout was designed around the flow of product coming in and out on a daily basis. “In the dock area, there’s receiving and distribution: They bring all the product in, and they store it in the storage warehouse and freezer,” Solis says. Next, employees bring the product into the production area, which includes an ingredient prep area, bakery, vegetable prep area and cook-chill zone. “There’s a lot of neat equipment to help them be as efficient as possible,” Solis says. “In the bakery, they have a huge walk-in proofer and two large mixers … for preparing cookies and breads for the entire district. Once product is done, it flows out from there, and we have some assembly coolers where everything gets packed to be shipped off to the different campuses.”

UnitedISD Bakery
Large mixers, ovens and a proofer make up the bakery, which turns out cookies and breads for the entire district.

One of Solis’ favorite parts of the center is the student instructional area, as well as the adjacent test and catering kitchens. “The instructional area essentially serves as their (staff) cafeteria, but they do a lot of school tours, and they use this as a home base, and they have a big projector (for presentations),” he says. A roll-down door separates the instructional area from the test kitchen and nearby catering kitchen. “They can open it up, and there’s a serving bar with hot and cold wells where they can serve the food they’ve made and (diners) can look directly into the test kitchen and see what people are doing,” he says. “They have the flexibility to be able to not only provide food for the district as a whole, but also be able to cater their own internal events and to provide food for staff.”

Able City and FDP started working on the project in 2022. Construction was completed earlier this year, with production up and running in time for the 2026 fall semester. “We have been working with FDP for many years, and this is probably the biggest project we have worked together on,” Solis says. “They are very thorough and very professional, and were able to work hand in hand with the district’s child nutrition department to make sure what they were getting was what they wanted.”

Source https://www.fermag.com/articles/centralized-kitchen-boosts-production-for-a-texas-school-district/

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TABLETOP & FRONT OF HOUSE

From Plate To Profit: How Tabletop Is Reshaping The Guest Experience

For years, tabletop was often viewed as one of the final details in a restaurant or foodservice opening. Operators selected plates, glassware and flatware because they needed them to execute the menu.
Today, that thinking has changed dramatically. In a marketplace shaped by rising costs, changing dining habits, labor pressure, lower alcohol consumption and increased competition from delivery and at-home dining, tabletop has moved from a functional purchase to a strategic part of how restaurants create and define value.

Lee Spielman, Vice President Food Service Sales for Libbey, has watched that evolution from the center of the tabletop industry. A 22-year veteran of the business, Spielman began his career after graduating from Florida State University and has spent more than two decades focused on glassware and tabletop. Since joining Libbey, his work has centered on helping the company expand its focus across dinnerware, flatware, glassware and higher-end collections that speak to the changing needs of restaurants, hotels, colleges, senior living communities and other foodservice operations.

“Restaurant operators are under tremendous pressure to differentiate themselves, and tabletop has evolved from being just a functional necessity into a strategic part of the guest experience,” Spielman said. “Functionality has become the expectation. Today, operators are looking for tabletop solutions that elevate the guest experience and bring their brand to life.”
That shift has been accelerated by larger consumer trends. Operators are competing not only with the restaurant down the street, but with delivery platforms, prepared foods, at-home meals and customers who may be dining out less often. When guests do decide to go out, they are looking for something memorable. Tabletop creates a valuable role in that moment because it is part of what the guest sees, touches, photographs and remembers.

Spielman added: “operators need to begin with the experience they wanted to create, rather than simply deciding whether to replace plates, glasses or flatware first. The right tabletop program should support the concept, the menu, the service model and the brand story. For some operators, that may mean durable core products that can withstand heavy daily use. For others, it may mean upgrading specific points of service, such as wine, cocktails, mocktails, VIP dining or seasonal limited-time offers.”

“For Libbey, our brands help do the work and define that story,” Spielman noted. “The core Libbey portfolio in dinnerware, glassware and flatware is directed toward functionality, workhorse products and durable products. Reserve by Libbey is for the operator that requires a more elevated experience in cocktail service, wine service and tabletop presentation.”

That balance between durability and design has become one of the defining tabletop conversations. “Operators still need products that perform. They need stackability, breakage resistance, consistent availability, dishwasher performance and pieces that work across multiple parts of the operation. At the same time, they need items that create excitement and help build a distinctive and differentiated presentation,” Libbey said.

Spielman has always has a keen eye for design trends. “It’s all about balance with color remaining important. Blue continues to be a strong design direction. Botanical patterns, textured finishes and cut-look glassware continue to capture attention. But the best new products are not simply decorative. They bring style together with practical application.”

Libbey’s product development team is constantly listening and responding to the needs of the customer base. “Our new 1818 Collection, including Marcela and Whitney, is a strong example of that approach. The collection uses a tulip mold process to create an ornate cut look in glassware while still delivering the stackability and workhorse durability operators need. That combination is especially important as restaurants look to elevate cocktails, mocktails and specialty beverages without adding unnecessary complexity to the back of house.”

The changing beverage landscape is also reshaping tabletop. “As more consumers drink less alcohol, operators are looking for new ways to make non-alcoholic beverages feel special,” the veteran tabletop executive commented. “Glassware can help a mocktail carry the same sense of occasion as a craft cocktail. Shape, texture and visual appeal all become part of the perceived value. The trend toward people expanding their interest in non-alcoholic beverages meant it was a different mix of glassware.”

“Operators are trying to create a special experience for craft mocktails and with that they need to find ways to bring excitement into non-alcoholic beverages. You can still do that, and glassware is an important part of that story,” Spielman outlined.
Food costs and portion strategy are influencing tabletop as well. “While smaller plates or different ounce capacities will not solve food inflation on their own, Libbey gives operators tools to manage presentation and portion control more thoughtfully. The breadth of available sizes, shapes and capacities allows chefs and operators to align the plate with the menu, the portion, the price point and the guest expectation.”

At the same time, storage space, labor challenges and breakage costs remain real concerns for operators. “The most successful operators are simplifying. They are selecting products that can perform across multiple dayparts and service areas, while being more selective about where they introduce statement pieces. That might mean a reliable core glassware line for daily service, supported by a more distinctive vessel for a seasonal cocktail, World Cup promotion, football-themed beer program or high-profile limited-time offer.”

Limited-time offers have become an increasingly important traffic driver, and Libbey can help make those promotions feel more ownable. “A specialty glass, custom plate or branded beverage vessel can turn a menu item into a guest experience, Spielman noted. But those pieces work best when the operator’s core tabletop program is already efficient, organized and durable enough to make room for something special.”

“The best approach is to build from a strong core and then layer in upgrades. A casual dining operator might begin with Libbey’s functional dinnerware, flatware and glassware, then move into Reserve by Libbey or select partner brands for specific experiences. A fine dining operation might have a different starting point, using premium collections as its core while still looking for statement pieces that support storytelling.”

Those lessons are not limited to restaurants. Hotels, colleges and universities, senior living communities and healthcare foodservice operations are facing many of the same macro trends. “Each segment has its own needs, but all are thinking more carefully about how tabletop affects experience and value creation. In college and university dining, wellness, parental expectations, catering, donor events and VIP dining are pushing tabletop in a more hospitality-driven direction.

As a savvy reader of the tabletop marketplace Spielman sees growth can change in emerging markets led by senior living. “Senior living is resetting its standards. Those communities want to mirror the guest experience of some of the nicest restaurants across the country. It is no longer an institutional feel. These communities are taking their tabletop very seriously.”

Spielman went on to share his approach to operators considering a tabletop audit. “It begins with these practical questions: Is the glassware etched or scratched? Is the dinnerware picking up metal markings? Is there enough flatware in service? Has the flatware developed a patina that no longer supports the brand? Are there opportunities to create new experiences around mocktails, limited-time-offers, seasonal menus or signature items?

The key is to evaluate tabletop through three value lenses: guest experience, operational efficiency and brand perception. A tabletop program that looks good but creates storage or labor issues is incomplete. A program that functions well but does nothing to support the concept may be leaving opportunity on the table. The future belongs to operators who can connect both sides.”

“Operators have to balance operational efficiency with the opportunity to create experiences they had not created before,” Spielman concluded. “The right tabletop program helps them do both.”

Restaurant and foodservice operators, dealers or distributors interested in learning more about Libbey’s tabletop solutions, including dinnerware, glassware, flatware, Reserve by Libbey and partner collections, can reach out to Lee Spielman and the Libbey team for more information at www.libbeyfoodservice.com .

Source https://totalfood.com/plate-to-profit-tabletop-reshaping-guest-experience/

 

What Is Driving Restaurant Design in 2026?

Top Restaurant Design Trends of 2026
Operating a successful restaurant in 2026 requires more than attentive service and quality food; current restaurant design trends focus on efficient, memorable, and adaptable spaces. Modern operations also rely on innovative technology to enhance efficiency and customer experience.

Key Takeaways
Developing technologies, operational needs, and shifting consumer preferences drive 2026 trends in restaurant design
Key trends include sustainable design, technology integration, local character, and flexible layouts
Focus on unique branding to leverage trends in new or established operations
Why Restaurant Design Trends Matter
Foodservice trends reflect customer values beyond the usual quality, consistency, and service expectations. Anticipating industry changes and guest needs attracts new visitors, improves operational efficiency, and supports long-term success by establishing a curated experience and strong market presence.

1. Sustainability-Focused Design
Many modern restaurants prioritize minimizing food, energy, and trash waste by implementing strategic designs, purchasing sustainable supplies, and outfitting kitchens with energy-efficient equipment. Operations use recycled materials for panel walls, facades, or floors, while LED lighting and water-saving faucets reduce utility usage. Organized disposal systems for trash, recycling, and composting further reduce overall facility waste.

Design Tips:

Acquire discarded materials from local builders or fabricators
Design efficient layouts for waste sorting, recycling, and composting
Maximize natural lighting and supplement with low-energy LED lighting in kitchens
Trending Sustainable Design Features

2. Technology Is Built Into the Dining Experience
Digital technology continues to develop in modern restaurants. Tools like self-service kiosks and digital menu boards can automatically update product availability and menu changes while strategically promoting specific items. IoT kitchen appliances enable remote control, diagnosis, and data collection. Many new trends in restaurants emphasize AI-based tools, which provide advanced data evaluation on information like order lead times, sales performance, and customer satisfaction and retention. Although less common, charging stations provide a draw for device-friendly cafes.

Design Tips:

Install self-order kiosks, QR code menus, or mobile payment systems
Design kitchen spaces to accommodate smart equipment
Utilize AI-driven tools to track and improve service efficiency
Restaurant Technology Trending Features

3. Social-Media-Worthy Design Still Matters
Creating visually memorable experiences remains an important design factor in 2026 as guests continue to appreciate and share stand-out themes on social media. Current design trends often feature layered lighting, strong focal points, and distinctive finishes that create in-person and online appeal. Unique furniture and tableware also draw attention to signature service and meal presentation.

Design Tips:

Use layered lighting, such as pendants, sconces, and accent lights, to create depth and dimension; warm lighting improves product presentation
Add focal points like murals, textured walls, unique ceilings, or artistic backdrops
Extend lighting and design themes throughout secondary spaces like hallways, patios, and restrooms
Trending Social Media Design Features

4. Local Character Is Shaping Restaurant Interiors
Restaurant decor trends increasingly draw on local art, materials, and history to root their restaurants in the community. Incorporating local textures, regional influences, and cultural details creates a more authentic environment. Operations can also partner with other local businesses to promote community discounts or programs.

If using local decor, be sure to emphasize a specific theme to avoid visual clutter. The 70/30 design rule can help, with 70 percent of a room focused on a dominant element, style, or color and 30 percent used for accents.

Design Tips:

Feature artwork, signage, or decor created by local artists and artisans
Employ regional materials, finishes, or articles that reflect the environment
Incorporate subtle references to local history, architecture, and culture while maintaining a coherent design theme
Local Character Trending Features

5. Comfort-Driven Decor Is Replacing Overly Minimal Spaces
Modern restaurants are moving away from simple, polished designs and toward dynamic, inviting spaces. Many operators prioritize comfortable seating, natural finishes, and warm colors to create relaxing environments. Layered textures, fabrics, shapes, and patterns make spaces stand out while maintaining a lived-in feel.

Design Tips:

Use upholstered seating, banquettes, and lounge-style waiting areas to create a comfortable atmosphere
Incorporate wood tones and natural textures to soften the space
Choose warm, ambient lighting rather than harsh, bright bulbs
Trending Comfortable Decor Features

6. Flexible Layouts Are Supporting Multiple Revenue Streams
Restaurants are becoming popular for large group gatherings and social events while also supporting dine-in, takeout, and delivery service. Many operations create adaptable dining areas that can accommodate varying party sizes or be cleared for live bands, company parties, or other events, and may also integrate staging areas for takeout and delivery pickup during peak hours. As a result, operators tend to prefer open rooms with few permanent fixtures for customizable layouts.

Design Tips:

Use movable partitions or furniture to reconfigure seating
Incorporate communal tables that accommodate both large groups and smaller parties
Create flexible pick-up areas and install nearby holding equipment to maintain quality
Flexible Room Trending Features

7. Open Kitchens and Visible Craft Are Staying Relevant
Open kitchens and tableside cooking experiences continue to attract customers, drawing them into the food-prep process. These layouts also build authenticity, letting guests see how their meal is made. Some restaurants add a twist by showcasing impressive cooking demonstrations in front of customers, which require careful attention to seating and equipment placement.

Design Tips:

Highlight specialty equipment such as pizza ovens, slicers, or grill stations
Design prep and expo areas with organized, visible workflows
Plan tableside prep as a performance to delight customers
Open Kitchen Trending Features

8. Year-Round Outdoor Dining Spaces
Outdoor dining remains popular in restaurants of all sizes and styles. Recently, many operators have equipped patios with tents, fans, and heating lamps for year-round dining, using durable and elegant outdoor furniture to expand seating capacity. These areas also provide flexibility for alternate designs, including themed spaces such as beer gardens.

Design Tips:

Use retractable awnings or covered structures with weather protection
Add outdoor lighting for a comfortable evening atmosphere
Decorate with plant and water features to create a natural ambiance
Outdoor Dining Trending Features

What Is Driving Restaurant Trends in 2026?
Current restaurant trends are influenced by developing customer preferences, technology advancements, and operation needs.

Social media platforms favor unique restaurant content
Emerging AI tools improve operation and service
Regulations and operating costs impact efficiency requirements
Labor shortages drive the need for innovation
Sustainability concerns affect design and material sourcing
Partner With KaTom on Smarter Restaurant Design
Creating a standout restaurant design starts with finding restaurant equipment that matches your layout. KaTom has helped outfit numerous successful restaurants, and our Design + Build team is ready to add yours to the list. Create a kitchen that matches your vision and incorporates current design trends with KaTom’s help.

Luke Fitzgerald

Source https://www.katom.com/learning-center/restaurant-design-trends.html?srsltid=AfmBOorW4PxirhDUTTMYFGd5evvNe6AqUZZ10ECIV7zH8FjpTpfUHL7o

 

Set the Table: Restaurant Tabletop Trends

Today, restaurant tabletop is about more than simply serving a meal. Dinnerware, glassware, and serving pieces are becoming an important part of the dining experience, helping restaurants showcase their personality and complement the look and feel of their space.

From natural textures and earthy finishes to oversized bowls and mixed glassware, today’s tabletop trends are all about creating a setting that feels intentional, inviting, and unique.

But for restaurant owners, choosing commercial tabletop isn’t just about finding pieces that look good. The right dinnerware and glassware also need to stand up to the demands of daily service, complement the menu, fit the restaurant’s concept, and work efficiently behind the scenes.

So, what’s making its way onto restaurant tables? Here are some of the tabletop trends worth watching.

Earthy & Rustic Textures
One of the biggest shifts in restaurant dinnerware is a move toward warmer, more natural-looking pieces.

Hand-glazed stoneware, matte finishes, organic shapes, and earthy colors are replacing some of the traditional, uniform looks of commercial dinnerware. Subtle variations in texture and finish can give each place setting a more relaxed and handcrafted feel.

This style works especially well for farm-to-table restaurants, rustic concepts, casual dining spaces, and chef-driven restaurants where the presentation of the food is part of the experience.

Think hand-glazed plates with subtle variations, matte-finish bowls, earth-tone dinnerware, natural wood serving boards, and textured pieces that add visual interest without overwhelming the food.

Of course, restaurant dinnerware still needs to perform in a busy foodservice environment. While a unique finish can make a table stand out, durability, stacking, washing, and replacement availability should all factor into the decision.

Natural textures can make a table feel warmer and more inviting while giving chefs an interesting backdrop for food presentation.

The Oversized Bowl
The traditional dinner plate isn’t the only option for serving an entrée anymore.

Deep, wide bowls and coupe-style bowls have become versatile pieces of commercial dinnerware, showing up on menus ranging from pasta and salads to grain bowls, ramen, rice dishes, and shared sides.

Their wide shape gives chefs more room to build a presentation while keeping ingredients contained. They can also create a more relaxed, approachable dining experience that works well with today’s casual and comfort-focused menus.

For restaurant operators, versatility is another advantage. A well-designed bowl can serve multiple menu items, potentially reducing the need for several specialized pieces of dinnerware.

When choosing bowls, consider the types of food you serve, portion sizes, how they’ll stack, and how easily your team can handle them during service. The right piece should look good on the table and make sense in the kitchen.

Fiesta 68-oz. Bistro Coupe 9 5/8-in. Large Bowl

Wide Soup Bowls Ceramic Bowl Large Soup Serving Bowl For Restaurant Ramen Noodle Bowl

Mixed & Mismatched Glassware
Glassware is another area where restaurants are adding more personality.

Instead of making every glass match perfectly, restaurants are mixing complementary shapes, textures, colors, and finishes. Ribbed glasses, tinted glass, textured designs, and vintage-inspired styles can create a tablescape that feels curated and distinctive.

This approach can work particularly well for cocktail bars, breweries, wine-focused restaurants, upscale casual concepts, and restaurants with vintage or eclectic design elements.

For example, a restaurant might pair a classic clear water glass with a lightly tinted beverage glass or use textured glassware to make cocktails and specialty drinks stand out.

The key is finding a combination that feels intentional rather than random.

And just like dinnerware, commercial glassware has to work beyond the dining room. Before choosing a style, consider durability, stacking, storage, dishwasher compatibility, replacement availability, and how the glass feels in a guest’s hand.

The best glassware brings personality to the table without creating unnecessary challenges for your staff.

Statement Serving Pieces
As restaurants focus more on presentation, serving pieces are becoming part of the experience rather than an afterthought.

Wood serving boards, ceramic platters, specialty bowls, small serving vessels, and unique presentation pieces can turn appetizers, desserts, charcuterie, and shareable dishes into something guests remember.

Instead of placing every dish on a standard plate, restaurants can use different materials and shapes to give certain menu items their own presentation.

This doesn’t mean every dish needs a specialty serving piece. A few well-chosen pieces can be enough to create variety throughout the menu.

When selecting servingware, think about which dishes deserve to stand out and how each piece will fit into your existing tabletop collection.

Organic Shapes & Unique Silhouettes
Round plates aren’t going anywhere, but they’re being joined by more unconventional shapes.

Oval plates, coupe shapes, irregular edges, asymmetrical serving pieces, and other organic silhouettes can add visual interest while giving restaurants another way to differentiate their tabletop.

Organic shapes pair particularly well with neutral colors, natural finishes, and minimalist designs. They can create a sense of variety while still keeping the overall table setting cohesive.

This trend also gives restaurants an opportunity to connect their tabletop with their interior design. A modern restaurant might pair simple matte dinnerware with subtle organic edges, while a more eclectic concept could combine different shapes, textures, and materials.

The goal isn’t necessarily to make every piece different. Instead, it’s about choosing tabletop that feels connected to the restaurant’s overall personality.

Choosing Restaurant Tabletop Beyond the Trends
Trends can be a great source of inspiration, but what’s popular isn’t always what’s practical for every restaurant.

Commercial dinnerware, glassware, and serving pieces need to balance style, durability, functionality, and cost. Before investing in new restaurant tabletop, consider how each piece will work with your operation.

Start With Your Menu
Consider how food is served and presented. Do you need pasta bowls, large entrée plates, small appetizer plates, shareable serving pieces, or specialty vessels for desserts?

Consider Your Restaurant Concept
Think about the experience you want guests to have when they sit down. Your tabletop should help reinforce that feeling.

Think About Storage
Before purchasing, consider how plates, bowls, glasses, and serving pieces will be stored. Pieces that stack efficiently can help make better use of limited storage space and keep your kitchen more organized.

The right tabletop should look good, work hard, and fit the way your restaurant operates.

Let Your Tabletop Tell Your Restaurant’s Story
Restaurant tabletop trends are ultimately about more than what’s popular. They’re about creating a dining experience that feels intentional while still supporting the way your restaurant operates.

Whether you’re opening a new restaurant, remodeling an existing space, updating your menu, or simply refreshing your table settings, the right combination of commercial dinnerware, glassware, and serving pieces can help bring your concept to life.

You don’t have to completely redesign your tabletop to make an impact. Sometimes, adding a new texture, introducing a different bowl shape, or updating your glassware is enough to give the table a fresh look.

Ready to Refresh Your Restaurant Tabletop?
From commercial dinnerware and stoneware to glassware and serving pieces, explore tabletop options designed for the demands of foodservice.

Find pieces that fit your menu, complement your concept, and bring something extra to the table with the help of our team at SRE. Contact us today to set your table the right way.

Source https://www.sporest.com/2026/08/11/set-the-table-restaurant-tabletop-trends/

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FOOD & BEVERAGE NEWS

Alfalfa Sprouts Linked to Food-poisoning Outbreak in 15 States, Health Officials Say

Four people have been hospitalized.

NEW YORK (AP) — U.S. health officials say a food-poisoning outbreak tied to alfalfa sprouts and involving multiple germs has sickened people in 15 states.

State officials announced the outbreak earlier this week, saying they documented more than three dozen cases in Minnesota and Wisconsin. On Friday, the U.S. Centers for Disease Control and Prevention said the agency is aware of 55 cases nationally, including four people who have been hospitalized.

The CDC said cases are also reported in Florida, Indiana, Iowa, Kansas, Michigan, New Hampshire, New York, Pennsylvania, North Carolina, South Carolina, North Dakota, South Dakota and Washington.

Of 34 sick people interviewed, 26 reported eating alfalfa sprouts, according to the U.S. Food and Drug Administration.

Food poisoning outbreaks tend to be defined by one type of germ, but this outbreak involves people with salmonella and different strains of E. coli.

Shiga toxin-producing E. coli — or STEC — can cause stomach cramps and bloody diarrhea. Infections can lead to a severe complication that involves acute kidney failure.

Salmonella poisoning can cause diarrhea, fever, severe vomiting, dehydration and stomach cramps.

Officials are linking cases to alfalfa sprouts produced by Everything Sprouts, a Minnesota grower, and sold under the Calco and Everything Sprouts brands to restaurants and grocery stores. The company has yet to issue a recall, the FDA said.

Last year, the FDA sent a warning letter to Everything Sprouts, saying inspections the year before identified several points of concern, including a leaking roof that was dropping water onto bean sprouts and workers’ smocks.

Source https://www.foodmanufacturing.com/safety/news/22972892/alfalfa-sprouts-linked-to-foodpoisoning-outbreak-in-15-states-health-officials-say

 

Hormel Foods Names New EVP and Chief Financial Officer

Ash Bhumbla comes over from Tyson Foods to run Hormel’s financial strategy, capital allocation and long-term growth objectives.

Hormel Foods Corp. has named Ash Bhumbla to be its new executive vice president and chief financial officer, effective Sept. 8, 2026. Bhumbla will take the reins from interim chief financial officer Paul Kuehneman, who will remain a key senior leader in finance for the organization and help transition Bhumbla into the role.

Bhumbla joins Hormel from Tyson Foods, where he most recently served as senior vice president and chief financial officer of the Chicken segment; during 2025, he concurrently also served as chief financial officer of Tyson’s International segment. Prior to his time at Tyson, Bhumbla served in senior finance and corporate development leadership roles at Perdue Farms and International Flavors & Fragrances (IFF), and he began his career with strategy consulting firm Marakon Associates.

In this new role, Bhumbla will guide Hormel Foods’ financial strategy, capital allocation and long-term growth objectives. Kuehneman, who has worked his way up through Hormel Foods’ financial organization for years, joined the company in 1993 and has served as interim CFO since October 2025.

Source https://www.foodprocessing.com/food-categories/meat-poultry-seafood/news/55400608/hormel-foods-names-new-evp-and-chief-financial-officer

 

Apple cuts into pumpkin’s dominance as a fall flavor

Pumpkin has long dominated the fall beverage lineup, but this year, several chains have put apple into the mix. Nutty flavor profiles like pecan are also trending. But have no fear, there’s still plenty of pumpkin around in both food and drink. In other news, Condado Tacos sticks with the more summery peach, Pollo Campero dips into queso, and Cracker Barrel riffs on chicken.

Caribou Coffee is not only spotlighting apple, it’s singling out one variety: the Honeycrisp. The fall beverage lineup includes the new Iced Caramel Latte with Honeycrisp apple foam; a Honeycrisp Apple Caramel Espresso Shaker; Honeycrisp Apple Caramel High Rise-Latte; Honeycrisp Apple Energy with original and lemonade bases; and Honeycrisp Apple Caramel High Rise Caribou’s Cooler Blended Beverage. The high rise refers to a topping of whipped cream and a drizzle of sauce. Pumpkin has good representation at Caribou, too. The ubiquitous fall flavor shows up in seven drinks, including a White Mocha, Espresso Shaker, Latte, Cold Brew, and Chai Latte.

Apples also fall onto the menu at Paris Baguette. The iced or hot Caramel Apple Matcha Latte blends ceremonial-grade matcha with caramel apple and milk, drizzled with caramel sauce. On the food side, there’s a Caramel Apple Streusel Trifle and Caramel Apple Streusel Donut. Pumpkin favorites have been updated for Fall 2026 and include a Pumpkin Streusel Latte topped with cinnamon streusel, Pumpkin Streusel Tart with pumpkin spice filling topped with streusel, and a Pumpkin Spice Cruffin, a flaky croissant-muffin hybrid with pumpkin spice filling, topped with pumpkin icing and pumpkin seeds.

Philz Coffee introduced Apple Cinnamon Roll Coffee, a cold brew with caramel apple butter, vanilla sauce, and cinnamon. To eat, there’s an Apple Cinnamon Danish, but pecan is also making news, with a Pecan Pie Kouign-Amann (a croissant-like round pastry with caramel on the bottom and pecan pie filling) and Pecan Pie Coffee. Rounding out the fall flavor lineup are Pumpkin Bread and a Cinnamon Maple Morning Bun.

A couple of apple-centric items flavor the menu at Peet’s Coffee. On offer are a Caramel Apple Protein Smoothie, a blend of Granny Smith apple purée, milk, and caramel, and Sparkling Green Apple Energy made with Granny Smith apple purée, club soda, and plant-derived caffeine. And on the pumpkin front, there’s Pumpkin Chai Latte, Pumpkin Latte, Iced Pumpkin Matcha Latte, and Pumpkin Cold Brew.

A new Caramel Apple Dirty Soda has arrived at Dunn Brothers Coffee, a fall variation for the brand’s Dirty Soda collection. Also on offer are a Pumpkin Pie Latte made with real pumpkin and spiced maple syrup, Iced Brown Butter Pumpkin Shaken Cold Brew, and Pumpkin Muffin, plus a nod to maple in the Maple Waffle Chicken Sausage Breakfast Sandwich.

Apples are abundant on Cracker Barrel’s fall menu, showing up in Sweet Cream Caramel Apple Pancakes and Sweet Cream Caramel Apple French Toast, as well as Apple Cobbler Cheesecake and a Granny Smith Apple Mimosa — a mix of sparkling wine and green apple purée. Moving into lunch and dinner, the family-dining chain is all about chicken. On offer are breaded and fried Crispy Homestyle Chicken as a platter or sandwich, Maple Bacon Homestyle Chicken, BBQ Smokestack Homestyle Chicken, Nashville Hot Homestyle Chicken, and Honey Butter Homestyle Chicken. The extensive menu rollout also includes Carrot Cake and Sweet Honey Latte.

The fall menu at Perkins Restaurant & Bakery combines value with classic flavors. Beginning Wednesday, pumpkin season gets into full swing with the new Maple Bacon Pumpkin Platter, where pancakes are layered with cheesecake filling, then topped with Maple Bacon glaze and whipped cream and served with eggs and a choice of bacon or sausage. There’s also a Pumpkin Pancake Platter, Pumpkin Mammoth Muffin, Pumpkin Pie, Iced Pumpkin Spice Cold Brew, Hot Pumpkin Spice Coffee, and the pumpkin-free Potato Pancake Stacker Platter. Value seekers can order up a Burger, Fries and Pie combo starting at $10.99.

Hojicha, not coffee, matcha, or chai, is the base for fall drinks at Coffee, Bean & Tea Leaf. The Iced Pumpkin Hojicha Latte combines hojicha tea with pumpkin syrup, white chocolate powder, and milk over ice, while both Iced Hojicha Latte and Hojicha Ice Blended Drink blend the tea with white chocolate powder and milk.

Pumpkin shows up in two items at First Watch: Pumpkin Spice Donuts and Pumpkin Pancake Breakfast. But the rest of the fall launch focuses on other flavors. On offer are a Maple Bacon Croissant Sandwich, The Godfather Breakfast Bowl with Italian sausage, eggs, and seasoned grits topped with lemon-dressed arugula, parsley, chives and Parmesan, and the Blazing Dragon, the restaurant’s seasonal fresh juice with strawberry, lemon, and dragon fruit.

Despite all the pumpkin and apple rollouts, Condado Tacos is sticking with a summer fruit: peach. The Mexican-inspired chain launched a Peach Chamoy Marg with tequila, Grand Marnier, Tajín, chamoy, and citrus for $10. The food side is peachy, too, with Peach Chamoy Guac, Peach BBQ Brisket Nachos, and a Peach Jalapeño Shrimp Taco. A peach-less BBQ Brisket Taco completes the menu’s debut.

Customers at Pollo Campero can dip into queso four different ways. There’s a Queso Bacon Chicken Sandwich layered with grilled or fried chicken breast, queso, and bacon on a brioche bun; Queso Bacon Yuca Fries topped with queso and bacon; and Queso Bacon French Fries with the same topping. Also on offer is a side of queso ($2.99) for dipping into or topping any menu item.

And at Subway, hot honey continues to be a flavor pick. The sandwich QSR launched Doritos Hot Honey Nachos with cheddar, Roma tomatoes, red onions, pickled jalapeños, and hot honey; the Hot Honey Italian sandwich filled with salami, pepperoni, provolone, lettuce, and hot honey; and Hot Honey Turkey Italiano, which adds sliced turkey to the above sandwich.

For more food and drink news of the week, check out Menu Tracker.

Source https://www.restaurantbusinessonline.com/beverage/apple-cuts-pumpkins-dominance-fall-flavor

 

National Restaurant Association: Beverages are potential growth drivers

The Association’s 2026 Restaurant Beverage Trends report reveals that consumers are seeking drink-centric experiences and restaurants are working to meet the demand.

Beverage innovation has moved front and center at restaurants, as the demand for new flavors, expanded menus, and beverage-centric experiences continues to rise. And that innovation is becoming a growth driver for restaurants.

That’s according to the “2026 Restaurant Beverage Trends” report released by the National Restaurant Association and sponsored by The Coca-Cola Company. An overwhelming majority (87%) of full-service operators and 80% of limited-service operators say beverages can be an important driver of restaurant traffic, while majorities in both segments say offering a larger variety of drinks is more important than it used to be.

“Beverages are more than just a drink for today’s consumers — they’re looking for something that feels personal, memorable, and worth going out for,” Michelle Korsmo, president & CEO of the National Restaurant Association, said in a statement. “Our Restaurant Beverage Trends report shows a real opportunity for restaurant operators. Beverages can help restaurants stand out, deliver more value to guests, and drive growth through an elevated experience, unique flavors, and customizable options.”

The rise of beverage-focused concepts like Swig, HTeaO, and even coffee chains such as Ziggi’s and Scooter’s has ratcheted up the competition for inventive drink menus. Chain restaurants are trying to keep pace, expanding their beverage lineups way beyond branded sodas and iced tea to house-crafted drinks that change seasonally.

The report claims that younger consumers — Gen Z and millennials — are powering the trend, with 71% saying their favorite restaurant beverages provide flavor experiences that cannot easily be replicated at home, and roughly seven in 10 younger adults want more beverage options on menus. That said, 72% percent of all consumers surveyed say restaurants are a good place to learn about beverages they have never tried before, while 54% say they enjoy being adventurous when selecting a beverage.

Beverage-only purchases are emerging as a major growth opportunity for restaurants in today’s value-driven landscape, particularly among younger consumers. Thirty-seven percent of consumers make beverage-only purchases at least weekly, including 50% of Gen Z adults and 47% of millennials. The afternoon is the most popular time of day for beverage-only purchases, creating new opportunities for restaurants to drive traffic beyond traditional meal occasions.

But the survey data suggest that beverages are serving as more than thirst-quenchers or a means of refreshment. There’s an increased demand for functional and wellness-focused beverages, as well as customized drinks that provide novelty and memorable experiences. Rather than simply expanding the beverage selection, operators need to create a “smarter” menu mix, according to the report.

The survey respondents seem to be going in that direction. Limited-service operators are focused on growth categories such as coffee (46%), tea (31%), smoothies (29%), lemonades (27%), energy drinks (26%), and wellness beverages (24%), while full-service operators are expanding both traditional and emerging alcohol offerings, including mixed cocktails (55%), alcohol-free cocktails (49%), beer (45%), wine (42%) and alcohol-free beer (39%).

There are also opportunities in delivery, but beverage packaging hasn’t kept up with demand. Eighty-three percent of delivery customers say they would include drinks in their orders more often if improved packaging allowed restaurants to offer more beverage options. Among Gen Z and millennial consumers, that figure rises to 89%. Additionally, two-thirds of restaurant operators say they would increase beverage promotion for delivery if packaging improvements made transportation easier.

The National Restaurant Association’s “2026 Restaurant Beverage Trends” report is based on surveys of operators and consumers conducted by association economists.

Source https://www.nrn.com/beverage-trends/beverages-are-potential-growth-drivers-for-restaurants-finds-the-national-restaurant-association

 

PepsiCo ups delivery of diverse ingredients

PURCHASE, NY. — PepsiCo., Inc. delivered 79 billion portions of diverse food ingredients, including whole grains, plant-based proteins, fruits and vegetables in 2025, according to its latest ESG report. The total is more than halfway to the company’s goal of delivering 145 billion portions annually in its global convenient foods portfolio by 2030.

The report also noted that PepsiCo exceeded several of its 2025 nutritional goals, including making over 75% of its “convenient foods volume” not exceed 1.3 mg of sodium per calorie and not exceed 1.1 grams of saturated fat per 100 calories.

“Consuming an excess of added sugars, sodium or saturated fat are leading risk factors across the globe for diet-related health conditions,” PepsiCo said. “At the same time, many people around the world are not eating enough nutritious food groups and hence essential nutrients. Although many of our products are not intended to be core elements of the daily diet, we aim to set ambitious nutrition goals that will enable us to offer an array of positive choices, now and for many years to come.”

As far as supply chain progress goes, PepsiCo expanded its regenerative agriculture practices to 4.7 million acres in 2025, up from more than 3.5 million acres in 2024 and on course to reach 10 million by 2030.

PepsiCo also said it improved the livelihoods of approximately 224,000 people in its agricultural supply chains in 2025, up from more than 185,000 in 2024, with the aim to reach 250,000 by 2030.

“We’re excited by the momentum we’re building as pep+ continues to transform our business end to end,” said Jim Andrew, chief sustainability officer of PepsiCo. “We’re making significant progress — from expanding regenerative, restorative and protective practices to 4.7 million acres, reducing emissions of our operations, to evolving our product portfolio to offer more choices — and we’re doing it in ways that we believe will strengthen our business for the long term. While there’s more work ahead, this progress reflects how we’re continuing to take steps to embed sustainability into how we operate, innovate, and grow.”

PepsiCo also highlighted its renewable energy progress from the past year. The company achieved 96% renewable energy in company-owned operations in 2025, inching ever closer to its goal of 100% by 2030.

“Manufacturing and distributing our products require energy, including electricity and fuels like natural gas,” PepsiCo said. “Transitioning to renewable energy is an important part of progress toward our 2030 greenhouse gas (GHG) reduction goals and our 2050 net-zero emissions goal.”

Source https://www.foodbusinessnews.net/articles/30855-pepsico-ups-delivery-of-diverse-ingredients

 

Tyson Foods Commits $1M To School Nutrition, Food Access Effort

Springdale, Arkansas-based Tyson Foods has committed $1 million over the next two years to the Harvest to Hallways initiative, an effort to improve childhood nutrition and food access.

The funding will help expand student access to healthy school meals, support nutrition education and strengthen meal access in rural communities. The commitment will be distributed over two years through Tyson’s nonprofit partners. The company said it will draw on its existing partnerships with GENYOUth, Boys & Girls Clubs of America and the Food Research & Action Center to help deliver the programs in schools and communities across the country.

“At Tyson Foods, our purpose is to feed the world like family, and that starts with helping children access the nutrition they need to reach their full potential,” said Donnie King, president and CEO of Tyson Foods. “We’re proud to support the Harvest to Hallways initiative and work alongside organizations that are making a meaningful difference for students and families across the country.”

Harvest to Hallways was announced the same day by the U.S. Department of Agriculture and the Department of Health and Human Services. The initiative was unveiled at USDA, alongside farmers, students, school nutrition leaders, athletes, chefs and parents.

The federal package includes up to $70 million for school cafeteria infrastructure, up to $25 million in additional Farm to School Grants for fiscal 2026 and $30 million from HHS for research into practical, cost-effective ways to improve the nutritional quality of school meals. USDA also plans an education and outreach campaign around the Local Option School Procurement Program, an existing procurement pathway that can allow schools to be reimbursed for purchases of locally produced foods.

Tyson Foods was founded in 1935 by John W. Tyson and has grown under four generations of family leadership. Its brands include Tyson, Jimmy Dean, Hillshire Farm, Ball Park, Wright, State Fair, Aidells and ibp. The company is a member of the S&P 500 and Russell 1000 indices and had about 133,000 team members as of Sept. 27, 2025.

Source https://theshelbyreport.com/2026/08/25/tyson-foods-commits-1m-to-school-nutrition-food-access-effort/

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HVAC & PLUMBING

Presidential Heating & Air Conditioning Acquires Shipley, Expanding Plumbing and Whole-Home Services

Presidential Heating & Air Conditioning, a trusted home-comfort provider serving Montgomery County and the surrounding communities, today announced the acquisition of Shipley Plumbing, Heating & Air Conditioning, effective August 24, 2026. Shipley will become part of Presidential and transition to the Presidential name, expanding Presidential’s services to include plumbing, drain clearing, water heater maintenance, repair and replacement, fixture installation and more.

Shipley customers will continue to receive attentive local service while gaining access to Presidential’s heating and cooling maintenance, repair and replacement capabilities. Presidential customers will now be able to turn to the same team for a wider range of home-comfort needs, including plumbing.

“Our customers and our team have always been at the center of Shipley,” said Ron Shipley, owner of Shipley Plumbing, Heating & Cooling. “Joining Presidential gives us the opportunity to preserve that local commitment while offering customers more services and giving our team enhanced training and growth opportunities. We’re excited about what we can deliver together.”

“We are proud to welcome Shipley’s customers and team,” said Chris Nixon, General Manager of Presidential Heating & Air Conditioning. “This combination allows us to bring trusted plumbing expertise to Presidential customers and dependable support to Shipley customers. Most importantly, it strengthens our ability to provide a seamless, high-quality experience throughout Montgomery County.”

The acquisition supports Southern Home Services’ strategy of strengthening its established Centers through complementary local partnerships. Presidential is part of the Southern Home Services network and benefits from shared resources, training and operational support while remaining focused on the needs of its local community.

Customers may continue to request service through their familiar channels during the transition. For information or to schedule service, call Presidential at (301) 670-0853 or visit PresidentialHeatandAir.com.

About Presidential Heating & Air Conditioning

Founded in 1982, Presidential Heating & Air Conditioning serves homeowners in Montgomery County, Maryland, Washington, D.C., and surrounding communities. Presidential provides heating and cooling maintenance, repair and replacement and is expanding its capabilities to include plumbing and drain services. Learn more at presidentialheatandair.com.

About Southern Home Services

Southern Home Services is a trusted provider of heating, air conditioning, plumbing and electrical services across the United States. Its local Centers deliver quality solutions and customer care with the support of a growing home-services network. For more information, visit southernhomeservices.com.

MEDIA CONTACT: Desirae Mills, Director of Communications | marketing@southernhomeservices.com | 407-790-5548

Source https://hvacinsider.com/presidential-heating-air-conditioning-acquires-shipley-expanding-plumbing-and-whole-home-services-across-montgomery-county/

 

Discover How VRF Solutions are Revolutionizing Smart Commercial Spaces

Transforming Commercial Spaces with VRF Solutions
As the commercial real estate landscape evolves, businesses are increasingly challenged to create spaces that blend efficiency, comfort, and adaptability. Variable Refrigerant Flow (VRF) systems represent a cutting-edge solution that addresses these needs effectively. This innovative HVAC technology offers precise temperature control and energy efficiency, making it a favored choice for modern buildings. With the growing demand for sustainable and smart building solutions, VRF systems emerge as a viable option that aligns with new architectural trends.

What Are VRF Systems?
VRF systems use refrigerant as the cooling and heating medium, allowing varying amounts of refrigerant to be sent to multiple indoor units. This flexibility leads to increased energy efficiency and gives businesses the ability to manage different zones within a building independently, catering to the unique needs of diverse tenants or usage areas. By employing advanced inverter technology, VRF systems can modulate their cooling and heating output, which means they only use as much energy as necessary, further enhancing efficiency.

Benefits of VRF for HVAC Business Owners
For HVAC business owners, offering VRF systems can open new revenue streams and enhance their market competitiveness. These systems are generally easier to install than traditional HVAC solutions, often requiring less space and fewer modifications to existing structures. This translates into quicker installations, benefiting both the contractors and their clients. Moreover, as businesses seek to lower their operational costs, offering VRF systems can help your HVAC business appeal to an increasingly eco-conscious market. Demonstrating the financial savings through energy efficiency can also elevate your positioning in the market.

Energy Efficiency and Sustainability
In an era where sustainability is paramount, VRF systems stand out due to their energy-efficient designs. These systems can significantly reduce energy consumption, decreasing carbon footprints and enabling commercial properties to align with green building standards. According to the U.S. Environmental Protection Agency, commercial buildings account for nearly 20% of total energy use in the United States, so any reduction can significantly impact overall energy conservation efforts. By adopting VRF technology, buildings not only reduce operational costs but also contribute to a healthier environment. Additionally, such systems often qualify for various energy rebates and incentives, further driving down costs and appealing to property owners motivated by sustainability.

Customization for Diverse Building Needs
One of the significant advantages of VRF systems is their ability to be tailored to specific building types and tenant requirements. From healthcare facilities that demand stringent temperature controls to retail spaces needing flexible zone heating and cooling, VRF provides customizable solutions that meet varying demands. This adaptability makes VRF systems an ideal choice for mixed-use developments, where different spaces have distinct temperature and ventilation requirements. Property managers can optimize comfort for tenants while maintaining high energy efficiency, leading to enhanced tenant satisfaction and retention.

Future Predictions for the HVAC Industry
As smart technologies become mainstream, integrating VRF systems with building management systems (BMS) will enhance operational efficiencies. Expect to see more developments in IoT-enabled VRF systems that allow remote monitoring and management, giving building managers real-time data to optimize performance. This promise of connectivity not only enhances building operations but also facilitates predictive maintenance, ensuring systems run smoothly and efficiently. Owners can proactively address potential issues before they escalate, minimizing downtime and repair costs. The potential integration of AI and machine learning into VRF systems could further revolutionize how commercial spaces are managed, leading to even smarter energy usage.

Challenges and Counterarguments
Despite their many benefits, VRF systems can pose challenges, such as higher initial costs compared to conventional systems. HVAC business owners must educate clients about the long-term savings to justify the investment. The upfront costs can deter clients, especially those with tight budgets. Additionally, the complexity of VRF technology requires trained technicians for installation and maintenance. This may necessitate a shift in workforce training and development strategies to ensure skilled personnel are available. Addressing misconceptions about the technology will be key in persuading potential clients to embrace these advanced systems, and establishing a strong after-sales support framework can help maintain trust and satisfaction among customers.

Strategic Steps for HVAC Business Integration
To successfully integrate VRF systems into your offerings, consider the following strategies:

Training Programs: Invest in training your staff on VRF technologies to ensure that they can effectively market and service these systems. Conduct workshops and utilize online resources to keep your team updated on the latest developments.
Partnerships: Collaborate with manufacturers to gain access to resources and support for VRF installations. These partnerships can provide invaluable insights and materials that can aid in effectively promoting VRF systems.
Marketing Strategies: Educate your existing and potential clients on the long-term benefits of VRF systems through case studies, testimonials, and informational webinars. Utilizing social media and content marketing can also be effective in reaching a broader audience.
Final Thoughts
Embracing VRF solutions equips HVAC business owners to adapt to the ever-changing demands of commercial spaces. By understanding this technology and leveraging its benefits, HVAC professionals can position themselves at the forefront of the industry. As trends toward smarter, more efficient buildings continue to grow, those who adopt VRF solutions may find themselves leading the charge into the future of HVAC. In a rapidly changing market, being a step ahead not only improves service offerings but can solidify customer loyalty, paving the way for long-term success.

If you are looking to enhance your commercial HVAC offerings and meet the evolving needs of your clients, consider investing in VRF systems. The future of HVAC is here, and those who act now will reap the benefits!

Source https://hvacindustryjournal.com/discover-how-vrf-solutions-are-revolutionizing-smart-commercial-spaces

 

Facing 50% Tariffs: What U.S.-Canada Trade Tensions Mean for HVAC Owners

Understanding the Impact of U.S.-Canada Trade Tariffs on HVAC Businesses
The ongoing trade tension between the U.S. and Canada has reached a critical juncture with the implementation of steep 50% tariffs. This escalation not only strains diplomatic relations but poses significant implications for HVAC business owners on both sides of the border. With potential disruptions in supply chains, price increases, and altered market dynamics, it’s crucial for HVAC professionals to comprehend how these tariffs could reshape the industry landscape and their operations.

Navigating Supply Chain Disruptions
HVAC businesses, like many in manufacturing, rely heavily on cross-border trade for components and materials crucial to their operations. The new tariffs could result in increased costs, as companies may need to source materials from domestic suppliers or find alternative international partners. This change not only affects pricing strategies but also could elongate project timelines, as businesses grapple with supply shortages and delivery delays. For HVAC business owners, it is essential to assess their supply chains meticulously, identifying critical components that may be affected and exploring possible domestic alternatives for those traditionally sourced from Canada. This proactive approach can help mitigate risks associated with these tariffs and ensure continued operations without excessive delays.

Potential Price Increases and Consumer Demand
As HVAC companies face higher operational costs due to tariffs, these expenses may likely be passed on to consumers, leading to increased service rates and product prices. This situation could dampen consumer demand, especially in a market that is still recovering from the economic impacts of the pandemic. Heating and cooling services are often considered essential, yet price sensitivity can result in downward pressure on sales, even as the demand for HVAC maintenance and installation remains. To combat this potential downturn, HVAC owners should consider innovative pricing strategies and financing options for their customers. This may include offering bundled services or financing plans that allow customers to spread costs over time. Additionally, maintaining open lines of communication with clients about potential price changes can foster trust and transparency, vital components for retaining customer loyalty and ensuring consistent business flow.

Opportunity for Domestic Production
While the tariffs present challenges, they also open doors for domestic production opportunities in the HVAC sector. As businesses seek local suppliers to lessen dependency on Canadian imports, this shift could stimulate job growth and innovation within the U.S. HVAC industry. Some companies are already exploring ways to enhance local manufacturing capabilities, thereby becoming less vulnerable to fluctuations imposed by tariffs. HVAC firms should evaluate options for investing in local manufacturing partnerships to not only meet demand but also capitalize on potential government incentives aimed at fostering domestic production. By taking proactive steps, HVAC businesses can position themselves not just to survive the tariffs but to thrive in a changing marketplace that increasingly values domestic sourcing.

Market Predictions and Industry Responsiveness
The HVAC industry must remain agile in response to ongoing market changes arising from the trade dispute. Experts anticipate a shift in consumer preferences, with more emphasis on purchasing locally manufactured products. As companies adapt to this evolving landscape, strategies may include bolstering marketing efforts around the “Made in America” narrative to appeal to price-sensitive and value-driven customers. Additionally, HVAC businesses that proactively engage in monitoring industry trends and adjusting marketing strategies accordingly will be better positioned to navigate these turbulent times.

Staying Informed and Connected
In an era where information flows rapidly, HVAC business owners need to leverage networks to stay updated about the implications of tariffs and industry trends. Industry associations, trade publications, and online forums are excellent resources for insights and support that can guide decision-making during this tumultuous period. Networking with peers can provide collaborative strategies to tackle challenges collectively, fostering resilience within the industry. Additionally, taking advantage of webinars and online training sessions related to tariff impacts and economic adjustments can provide crucial knowledge to help businesses adapt.

Taking informed actions now, rather than merely reacting to market changes later, will help HVAC professionals mitigate risks and seize opportunities amidst the ongoing trade conflict. This comprehensive approach not only prepares them for immediate challenges but also positions them favorably for future growth. By integrating both strategic planning and tactical responses, businesses can emerge from this trade conflict not only intact but potentially stronger.

As the situation progresses, staying engaged with both economic indicators and international relations will equip HVAC business owners with the tools they need to adapt in an ever-evolving landscape. The situation requires vigilance; maintaining awareness of how changing tariffs could impact materials costs, labor availability, and customer sentiment is paramount. Ultimately, the ability to pivot and adapt will determine how well HVAC companies can thrive despite external pressures and market volatility.

Source https://hvacindustryjournal.com/facing-50-tariffs-what-u-s-canada-trade-tensions-mean-for-hvac-owners

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ENGINEERING, AUTOMATION, & IOT

AI Making Inroads in Food Safety Labs

Artificial intelligence can handle the growing volume of testing data, spot food safety issues before they become critical and even suggest interventions.

We’ve often written about how artificial intelligence is penetrating the product development process and plant operations. While less reported, the technology is having a quietly growing influence in food safety laboratories – although not in all labs.

Molecular assays, automated enumeration systems and ATP (adenosine triphosphate) bioluminescence have been the standards for testing labs, but even these “rapid microbiological methods” could be hastened. Plus, how rapid is the analysis of all the data generated? And how much more time is spent on decision-making?

The same pressures for speed, accuracy and efficiency that are affecting all aspects of your business are impacting testing labs – whether your company does this testing in-house or contracts it out. Processors need faster results (which enable earlier product release), reduced manual handling (lowering variability and labor demands), improved sensitivity (especially for stressed or low-level organisms) and digital traceability (supporting audit readiness and data integrity).

“Food safety laboratories are undergoing a significant shift as the food industry faces increasing pressure for speed, accuracy and transparency,” Wesam Al-Jeddawi, co-founder and chief scientific officer at Core Catalyst Food Sciences, wrote in a Food Safety Tech article. He also talked to us for this story.

Core Catalyst Food Sciences provides microbiology testing, chemistry testing, and shelf-life studies for food & beverage manufacturers, with a focus on defensible data, rapid turnaround and practical support for quality and safety programs.

“Traditional microbiological methods remain foundational, but they are often too slow to support today’s accelerated production cycles and complex supply chains,” he says. “As a result, laboratories are adopting rapid microbiological methods, digital data systems and artificial intelligence to enhance decision-making and reduce risk.

“These technologies are not replacing scientific expertise,” Al-Jeddawi wrote in Food Safety Tech, “they are expanding what laboratories can deliver. When integrated thoughtfully, they improve efficiency, strengthen data integrity, and help manufacturers identify issues earlier in the production process.”

Once the sampling and testing is done, food safety labs can churn out a lot of data. And they’re spitting out more and more data all the time. But how to interpret it all, especially in near-real-time, much less make automated decisions based on all this data?

Competitors Cooperate for Food Safety
In 2024, BioMérieux and its parent Mérieux NutriSciences launched the Trusted Third Party (TTP) initiative, a collaborative effort with a handful of food processors to anonymously share information on food safety problems.

Barry Callebaut, Danone, Mars, Mondelēz International, Nestlé and PepsiCo were involved in the exploration and design of the TTP model. Each company shared initial data sets to build the proof of concept and evaluate potential interest, helped identify key business questions and food safety issues, contributed to the platform design and now support the model’s development and expansion.

“Data is confidentially and securely aggregated from all participating partners and is combined with other publicly available data of interest (commodity pricing, food safety events, weather, etc.) to deliver consolidated anonymous insights and support business critical decision-making, strengthening partners’ food safety risk management programs and supply chain integrity,” said the initial announcement.

“Say you’re having a food safety issue relating to your seafood products,” says John Shultz, senior director of marketing & sales at BioMerieux. “You might see that other processors who are using shrimp from Vietnam are having the same problem, but not those who are sourcing shrimp from Thailand. You can make an informed decision based on that data.”

BioMérieux and Mérieux NutriSciences are accepting additional members into TTP.

Enter AI
The pursuit of automated interpretation of data is almost as old as the computerized creation of that data. As in other fields, AI can speed the interpretation of all that data and, at the leading edge, can suggest or even make decisions as a result of those interpretations.

Artificial intelligence is beginning to influence how laboratories interpret and manage microbiological data. Al-Jeddawi says its most impactful applications include:

Identifying patterns across historical testing data.
Predicting spoilage and contamination risks.
Automating data checks, reducing transcription errors.
Supporting root-cause analysis with more complete datasets.

“When paired with a laboratory information management system, AI helps laboratories transition from reactive testing to proactive risk management,” he says. “Instead of simply reporting results, labs can provide insights that help manufacturers prevent issues before they occur.”

BioMerieux, which develops technologies and services used by food labs, last year bought Neoprospecta, a Brazilian biotechnological company that was developing AI services for food safety labs. Subsequently, BioMérieux developed Smartbiome, an AI-assisted software that combines high-precision DNA analysis with advanced bioinformatics tools to understand spoilage issues. By establishing the root causes of non-quality in finished products, processors are able to make informed decisions and implement effective risk prevention measures upstream in the process.

BioMerieux noted around 80% of microbial food safety tests are performed for spoilers and quality indicators. Smartbiome acts in real time and not only detects issues but recommends solutions.

“You stop looking at data as a single point in time, instead as a continuum, where you can see your process heading toward a problem,” says John Shultz. Despite his title of senior director of marketing & sales at BioMerieux, Shultz is a molecular biologist, pushed into a sales & marketing role because of the increasing complexity of the technology, and he sits on the company’s AI committee.

“We are investing in converting information – copious amounts of microbiological data – into decision-making, used in the moment for a process control purpose to generate a go/no-go signal for the operator to decide if they can proceed with some action,” he says. “Did I meet my [food safety] specifications? Is it good enough microbiologically so I can send this into commerce? Or do I need another cleaning?”

Smartbiome lets companies make informed decisions faster and optimizes production processes for better risk management. “Once you’ve done that, you can make better decisions in the moment, you move on, no waiting,” Shultz says.

Furthermore, if you retain that information and begin to connect it to a continuum of events that relate to operational risk and control across the manufacturing plant, you can make decisions based on “the continuous whole of the data that’s been generated,” Shultz continues.

“You can begin to draw trends from that information. Can you connect that microbiological information about trends to other forms of information? To supplier data? To control data in the process, like temperature, hold times, mixing conditions? You can start making decisions you couldn’t four or five years ago. Some of these questions you never could have answered.”

The Smartbiome knowledge base contains extensive information on more than 3,000 microorganisms, detailing optimal growth conditions (pH, temperature), resistance mechanisms (including sanitizers) and their specific impacts on food products – for example, changes in odor or shortened shelf life.

Smartbiome can spot the contaminant affecting the finished product, identify how it got into your operation, suggest interventions to control this spoiler and recommend how to prevent future spoiler contamination.

“We call it augmented diagnostics, augmenting what was a singular diagnostic test with a software tool layer that combines time, continuous monitoring, looking at the process. Connecting all that stuff together is a big data puzzle, and that’s where AI tools can come in – to give visibility to the signals that before were just noise but in reality are real signals of risk.”

It’s fascinating stuff, but all these things have been within the capabilities of humans. Maybe not so fast or as well, but humans have proven capable of building such “expert systems” to monitor signals and suggest responses.

However, with AI, “You no longer need a human to build a model,” says Shultz. “The model builds itself. Now we’re letting the decision making originate from the context of the data itself.

“You’re not having a human codify anything. You’re allowing the system to consider all interrelated data sets . And it may be making decision based on things humans may never have considered before — which is pretty radical.”

Shultz concludes, “We’re at the precipice of a very transformative time in diagnostics and food safety and quality testing.”

Source https://www.foodprocessing.com/product-development/article/55373707/ai-making-inroads-in-food-safety-labs

 

Two Chains Roll Out Autonomous Formats

California Pizza Kitchen, White Castle among the latest to make nontraditional retail moves.

Whether you’re craving potato chips, pizza or sliders, autonomous food options continue to advance.

Both California Pizza Kitchen and White Castle shared news of their latest automated retail formats. Here’s a glimpse:

California Pizza Kitchen Eyes 1,000 Machines
The pizza chain is working with a tech retail brand to “dramatically expand access to CPK through a new generation of automated retail experiences.” Up to 1,000 CPK automated retail machines are set to debut nationwide over the next three years, says the release, with a focus on high-traffic locations where a traditional restaurant may be impractical. Possible sites include airports, universities, hospitals, hotels, office complexes, residential communities, EV charging stations and sports venues.

In addition to CPK pizza (delivered in as little as 90 seconds), the machines will offer menu items including kung pao, bolognese spaghetti, mac and cheese offerings, and butter cake.

This rollout will initially focus on clusters of at least 20 units across 30 major U.S. markets. CPK currently has automated retail machines at airports such as Boston Logan and Atlanta, Dallas Love Field and Dayton, with another 15 set to be activated later this year at several universities.

White Castle, Murphy USA Pair Up
White Castle is coming to select larger-format Murphy USA gas station/convenience stores, delivering hot food in approximately two minutes. The initiative will allow Murphy USA to evaluate how autonomous foodservice can enhance the customer experience within its existing operating model and store footprint, notes the release.

“At White Castle, we’ve spent more than a century finding innovative ways to bring our Crave to customers wherever they are,” says Audra Mazzeo, White Castle vice president of retail sales. “This partnership creates a unique opportunity to meet customers during their everyday routines and deliver the White Castle experience in a way that is convenient, fast, and incredibly tasty.”

White Castle also opened an automated kiosk at Boston Logan Int’l Airport late last year. Earlier this year, the chain said it would open 1,000 kiosks. The number of kiosks to be operated within Murphy USA stores was not clarified.

Source https://www.fermag.com/articles/two-chains-roll-out-autonomous-formats/

 

Restaurants can’t automate hospitality

As the world embraces AI solutions to optimize business, operators need to remember that many diners prioritize authentic, tangible experiences over digitally-powered efficiency, writes James Tice.

Ask yourself why anyone actually goes out to eat, because it’s almost never about the food itself. You go to a restaurant to be served for an hour or two, in a place where the outside world stops existing for a little while.

I say that as someone who spent years working as a server, a bar back, a bartender, and even cooking as a private chef before I ever moved into financial technology exclusively for restaurant operators. When the industry is described as a broken business that needs to be fixed, we know exactly what that sounds like from the dining room floor.

Very little about this industry runs on the Silicon Valley playbook, and most “swap in an AI” pitches feel disconnected from a restaurant’s reality. Cold emails don’t work here, because everything gets done person to person, with a handshake. So when technology shows up promising to remove the people from a people business, operators can smell it immediately, and are right to walk away.

The customers are already telling us what they want
None of this is an argument against technology. The problem is AI pointed at the guest experience, when that experience is the one thing an operator can’t afford to dilute, and customers are already saying as much.

Fortune recently reported roughly 80% of consumers still prefer ordering from a human over an AI agent. Yet executives keep rolling out drive-thru bots and then acting surprised when nobody wants them even though the bread and butter of a restaurant is how people feel when they interact with it, in any form. Automating that feeling away doesn’t cut a cost so much as it cuts the product itself, which is the experience.

Set that against what McDonald’s did with its ordering kiosks. Instead of stripping the person out of the transaction, the chain used technology to turn ordering into something closer to a game, where guests browse, customize and take their time. The kiosk keeps the experience intact and changes how a customer moves through it, which is the same industry acting on the opposite instinct.

That is the difference between technology that is built strictly for efficiency and technology created to scale hospitality.

Source https://www.restaurantdive.com/news/restaurants-cant-automate-hospitality/827363/

 

Integrating IoT Devices for Real-Time Food Safety Monitoring

IoT food safety monitoring uses connected sensors to track temperature, humidity, and equipment status across kitchens, storage, and transport in real time. Devices send readings to cloud dashboards that alert operators before food leaves safe ranges, replacing manual temperature logs and supporting HACCP compliance with continuous, automated records.

Wireless IoT food safety monitoring sensor mounted inside a commercial walk-in cooler
A walk-in cooler that fails at 11 p.m. on a Saturday can quietly destroy thousands of dollars of product — and nobody finds out until Sunday prep. That single scenario is why IoT food safety monitoring has moved from “nice to have” to standard practice in commercial kitchens. A connected food monitoring system watches your coolers, freezers, hot-holding units, and prep areas 24/7, then pushes an alert to your phone the moment a reading drifts out of range. In 15+ years supplying 40,000+ foodservice operations, we’ve heard the late-night cooler failure story from operators more times than any other equipment horror story — and the operators who catch it in minutes instead of hours are almost always the ones with sensors installed.

This guide explains how IoT works in the food industry from an operator’s point of view: what a food monitoring system actually includes, which sensors map to which HACCP checkpoints, how to choose a sensor kit for a restaurant or hospitality operation, and how to deploy commercial kitchen IoT monitoring without disrupting service.

TL;DR — IoT Food Safety Monitoring at a Glance

An IoT food monitoring system is a set of wireless sensors + a gateway + a cloud dashboard that logs temperatures automatically and alerts you in real time.
The FDA Food Code sets the targets: cold holding at 41°F (5°C) or below, hot holding at 135°F (57°C) or above — the range between them is the temperature danger zone (FDA Food Code 2022).
The CDC estimates 48 million foodborne illnesses in the U.S. every year — temperature abuse is one of the most preventable contributing factors (CDC).
Continuous sensor logs satisfy HACCP monitoring and record-keeping principles far more reliably than clipboard temperature logs.
Expect roughly $20–$150 per sensor plus a monthly software fee; most operators start with coolers and freezers, then expand.

Quick comparison: manual logs vs. an IoT food monitoring system

Factor Manual temperature logs IoT food safety monitoring
Reading frequency 2–4 checks per shift Every 1–15 minutes, 24/7
Overnight/weekend coverage None Continuous, with phone/SMS alerts
Record accuracy Prone to “pencil-whipping” and gaps Automatic, time-stamped, tamper-resistant
HACCP audit prep Hours of paperwork retrieval Exportable digital reports in minutes
Cost Staff time every shift Hardware + subscription; labor savings offset cost

What Is the Role of IoT in the Food Industry?

The role of IoT in the food industry is to replace periodic, manual checks with continuous, automated monitoring at every stage — production, transport, storage, and service. Connected temperature sensors, humidity probes, door contacts, and equipment monitors stream data to cloud platforms that flag problems in real time, creating end-to-end visibility that manual processes cannot match. The stakes justify the investment: the CDC estimates that 48 million people get sick, 128,000 are hospitalized, and 3,000 die from foodborne illness in the United States each year. Meanwhile, the global food safety testing market — one measure of how seriously the industry takes verification — was valued at $26.27 billion in 2025 and is projected to reach $48.01 billion by 2033 at a 7.8% CAGR, according to Grand View Research. (Figures current as of August 2026.)

What does a food monitoring system include?

A food monitoring system includes four layers, and understanding them makes vendor comparisons much easier:

Sensors: battery-powered wireless devices that measure temperature, humidity, door open/close events, or power status. Most use glycol-buffered probes in refrigeration so brief door openings don’t trigger false alarms.
Gateway/hub: a small receiver that collects sensor readings via Bluetooth, LoRa, or proprietary RF and forwards them over Wi-Fi, Ethernet, or cellular to the cloud. Some systems skip the hub and use Wi-Fi or cellular sensors directly.
Cloud dashboard: the software that stores readings, charts trends, generates HACCP reports, and manages alert rules.
Alerts and escalation: push notifications, SMS, email, or phone calls when a reading breaches limits — ideally with escalation to a second contact if the first person doesn’t acknowledge.

Which IoT sensor types matter for food safety?

Five sensor types cover nearly every food safety use case in hospitality and foodservice:

Air temperature sensors — walk-ins, reach-ins, freezers, display cases, hot-holding cabinets.
Glycol-buffered probe sensors — simulate product temperature rather than air temperature, reducing nuisance alerts during door openings and defrost cycles.
Humidity sensors — dry storage, produce storage, cheese and charcuterie programs where moisture drives spoilage and mold.
Door and power sensors — catch the two most common root causes of temperature excursions: a propped door and a tripped breaker.
Data loggers for transport — cold-chain IoT food traceability during delivery, catering runs, and commissary transfers.

Sensor Type × Use Case × HACCP Checkpoint: An Operator’s Framework

Use this framework to map commercial kitchen IoT monitoring hardware to the control points an inspector will actually ask about. Cold and hot holding limits come from the FDA Food Code 2022: time/temperature control for safety (TCS) foods must be held cold at 41°F (5°C) or below, or hot at 135°F (57°C) or above; the zone between 41°F and 135°F is where pathogens grow fastest.

IoT sensor type × use case × HACCP checkpoint

Sensor type Where it goes HACCP checkpoint it monitors Typical alert threshold
Glycol-buffered temperature probe Walk-in cooler, reach-in refrigerator Cold holding of TCS foods Above 41°F for 15+ minutes
Air temperature sensor Freezer Frozen storage integrity Above 10°F sustained (target 0°F)
High-temp air sensor Hot-holding cabinet, steam table Hot holding of TCS foods Below 135°F for 15+ minutes
Humidity + temperature combo Dry storage room Safe ambient storage conditions Above 60% RH or 80°F
Door contact sensor Walk-in doors Root-cause control for excursions Door open longer than 5 minutes
Transport data logger Delivery vehicles, catering carriers Cold chain during receiving/transport Above 41°F during transit
Power/current sensor Compressor circuits Equipment failure early warning Power loss or abnormal draw
Food monitoring system dashboard showing real-time IoT temperature readings for a commercial kitchen

How Does IoT Monitoring Support HACCP Compliance?

IoT monitoring supports HACCP compliance by automating three of the seven HACCP principles: monitoring critical control points, documenting corrective actions, and maintaining verification records. The FDA’s HACCP Principles & Application Guidelines require that monitoring procedures be continuous where possible and that records be accurate, time-stamped, and reviewable — exactly what connected temperature sensors produce by default.

Here’s how HACCP compliance monitoring changes in practice when a sensor network is in place:

Principle 4 (Monitoring): instead of a cook logging the walk-in twice a shift, sensors log every 5–15 minutes. Gaps, forgotten checks, and end-of-shift guesswork disappear.
Principle 5 (Corrective actions): when an alert fires, most platforms prompt the responding employee to record what they did — moved product, called service, discarded items — creating a corrective-action trail tied to the exact excursion.
Principle 7 (Record-keeping): during a health inspection or a supplier audit, you export a date-ranged report in minutes. Our foodservice customers consistently tell us this is the single biggest day-to-day payoff: audit prep that used to take an afternoon of digging through binders now takes one login.
One caution from experience: real-time food safety monitoring does not replace your food safety plan — it feeds it. You still need defined critical limits, trained staff, calibrated backup thermometers, and documented procedures. Health departments accept digital logs, but they expect a human to be able to explain the alerts and the responses.

How Do You Choose an IoT Food Safety Monitoring System?

Choose an IoT food safety monitoring system by scoring vendors against seven criteria: sensor accuracy, connectivity fit, battery life, alerting depth, reporting quality, scalability, and total cost of ownership. The best IoT sensor kit for hospitality safety monitoring is the one that matches your building and your staffing reality — not the one with the longest feature list.

Sensor accuracy and calibration. Look for ±0.5°C (±0.9°F) accuracy or better, NIST-traceable calibration certificates, and a stated recalibration interval (typically 12–24 months). Glycol-buffered probes for refrigeration are worth the small upcharge.
Connectivity that fits your building. Wi-Fi sensors are simple but die when the router does. LoRa and proprietary RF penetrate walk-in walls and basements far better and run on a gateway with cellular backup. If your walk-in is in a basement or behind thick masonry, prioritize long-range protocols.
Battery life and maintenance burden. Quality sensors run 1–3 years on replaceable batteries and warn you before they die. Ask what the battery replacement workflow looks like across 20+ sensors.
Alerting and escalation. Demand configurable delay windows (to ignore defrost cycles), multi-channel alerts (push, SMS, voice call), and escalation chains — if the closing manager doesn’t acknowledge in 15 minutes, the owner gets the call. An alert nobody sees is a clipboard with extra steps.
Reporting built for inspections. One-click HACCP reports, corrective-action logging, and multi-location rollups. If you operate a hotel or multi-unit group, confirm per-site dashboards with org-level visibility.
Scalability and openness. Can you add transport loggers, humidity sensors, or a second location without replatforming? Does it integrate with your existing checklists or back-office software?
Total cost of ownership. Budget roughly $20–$150 per sensor depending on type and protocol, plus software fees that commonly run $10–$30 per month per location tier. Weigh that against one saved walk-in of product — for most kitchens the system pays for itself the first time it catches a failure. The National Restaurant Association’s 2026 State of the Restaurant Industry report notes that more than 9 in 10 operators cite food, labor, insurance, energy, and swipe fees as significant cost challenges, and that operators are investing in technology-driven efficiency to protect margins (National Restaurant Association). Losing a cooler of protein to an unwatched failure is exactly the kind of margin hit monitoring prevents.
While you’re evaluating smart kitchen technology, make sure the fundamentals underneath it are solid — accurate spot-check instruments from our thermometers collection remain the verification tool health inspectors reach for first, even in fully sensored kitchens.

How Do You Deploy IoT Sensors in a Commercial Kitchen?

Deploy IoT sensors in a commercial kitchen in five steps: map your control points, place sensors correctly, set thresholds with delay windows, wire up alert routing, and train staff on response protocols. A typical single-unit restaurant completes deployment in one afternoon.

Map control points (30 minutes). Walk the operation with your HACCP plan: every cooler, freezer, hot-holding unit, dry storage room, and transport route that touches TCS food gets a line on the list. Prioritize the assets holding the most product value.
Place sensors correctly (1–2 hours). Mount refrigeration sensors away from the evaporator fan and the door — mid-height on a side wall reads closest to product temperature. Use glycol-buffered probes in units with heavy door traffic. Put the gateway centrally, and test signal from the farthest sensor before committing.
Set thresholds and delays (30 minutes). Cold holding alerts at 41°F with a 15-minute delay window; freezer alerts around 10°F sustained; hot holding below 135°F. Delay windows filter defrost cycles and door openings so your team doesn’t learn to ignore alarms.
Configure alert routing (30 minutes). First alert to the manager on duty, escalation to the GM or owner after 15 unacknowledged minutes, and a daily digest so trends get reviewed, not just emergencies.
Train the response (one pre-shift meeting). Every alert needs a documented response: verify with a probe thermometer, move product if needed, log the corrective action in the app, call service if equipment is failing. The sensor finds the problem; your team still fixes it.
For a deeper look at how connected equipment reshapes the back of house beyond safety, see our guides on how smart technology is revolutionizing food storage and the impact of technology on kitchen efficiency.

Chef verifying an IoT temperature monitoring alert with a probe thermometer in a restaurant kitchen

Where Does IoT Fit Alongside Everyday Food Safety Tools?

IoT fits alongside everyday food safety tools as the always-on layer — it does not replace the hands-on tools your team uses every shift. In 15+ years supplying 40,000+ foodservice operations, we’ve watched kitchens adopt sensors and then discover their manual program matters more, not less, because the sensor data exposes every weak habit. The strongest programs pair commercial kitchen IoT monitoring with three physical staples:

Probe and pocket thermometers. Sensors watch ambient and simulated-product temperatures; a calibrated probe from our thermometers collection verifies actual internal food temperature at receiving, cooking, cooling, and any time an alert fires. Inspectors will always ask for the probe.
Date labeling and rotation. IoT confirms food stayed at safe temperatures, but it can’t tell you how long that quinoa has been in the walk-in. Dissolvable and day-of-week date stickers & food rotation labels close the time half of time/temperature control and remain one of the most common inspection findings we hear about from customers.
Proper storage containers. Sensor data is only as good as the storage practices around it. Shallow, sealed, NSF-listed food storage containers cool food faster, hold temperature more evenly, and keep the walk-in organized so air circulates the way your sensor placement assumes.
That combination — continuous sensing plus disciplined labeling, verification, and storage — is what turns real-time food safety monitoring from a dashboard into an actual defense against the temperature danger zone.

Conclusion: Start With the Coolers, Then Build Out

IoT food safety monitoring gives operators the one thing manual logs never could: eyes on every cooler, freezer, and hot-holding unit at 3 a.m. Start small — sensor the walk-in and freezers first, wire the alerts to real phones with real escalation, and pair the dashboard with disciplined probing, labeling, and storage practices. The technology catches the failure; your systems and your team prevent the loss.

Ready to tighten the fundamentals your sensors depend on? Shop our thermometers, date stickers & food rotation labels, and food storage containers — the everyday tools that make real-time food safety monitoring pay off in every inspection.

Jamil Bouchareb

Source https://www.restaurantware.com/blogs/kitchen-and-cooking-tips/integrating_iot_devices_for_real-time_food_safety_monitoring

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JAN/SAN AND DISPOSABLES

School Cleanliness Must Make the Grade

It’s back-to-school time, except parents are the ones giving grades. According to the latest survey from the American Cleaning Institute (ACI), parent concerns about school cleanliness are greater in shared spaces than the overall facility. As facility cleaning managers prepare educational institutes for the return of students and staff, proof of clean will be essential in ensuring everyone’s health and safety—and putting parents at ease.

While 39 percent of parents with children in school rated the school’s cleanliness level as excellent, most felt there was room for improvement. Among the areas of concern identified were:

• Restrooms—50 percent
• Cafeterias—34 percent
• Classrooms—25 percent
• Gyms and locker rooms—20 percent
• Common areas—16 percent
• Buses—15 percent

School settings need to be prepared to prevent infections and minimize student and staff absenteeism due to illness. Findings from an American Journal of Infection Control study determined that a consistent cleaning routine resulted in a 50 percent reduction in absenteeism rates. This underscores the critical role cleaning plays in creating school environments where students can learn, eat, and gather with confidence.

“Cleanliness is not just a maintenance issue; it is part of the broader back-to-school checklist that helps reassure parents that schools are prepared to welcome students back,” says Kristin DiNicolantonio, ACI’s Senior Director, Stakeholder Communications. “Parents want to know that the places where their children learn, eat, and play are being cared for. Stronger cleaning and hygiene practices help support healthier school communities and keep students focused on learning.”

Bradley Company’s 17th annual Healthy Handwashing Survey reinforces that the simplest and most effective way to mitigate the spread of illness is hand hygiene. Parents and school staff can reinforce proper handwashing at key moments, including before eating and after using the restroom. Additionally, schools can maintain clean environments by cleaning frequently touched surfaces and using cleaning and disinfecting products as directed on the manufacturer’s label.

Source https://www.cleanlink.com/news/article/School-Cleanliness-Must-Make-the-Grade–33008

 

Kimberly-Clark expands Kleenex in the UK with new beauty tissues

Kleenex Beauty Tissues features two variants designed for different skin types, expanding the brand’s presence in the beauty and personal care segment

Kimberly-Clark has expanded its Kleenex portfolio in the UK with the launch of Kleenex Beauty Tissues, a new range of facial tissues developed specifically for beauty and personal care routines. The products will be available in the British market from September 1.

The new range includes two variants designed for different skin types. The first is intended for oily and combination skin and is designed to absorb oil within seconds, reduce unwanted shine by up to 80%, and support makeup touch-ups and excess product removal. Its formulation includes niacinamide.

The second variant targets normal and dry skin and is designed for makeup corrections and personal care routines. It features a silky texture, glycerine lotion and Japanese Hokkaido milk, ingredients intended to help maintain skin moisture.

According to the company, while facial tissues are commonly used in beauty-related settings such as makeup counters, spas and backstage areas, they are not typically designed specifically for makeup touch-ups or shine control.

With this offering, Kleenex aims to address these uses through products tailored to different skin types, expanding its presence in the beauty and personal care segment.

TWO FORMATS

Kleenex Beauty Tissues will be available in two formats. The first is an at-home canister designed for use on vanities, in bathrooms and at makeup tables. The second is a portable format intended to provide convenience for consumers on the go.

Each at-home canister will contain 44 tissues, while each portable pack will contain nine sheets. The portable format will be sold in boxes containing three individual packs.

The company, which has more than 100 years of presence in the facial tissue category, described the initiative as its biggest product innovation in three decades. The new range is intended to expand Kleenex’s positioning into the beauty segment through dermatologically tested tissues developed to work with the skin.

UK LAUNCH

Kleenex Beauty Tissues will be available in the UK from September 1 through retailers and platforms including Sainsbury’s, Tesco, Amazon, Asda, Waitrose, Morrisons and Ocado.

Source https://tissueonlinenorthamerica.com/kimberly-clark-expands-kleenex-in-the-uk-with-new-beauty-tissues/

 

An Argument for Reshoring Operations in the U.S.

Tariff impositions, geopolitical conflict, and supply chain shifts have forced businesses to become actively resilient. As global trade evolves, more companies are deciding to reshore their operations in the U.S. A recent report found that planning and active execution of reshoring reached 26 percent. However, ongoing labor challenges remain an obstacle to such a transition.

As conversations around reshoring intensify, Excel Dryer, Inc. continues to stand firm, building its products in America. From day one, the company made a commitment to manufacture in the United States, not just for economic reasons, but to uphold its core values.

“At Excel Dryer, ‘Made in the USA’ isn’t just a label; it’s who we are and in our DNA,” says Excel Dryer, Inc. COO William Gagnon. “Long before global trade tensions or supply chain disruptions, we made the intentional choice to build our business right here at home.”

Headquartered in East Longmeadow, Massachusetts, Excel Dryer designs, sources, manufactures, and assembles all of its hand dryers in the U.S., supporting American jobs and fueling the domestic economy. The company’s products are found in airports, stadiums, schools, and businesses across the globe, but their origin remains the same: a small town in western Massachusetts with a big heart for innovation, quality, and craftsmanship.

For Excel Dryer employees, it’s more than just manufacturing—it’s personal.

“We put our sweat into building these dryers, and I’m very proud they’re made in America,” says Factory Plating Technician Luis Espinal. “Having pride in what I do is very important for me because those covers are all over the world.”

The company credits its success to a family-like culture and strong local partnerships. Many employees have been with the company for decades. Some vendors have partnered with Excel Dryer for over 40 years and are considered part of the extended team.

“We listen to our employees and invest in their well-being,” shares Gagnon. “From robotic technology that reduces physical strain to open communication channels that invite input, we’re committed to making Excel a safe, supportive place to work.”

Source https://www.cleanlink.com/news/article/An-Argument-for-Reshoring-Operations-in-the-US–32985

 

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