INDUSTRY SPOTLIGHT

Cyclospora Outbreak Linked to 4 More States

At least 98 people had to be hospitalized in cases linked to shredded lettuce.

WASHINGTON (AP) — Federal health officials on Friday expanded the scope of their investigation into an outbreak of a diarrhea-causing parasite to four additional states, broadening the size of the largest U.S. outbreak of cyclospora.

The Centers for Disease Control and Prevention said the outbreak first tied to shredded lettuce served at Taco Bell restaurants now includes Illinois, Kansas, Oklahoma, and Pennsylvania. Previously the agency’s investigation included five states: Indiana, Kentucky, Michigan, Ohio and West Virginia.

The CDC, Food and Drug Administration and state health officials have been tracing the supply of the lettuce and interviewing people across the nation about the foods they ate two weeks before getting sick.

The number of cases linked to the lettuce is now 1,947, including at least 98 people who had to be hospitalized. There have been no deaths, the agency reported on its website.

The total number of people sickened by the outbreak is likely higher than the official tally, given that not all cases are reported, the agency noted.

FDA officials earlier this week said they remain focused on lettuce from Taylor Farms as the source of the multistate outbreak. The company last week announced it was recalling iceberg lettuce grown in central Mexico.

Asked when it would be safe to eat lettuce again, Trump said Friday that his government is “going to put a major tariff on tax on Mexico because of the lettuce.”

On Thursday, the FDA announced it was investigating a separate outbreak of cyclospora reported in 72 people. Regulators had not yet identified the products linked to the illnesses.

Overall, cyclospora cases have set a U.S. record. Since May 1, CDC has received reports of more than 4,100 laboratory-confirmed cases and is investigating more than 7,400 other likely cases across 41 states. Federal health officials have said that other “brands, restaurants, retailers, or distribution channels” could be tied to the outbreak as the investigation continues.

Cyclospora is a microscopic parasite that infects food that has come into contact with human feces, most commonly when produce is irrigated or washed with contaminated water. When ingested, the parasite causes intestinal illness marked by “frequent and sometimes explosive bowel movements,” according to the CDC.

Mexican health officials announced Thursday that the parasite was not detected in the lettuce or water at the Taylor Farms plant in the Mexican state of Guanajuato.

The results were announced following a visit by Mexican health authorities to the Taylor Farms plant between July 18 and 20, during which 10 samples of iceberg lettuce were collected. Four water samples also were collected for analysis, authorities stated.

Source https://www.foodmanufacturing.com/safety/news/22971266/cyclospora-outbreak-linked-to-4-more-states

 

Who won the World Cup? Restaurants and bars

More analysis is likely coming. But early data and reports indicate that consumers ate and drank with enthusiasm during the six-week tournament.

Spain took the trophy at the 2026 FIFA Men’s World Cup tournament last weekend. But how did restaurants and bars do?

The numbers for the six-week tournament are just starting to trickle in, and a full economic analysis is expected to take time. But results so far indicate the global event injected healthy sales growth for U.S. foodservice outlets, though perhaps more so in cities that hosted games.

Globally across all industries, Bank of America (a FIFA sponsor) said the tournament boosted economic spending by an estimated $40 billion, of which about $20 billion was in the U.S.

Earlier this year, Technomic projected U.S. restaurants and bars would see a $1.9 billion incremental increase in total foodservice sales during the 78-game tournament, including both away-from-home occasions and at-home watch parties, for which consumers were ordering delivery or getting catered. That estimate also included sales from the 1.1 million to 1.2 million foreign tourists expected to spend money on food and drink this summer, 700,000 of which would likely not have come, if not for the World Cup.

Operators and data collectors said the global soccer event proved to be highly social, drawing crowds that ate and drank with enthusiasm.

The 18-unit Tom’s Watch Bar, for example, which launched a ticketing system prior to the World Cup, said it sold roughly 5,000 kegs of beer through the tournament (not including the final game). The most popular brand systemwide was Modelo, and burgers and wings were the top-selling menu items for watch parties.

The first week of the tournament was a record sales week for Tom’s (though they declined to give specific numbers), in part because there were so many games in the early weeks. But Tom’s co-founder Brooks Schaden said the sports bar chain sees a similar effect during the month-long March Madness games, with early days driving the most excitement.

“Things naturally taper off,” he said. “From a business perspective, more games happening at once, plus the initial excitement of the kickoff, tends to beat out a few, bigger marquee matchups later in the tournament.”

Not including the final, the biggest sales day for Tom’s was June 19th, which had four games, including the U.S. versus Australia. Plus, it was a Friday.

The second-biggest sales day was July 5 (Mexico v. England and Brazil v. Norway).

There was some sales dropoff after the U.S. was crushed by Belgium in a 4-1 defeat on July 6 that ended dreams of at least making it further in the tournament (few expected the U.S. to actually win the trophy).

But Schaden said Tom’s still expected sales would be 25% higher on the remaining game days, compared with non-World Cup days.

Time slots were also a factor. Later games were held during the day, likely to accommodate prime time in Europe. That, however, meant less drinking in the U.S., Schaden noted.

Point-of-sale provider TouchBistro, meanwhile, said sales grew 3% at more than 7,000 restaurants in the U.S. and Canada during the tournament.

That didn’t necessarily reflect an increase in traffic, TouchBistro said. But guests came in at different times, in bigger groups, and ran bigger tabs.

The average check was $44 during live match hours, which was $11 more than the average for non-match hours, with guests tipping 1.5% more. And during the typically quiet 4-5 p.m. time slot, sales surged 30-40% when a game was on, TouchBistro said.

Prior to the tournament, many skeptics feared U.S. consumers would stay home to watch the games. And many did.

But they also ordered delivery.

The delivery data platform Sauce, for example, said restaurant delivery orders across the U.S. increased 18% during the June and July period, compared with last year.

The most ordered menu item: Pizza (not surprisingly), with orders spiking in the 30-minute period before matches started, and the 30-minute period afterward.

Pizza delivery orders increased 30% during the tournament, said Elliot Hool, Sauce’s vice president of marketing. “It’s the sports food,” he said.

But burger orders increased 12%, he noted. The average order was roughly between $62 and $70.

Hool said World Cup package deals offered by restaurants were particularly popular. “People don’t like to think too much,” he said.

The New York City Hospitality Alliance asked its members how they did during the World Cup in a survey. The association said 63% of respondents reported increased sales.

That’s after about half (49%) made investments in upgrading TVs and audiovisual equipment for the tournament, and 54% hosted watch parties.

In Los Angeles, reports indicate that restaurants and bars across the city did well during the tournament, especially around SoFi Stadium. In Miami, restaurants reported more mixed results.

But non-host cities, like Richmond, Virginia, also reported a boost in business.

John Plew, founder and CEO of the 12-unit Thirsty Lion Scratch Kitchen & Cocktails, said the tournament boosted momentum in June and July, which are typically slower months.

Sales were highest during U.S. games, though the unit in Dallas (a host city) was one of the best performers. Plew said units in cities with a Major League Soccer team (like Portland and Denver) fared better than those without (Phoenix), probably because they are more “soccer-centric,” he said.

With the first U.S. game on a Friday, Thirsty Lion saw a 7.1% increase in sales year-over-year, Plew said. The second U.S. game saw a nearly 14% increase in sales, and up more than 11% for the third game. And the sales increase topped 46% for the last U.S. game on July 6.

After that, sales dropped back down to single-digit increases for the rest of the matches, but they remained positive, he said.

But, now that the tournament is over, what should restaurants do for the rest of the year?

The World Series is coming (in late October). And, if restaurants did their job well, they will win repeat customers.

Hool said the immediate aftermath could be an opportunity for restaurants to pull in some dine-in business. After weeks of watching soccer on TVs at home and ordering delivery, people might like to get off their couches and walk about a bit, he said.

“The wife is probably saying, ‘Can we finally go out to dinner?’”

Source https://www.restaurantbusinessonline.com/operations/who-won-world-cup-restaurants-bars

 

Cracker Barrel names David Deno CEO

The former CEO of Bloomin’ Brands will succeed Julie Masino as head of the Lebanon, Tennessee-based brand in August.

Cracker Barrel Old Country Store has announced the appointment of David Deno as CEO of the family-dining company. Deno, who most notably served as CEO of Bloomin’ Brands, will succeed Julie Masino, who has been the CEO of Cracker Barrel since July 2023. Deno will transition into his new role on Aug. 10, and Masino will remain on in an advisory capacity until Oct. 9.

“[David Deno] brings decades of experience across the restaurant and retail industries, with a strong track record of leading businesses through growth and a demonstrated commitment to operational excellence, guest experience, and team member engagement,” Cracker Barrel independent chairman, Carl Berquist, said in a statement. “We are confident David is the right leader to continue building on the Cracker Barrel legacy, drive further positive momentum operationally and financially, and create sustainable value for our shareholders.”

Deno has more than three decades of experience in the restaurant industry, including his time at Bloomin’ Brands, first as CFO, and then as CEO, from 2012-2024. Deno retired from the Outback Steakhouse parent company in May 2024 and has since served on both the Panera Brands and Krispy Kreme executive boards. Before that, he held executive leadership positions at Best Buy, Quiznos, and Yum Brands.

“Cracker Barrel is a truly iconic American brand, defined by its unique combination of warm country hospitality, timeless appeal, and deep connection with guests across generations,” Deno said in a statement. “I am honored to lead the Cracker Barrel team and look forward to unlocking the full potential of this remarkable brand. Together, we will stay focused on delivering delicious food and exceptional experiences for our guests, while driving profitable growth.”

Cracker Barrel has been slowly recovering financially one year after a rebranding controversy caused a sharp decline in traffic. Last week, the company announced the sale of subsidiary Maple Street Biscuit Company to Louisville-based brunch concept Biscuit Belly.

Contact Joanna at joanna.fantozzi@informa.com

Source https://www.nrn.com/family-dining/cracker-barrel-names-david-deno-ceo

 

Fat Brands’ bankruptcy liquidation plan gets court approval

After a litigious and controversial beginning and multiple, complex sales, the former fast-food chain operator is set to wind down its operations.

In the end, the Fat Brands bankruptcy process didn’t take that long after all.

A U.S. bankruptcy court gave the go-ahead for the company’s liquidation plan, signaling the beginning of the end of a case that had started with a rash of controversy but ended with the sale of all but one of its restaurant chains and more consensus than dispute.

The plan does include funds for potential legal claims against Fat Brands’ former CEO Andy Wiederhorn. It also had to overcome a couple of challenges, including one from the U.S. Trustee. But ultimately U.S. Bankruptcy Judge Alfredo Perez opted to give his endorsement to the exit strategy.

Fat Brands was sold in May in four parts, mostly to lenders that converted debt into equity. Twin Peaks was sold separately to a group of bondholders and will eventually be resold to a group of franchisees. Most of the company was sold to a separate entity owned by bondholders.

Hot Dog on a Stick was sold to the Las Vegas-based Amazing Brands for $8 million. The fast-casual burger chain Elevation Burger was sold to a company based in Kuwait for $2.5 million.

Fat Brands filed for bankruptcy in January with some $1.4 billion in debt, most of which came from bonds taken out through a series of securitizations taken out from 2021 through 2023. The company took out that debt to acquire a series of brands, including Twin Peaks, Fazoli’s, Johnny Rockets and the company that owned brands like Round Table Pizza, Hot Dog on a Stick and others.

The bonds were issued without a bond rating, so they came with a higher interest rate that the company later hoped to lower through a refinancing. But interest rate increases kept that from happening.

Fat Brands itself was also controversial. Wiederhorn before the bankruptcy was indicted on federal charges that the company steered $47 million to him and his family to skirt taxes. Those charges were dropped shortly after President Trump took office.

Wiederhorn himself would be at the center of controversy in the bankruptcy process from the get-go. Fat Brands gave two of his sons and the company’s CFO retention bonuses weeks before the bankruptcy filing. And lenders shortly after the Chapter 11 declaration tried to oust him from the company, arguing he had used Fat Brands like a “piggy bank.”

Wiederhorn ultimately left as part of a broad agreement between lenders and the company over a variety of issues. He was paid $5 million as part of the settlement agreement. But Fat Brands preserved potential legal claims against its founder.

Source https://www.restaurantbusinessonline.com/financing/fat-brands-bankruptcy-liquidation-plan-gets-court-approval

 

A new buyer steps in for some bankrupt Popeyes locations

SBH Foods will acquire 23 locations in Orlando operated by the bankrupt franchisee Sailormen for $2.7 million after the original deal fell through.

SBH Foods PLK is stepping in to buy 23 bankrupt Popeyes restaurants in the Orlando area after the original deal fell through, according to court documents this week.

The operator is paying $2.7 million for the restaurants, which were once part of the 136-unit franchisee Sailormen, which filed for Chapter 11 bankruptcy protection earlier this year after accumulating too much debt.

Overall, 97 of those 136 locations were sold in an auction earlier this month, most of them to the Pulse Restaurant Group for $2.7 million. David Damato, Sailormen’s CEO, created that operator.

Popeyes corporate is set to buy 16 Miami-area locations for $9.6 million and three locations in West Palm Beach, Florida, are being sold to 61 Biscuits for $1.11 million.

Originally, a company known as RFI Ventures agreed to buy the 23 Orlando locations for $2.5 million.

That deal did not make it to closing, forcing Sailormen to receive special approval to keep operating the restaurants while it scrambled to find a new buyer for the locations.

Related:Gong Cha plans a big push in Texas

Instead, SBH Foods stepped in with an offer for the restaurants. The franchisee was already set to buy five locations in the Savannah, Georgia, market for $650,000.

The remaining 39 locations were expected to close, if they have not closed already.

Sailormen filed for bankruptcy in January with heavy debt and liquidity challenges. The company had about $130 million in debt and faced growing pressure from landlords, vendors, and its lender.

Source https://www.nrn.com/restaurant-franchising/a-new-buyer-steps-in-for-some-bankrupt-popeyes-locations

 

Tijuana Flats in Mobile, Alabama, to Host Community Comeback Celebration

Tijuana Flats is making some noise in Mobile, on Friday, July 31, as it will be hosting a Community Comeback Celebration – a week-long party designed to welcome guests back to enjoy the bold flavors, fan-favorite menu items and fun atmosphere they know and love. The celebration will officially mark the restaurant’s grand reopening with a Mobile Chamber of Commerce ribbon-cutting ceremony, live music from 97.5 WABD and 93BLX, giveaways, $1 tacos and a chance to win Free Flats for a Year.

The celebration kicks off at 10:15 a.m. and is part of Community Comeback Week, a six-day celebration running July 28 through August 2 featuring limited-time deals, guest favorites and opportunities for the Mobile community to reconnect with Tijuana Flats.

Throughout the week, guests can take advantage of daily promotions, including:

Tuesday, July 28: Taco Tuesdaze – Two tacos, chips and a drink for $7.99
Wednesday, July 29: Community Heroes Day – 50% off a valid entrée for public servants
Thursday, July 30: Throwback Thursdaze – A burrito, chips and a drink for $8.99
Friday, July 31: $1 tacos with the purchase of a beverage from 10:30 a.m. to 2 p.m.
Saturday, August 1: $1 tacos with the purchase of a beverage from 10:30 a.m. to 2 p.m., plus Give Back Day with the Just in Queso Foundation, where 20% of all sales will benefit the Dumas Wesley Community Center in support of its ongoing work throughout the Mobile community
Sunday, August 2: Kids Eat Free
“Community Comeback Week is all about celebrating the Mobile community and showing our appreciation for the guests who have supported us,” said Sajid Mangrio, franchisee of the Tijuana Flats of Mobile. “We’re excited to welcome longtime Flatheads back, introduce new guests to Tijuana Flats and spend the week doing what we do best – serving bold flavors, having fun and bringing people together.”

Flathead Rewards members who visit the Mobile restaurant and make a qualifying purchase on July 31 or August 1 will also be automatically entered for a chance to win Free Flats for a Year, earning enough rewards points for one free entrée every week for 52 consecutive weeks.

With nearly 100 locations across Florida, Alabama, North Carolina and Kentucky, Tijuana Flats has an expansive menu featuring flautas, chimichangas, tacos, burritos, quesadillas, bowls and salads and a range of proteins guests love. The fast-casual Tex-Mex brand prides itself on serving made-to-order meals with fresh ingredients, never using microwaves, and is known for its creative, hand-crafted dishes, freshly made chips, signature made-daily queso.

Loyalty is always rewarded and celebrated at Tijuana Flats, and those who are part of the family are dubbed Flatheads. Guests interested in joining the Flathead Rewards program may download the Flatheads Rewards app at https://qrco.de/bbUMoR. Members earn one point for every dollar spent, which can be redeemed for exclusive rewards and deals, and they also gain access to bonus point opportunities and instant rewards just for signing up.

For more information, or to find a Tijuana Flats location visit tijuanaflats.com.

Source https://www.qsrmagazine.com/news/tijuana-flats-in-mobile-alabama-to-host-community-comeback-celebration/

 

Gong cha Signs 50-Unit Agreement in Texas

Gong cha, the world’s leading bubble tea brand with nearly 2,200 locations across 33 international markets, has signed a 50-unit exclusive area development agreement in Texas with seasoned franchise operator, Bakers Acres & Cattle Company (BACC). The agreement marks the largest direct franchising deal in Gong cha history and further expands the company’s U.S. footprint in one of the country’s leading states for franchise growth. This deal follows Gong cha’s recent acquisition of master franchise rights in 170 U.S. locations, across 13 states, including Texas, positioning the company for accelerated franchise development and sustainable long-term growth nationwide. “As Gong cha continues expanding across the U.S., we’re seeing strong interest from multi-unit operators looking to grow with the global leader,” said Geoff Henry, President of Gong cha Americas. “Franchisees are looking for concepts with operational simplicity, strong consumer demand and the ability to scale efficiently at relatively low cost, and Gong cha delivers on all of these. From our flexible footprint and efficient labor model to the strength of our global brand recognition, we’ve built a platform designed to help operators grow strategically and sustainably across high-potential markets like Texas.” Under the momentous 50-unit deal, BACC will further develop Gong cha’s presence across four major Texas markets over the next seven years, including: Austin, Houston, San Antonio and Dallas.Established Multi-Unit Franchisees Power Continued Growth Bakers Acres & Cattle Company is a Houston-based, multi-generational family business with a strong track record scaling premium franchise concepts. Since entering franchising in 2015 with Nothing Bundt Cakes, BACC has built a successful bakery operation across Greater Houston and is actively expanding toward a 12-bakery platform. BACC consistently outperforms systemwide averages. Led by Brett and Wendi Walker alongside the next generation of family operators, the company brings deep multi-unit operating experience and expertise across finance, real estate, technology and business development. “With its premium positioning, operational sophistication, and strong consumer loyalty, Gong cha immediately stood out as the right brand to grow with across Texas,” said Brett Walker. “Over the past decade, our family has built a highly disciplined multi-unit operating platform, and we know sustainable growth starts with the right systems, infrastructure and brand foundation. Gong cha brings all of that together in a category with tremendous long-term potential.” Expanding Gong cha’s Footprint in High-Growth Markets

Since launching direct franchising efforts in the U.S. approximately 24 months ago, Gong cha has continued accelerating its nationwide expansion through strategic multi-unit development agreements across both established and emerging markets. During that time, the brand has signed significant growth deals in Texas, California, Massachusetts, Arizona, Wisconsin, Puerto Rico and additional high-opportunity markets, reflecting increasing demand from experienced multi-unit operators seeking scalable, high-performing franchise concepts. Ranked #1 in the Tea category on Entrepreneur’s Franchise 500 list for five consecutive years, Gong cha operates more than 240 locations across 23 states, Washington, D.C. and Puerto Rico, and continues to seek experienced multi-unit operators to support its expansion across existing and emerging markets. The brand’s modernized operating model, including its Gong cha 2.0 platform, is designed to support higher throughput, streamlined operations, and improved franchisee performance through digital ordering, automation, and optimized store design. For more information on franchising with Gong cha, visit https://gongchausa.com/franchise-opportunities/

Source https://www.qsrmagazine.com/news/gong-cha-signs-50-unit-agreement-in-texas/

 

Cracker Barrel taps former Bloomin’ chief as CEO

David Deno will succeed Julie Masino, who is leaving less than a year after surviving an ouster attempt triggered by rebranding backlash.

Dive Brief:
Cracker Barrel has named David Deno, former chief executive officer of Bloomin’ Brands, as its CEO effective Aug. 10, according to a Monday press release.
Deno, who led the Outback Steakhouse owner from 2019 to 2024, is succeeding Julie Masino, who will step down from her post. She will remain with the chain in an advisory capacity until Oct. 9.
The CEO succession plan follows a difficult period for Cracker Barrel, which suffered significant political and consumer backlash over a rebranding effort last year. Since then it has faced traffic declines and activist investor pressure — including an unsuccessful effort to oust Masino.

Dive Insight:
Masino, who led the company since 2023, drew the ire of consumers, activist investors and even President Donald Trump over a rebranding and remodeling push that some said abandoned the brand’s core Americana aesthetic. Masino scrapped the remodels and rebranding, but the brand still spent considerably on repairs and operational modernization in early fiscal 2026.

The rebrand backlash also led to significant same-store sales declines — an 8% traffic drop in fiscal Q1 2026 — though this has subsequently moderated. In fiscal Q3, which ended on May 1, the chain’s comps fell 2.6%

Last week, the casual dining brand announced it was selling its subsidiary brand Maple Street Biscuit Company to Biscuit Belly in a transaction meant to help improve profitability. The sale of the biscuit brand was accompanied by a $77 million, 26-store sale-leaseback transaction that Cracker Barrel said would help it pay down debt.

Deno will continue work to improve the chain’s operations and balance sheet, according to the press release.

“David is the right leader to continue building on the Cracker Barrel legacy, drive further positive momentum operationally and financially, and create sustainable value for our shareholders,” Carl Berquist, Cracker Barrel’s board chair, said in a statement.

Deno brings significant casual dining experience to the chain from his tenure at Bloomin’, which included seven years as CFO and five as CEO. Deno’s retirement from Bloomin’ came as it faced consumer declines in its casual dining segment and closed underperforming stores.

Some casual dining chains — notably Chili’s, Olive Garden, Texas Roadhouse and First Watch — have posted significant gains as consumers balk at rising fast casual and QSR prices and seek out more holistic value. Cracker Barrel, particularly after the branding battle, has been unable to take advantage of this growing opportunity for casual chains. Deno will likely try to leverage the 660-unit chain’s loyalty program and operational investments to rebuild sales momentum.

Source https://www.restaurantdive.com/news/cracker-barrel-ceo-succession-david-deno-bloomin-brands/826220/

 

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FOODSERVICE EQUIPMENT & SUPPLIES

Smart Care Solutions Appoints New President/CFO

A chief people officer also joins the service company, which operates in all 50 states.

Smart Care has made two senior leadership appointments, both effective immediately, in order to accelerate its growth and operational performance.

Veronica Lubatkin joins as president and chief financial officer, while Jenna Susanke is now chief people officer, reporting to CEO James Mylett.

Lubatkin has experience scaling complex, multi-location service businesses. Most recently, she was chief financial officer of RailWorks, a rail transportation, construction and maintenance services organization, where she led finance, enterprise risk management and I.T. organization. Prior to that, she held financial leadership roles in the life sciences industry, including CFO of Par Pharmaceuticals and senior finance positions at Schering-Plough. She started her career in public accounting at Arthur Andersen.

Susanke, meanwhile, has 30 years of human capital leadership across complex, global organizations. Most recently she served as executive vice president, chief people officer at environmental services company Veolia North America. Earlier in her career, she held senior leadership and consulting roles at Philip Morris International, PepsiCo, PricewaterhouseCoopers and Aon.

“As Smart Care continues to grow both organically and through strategic acquisitions, having the right operational and people infrastructure in place is essential,” says Mylett in a July 23 press release. “Veronica’s experience scaling large, multi-service organizations and Jenna’s experience in building high-performance cultures will be instrumental as we integrate new business, deepen our customer relationships and strengthen our position as the national leader in foodservice equipment and refrigeration services.”

Source https://www.fermag.com/articles/smart-care-solutions-appoints-new-president-cfo/

 

Electrolux Professional Group Updates Sales Team

Electrolux Professional Group tapped company veteran Alex Edwards to serve as vice president of sales for North America.

In this role Edwards will lead Electrolux Professional Group’s chain and general market sales organizations.

Edwards’ career with Electrolux Professional Group spans 22 years, during which time he’s held various positions across customer service, product management and sales.

Brand Snapshot: Electrolux Professional Group

Company type: Multiline foodservice equipment manufacturer
Products sold in the U.S.: food, beverage and laundry solutions
Employees: 4,300 worldwide

Source https://fesmag.com/topics/the-latest-news/23778-electrolux-professional-group-updates-sales-team

 

Flexeserve Names Crouch Ops Coordinator

Megan Crouch has joined Flexeserve as operations coordinator for the Texas-based foodservice equipment manufacturer. She replaces Rachel Chin who moved into a sales coordinator role for Flexeserve.

Megan Crouch
In her role, Crouch helps support “the customer experience” for Flexeserve customers in The Americas, per a company release. This includes organizing meetings at the company’s Southlake, Texas, facility. Crouch “also supports the improvement of operational workflows, systems, and procedures,” the release added.

Brand Snapshot: Flexeserve

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

Source https://fesmag.com/topics/the-latest-news/23772-flexeserve-names-crouch-ops-coordinator

 

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TABLETOP & FRONT OF HOUSE

Dealing with the Customer Aggression Crisis

Customer aggression is a growing operational challenge as nearly 40 percent of frontline workers believe it has increased over the past year with 42 percent reporting incidents in the past month, according to a survey from 3Gem Research & Insights commissioned by HALOS.

“Restaurant owners and managers need to have strategies in place to minimize uncivil customer behavior, making it clear there’s zero-tolerance for it and that staff are protected at all times,” said HALOS CEO Alan Ring. “Having visible safety tools to help deter abuse is one thing survey respondents said helps them on the job.”

The survey of 1,500 U.S. frontline employees including those working in restaurants, bars and hotels also found:

80 percent report lower job satisfaction as a result of customer aggression

37 percent say they or a colleague have taken time off because of customer aggression

More than one-third say their employer treats customer aggression as “just part of the job”

Respondents cited violence from customers ranging from spitting to assault to breaking glass doors when being asked to leave.

There are a few factors at play here with frontline workers often bearing the brunt, Ring explained, adding that unless employers take visible steps to deter abuse, protect staff and respond consistently when incidents occur, the problem is likely to worsen.

“People are under increasingly high pressure and financial stress, labor shortages have impacted the customer experience in some cases (for example, causing longer wait times or slower service) and societally, we seem to be more willing to turn a blind eye toward aggressive behavior in public settings than we have been in the past.”

Have Protocols in Place
Employers also need to provide quick access to help if an incident takes place and clear escalation procedures are key and every employee should be trained on exactly what they are, Ring stressed.

As a rough baseline, he said there should be explicit, written protocols for:

Incident handling: What to do and who to involve as a situation is unfolding

Reporting after the fact: How and where to submit an incident report and what information will be needed

Investigating the incident: What management will do after an incident has been reported and how they will investigate the situation

Follow-up: What comes next; how a resolution will be achieved

“It starts with training and knowing what kind of incidents could unfold in a certain type of restaurant. Understanding patterns and being trained on various scenarios is important so staff at all levels know how to handle safety incidents proactively.”

When it comes to looking back at incidents to learn about them in hindsight, having security tools like body-worn cameras and CCTV is important so management can see exactly what happened and consider ways to improve the incident response in the future, Ring noted.

“Every one of these situations is a learning opportunity. Having the raw footage is also critical for evidence if a situation escalates to legal proceedings. Objective evidence is better than relying on the “he said, she said” and provides a clear picture of how the situation unfolded.”

Not ‘Just Part of the Job’
The most shocking takeaway for Ring was learning that over one-third of workers said their employer treats customer aggression as “just part of the job.”

“As for why that’s the mindset of so many employers, leadership in frontline industries – from restaurants to retail to security – sometimes tend to believe uncivil customer behavior just comes with the territory and dealing with tough customers is unavoidable. But that thinking doesn’t cut it anymore and leads to major impacts on employee wellbeing including absenteeism, disrupted performance, lower engagement and employees considering leaving their jobs.”

Restaurant operators can’t afford these outcomes, especially at a time when it’s a challenge to attract and retain experienced staff, Ring said, adding there are real commercial implications at play here if employers opt for the “just part of the job” mindset.

Given the rise in customer aggression, employee training needs to extend beyond the traditional focus on customer service skills and should emphasize techniques for de-escalation such as maintaining a calm demeanor, showing empathy and avoiding language or actions that could be viewed by the customer as confrontational, he noted.

Equally important is that managers establish clear escalation protocols so team members know exactly how, when and where to get support or backup with a big piece of this being training employees to involve supervisors early on in a dispute, Ring said. Scenario-based training exercises are especially helpful for simulating high-conflict situations and ensuring employees on the floor know how to respond.

Post-Incident Support
The best approach to help employees who have experienced aggression from customers is to couple proactive safety measures with meaningful post-incident support, he said.

“Customer aggression can have a lasting impact on employees and make it difficult to get back onto the floor. Our research found that 37 percent of respondents strongly or somewhat agree that, following an incident, it was hard to ‘reset’ and work normally for the rest of the shift.”

Restaurants should have post-incident response protocols that focus on supporting the employee, making reporting as easy as possible and ensuring follow-up/follow-through, Ring said. Employees need to know if they take the time to report an incident, appropriate action will be taken. Additionally, support programs should send a clear message that there is zero tolerance for aggression toward employees and that employee safety is a top priority for the business because this is not just a compliance issue, it’s a true operational priority, he said.

“When employees feel supported at work, they’re more likely to perform better, offer a better customer experience and stay longer in their position.”

Fifty-three percent of respondents said visible safety tools help deter abuse on the job, while 51 percent said better tech would help make them feel safer.

“Visible safety tools including body-worn cameras enhance frontline safety, incident visibility and operational accountability,” Ring said. “They’re also a powerful deterrent that helps de-escalate tense interactions before they boil over. Body worn video is an important complement to CCTV because it captures incidents from the employee’s perspective as they unfold.”

Beyond reassurance, the right technology gives restaurant operators better evidence, faster incident reporting and clearer insight into recurring risks, he said.

“Technology alone is not the answer, but combined with training, clear procedures and strong management support, it can make a meaningful difference.”

Source https://modernrestaurantmanagement.com/dealing-with-the-customer-aggression-crisis/

 

Refurbishing Your Restaurant in 2026? Interior Design Trends

I spend most of my time inside restaurants before they open and after they close. I see what operators struggle with, what customers respond to, and what stops working surprisingly fast. The trends below are not pulled from mood boards or trade shows. They are shaped by real briefs, real budgets, and real buildings.

If you are planning a new opening or a refurbishment in 2026, these are the shifts I would pay attention to.

1. The Kitchen Is No Longer Hidden. It Is the Anchor
Open kitchens are not new. What is new is how central they have become to the entire layout.

In several recent projects, the kitchen stopped being something we pushed to the back and started being the spatial and emotional core of the restaurant. Instead of a letterbox opening or a token chef’s counter, the kitchen becomes a full, visible island that the dining room wraps around.

I have seen this work particularly well in brasserie-style projects where the theatre of cooking reinforces the honesty of the food. In projects inspired by places like Brasserie Martin or Brasserie Marseille, the kitchen is not just visible, it is part of the rhythm of the room. Movement, sound, and light all flow from it.

There is also a cultural shift behind this. Kitchens are less aggressive, less hidden, and more collaborative than they were ten years ago. Chefs want visibility. Diners want transparency. Design is simply catching up.

From a practical standpoint, central kitchens also solve awkward floorplates and dead zones. They give purpose to space that would otherwise struggle to feel alive.

2. Sustainability Is Becoming Structural, Not Decorative
Sustainability has matured. In 2026, it is no longer about adding a green feature and calling it a day.

On recent projects, sustainability decisions start at the material lifecycle level. Can this timber be reused in ten years? Can this joinery be dismantled rather than ripped out? Does this material age well rather than looking tired after two seasons?

I often push back on the idea that wood is inherently bad. Responsibly sourced timber is a carbon store and often a better choice than many synthetic alternatives. What matters is honesty in material use, not chasing buzzwords.

The reality, which restaurateurs understand better than anyone, is that sustainability always sits alongside budget, programme, and operational pressure. The goal is not perfection. It is making deliberate, informed choices rather than cosmetic gestures.

3. Instagram Is No Longer the Brief. Story Is.
I am seeing far fewer clients asking for “an Instagram moment” and far more asking how the space tells a story.

The problem with designing for one hero shot is that it dates quickly. We have all seen it happen. Neon signs, gimmicks, and forced backdrops lose their impact within months.

What lasts is narrative.

In one project, rather than leaning into a generic European café aesthetic like those used heavily by chains such as Cafe Rouge or Pizza Express, the design was anchored in the founder’s personal history. Family photographs, subtle references to place, and material choices that reflected memory rather than trend created a space that felt specific and hard to copy.

The result was a restaurant that generated constant social content, not because it screamed for attention, but because every corner had depth.

4. Personal Stories Are Replacing Place-Based Themes
There are only so many ways to design an “Italian” restaurant.

In 2026, the most compelling projects are driven by people, not locations. I am increasingly working on restaurant concept development that is rooted in a grandparent’s cooking, a childhood memory, or a founder’s journey rather than a country or cuisine label.

This shift makes spaces more authentic and more defensible. Anyone can reference Paris or Naples. Only you can tell your story.

It also changes how design decisions are made. Materials become narrative tools. Objects are chosen for meaning, not just aesthetic. The restaurant becomes memorable because it feels lived-in rather than themed.

5. Flexibility Is No Longer Optional
Restaurants are under too much commercial pressure to be single-purpose spaces.

More briefs now include private dining, events, daytime trading, or hybrid use. The challenge is doing this without creating rooms that feel compromised or disconnected.

Good flexibility is invisible. Sliding walls disappear. Joinery works double duty. Lighting shifts mood rather than function.

I often reference hotel projects when discussing this with clients. High-end hospitality, including places like the Ritz-Carlton, has long understood how to make spaces work harder without losing atmosphere. Restaurants are now adopting the same thinking out of necessity.

6. Minimalism Is Giving Way to Layered Warmth
The ultra-minimal restaurant had its moment. In many cases, that moment passed 25 years ago in the 90s.

What my team and I are designing now leans into texture, layering, and visual depth. Not clutter, but richness. Fabrics, finishes, lighting, and objects work together to create spaces that reveal themselves over time.

This is partly a reaction to how people use restaurants post-pandemic. Dining out is no longer just about eating. It is about feeling held by a space. Cold, sparse interiors struggle to do that.

Layered environments also age better. They develop patina rather than wear.

7. The Building Is the Starting Point, Not an Obstacle
One of the biggest shifts I have seen is a growing respect for the existing building. You can see this in our Wild by Tart design which was built into a disused London Underground power station.

Instead of covering everything up, or knocking it all down, many of the best projects now begin by stripping back. Brickwork, beams, scars, and irregularities are left visible and allowed to inform the design.

This approach is more sustainable, more cost-effective, and more authentic. It also avoids the arrogance of treating every site as a blank canvas.

Some of the most successful restaurants I have worked on gained their identity not from what we added, but from what we chose to keep.

8. Technology Should Disappear Into Comfort
Technology is everywhere, but the best restaurant interiors in 2026 barely acknowledge it.

Lighting systems that subtly shift throughout the day. Sound systems that shape atmosphere without drawing attention. Digital elements that support narrative rather than dominate it.

What clients increasingly reject is tech that replaces hospitality. QR-only experiences, over-automation, and friction disguised as efficiency often undermine the very reason people come out to eat.

Restaurants are about being looked after. Design and technology should support that feeling quietly.

Final Thought for Restaurateurs
Trends are only useful if they help you make better decisions.

The strongest restaurant interiors I see today are not chasing novelty. They are grounded in story, respectful of their buildings, honest about materials, and flexible enough to survive commercial reality.

If you are planning for 2026, my advice is simple. Design something that can age, adapt, and be remembered. The rest tends to follow.

You can learn more about our London-based restaurant interior design service provided by the B3 team on our services page.

Source https://www.b3designers.co.uk/blog/restaurant-interior-design-trends-for-2026/

 

Taking a Strategic Approach to Crisis Communication

With the U.S. Food and Drug Administration (FDA) investigating a multi-state cyclosporiasis outbreak, restaurant operators and guests are questioning how to stay safe while dining out. Outbreaks are affecting restaurants across the country, according to data from Placer.ai. Given that the outbreaks are linked to contaminated lettuce and other greens, chains associated with lettuce-heavy menus are bearing the brunt of foot traffic declines, but the entire QSR and fast-casual categories are seeing declines as well.

Chain

July 7th

DAILY DATA

Compared to the Day of Week Average

July 11

DAILY DATA

Compared to the Day of Week Average

CHOPT

+6.5%

-7.1%

SWEETGREEN

+12.4%

-3.1%

TACO BELL

+2.3%

-5.8%

PANERA BREAD

+0%

-7.4%

QSR foot traffic as a whole was +3.1 percent on July 7, but +0.8 percent on July 11. Fast-casual foot traffic was +6.2 percent on July 7, but -2.4 percent on July 11. (These numbers are compared to the day-of-week average from January 1-July 6, 2026.)

How should brands and operators be responding to these concerns?

Transparency During Uncertainty
Communicating during uncertainty shows concern and attention and shows you care about the customer, and not just the revenue, explained crisis communications expert Dr. Patrick Riccards.

“While it is always best to have all the answers before communicating in a crisis, it isn’t always possible. So be clear that the process is still unfolding, and you want to be as transparent as possible with your guests. You are sharing the information you have at the time, knowing it might change. Share it.”

Be sure to reengage once you have more info, he advised, because that puts boundaries around your comms so you can focus on other elements of the crisis, while demonstrating you are a customer-first company. Always acknowledge their concerns telling them you know there is an issue, you are just as concerned as they are, and your company is working to learn what is going on and how it can best protect its customers.

Don’t Overreact
But don’t overreact in the absence of information, Dr. Riccards added.

“When you start pulling products before you know the facts, you scare the customer and threaten your brand, particularly if you are cleared later on. It shows you aren’t controlling the situation, you are reacting to the mob. So during the time of uncertainty, figure out the top three or five questions you’ll be asked by customers, figure out the answers you can give in the now, and make sure all staff have those answers and they are available on your social channels. That makes clear you take it seriously during the uncertainty.”

A Proportional Response
While there isn’t a specific crisis communications checklist, he suggested operators focus on one basic rule. Do no harm.

“If a brand chooses not to act in the face of a crisis, it is seen as uncaring and can lose customers. If it proactively acts before all the information is in, it can be seen as overreacting and taking responsibility before it needs to.”

The response needs to be proportional to the crisis, he added.

“Lay out all the facts. Take responsibility. Be clear how you will address it. Move on. Anything behind that, and you risk doing real harm to your brand, showing you don’t understand the problem, the market, your customers, or all of the above.”

It’s also critical to manage the situation with staff showing you are handling the process and are on top of things from the jump, the author of Strategic Strikes: Mastering Your Communications in the Cage Match of Public Opinion, said.

Control the Narrative
“In the face of the unknown, tell your teams that you know there is an issue, it is being investigated, and you are doing everything possible to cooperate. Once all the facts are known, you’ll share them with the team and you’ll act. Don’t wait for team members to come to you to ask. You know the crisis is coming.”

Because the risks are high during a crisis, operators need to control the guest communication process and you want one voice speaking for you, not all employees delivering your message in their way, Dr Riccards said.

“Don’t leave the response in the hands of those who are untrained or unprepared to navigate it. If you use social media, post there and direct guests to your social if they have questions. If not, set up a voicemail box with the same info they can call. Otherwise, you run the risk of an employee trying to be ‘too helpful’ and sharing rumors or offering opinions that quickly become the corporate line. Then you are dealing with a crisis AND walking back what your team has shared.”

Source https://modernrestaurantmanagement.com/taking-a-strategic-approach-to-crisis-communication/

 

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FOOD & BEVERAGE NEWS

Ziggi’s Coffee taps Noodles vet as growth chief

Stacey Pool will oversee the chain’s next phase of growth, including a pipeline of at least 200 units, which would nearly triple the chain’s current store count.

Name: Stacey Pool

New title: Chief growth officer, Ziggi’s Coffee

Previous title: Chief marketing officer, FullSpeed Automotive

Stacey Pool joins fast-growing Ziggi’s Coffee during a “pivotal moment,” the company said in an emailed press release. 2026 marks the chain’s 10th year of franchising, with 120 locations open and another 200 in the pipeline.

Pool will help the chain drive its next phase of profitable growth, including leading the strategy behind Ziggi’s unit development. The chain said it identifies high-value opportunities and translates these into a long-term roadmap. Pool will accelerate unit growth and new market expansion while also strengthening store-level profitability. Pool has built her career around marketing, branding and guest loyalty, all of which will play a pivotal role in Ziggi’s growth strategy.

Pool officially joined the coffee chain in June, according to her LinkedIn profile. Prior to this role, she served as chief marketing officer at FullSpeed Automotive, a 900-unit franchised system. She also worked as CMO for Noodles & Company for four years ending in 2024, during which time she improved guest loyalty and boosted brand growth. She also spent over nine years at Vail Resorts as senior vice president of corporate marketing.

“The founders have built something special — a differentiated brand, a loyal guest base and a strong franchise foundation,” Pool said in a statement. “My focus is on building on that momentum to drive the next phase of growth: scaling the system thoughtfully, strengthening franchisee profitability, and deepening the connection guests have with Ziggi’s.”

Ziggi’s has rapidly expanded in the last few years, beginning 2023 with 65 units and ending last year with 115, largely due to franchised growth, according to its franchise disclosure document. The chain had 107 franchised units at the end of 2025 and eight company-owned units. Its largest concentration of stores is in Colorado, where it has 54 locations.

Ziggi’s is part of a cohort of fast growing challenger coffee chains. Scooter’s has grown from 555 units at the start of 2023 to 906 at the end of 2025, per its FDD. Dutch Bros opened 41 new shops during the first quarter of this year and has over 1,100 units, and Seven Brew surpassed 700 units earlier this year and is on pace to reach 1,000 units in 2026.

Source https://www.restaurantdive.com/news/ziggis-hires-stacey-pool-chief-growth-officer/826061/

 

Nestle to divest waters business through joint venture

VEVEY, SWITZERLAND — Nestle SA and the private equity company Platinum Equity, Beverly Hills, Calif., have created a 50:50 joint venture called Peranel that will own and operate Nestle’s waters and beverage businesses. The business will include more than 30 brands around the world, including S. Pellegrino, Perrier and Nestle Pure Life.

“By partnering with Platinum Equity, Peranel will be better positioned to execute its strategy with enhanced agility,” said Philipp Navratil, chief executive officer of Nestle. “Through additional focus, it will be well equipped to drive its long-term growth ambitions by strengthening this unique portfolio of international and local brands, with continued investments in innovation, premiumization, operational excellence and sustainability.”

Once the transaction is completed, Peranel will have an enterprise value of 4.5 billion Swiss francs ($5.5 billion) and Nestle will receive 2.8 billion Swiss francs ($3.4 billion) at closing.

“We are excited to partner with Nestle and take this next step together,” said Louis Samson, co-president of Platinum Equity. “We bring unique energy and focus as well as business and operational expertise to the table. Combined with Nestle’s and Peranel’s world-class product development, execution and marketing capabilities, our joint venture creates a powerful partnership and a very strong team.”

The new business will be headquartered in Paris and will be led by Muriel Lienau, the current CEO of the waters business.

Nestle announced plans to divest its global waters business in November 2024.

Source https://www.foodbusinessnews.net/articles/30715-nestle-to-divest-waters-business-through-joint-venture

 

Vita Coco buys premium coconut water maker Copra in deal worth up to $275M

The transaction expands the fast-growing company into super-premium offerings.

Dive Brief:
Vita Coco has acquired super-premium coconut water maker Copra in a deal worth up to $275 million, according to a press release Wednesday.
The transaction includes a $175 million upfront consideration with an additional earnout between $45 million and $100 million in 2029 based on performance. The deal expands Vita Coca’s supply chain capabilities and gives the company an opportunity to source Thai Nam Hom specialty coconuts.
Vita Coco already controls more than half of the U.S. coconut water market. The Copra acquisition could help Vita Coco reach its goal of reaching $1 billion in sales within the next five years.

Dive Insight:
Through the deal, Vita Coco plans to expand Copra’s capacity and build out a branded Thai Nam Hom coconut business. The bulk of Copra’s sales are in the Americas, but the company intends to expand internationally.

“We see a meaningful opportunity to keep expanding the category by meeting consumers in new occasions, formats and price tiers,” Kirban said. “Copra brings specialized capabilities, deep sourcing expertise and a super-premium offering that can help us serve more consumers, and expand our market share while continuing to help shape and lead the category’s continued global growth.”

Kirbin added coconut water is “in the early innings of what it can become,” and the deal presents an opportunity to expand the category through new formats and price tiers.

Copra operates in what Vita Coco called a “super-premium” segment of cold chain coconut water, in which the product is refrigerated from the time of the water’s extraction and avoids high-heat pasteurization. Copra produces that type of coconut water through an extract-and-fill-on-site operating model, and has a private label business as well as a growing branded business.

Nam Hom, the variety of coconuts Copra uses, is a Thai word that translates to “fragrant water” or “sweet aroma.” These small coconuts pack functional benefits including boosting skin and hair health, additional vitamins and fiber.

Coconut water already appeals to the better-for-you consumer because of its naturally hydrating electrolytes that serve as an alternative to sports drinks. The lack of extra processing for Copra’s beverages could be appealing to consumers seeking clean-label options.

Copra expects its full year net sales for 2026 to be more than $100 million. The company said it experienced a 48% compound annual growth rate over the last three years.

On Thursday, Vita Coco reported second-quarter net sales of $216 million, a 28% year-over-year increase. Higher sales were driven by its Vita Coco Coconut Water brand, which increased 21% during the period.

Vita Coco bought Copra with 80% cash on hand and the remainder paid in common stock.

Source https://www.fooddive.com/news/vita-coco-buys-copra-premium-coconut-water/826028/

 

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HVAC & PLUMBING

Natural Gas Appliances Under Fire: Navigating Consumer Choice for HVAC Owners

The Rising Tensions over Natural Gas Appliances
In recent years, the debate over the use of natural gas appliances has intensified across the United States. Cities have begun to evaluate their energy needs against environmental responsibilities, making natural gas a focal point in these discussions. With environmental concerns at the forefront, local governments and policymakers are increasingly advocating for the transition towards electric appliances. Yet, for many homeowners and businesses, the question of consumer choice remains paramount. As HVAC business owners, it is crucial to understand the implications of these shifts on your business model and how they align with consumer needs. This multifaceted issue raises important questions about energy sources, the affordability of alternatives, and the trust consumers place in proposed solutions.

Understanding the Push for Electrification
Varied perspectives exist regarding the transition from gas to electric. Cities, such as San Francisco and New York, have initiated bans on natural gas in new construction projects, sparking a heated discussion about the viability of electric alternatives. Proponents argue that reliance on electricity, particularly from renewable sources, is essential for reducing greenhouse gas emissions and combating climate change—concerns echoed by scientific communities and many environmental organizations. However, opponents raise legitimate concerns about the reliability of electric grids, especially during peak demand periods, when outages can occur. Additionally, there is a growing apprehension regarding the potential financial burden imposed on consumers who may need to replace existing gas appliances, which could be cost-prohibitive for many families and businesses.

Consumer Choice vs. Environmental Policy
This clash between consumer choice and environmental policy compels us to examine the real motivations of various stakeholders involved in the debate. Many homeowners have developed a preference for natural gas due to its cost-effectiveness and perceived efficiency. Gas stoves and heating systems have long been viewed as reliable and fast-acting, delivering results that some electric options have struggled to match. Yet, as pushing for greener alternatives gains momentum, there is growing concern about the implications for consumer rights. Will homeowners be able to make informed choices about their appliances, or will they be forced into specific market trends against their will? These are serious questions that HVAC business owners must consider, as they impact both client relationships and market strategies.

The Economic Impact on HVAC Businesses
As HVAC professionals, understanding the economic dimensions of the natural gas debate is critical. Transitioning away from gas appliances could lead to substantial changes in service demands, altering the landscape of the industry. For instance, if electric appliances become the norm, HVAC professionals may need to reallocate resources and training towards electric heat pump installations and maintenance to keep pace with changing consumer needs and preferences. This shift not only impacts operational strategies but also client relationships, as customers seek guidance on making the transition smoothly. Moreover, investing in electric solutions may require additional training and certifications for technicians, leading to further expenses for businesses.

Local Perspectives and Community Engagement
It is essential for HVAC business owners to engage with their local communities to gauge sentiments surrounding the gas versus electric debate. Hosting informational events or webinars can foster an understanding of the benefits and drawbacks associated with both appliance types, allowing homeowners to make more informed decisions. An informed customer base will ultimately enhance loyalty and demonstrate a HVAC firm’s commitment to consumer education. Furthermore, building relationships with local policymakers can provide HVAC businesses with insights into upcoming regulations as well as opportunities to voice their perspective on balancing consumer choice with sustainability goals.

Long-term Trends and Future Predictions
The future of the HVAC industry will likely be shaped by continued advancements in technology and shifts in consumer preferences. As electric technology improves—making heat pumps, electric stoves, and other electric appliances more efficient—adoption rates are expected to rise significantly. In particular, innovations that increase the efficiency of electric solutions could present an attractive alternative to consumers who are still skeptical about making the switch. HVAC technicians must stay ahead of the curve by upskilling and adapting their services accordingly to meet evolving market demands. By tracking industry trends, businesses can proactively prepare for changes that impact their service offerings.

Making Strategic Decisions in a Changing Landscape
To remain competitive, HVAC business owners should consider several strategic decisions: developing expertise in electric heating solutions, advocating for consumer choice in local policy discussions, and maintaining a flexible service approach that can adapt to changes in regulations and consumer desires. Understanding the benefits and limitations of both gas and electric appliances will equip professionals to better serve their customers and provide informed recommendations. By taking proactive steps, HVAC firms stand to benefit from new market opportunities, ensuring long-term success. Not only will this strategic alignment help to stimulate growth within your business, but it will also position you as a thought leader in the transitioning landscape of home energy solutions.

Conclusion: Navigating Consumer Choice in HVAC
The debate over natural gas appliances poses both challenges and opportunities for the HVAC industry. By embracing consumer choice while advocating for sustainable practices, HVAC business owners can create a balanced approach that meets the needs of all stakeholders. As changes unfold at both local and national levels, it is crucial to remain engaged in discussions about the future of energy in homes. Join the conversation today to ensure your business stays relevant in a rapidly evolving field. Explore actionable insights, keep informed about regulatory changes, and communicate with your customers to navigate these changes successfully. With a proactive and informed strategy, HVAC businesses can thrive in whatever direction the industry heads.

Source https://hvacindustryjournal.com/natural-gas-appliances-under-fire-navigating-consumer-choice-for-hvac-owners

 

America’s Sweatiest Cities Are Feeling the Heat — and Investing to Stay Cool

Thumbtack reveals its official 2026 list of America’s Sweatiest Cities and the home projects helping homeowners beat the heat.
By: Morgan Olsen, Thumbtack’s Home Design Expert

The summer heat is on, and Americans are working harder than ever to keep their cool.

For the third year in a row, Thumbtack is revealing its list of America’s Sweatiest Cities, based on millions of requests for home cooling projects across the country. From repairing overworked air conditioners to installing smart thermostats, homeowners are turning to local pros to beat the heat.

The 10 sweatiest cities in America

This year, nearly everyone is feeling the heat. As record-breaking temperatures swept much of the country during a late June through early July heat dome, demand for cooling-related home projects increased year over year in 38 of the 40 largest metropolitan areas we analyzed.

The Southeast and Texas continue to dominate this year’s list, with residents turning to cooling-related home services at some of the highest rates in the country. For the second year in a row, Atlanta claims the top spot after enduring a sweltering Fourth of July weekend, with heat index values topping 100 degrees. Austin ranks second, reaching its first 100-degree day of 2026 in early July. Rounding out the top three is Washington, D.C., where temperatures climbed to 102 degrees on July 4, breaking the city’s previous record in 1919 for the hottest Independence Day.

Several of the cities at the top of this year’s ranking also saw significant increases in demand for home cooling projects compared to last summer. Year over year, requests rose 36% in Charlotte, 35% in Tampa, 33% in Houston, and 27% in Raleigh–Durham.

Marlon Chambers, Thumbtack Pro Advisory Board member and Owner of Climate Control Systems is noticing this climbing demand: “The recent heat waves have absolutely driven a surge in HVAC service calls. When temperatures stay above 90°F for several days, systems run almost nonstop. That constant strain exposes weak components and especially older capacitors, dirty coils, and systems overdue for maintenance. We’ve seen a noticeable uptick in emergency no-cool calls, refrigerant issues, and systems freezing over because they simply can’t keep up with the extreme load. Heat waves also reveal underlying issues that have been building for years in most homes.”

The cost of keeping your cool

As homeowners prepare for extreme summer temperatures to come, we looked at the national average cost of common home cooling projects, based on reports from our local pros:

Project costs vary depending on the scope of the work and the condition of an existing system. Staying ahead with routine HVAC maintenance and smaller efficiency upgrades can help homeowners avoid unexpected breakdowns, and potentially more expensive repairs, during the hottest days of the year.

Marlon shares the importance of regular HVAC maintenance:

“Preventative maintenance is one of the most cost effective things a homeowner can do. A proper tuneup can improve your system’s efficiency by 10–30%, lower monthly energy bills, and extend the lifespan of your HVAC system by several years- delaying costly replacements. It can also prevent major breakdowns, which often cost five to ten times more than routine maintenance, and keeps refrigerant levels stable to prevent compressor damage, one of the most expensive repairs in HVAC. Most emergency calls we respond to could have been avoided with regular maintenance to the HVAC system.”

Donald Hawkins Thumbtack Pro Advisory Board member and founder of Argo Home Services adds:

“We recommend having your HVAC system serviced at least twice per year. If you hear banging or grinding sounds from your HVAC unit, experience spikes in your power bill, and/or notice water pooling around the unit, search for a professional asap.”

The great American cooldown

Homeowners aren’t only repairing existing cooling systems. They’re also investing in major projects designed to make their homes and outdoor spaces more comfortable.

Requests for window, wall and portable AC repair or maintenance increased 96.2% year over year, while central AC installation or replacement rose 95.8%. Demand for thermostat installation and repair increased 25.8%, and fan installation grew 25.7%.

Outdoor cooling and leisure projects are also gaining momentum:

Patio remodels and additions increased 139.4%
Above-ground pool installations increased 138.1%
Water feature repair and maintenance increased 35.9%
Water feature installations increased 25.1%
Swimming pool repair increased 22.2%
Together, these trends point to a broader shift: homeowners aren’t simply trying to cool down a room, they’re creating spaces where they can comfortably relax, entertain and recover from the summer heat.

How to keep your home cool without overheating your energy bill

A cooler home doesn’t always require running the AC at full blast, according to Donald:

“We definitely have seen many homeowners make the mistake of adjusting their thermostat far too low. Additionally, since kids are out of school during the summer and the home is being used more, filters tend to get dirtier faster and oftentimes are neglected. Combined, these issues overwork AC units and cause an increase in energy bills.”

A combination of regular maintenance, strategic upgrades and everyday habits can help improve comfort and efficiency.

Maintain your HVAC system: Replace or clean filters regularly and schedule professional maintenance before peak summer heat puts the system under added strain.
Use a programmable or smart thermostat: Adjusting the temperature when no one is home can help reduce unnecessary energy use.
Seal air leaks: Weatherstripping and caulk can prevent cooled air from escaping around doors and windows.
Block direct sunlight: Curtains, blinds, exterior shades and awnings can help reduce the amount of heat entering the home.
Use ceiling fans strategically: Set fans to rotate counterclockwise in the summer and turn them off when leaving the room since fans cool people, not empty spaces.
Limit heat-producing activities: Use ovens, dryers and dishwashers during cooler parts of the day whenever possible.
Check insulation: Poor insulation can allow heat to enter through the roof and walls while making it harder for the home to retain cooled air.
Humid heat versus dry heat

Not all summer heat affects a home in the same way. The most effective cooling strategy depends partly on the local climate.

In hot, humid climates

Excess moisture can make a home feel warmer and force the cooling system to work harder. Marlon explains: “Humidity plays a major role in how your home feels, and how hard your HVAC system has to work. In humid climates, AC systems must remove both heat and moisture. High humidity makes the air feel warmer, causing systems to run longer. Oversized systems cool too fast and don’t remove enough moisture, leaving you feeling sticky and uncomfortable. Dehumidifiers, or variable-speed systems, are often recommended to better manage humidity and cooling loads.”

Homeowners may benefit from:

Using a dehumidifier
Keeping the HVAC system clean and properly maintained
Checking for ventilation issues
Considering a variable-speed or appropriately sized cooling system
Sealing gaps that allow humid outdoor air to enter
In hot, dry climates

Homeowners in dry climates may want to focus on reducing direct sun exposure and adding moisture where appropriate. Options include:

Exterior shades, awnings or shutters
Reflective window treatments
Strategic landscaping for shade
Evaporative cooling systems where suitable
Sealing and insulating the home to limit heat transfer
Marlon adds: “In dry climates your AC is mainly working to remove heat, not moisture, which means systems typically run more efficiently. In many cases, evaporative coolers, like swamp coolers, can be more effective because they add moisture to the air. Understanding the difference helps homeowners choose the right equipment and settings for their region and home.”

Don’t sweat it — Thumbtack can help

Whether you need an emergency AC repair, a more efficient thermostat or a complete cooling system upgrade, Thumbtack can help you understand what projects to tackle, what they may cost and which local pros to hire.

This summer, don’t wait until your home reaches its breaking point. A little preparation can help you stay comfortable, control energy costs and keep your cool — even in one of America’s sweatiest cities. Download the Thumbtack app today.

Methodology: We examined which of the top 40 metropolitan areas (according to the Nielsen DMA rankings) have the most requests for cooling-related projects including central air conditioning repair or maintenance, central air conditioning installation or replacement, window, wall, or portable AC repair or maintenance, fan installation, and thermostat installation or repair for May 1 -July 9 2026. We adjusted for population size by ranking cities based on the number of project requests per capita. The pricing ranges for these projects are based on national pricing estimates from projects on Thumbtack in 2026.

Source https://americanrecruiters.com/blog/americas-sweatiest-cities-are-feeling-the-heat-and-investing-to-stay-cool/

 

ACEC: Debating Data Center Moratoriums

As data center projects proliferate exponentially, many state and local leaders are trying to apply the brakes.

Key Highlights
Moratoriums serve as temporary tools for governments to evaluate impacts of new infrastructure projects amid rapid technological advancements;
Booming data centers, especially across the U.S., are at the center of the debate due to their significant energy, water, and land use;
Recent legislative actions, like New York State’s moratorium on large data centers, signal a growing trend of more cautious regulation in multiple states.
Effective moratoriums should have clear goals, timelines, and pathways to permanent policies to avoid market distortion and project abandonment;
Policymakers and industry stakeholders must collaborate to develop infrastructure strategies that balance growth with sustainability and community concerns.
ACEC
6a5e5b7d6a2b97a8e8707d2a Images
On July 14, 2026, New York Gov. Kathy Hochul signed a landmark executive order launching the first statewide moratorium on new hyperscale data centers in the U.S., temporarily pausing certain state environmental permits for up to one year while the state develops a broader regulatory framework.

Specifically, the order focuses on large facilities consuming 50 megawatts or more. It is separate from a New York Legislature bill, which the National Conference of State Legislatures (NCSL) describes as applying to data centers over 20 megawatts.

As of July 1, NCSL reports that 15 other states also have considered similar bans. So far, Delaware, Georgia, Michigan, Pennsylvania, South Carolina, Vermont, and Virginia, all are moving forward with efforts to create such legislation. Efforts in Maryland, Minnesota, New Hampshire, Oklahoma, South Dakota, Wisconsin and Maine have failed.

But what New York State just did may re-energize the data center debate in those states and even help spread it to others.

For its part, the American Council of Engineering Companies views data center growth as both a strategic opportunity and an infrastructure challenge:

Data centers create demand for engineering services across site development, power, water, wastewater, transportation, environmental review, structural systems, and grid infrastructure.

At the same time, concerns about power demand, water use, grid reliability, utility costs, and community impacts are legitimate. The better policy path is not broad opposition to growth, but disciplined planning. Data center development should be managed through infrastructure investment, clear standards, transparent cost allocation, and data-driven permitting rather than blanket restrictions.

Over the past year, moratoriums have become increasingly visible in discussions surrounding data centers, battery storage projects, cryptocurrency mining, renewable energy, warehouses, and other major infrastructure developments.

Data Centers: The New Moratorium Debate

No issue better illustrates the modern moratorium debate than data centers, which have sparked a global conversation about energy use, grid reliability, water consumption and artificial intelligence.

The U.S. currently has far more data centers than any other country. Statista reports 5,427 data centers in the U.S., compared with 529 in Germany, 523 in the United Kingdom, 449 in China, and 337 in Canada.

That scale helps explain the scrutiny and public concern. Lawrence Berkeley National Laboratory and the U.S. Dept. of Energy estimate that U.S. data centers consumed about 4.4% of total U.S. electricity in 2023 and could account for a whopping 12% by 2028.

A U.S. Data Center Moratorium Tracker maintained by Interconnected Capital recently reported, 127 active restrictions across the country, up from 116 two weeks earlier. The exact count will continue to change, but the direction is clear: governments are becoming more willing to pause or limit development while they study impacts.

Moratoriums can be valuable when they create time for thoughtful decision-making. The challenge is ensuring they remain temporary pauses that lead to durable policy, rather than permanent substitutes for planning. Data center growth is coming. The question is whether communities will shape it through clear infrastructure strategy or slow it through uncertainty.

Source https://www.hpac.com/technology/blog/55392105/acec-debating-data-center-moratoriums

 

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ENGINEERING, AUTOMATION, & IOT

Building a more resilient food and beverage supply chain with automation

The food and beverage industry is undergoing significant transformation. Consumer expectations are changing rapidly, retailers are carrying more product variations than ever before and distribution networks are being challenged to move products faster, more accurately and with greater flexibility.

As SKU counts rise and retailers require more frequent deliveries, manufacturers and distributors face increasing pressure to optimize storage capacity, improve order fulfillment speeds and maintain product quality across the supply chain. Traditional warehouse operations built around bulk pallet storage and manual processes are often struggling to keep pace with today’s demand for mixed-SKU orders, just-in-time replenishment and omnichannel fulfillment.

For food and beverage operations, automation has become a strategic advantage rather than a future consideration.

Key industry trends shaping food and beverage distribution include:
Growing SKU proliferation, SKU churn and product variety
More frequent, smaller retail replenishment orders
Increased e-commerce and omnichannel fulfillment requirements
Labor shortages and workforce retention challenges
Rising transportation and operating costs
Greater demand for product visibility and traceability
Enhanced food safety and cold-chain compliance requirements
To meet these evolving demands, food and beverage companies are increasingly investing in warehouse automation technologies that connect storage, transportation, picking and inventory management systems into a cohesive operation.

Solutions such as Automated Guided Vehicles (AGVs) and Autonomous Mobile Robots (AMRs) can streamline material movement throughout facilities while reducing product damage and dependence on manual forklift traffic. Unlike traditional fixed automation, these mobile solutions provide greater flexibility by supporting applications where conveyor systems may only be used for pallet and case movement, allowing materials to be transported efficiently between automated and manual processes.

Automated Storage and Retrieval Systems (ASRS) and robotic pallet shuttle systems enable high-density storage while improving inventory accessibility and throughput. Stock rotation/FEFO compliancy is also greatly improved versus relying on manual selection or stock rotation, even with WMS “pick from” designations, reducing losses due to expiry or spoilage.

For facilities managing chilled, frozen or deep-freeze products, automation can provide additional benefits by reducing employee exposure to harsh environments while improving inventory rotation and maintaining cold-chain compliance. Controlled or modified atmospheres especially benefit as automation can be used to store, rotate and access products, minimizing human exposure while maintaining the environmental storage conditions. Advanced warehouse control and management systems can further support traceability requirements by tracking products, lot codes and inventory movements throughout the distribution process. Each year, product labeling issues contribute to the largest percentage of food recalls, many from manual errors within the labeling process. Many of these errors can be mitigated with automation.

Robotic palletizing and mixed-case order fulfillment technologies also help food and beverage operations build store-ready shipments with greater speed and consistency. These systems support the increasing need for aisle-friendly pallets and customized order sequencing required by modern retail distribution models while also providing full compliance to food packaging requirements (i.e. protein cases palletized with all labels facing outwards).

Every operation has unique business objectives, facility constraints, product characteristics and growth plans. By evaluating the entire material flow, from receiving and storage to picking, staging and shipping, organizations can develop automation strategies that align with both current demands and future growth.

Whether designing a new greenfield facility or optimizing an existing operation, scalable automation solutions improve operational efficiency, increase storage density, strengthen inventory control and create safer working environments.

As food and beverage distribution continues to evolve, organizations that embrace automation will be best positioned to improve service levels, manage complexity and build supply chains capable of meeting tomorrow’s challenges.

Source https://www.fooddive.com/spons/building-a-more-resilient-food-and-beverage-supply-chain-with-automation/825733/

 

How AI Is Helping QSRs Improve Promotional Execution During Peak Traffic Seasons

AI offers the opportunity to close the loop between what corporate plans and what guests actually encounter.

The most difficult stretches of each year for QSRs are peak traffic seasons—summer break, back-to-school, the holidays at the end of the year. Guests show up en masse while corporate pushes new, limited-time offers. The stress put on individual outposts is real, and the gap between what HQ has planned and what guests actually see has typically been viewed as an unavoidable cost of doing business. With AI, that’s starting to change.

Closing the gap between corporate and the individual location

QSRs know there are communications breakdowns during these high-intensity promotional periods, which can lead to a disconnect between corporate and franchise operators. Despite all the advances in technology, many of these programs still run on rudimentary systems. At the beginning of a campaign, a corporate email arrives with a photo of what the promotional setup should look like. Managers, in turn, send a photo back to HQ of what they put up.

In between those two emails, though, a lot can happen. Materials are lost in transit. Window clings end up unopened in a stockroom. New employees may not even know about the promotion.

On top of all that, customers may learn about a new offer from a TV ad or billboard before location teams have been trained about the promotion, putting employees in difficult and awkward positions.

One photo and an AI model can do what the email chain never could. A team member can take a single image in the front of house, and then AI can identify whether the respective parts of the promotion have been executed: window cling, menu strip, register-area material. QSRs can be sure corporate knows the individual locations are matching the expected execution of the promotional plan.

What separates AI-driven execution from a simple email chain is what happens to the data after the photo is taken. When location-level execution data flows into a centralized system, corporate has a standardized record it can query at any point during the campaign window, not just when an above-store leader happens to walk into a location. Problems get flagged and corrected in real time, and above-store leaders can focus on doing the coaching and training rather than just doing the auditing.

Fixing pricing and messaging mismatches

Many QSR operators are starting to adopt digital menu boards, a technology for which it’s easy to see immediate benefits. Instead of having employees manually put up new panels, the mothership can make the change and see it reflected almost immediately.

But this creates another challenge during promotional periods. Specially printed materials—such as table tents, window decals, and register toppers—obviously can’t be updated in real time. A limited-time offer priced at $3.99 on the menu board but $4.29 on the table tent is the kind of mismatch team members inside the operation might not catch until a guest points it out at the counter.

AI image recognition gives operators a way to verify consistency across surfaces from a photo. It can confirm that the price on the menu board strip matches the price on the table tent, the window cling, and the register topper. And it can flag the surfaces that don’t match.

Turning execution data into smarter promotional planning

Most QSR chains judge promotional campaigns the way they always have: Did the limited-time offer hit its number or not?

But that sales number doesn’t tell the whole story. Consider a restaurant running an elaborate summer limited-time offer. HQ has developed and approved a full activation with window clings, menu board strips, table tents, drive-thru toppers, and register signage. If the chain doesn’t have location-level execution data, it doesn’t know if the window clings went up, if the menu board strips were installed, or if the table tents ever came out of the box. And that means the chain doesn’t really know what accounted for the sales lift.

When execution data is collected location by location and analyzed alongside restaurant-level sales data, operators gain real insight. Perhaps the summer LTO drove a sales lift, but only in the small number of locations where the signage went up on time. Maybe the drive-thru toppers dramatically outperformed the register signage. And maybe the table tents were a waste of time and money because certain locations never took them out of the box. This kind of granular intelligence allows the QSR to plan more effectively for future promotions.

A short window with real consequences

Peak seasons are unforgiving for all QSRs. An eight-week LTO that takes two weeks to set up has already squandered a quarter of its window—and, almost certainly, a meaningful chunk of revenue. Without location-level insights, corporate is unable to make intelligent planning decisions for future campaigns.

Promotional execution is only one part of what determines whether a peak-season campaign lands—but promotional execution is the most measurable layer, and it’s where AI is making the most immediate difference for QSRs today. For QSR operators preparing for the next peak season, AI offers the opportunity to close the loop between what corporate plans and what guests actually encounter—in a time frame that’s fast enough to make a difference that really matters.

Scott Lasher is FORM’s Strategic Account Director, where he helps restaurant, retail and CPG organizations improve in-store execution using AI-powered field technology, image recognition and real-time operational insights.

Source https://www.qsrmagazine.com/story/how-ai-is-helping-qsrs-improve-promotional-execution-during-peak-traffic-seasons/

 

Could AI-Powered QSR Technology Help Independents Compete with Larger Chains?

Seven affordable AI-powered technologies can help independent quick-service restaurants improve efficiency, control costs, and compete with larger chains.

The quick-service restaurant industry is not the same as it once was, and businesses need to keep up if they want to remain competitive.

Customer expectations are forever changing as people seek convenience at a reasonable price. This is hard for QSRs to live up to as the cost of living continues to increase, but new digital systems have opened up new doors.

Artificial intelligence is a phrase that is all around us at the moment, and the QSR industry is no exception. More and more business owners are coming to realize that they, too can introduce new tools without breaking the bank.

As shown by the graph below, the use of restaurant management software is growing year on year in the QSR industry, and this is expected to continue at a compound annual growth rate of over 19 percent between now and 2033. This tells us that AI is not just a fad, but the start of the new normal that all businesses are going to have to get up to speed with if they want to keep up with larger chain restaurants.

Why QSR Technology is Becoming An Essential
Life in an independent QSR is bringing more challenges than ever. As food prices increase, labor costs rise, and many customers are trying to cut back on spending, it’s becoming increasingly difficult for small businesses not just to boom, but to break even.

Many large chains are investing in advanced technological systems that are improving their everyday running and enticing customers, but this makes it feel almost impossible for QSRs to match the level of service that they are providing.

This is why QSR technology is so important. There are various AI tools available that can make everyday a bit easier, but more importantly, they are accessible to smaller businesses at an affordable price point.

These AI technologies are designed to automate the admin tasks that once consumed hours of time. By helping cut out the behind-the-scenes work, employees are able to focus their time on what matters most, offering an unforgettable customer experience.

7 AI-Powered QSR Technology Investments for 2026
AI is still a relatively new concept for many people, meaning many small QSR teams don’t realize just how much they are able to use it within their business.

Here are seven AI investments that are perfect for QSRs to help them keep up with larger chains in their area.

AI-Powered Inventory Management
In all food-related businesses, maintaining stock levels is one of the biggest challenges. Trying to find the perfect balance between avoiding food waste from excess stock and having enough ingredients to fulfill orders can feel like mission impossible since demand changes every single day.

This is where AI can help a business save money going forward. There are kinds of QSR technology that are designed to maximize inventory efficiency by automating orders based on trends from order history and supplier availability.

Once this automation has been implemented, it cuts out the need for manual stock checks and having to fumble to replenish items once they are running low.

AI Customer Support Agent
As website queries stack up, QSR’s can now lean on AI agents to provide instant, round-the-clock customer support.

For example, if customers need quick answers about menus, allergens, opening hours, restaurant locations, delivery options, and current promotions, AI agents can be programmed to deal with requests in real-time, even outside of restaurant opening hours.

As one of the most versatile QSR technology investments, AI agents are essentially digital assistants built to handle repetitive workflows without human input.

For startup QSRs struggling to keep up with FAQs, investing in an AI agent could streamline customer communications and speed up the ordering process.

Better still, it’s never been easier to build a custom digital assistant. Using no-code AI agent builders like Hostinger, teams with little to no AI experience can create a website-based AI assistant that answers customer questions, shares key information, and guides visitors to take action, all without writing code or hiring a developer.

Automated Ordering Experience
QSR customers are looking for maximum convenience, meaning they want the entire process of ordering their food to be as quick and easy as possible.

Traditional menu boards above cashier desks are becoming a thing of the past now that QSR technology is advancing. In fact, 68 percent of consumers say that digital displays increase the likelihood of them making a purchase. This means that more and more customers are going to be drawn to chains like McDonald’s and Taco Bell where they are able to quickly browse the menu from digital ordering screens.

Making the switch to digital ordering systems may require an initial investment, but since so many customers say it makes them more likely to order, it’s going to result in a fast return on investment.

AI-Informed Menu Adjustments
Regular menu rotations are a great way to keep customers interested and draw in new customers, but adding items to the menu can be risky from a profitability perspective.

QSR technology can be brought in to make sure new additions to the menu are likely to be a big hit with customers.

AI is able to quickly analyze all historical sales data, spotting any trends in buying behavior and identifying the best-performing menu items.

Based on these insights, new menu items or seasonal launches can be created. The more likely they are to appeal to the target demographic, the more likely it is going to get people talking.

Rota Scheduling
Many small QSR businesses feel like they simply can’t compete with larger chains due to budget restraints. What they don’t realize is that they may be spending more than they need to on daily overheads that could easily be cut down.

Labor costs typically account for around 20 percent to 30 percent of expenses within a QSR, which is a huge chunk of money that can be optimized using AI.

Having QSR technology that is able to design rotas based on seasonal demand, peak hours, and holiday schedules can transform ongoing operations. As well as saving hours of time having to pull rotas together, automated rotas minimize the likelihood of being both under- and overstaffed.

Real-Time Report Generation
Reports are vital when looking to see how a business is performing, if growth is being achieved, and how profit margins are improving. Whether this is done weekly or monthly, it is incredibly time-consuming and relies on someone filtering through large amounts of data.

AI automates report generation by pulling data from various sources, such as the point-of-sale system, inventory system, and employee management system. These can be analyzed to get a clearer overall picture of a time period.

Being able to quickly generate reports as and when needed gives business owners invaluable insights that they can use when making business decisions or looking to get to the bottom of a problem.

AI-Driven Loyalty Schemes
Everyone loves a loyalty scheme, giving them the option to earn points that can be saved up to earn freebies or have access to exclusive offers that are only available to members of the loyalty scheme. Small QSR businesses are missing out if they do not have one in place.

Once a customer becomes part of a loyalty scheme, not only are they more likely to become a repeat visitor, but the business also gets access to all-important data.

Setting up a loyalty scheme using an AI-driven app or website portal gives a QSR business the opportunity to reach its past customers whenever they like. From setting up personalized notifications to launching seasonal campaigns, the opportunities are endless.

Is AI Now a Necessity For QSRs?
Customer expectations are changing and convenience is a necessity, so QSR technology needs to be part of the day-to-day operations of smaller businesses to make them more efficient.

It used to be that only big companies could afford to work with the specialist developers required for AI, but that is no longer the case.

This is a crucial moment where smaller QSRs can get ahead of the crowd by investing in AI systems. This allows them to develop customer loyalty, to compete with their larger competitors, and to grow their business at a rapid rate.

Rebecca Barnatt-Smith talks about all things technology. Writing for popular publications like Real Business and Maddyness, she writes on the power of growing your business using the latest tech innovations and how the digital world continues to change hospitality strategies across the globe.

Source https://www.qsrmagazine.com/story/could-ai-powered-qsr-technology-help-independents-compete-with-larger-chains/

 

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JAN/SAN AND DISPOSABLES

Protect Facilities Against the Poop Parasite Threat

A summer illness is causing consumers to evacuate the produce aisle as its cases continue to rise across the United States.

Since May, 843 confirmed cases of cyclosporiasis—a gastrointestinal disease—have been reported to the Centers for Disease Control and Prevention (CDC), with more cases recorded in the 31 states affected by the parasite. Although the outbreak has identified a possible source, this intestinal illness is associated with the consumption of contaminated fruit and vegetables. The rising numbers are a public health concern that the commercial cleaning industry can address through top infection prevention and control measures.

The Food and Drug Administration (FDA) considers restroom hygiene and personal handwashing habits as factors contributing to the spread of this disease. Cleaning crews can reduce cross-contamination by prioritizing high-touch surfaces, helping break the chain of transmission. When facilities are armed with an effective cleaning system, contracting germs via surface contact is reduced by 80 percent.

Moreover, hand hygiene remains the top infection control method. Especially in the foodservice industry, where fresh produce is handled, effective hand hygiene practices can mitigate cyclosporiasis contamination. Consistent handwashing prevents 30 percent of diarrhea-related illnesses—including the parasite plaguing the U.S.

Facility cleaning managers and commercial cleaning executives can also reinforce response protocols by educating frontline staff on symptoms, evaluating hand hygiene compliance, and reporting to public health authorities in a timely manner.

Source https://www.cleanlink.com/news/article/Protect-Facilities-Against-the-Poop-Parasite-Threat–32908

 

What Makes Tissue Summit North America Different from Traditional Trade Shows?

A focused, curated format designed to create meaningful connections and real business opportunities for the tissue industry

For decades, trade shows have played an important role in bringing together suppliers, manufacturers, and industry professionals. However, as markets become more competitive and executives face increasing demands on their time, many industry leaders are looking for more targeted and efficient ways to connect with potential partners.

Rather than relying on large exhibition halls and high-volume foot traffic, the Tissue Summit is built around a curated networking model designed specifically for the tissue industry. The event creates an environment where conversations are intentional, participants are qualified, and business opportunities are at the center of every interaction.

The format has already proven successful through multiple editions in Brazil, Panama, Colombia, and Chile, where it became recognized as one of the industry’s most effective platforms for bringing together suppliers and decision-makers.

QUALITY OVER QUANTITY

One of the main differences between Tissue Summit North America and traditional trade shows is its focus on quality rather than volume.

Instead of attracting thousands of attendees with varying levels of purchasing influence, the Summit is designed to connect suppliers directly with executives and decision-makers from tissue mills and converting operations. This approach allows participants to spend less time searching for the right contacts and more time having productive business conversations.

For suppliers, the value lies in direct access to qualified prospects. For attendees, it means engaging with solution providers that are relevant to their current challenges and strategic objectives.

BUILT FOR BUSINESS

Every aspect of the event is designed to maximize interaction and facilitate meaningful exchanges. The exclusive supplier table format encourages focused discussions, while the carefully selected attendee profile ensures that conversations remain relevant and productive.

The result is an event where networking becomes more strategic, relationships are built more efficiently, and opportunities are more likely to translate into long-term business outcomes.

REGISTRATION IS NOW OPEN

Attendee registration for Tissue Summit North America 2026 is officially open. The event will take place on November 2–3, 2026, at the KI Convention Center, and participation is subject to an individual review process to ensure a highly qualified audience aligned with the event’s objectives.

With limited capacity and strong interest from across the industry, early registration is highly encouraged.

Learn more and apply to attend at https://tissuesummitnorthamerica.com/.

Source https://tissueonlinenorthamerica.com/what-makes-tissue-summit-north-america-different-from-traditional-trade-shows/

 

A Cleaning Contract to Make Las Vegas Fabulous

The Las Vegas Strip is truly becoming fabulous with a new cleaning initiative.

A custodial contract update resulted in routine nightly cleanups. On July 21, 2026, the Clark County commissioners voted to extend Smart Cleaning Solutions, LLC.’s scheduled services. The original contract required sidewalks, elevators, and other public area cleaning and maintenance on Friday and Saturday evenings. Now, the amendment stipulates that the commercial cleaning company will attend to these areas seven days a week.

These changes will address cleaning gaps in a city that sees around 200 tons of waste daily. The new costs will come from a fund designed to be used soley for cleaning the Strip. This increase in cleaning frequency will support the high-traffic area and enhance city hygiene outcomes.

Source https://www.cleanlink.com/news/article/A-Cleaning-Contract-to-Make-Las-Vegas-Fabulous–32935

 

U.S. imposes new tariffs on Canadian products across multiple industries

Trump’s latest trade measures include a 50% duty on several imports, affecting paper, packaging and other key sectors

U.S. President Donald Trump has signed a series of proclamations imposing an additional 50% tariff on a wide range of Canadian imports, with the new duties set to take effect on August 19. The measure applies to many products regardless of whether they qualify for preferential treatment under the United States-Mexico-Canada Agreement (USMCA), further escalating trade tensions between the two countries.

The tariffs cover a broad range of goods, including agricultural products, natural resources, chemicals, textiles, consumer goods, machinery, wood products and paper grades.

According to a note from Truist Securities analyst Michael Roxland, the new tariffs are expected to include containerboard, uncoated freesheet (UCFS) and boxboard imports from Canada. The United States imports approximately 1.12 million tons of containerboard annually from Canada, representing about 3% of total U.S. supply, as well as around 400,000 tons of uncoated freesheet, or roughly 7% of domestic supply. The impact on boxboard is expected to be limited, as imports of that grade from Canada remain relatively small.

The White House stated that the tariffs will apply to all covered goods, regardless of their USMCA status. However, products such as energy, potash, goods already subject to Section 232 tariffs, fish and critical minerals will remain exempt.

TRADE PRACTICES CITED AS JUSTIFICATION

The administration imposed the maximum tariff allowed under Section 338 of the Tariff Act of 1930, following a formal determination that Canada’s trade policies discriminate against U.S. businesses across several sectors.

According to the White House, Canada maintains tariff and quota systems that disadvantage American exports, particularly in the automotive, dairy and alcoholic beverage industries. The administration also argued that Canadian policies encourage U.S. manufacturers to invest in production facilities north of the border rather than domestically.

“The United States, U.S. businesses and workers, and U.S. commerce suffer from Canada’s discriminatory, unequal, and unreasonable tariff scheme,” Trump said in the motor vehicle proclamation.

TRADE TENSIONS CONTINUE TO ESCALATE

The latest measures represent another step in the ongoing trade dispute between the United States and Canada, which has intensified over the past year despite ongoing discussions to modernize the USMCA.

The Trump administration has increasingly relied on different trade authorities to impose sector-specific tariffs following legal challenges to broader global tariff measures.

The announcement also comes as the United States prepares to implement additional tariffs on imports from other countries, including Brazil, where a 25% tariff on many products is scheduled to take effect on July 22, with exemptions for selected agricultural products and certain food categories.

CANADA CALLS MEASURE A USMCA VIOLATION

Canadian Prime Minister Mark Carney criticized the new tariffs, calling them “a direct violation” of the USMCA, while reaffirming Canada’s commitment to negotiating an updated trade agreement with the United States.

“This trade dispute has raised costs for families, particularly in the U.S.,” Carney said in a statement. “Canada stands ready to engage intensively to address outstanding issues with the U.S. to the mutual benefit of our citizens.”

Source https://tissueonlinenorthamerica.com/u-s-imposes-new-tariffs-on-canadian-products-across-multiple-industries/

 

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