INDUSTRY SPOTLIGHT

How TGI Fridays CEO Ray Blanchette plans to keep the 61-year-old brand ‘young and fresh’

Two years after bankruptcy, he is betting on global expansion, digital engagement, and a people-first attitude to revive the casual-dining brand.

TGI Fridays was the quintessential American casual-dining brand in the ‘90s and ‘00s, but these days you’re much more likely to spot the famous red-and-white-striped awning overseas, in countries like Spain, Argentina, Kenya, and even recently, the Maldives.

Ever since the company declared bankruptcy in November 2024 and Ray Blanchette returned as CEO of TGI Fridays after a two-year hiatus, the brand has focused on expanding its reach — both globally and digitally — and learning from the mistakes of past leadership and ownership.

“TGI Fridays went through a period of really bad private equity ownership where it was underinvested in,” Blanchette said. “I don’t think we realized how fortunate we were to be part of the Carlson family [previous ownership] for 40 years and have unlimited access to capital to invest in the business, in training programs, and in our people. We’re investing a lot to bring that back.”

Now, with the company’s liquidation plan behind them, the TGI Fridays leadership team can focus on the future instead of getting hung up on the TGI Fridays of yesteryear. The company plans on expanding again in the U.S. soon, but over the past several years, has increased its development in new and growing international markets.

“The good thing about our growth is it’s coming organically from franchisees that have been around a while — like the Philippines, where we’ve been over 30 years, or Japan, where we’ve been for 25 years, and they’re signing new development agreements,” Blanchette said.

But global store growth is not the only way Fridays plans to expand its reach. Blanchette’s leadership team has also doubled down on the brand’s social media voice and digital advertising.

Last year, for example, the brand’s social media “feud” with Chili’s over who had the better mozzarella sticks went viral, and this summer, the company went all-in on World Cup promotions, particularly in other international markets, including Red Card and Yellow Card Margaritas.

“It’s easy for us to be that pesky little brother [to Chili’s] punching above our weight and that went viral and began to inform our strategy,” Blanchette said. “We went from trying to use social media to transact to using it to keep people engaged with the brand. … For a 61-year-old brand, it’s fun to keep it young and fresh.”

The other two crucial elements of the brand’s turnaround are innovation and investment in people. Innovation doesn’t even necessarily mean just new menu items. Blanchette mentioned the World Cup again as an example of how the company used the cultural zeitgeist to create a moment for Fridays, with not just specialty margaritas, but also in-store decorations that target fans of the “Super Bowl of the rest of the world.”

The TGI Fridays brand reset and refresh is powered and made possible by investments in people. It’s no coincidence, Blanchette said, that this is a franchisee-led organization. Global expansion and a solid comeback can only happen if franchisees and employees are committed to the success of the brand.

“If a franchisee opens a new restaurant in a new market and it exceeds expectations, then they’re going to open stores faster than the development agreement,” he said. “We’ve got people lined up and excited about the future, and that’s how we’re going to drive our vision.”

Source https://www.restaurantbusinessonline.com/leadership/how-tgi-fridays-ceo-ray-blanchette-plans-keep-61-year-old-brand-young-fresh

 

Craveworthy Brands’ Taïm locations shuttered across NYC for unpaid taxes

New York State has issued 12 warrants for over $630,000 in delinquent taxes.

Taïm Mediterranean Grills around New York City have reportedly been padlocked and seized by the state after accumulating roughly $632,000 of unpaid taxes.

Taïm, which is part of the Craveworthy Brands portfolio, was founded in New York’s West Village in 2005 by Chef Einat Admony and was one of the city’s first fast-casual Mediterranean concepts, according to the publication Forward. By 2018, former Chipotle executive Phil Petrilli invested in the concept, which facilitated growth across several markets.Petrilli then formed Untamed Brands in 2021 that included Taïm and Hot Chicken Takeover.

In May 2024, Untamed, including the then-13-unit Taïm was acquired by platform company Craveworthy Brands for an undisclosed amount. Taïm added a location in 2025 to finish the year with 14 units in New York, as well as Austin, Washington, D.C., Seattle, San Francisco, Santa Rosa, Miami, Orlando, and Cincinnati. Sales grew 5.1% year-over-year to finish 2025 with $18.7 million, according to Technomic data.

In July 2026, the location in Washington, D.C.’s Dupont Circle closed, while several New York locations were reported closed and padlocked as of this week after warrants were filed in April. Those locations have signs on the door indicating they have been seized for nonpayment of taxes and are now in the possession of the State of New York, according to various Reddit posts.

The State of New York has held Craveworthy founder Gregg Majewski responsible for taxes owed, as well as Petrilli, though Petrilli has since filed a lawsuit against Majewski alleging that Majewski and Craveworthy are responsible for all debts incurred by Taïm per their merger agreement, including the $632,000 in unpaid taxes. The case is ongoing.

The New York State Department of Taxation and Finance’s Delinquent Taxpayers database lists Majewski individually “and as a responsible person” of 12 Taïm-related entities totaling over $1.35 million. Notably, the $1.35 million in NY Tax warrants is not the same debt outlined in Petrilli’s lawsuit.

Taïm secured its first franchise deal in New York City in April. Its menu includes signatures such as falafel, shawarma, house-made hummus, and sauces.

Nation’s Restaurant News reached out to Craveworthy Brands for comment.

Notably, Hot Chicken Takeover, which was acquired by Craveworthy from Untamed Brands at the same time as Taïm, closed all its locations last year. Its last remaining location shuttered in September 2025 in Columbus, Ohio, after defaulting on its lease.

Related:Cava, Domino’s, Jimmy John’s/Buffalo Wild Wings Go

Craveworthy’s portfolio also includes Big Chicken, Fresh Brothers, Wing It On!, Gregorys Coffee, Dirty Dough, BD’s Mongolian Grill, Genghis Grill, Taffer’s Tavern, and more.

Source https://www.nrn.com/fast-casual/craveworthy-brands-ta-m-locations-shuttered-across-nyc-for-unpaid-taxes

 

The summer of foodborne illness: Cyclospora and others test restaurant supply chains

One of the biggest food safety outbreaks in U.S. history is putting pressure on the foodservice industry to prepare for the future.

Since June, at least 11,000 people across 47 states have been sickened by an outbreak of cyclosporasis, with an additional 12,000 possible cases still under investigation by the CDC, with the foodborne illness crisis shaping up to be one of the worst in modern U.S. history.

The average American consumer might react by avoiding the prepackaged lettuce section of the produce aisle or thinking twice before purchasing a salad for lunch, but for restaurant operators — especially those that source produce from known outbreak source Taylor Farms, like Taco Bell — consequences can be challenging to navigate.

“What’s unusual about this case is the size of it. The numbers of cases dwarf almost anything we’ve ever seen before,” Dr. David Acheson, global food safety consultant, said. “Every now and again, we get big outbreaks, but they are few and far between. … This one is massive, and that is because there is likely more than one or two sources of cyclospora happening at the same time.”

The FDA investigation initially focused on shredded iceberg lettuce supplied by Taylor Farms de Mexico to Taco Bell based on traceback evidence, but the test was later confirmed to be a false positive. However, evidence and clusters of the parasitic outbreak still point to Taylor Farms as a likely source, and the company’s voluntary recall of its shredded lettuce product still stands.

While there are hundreds of foodborne illness outbreaks reported annually, this current cyclosporiasis crisis is unusual, not just for its size and scope, but also because the FDA rarely names restaurants (like Taco Bell, in this case) in its food safety recalls and announcements. The subsequent walk-back of the initial test result has also added to the confusion for consumers trying to understand what caused the outbreak and whether the implicated lettuce remains a concern.

On top of the cyclospora outbreak, there have been reports this summer of multiple other smaller but equally high-profile outbreaks affecting restaurants and retail. For example, earlier this month, the CDC opened an investigation into a multi-state outbreak of salmonella associated with jalapeño peppers, which was again linked to Taylor Farms. As a result, Taylor Farms has recalled its freshly prepared guacamole and salsa products, and restaurant chains like Chipotle Mexican Grill and Qdoba have quickly pulled jalapeños from certain stores.

Many have pointed to this massive outbreak as a natural consequence of federal budget cuts to food safety programs like FoodNet, which the Trump administration reduced in scope last year and no longer actively tracks certain pathogens like cyclospora. However, Acheson pointed out that FoodNet creates analysis of retrospective trends of outbreaks and does not trace current outbreaks.

More likely, cyclospora is simply much more difficult to trace than other foodborne pathogens.

“The technology we have is very good at doing genetic analysis on bacteria like salmonella, E. coli, and listeria, but we can’t do a whole genome sequence on cyclospora,” Acheson said.

Tracing cyclospora without the aid of genetic analysis is challenging enough, but the lifecycle of the pathogen is long, and could take weeks for symptoms to appear. Therefore, traceability programs would require patients to remember what they ate two weeks ago, leading to a higher probability of human error and false positives.

While larger restaurant operators might want to get ahead of the next foodborne illness outbreak by creating their own traceability programs, Acheson said that that these are “notoriously difficult and not well-done.”

“Many restaurants don’t keep any records,” he said. “They may have the invoice from the supplier, but that’s about it. So, traceability is important. … I think a lot of restaurant chains are going to be asking their suppliers if they have a cyclospora control program in place. On the one hand you’ve got the preventive side of it, like supply chain control, good agricultural practices, and water testing. … Then you have the reactive product, which is maintaining the records, so if there’s a need for traceback, you can activate that quickly.”

This summer, the FDA and CDC worked closely with Taco Bell to determine the source of the suspect lettuce. Since Taylor Farms grows about 40% of the lettuce found in salad kits at grocery stores, it became hard to avoid. Many salad-heavy restaurant chains like Sweetgreen and Cava were affected just because customers were nervous about eating lettuce.

Sales impact at both Sweetgreen and Taco Bell reached their peak the week of July 19, data from M Science analytics firm suggested.

“Since then, the trends have been steadily improving, but growth remains well below trends prior to the outbreak,” Matt Goodman, research analyst at M Science, said. “We do expect a full recovery for most brands, but also think trends could continue to languish, especially without clear guidance that the outbreak is over.”

Goodman contrasted the current cyclospora outbreak with the McDonald’s-traced E. coli outbreak from 2024, which, he said, impacted the fast-food giant for months afterward even though the source was quickly identified (unlike the cyclospora outbreak).

A 500-person survey released at the end of July by investment firm DA Davidson confirmed that “produce-heavy stocks” like Chipotle, Cava, and Sweetgreen were heavily impacted, even though they were not directly named by the federal government, unlike Taco Bell. Indeed, Cava’s stock price has fallen nearly 14% this month, while Sweetgreen is down nearly 35% this month. However, the survey found that consumer behavior is still impacted much more by affordability and price point than food safety, and that 80% of respondents said they were purchasing food away from home “just as much or more” than they were a month ago.

Even when this outbreak of cyclosporiasis fades away, there will always be others, like the current salmonella outbreak of jalapeño peppers, and the listeria outbreak linked to soft cheeses. Therefore, experts suggest tracing all food supplies back to the source — ideally the specific farm. However, this becomes very difficult for smaller chains and independent restaurants.

“The larger restaurants have the resources to do it, because it’s not good enough to know you purchased it from Sysco or Compass — who did they get it from?” Acheson said. “A large chain has the horsepower and the finances to know that if they choose to. … This is complex and not inexpensive.”

Since the traceability system is flawed, response to a food safety crisis, including open communication and quick recall action, is just as important as prevention.

“Food systems today are more complex than ever, with ingredients and products moving through ever-changing global supply chains before reaching consumers,” James Davidson, senior director, food production at NSF, said. “No food system will ever be entirely risk-free, but every incident provides an opportunity to learn, adapt and raise the bar.”

Source https://www.restaurantbusinessonline.com/none/summer-foodborne-illness-cyclospora-others-test-restaurant-supply-chains

 

Krispy Kreme’s Turnaround Sees Many Wins

After a year of closures, the doughnut chain is finding more profitable ways to grow across stores, digital, fresh delivery, and franchising.

Krispy Kreme is beginning to show what its business is capable of.

The doughnut chain spent much of 2025 unwinding costly expansion, closing thousands of underperforming fresh-delivery points, and ending its nationwide McDonald’s partnership. Now, CEO Josh Charlesworth sees evidence that the work is producing a healthier growth engine.

Krispy Kreme’s second-quarter net revenue fell 13 percent to $331 million, a decline tied in large part to refranchising transactions in Japan and the Western U.S. Systemwide sales, excluding the impact of the discontinued McDonald’s partnership, rose 2.6 percent. Adjusted EBITDA increased 43 percent to $28.8 million, marking a fourth consecutive quarter of growth, and adjusted EBITDA margin expanded 340 basis points to 8.7 percent.

The U.S. provided one of the clearest signs of progress. Organic revenue was essentially flat when including the McDonald’s comparison, but increased 4.4 percent without it. Digital sales grew 8 percent, and Krispy Kreme’s retail shops also contributed to the improvement.

“Growing but with much higher margins is a really good basis to then drive for long-term profitable growth,” Charlesworth says.

On Krispy Kreme’s earnings call, Charlesworth pointed to the Original Glazed doughnut, discounted second-dozen promotions, seasonal collections, and limited-time products as contributors to demand. The company said digital sales now account for roughly 22 percent of U.S. retail sales, supported by a loyalty program with nearly 18 million members. Loyalty members typically visit 30 percent more frequently than nonmembers.

Fresh delivery is undergoing an even more fundamental reset.

Krispy Kreme exited nearly 2,500 McDonald’s distribution points and approximately 1,400 other underperforming doors last year. The company has since started rebuilding distribution selectively, adding roughly 450 doors year-to-date through retailers that include Walmart, Target, Kroger, and Sam’s Club.

Average weekly sales per U.S. fresh-delivery door reached approximately $697 in Q2, up 33 percent year-over-year. Charlesworth said the majority of that increase came from removing weak locations, though new doors are producing stronger sales as Krispy Kreme applies tighter standards to where it expands.

“We have been very focused on making sure that we just add with those strategic partners where the conditions are right, where we see the traffic in that store,” Charlesworth said.

Krispy Kreme has worked to secure more visible displays, particularly near checkout areas where an unplanned doughnut purchase can become a take-home item for a party, barbecue, or family gathering.

The company is also integrating more closely into retailers’ e-commerce systems. Krispy Kreme products are available through Walmart.com, and Target.com availability is scheduled to begin in September. Charlesworth said getting Krispy Kreme products mapped into retailers’ planograms allows workers filling online orders to reliably locate them.

“We haven’t been able to be on that in the past, and now we will, which is pretty exciting,” he says.

The opportunity does not require Krispy Kreme to construct a large new production network. U.S. production utilization is only approximately 25 percent. Existing facilities already serve more than 7,600 fresh-delivery doors nationwide, leaving considerable unused capacity. Additionally, Krispy Kreme currently reaches roughly 30 percent of the store networks operated by many of its key retail partners.

That combination gives the chain room to add distribution without repeating the capital requirements that accompanied earlier expansion.

“Doughnut production capacity is not our bottleneck,” Charlesworth says. “There are thousands of locations, Walmarts, Targets, Costco, Sam’s Clubs, Kroger’s, Publix, where we know this program works, but we are not in yet.”

Krispy Kreme wants new doors close enough to production facilities to preserve freshness and clustered tightly enough to make delivery routes productive. A retailer may appear attractive individually, Charlesworth explains, but the surrounding route also has to make financial sense.

“The thing that we, and I will make sure we’re careful in, is that we don’t rush after that opportunity without knowing in all cases that it’s profitable growth,” he says.

Refranchising is another major part of the turnaround plan.

Franchisees accounted for approximately 25 percent of systemwide sales last year. That figure has climbed to 42 percent following deals in Japan and the Western U.S., with Krispy Kreme targeting approximately 50 percent beginning next year.

The 50 percent figure is not intended as a permanent ceiling. In fact, the work set to be completed in markets like the U.K., Australia, Mexico, and Canada would put Krispy Kreme well north of that 50 percent benchmark.

International franchisees have opened much of the chain’s new development this year. Krispy Kreme reported 59 new shops year-to-date, with all but two opened by franchisees, putting the company on track for at least 100 openings in 2026. New franchise agreements have also been signed for the Netherlands, Estonia, and Mauritius.

Growth opportunities also exist inside Krispy Kreme’s existing customer base. Charlesworth has frequently described the brand as an infrequent purchase, with typical customers buying doughnuts two or three times per year, often for celebrations or sharing occasions.

The company sees room to lift that frequency without turning Krispy Kreme into an everyday purchase. Seasonal collections and limited-time flavors create additional occasions, and digital ordering gives loyalty members easier access to the brand.

“There are many special occasions, sharing moments, family events, birthday celebrations, seasonal occasions, Valentine’s, Halloween, Saint Patrick’s Day, that show that Krispy Kreme can be relevant,” Charlesworth says. “So I do believe that frequency is a part of our model, whether it’s in the shop or online.”

Source https://www.qsrmagazine.com/story/krispy-kremes-turnaround-sees-many-wins/

 

Zaxbys Cook Promoted to Chief Vibe Officer After Viral Marketing Video

Roost & Rise Holdings, the largest Zaxbys franchisee across the Southeast, has appointed Peech Franklin, known as “DJ Pretty Peech,” as its new Chief Vibe Officer. The newly created position is designed to embody the energy of its restaurants in local marketing, community events and guest experiences across the franchise.

Franklin, who works as a cook at the Hattiesburg Zaxbys, caught the attention of Roost & Rise CEO Drew Gresset after creating a video to hype the restaurant’s Back to School event. Her personality, creativity and passion for Zaxbys resonated with Gresset, inspiring him to create a new opportunity based on the qualities that had already made Franklin a standout team member.

As CVO, Franklin will continue working as a cook while taking on new responsibilities within Roost & Rise’s local marketing efforts. She will support new restaurant openings, create hype around promotions and special events, engage restaurant crews, participate in community initiatives, create social content and serve as a brand ambassador. She will also DJ at upcoming Roost & Rise grand openings, and guests at her Hattiesburg location can enjoy a free peach tea whenever she is on shift.

“Peech is the kind of person who makes you stop and pay attention,” said Drew Gressett, CEO of Roost & Rise. “She has an incredible passion for Zaxbys and a natural ability to connect with people and create excitement. When Drew and I saw her video, we knew we had an opportunity to turn that passion into something bigger. This role is about recognizing what our team members already bring to the table and giving them a chance to make an even greater impact.”

Franklin personifies Roost & Rise’s approach to local marketing by identifying team members who have an authentic connection to the brand and its communities, giving them opportunities to help shape how the franchise shows up locally.

“I’ve always been a people person, and I love making every Zaxbys feel like a place where everyone is welcome,” said Franklin. “Whether I’m in the kitchen, behind the mic or out in the community, I’m all about bringing people together. I’m excited to take that energy beyond Hattiesburg and make some memories with the Zaxbys family across the Southeast.”

For more information on Roost & Rise Holdings or to find the nearest Zaxbys location, visit zaxbys.com.

Source https://www.qsrmagazine.com/news/zaxbys-cook-promoted-to-chief-vibe-officer-after-viral-marketing-video/

 

McDonald’s rolls out Red Bull energy drinks

The addition could help boost traffic, particularly during the afternoon daypart.

Dive Brief:
McDonald’s will expand its McCafé beverage platform on Aug. 17 with the addition of a Red Bull Dragonberry Energizer, the company said Tuesday. The drink combines Red Bull with blue raspberry syrup and freeze-dried dragonfruit inclusions, the press release said.
The company also will enhance its crafted soda lineup by adding reduced sugar options for drinks featuring Diet Coke, Coke Zero, Diet Dr Pepper, Dr Pepper Zero Sugar and Sprite Zero Sugar.
McDonald’s originally added crafted sodas and refreshers to its McCafé platform in May, and the Red Bull energizer is the chain’s entry into energy drinks. The beverage menu has helped improve McDonald’s food quality and taste, core tenets of its NEXT plan, CEO Chris Kempczinski said during an August earnings call.

Dive Insight:
So far, McDonald’s beverage platform has exceeded expectations in the U.S., Canada and Germany — lead markets for the products. Kempczinski added that U.S. sales are “ahead of the plan.”

“Guest checks are higher, and we’re seeing new occasions emerge throughout the day,” he said. “We’ve also seen strong food attachment rates on these orders.”

More than half of traffic for the new beverage platform is coming after lunch, CFO Ian Borden said, making it “compelling for us because it’s at parts of the day where we have lower volume, more capacity.”

The new drink options could also help offset a decline in U.S. consumer traffic seen during the second quarter. Kempczinski said the chain experienced trouble with execution related to various menu deployments during the quarter, which led to increased ticket times and lowered customer satisfaction.

The chain reported a same-store sales increase of 0.8% during the quarter, compared to 3.9% during the first quarter.

Source https://www.restaurantdive.com/news/mcdonalds-expands-mccafe-drink-menu-energy-drinks/827531/

 

Inside First Watch’s ‘spend more to earn more’ strategy

Despite increased marketing, food and development costs, the chain is seeing an uptick in sales, revenue and opportunities to reach new customers.

For the past few years, First Watch has been on a growth tear. Not only is the breakfast chain opening restaurants at a rapid pace, but it also has posted same-store sales gains over the past six consecutive quarters.

A key ingredient to this momentum is the chain’s willingness to spend and experiment in areas that lead to profitable growth.

Since joining First Watch in 2023, Ashlee Weisser quickly learned how this balance plays into the chain’s overall success. After her promotion to CFO in June, this has become even more of a focus, especially as the chain ramps up its marketing spending to build brand awareness.

Weisser is also juggling the brand’s development and menu innovation costs, which can grow sales and traffic.

During the second quarter, First Watch increased its same-store sales by 3.4% and revenue grew 12.2%, according to the earnings release. Traffic fell by 0.4% during the quarter, but sequentially improved. In June, it increased year over year, First Watch CEO and President Chris Tomasso said during an earnings call last week.

“We want to provide value to the customer, but we also have to provide value to the shareholders and the teams,” Weisser said in an interview. “That balance between how much you charge for something or how much you spend to get something is a fine line.”

Collaboration between teams has helped First Watch walk this tightrope.

“There isn’t just one voice at the table,” Weisser said. “So finance isn’t coming in and saying ‘no, you absolutely cannot spend that money.’ It truly is a partnership in understanding what’s important and what’s going to drive the business forward.”

Increased marketing costs
Marketing has been a huge conversation at the chain, and has been a growing expense in 2025 and 2026, compared to prior years, Weisser said. But the additional expense has already led to improvements.

“Since implementing an expanded marketing strategy early last year, brand awareness has been building, and we believe contributing to our improved same restaurant traffic trend and overall same restaurant sales growth,” Tomasso said. “Our marketing objectives are focused on driving at least one more visit from existing customers, while also positioning First Watch squarely in the consideration set for new customers.”

Seventeen percent of new customers returned for their second visit this year, which is tracking to be higher than average, Tomasso added.

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First Watch is using targeted, data-informed marketing tactics “to reach consumers where they are, speak to them with greater relevance, and evaluate the return on that spend with more precision than traditional broad-based marketing alone,” he said.

The chain is measuring the success of its marketing efforts, ensuring that spend not only drives traffic and return-on-investment, but also improves brand awareness, creates buzz and leads to positive feedback, Weisser said.

The chain is also building up its branding through use of video platforms like YouTube and connected TV, which allow it to reach specific demographics within markets and tailor messaging at a local level. The chain is also enhancing its influencer and social media tactics.

“Utilizing this test, learn and act model, we have a richness of data to analyze, allowing us to evaluate the performance of each tactic. With this knowledge, we’re able to shift dollars toward the channels, markets, and messages that are demonstrating the highest levels of performance,” Tomasso said.

First Watch already ranks among the top tier of customer favorites, and has a high intent for future purchases compared to national and regional breakfast competitors, Tomasso said.

“These results demonstrate that our marketing investments are not only increasing awareness of the First Watch brand, but also strengthening occasion consideration and supporting conversion of potential customers into regular customers,” Tomasso said. “We’re encouraged by the performance, as indicated by unaided brand awareness increasing more than 50% and aided brand awareness increasing 15% since early last year.”

The company is testing another marketing initiative, but neither executive shared details.

Source https://www.restaurantdive.com/news/first-watch-balancing-costs-sales-customer-growth/826985/

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FOODSERVICE EQUIPMENT & SUPPLIES

Asbury Worldwide Launches Mercator™ and Merlin™, Expanding High-Value Equipment Solutions for Industry Partners

Weston, FL — August 5, 2026 — Asbury Worldwide, a global house of brands focused on delivering dependable, high-value equipment solutions, today announced the official launch of two new brands: Mercator™, serving the commercial foodservice equipment industry, and Merlin™, offering premium appliances for health-conscious consumers and modern kitchens.

Backed by decades of global manufacturing expertise, Asbury Worldwide is bringing thoughtfully engineered products to market at highly competitive price points, creating new opportunities for dealers, distributors and buying group partners.

“Mercator and Merlin represent the next chapter in our commitment to delivering exceptional value to our customers,” said Neal Asbury, CEO of Asbury Worldwide. “We’ve built these brands to meet evolving market needs—combining quality manufacturing with pricing that helps our partners stay competitive.”

“Our goal is to create brands that help our partners compete and grow,” said Teresa Asbury, President of Asbury Worldwide. “We listen closely to the market, identify where customers need better options and develop products that deliver the right combination of quality, performance and value.”

Mercator™: Built for the Demands of Commercial Kitchens

Mercator enters the market with a comprehensive lineup of commercial foodservice equipment, including refrigeration, cooking equipment, ice machines, concession equipment and food preparation solutions. Designed with operators, service agents, dealers and distributors in mind, Mercator products are engineered for durability, consistent performance and ease of use in demanding commercial kitchen environments.

Key advantages include:

Competitive pricing designed to support dealer margins and buying group value
Reliable, heavy-duty construction built for daily commercial use
A broad product assortment across essential, high-demand commercial kitchen categories

Mercator is actively building relationships with dealers, distributors and buying groups seeking dependable equipment alternatives at competitive price points.

Merlin™: Expanding Opportunities in Consumer Kitchen Appliances

Merlin focuses on premium small appliances designed to support healthier lifestyles at home. With an emphasis on performance, simplicity and modern design, the brand responds to consumer demand for high-quality wellness-focused kitchen products.

The initial Merlin lineup includes high-performance juicers and wellness-focused kitchen appliances designed for everyday use. For industry partners, Merlin provides an opportunity to connect with growing consumer interest in health, wellness and performance-driven home appliances.

Creating Value for Industry Partners

Backed by a global manufacturing network and a commitment to quality assurance, Asbury Worldwide brings together engineering, sourcing and distribution expertise to deliver competitive equipment solutions across commercial and consumer markets.

The company’s focus on quality, cost efficiency and market-driven product development allows Asbury Worldwide to support partners with equipment designed to meet customer expectations while helping dealers and distributors maintain competitive positioning and protect profitability. Asbury Worldwide is actively developing relationships with industry partners as the Mercator and Merlin product portfolios continue to grow.

Explore the Brands

Dealers, distributors, buying groups and other industry professionals are invited to learn more about Asbury Worldwide and its growing portfolio of brands:

Mercator: mercatorfs.com
Merlin: merlinhealthnwellness.com

About Asbury Worldwide

Asbury Worldwide is a global house of brands delivering dependable, high-value equipment solutions for commercial and consumer markets. With a focus on quality manufacturing, competitive pricing and customer-driven innovation, Asbury Worldwide is committed to supporting the success of its partners and customers worldwide.

Media Contact:
Kyla Keohane
Director of Marketing
kyla@asburyworldwide.com
(954) 647-5710

 

EMR Names Taylor Rudolph Operations Manager

Rudolph joined the service company in 2021 and most recently served as assistant branch manager.

Electric Motor Repair Co. has promoted Taylor Rudolph to operations manager. She joined the service company in 2021 and has moved through the ranks from service coordinator to assistant branch manager, and now operations manager.

In her new role, Rudolph will continue to oversee and strengthen daily operations at the branch, helping drive collaboration, service excellence and team success.

“She listens. She supports. She shows up,” says Ron Diamond, general manager at EMR, in the release. “And she consistently finds ways to lift others, even in the busiest or most difficult moments. Her impact has been felt across the branch, and many of us have witnessed firsthand the clarity and positivity she brings into her work.”

EMR, of Baltimore, Md., operates five locations that serve the mid-Atlantic region. Emily Martin, sales and marketing manager, was one of FER’s 2026 Emerging Leaders.

Source https://www.fermag.com/articles/emr-names-taylor-rudolph-operations-manager/

 

Intermountain Food Equipment Makes Acquisition

The groups’ customers will have access to a test kitchen and training facility in Gilbert, Ariz., plus expanded product lines and more.

Utah-based rep firm Intermountain Food Equipment acquired Arizona-based Power Rep Marketing Group, effective Aug. 1. The strategic move furthers its growth within MAFSI Region 20, and will result in expanded equipment lines, enhanced customer support, and focused culinary sales and marketing services across the region, says the announcement.

As part of the transition, Intermountain’s Jacob Nahom was promoted to regional manager, southwest. Power Rep Marketing Group’s Jeff Vermilyea and Nick Armstrong have both joined Intermountain as territory sales managers, and Angela Armstrong is the new inside sales coordinator.

Clients will continue to work directly with their existing team on key brands, while gaining access to a broader range of products and services, says the announcement.

“This acquisition aligns with our primary goal of growing within our current MAFSI 20 region instead of expanding into more territory,” says Lee Bagley, president of Intermountain. “We’re increasing our representation of key brands and creating synergy with our dealer-partners in the states where we already have strong relationships along with our established showrooms and demo facilities.”

Source https://www.fermag.com/articles/intermountain-food-equipment-makes-acquisition/

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TABLETOP & FRONT OF HOUSE

What Planned 2026 Openings Reveal About Restaurant Size and Seating

Restaurant real estate is often described through one broad theme: smaller boxes, more off-premise capacity and fewer dining-room seats. Planned 2026 restaurant openings show a more varied market. Compact fast-casual and quick-service locations are expanding alongside casual/family and upscale restaurants built around substantially larger dining rooms.

Planned 2026 location records do not point to one restaurant prototype. They show a segmented market, with compact service-driven footprints expanding alongside larger full-service and upscale dining spaces.

RestaurantData reviewed 3,381 growth-stage location records tied to planned 2026 activity among restaurant companies operating from two through 19 units. Square footage was available for 294 locations, while seating capacity was available for 166. Those fields are incomplete across the full population, but the recorded subset provides a useful view of how space requirements differ by restaurant format, price point and operating model.

Across locations with recorded square footage, the median planned footprint is 3,000 square feet. The middle half ranges from 2,000 to 5,000 square feet. Recorded seating has a median of 90 seats, with the middle half ranging from 50 to 175 seats.

Service Format Produces the Clearest Differences
The strongest distinction is not between younger and more established multi-unit companies. It is between operating formats. Fast-casual and quick-service locations each have a median recorded footprint of 1,750 square feet. Casual/family restaurants rise to 3,500 square feet, while upscale dining locations have a median of 6,000 square feet.

Seating follows the same progression: quick serve has a median of 40 seats, fast casual 60, casual/family 125, and upscale dining 200.

The difference is substantial. The median upscale dining footprint is more than three times the median fast-casual or quick-service footprint. Yet the data does not indicate that one model is replacing another. Instead, the 2026 pipeline contains multiple approaches to restaurant growth, from compact service-driven formats to large dining and experience-oriented spaces.

Company Growth Stage Does Not Determine Restaurant Size
The file separates micro-regional companies operating two to four units from regional multi-unit companies operating five to 19 units. Both groups have the same median recorded footprint: 3,000 square feet.

The difference is more visible in seating. Micro-regional locations with recorded capacity have a median of 80 seats, compared with 100 seats among regional multi-unit locations. Even so, the identical square-footage median suggests that restaurant size does not automatically increase as a company adds units. A growing operator may continue using a repeatable compact prototype, while a smaller company may open a larger full-service restaurant.

Check Average Closely Tracks Footprint
The source-defined check-average bands produce a similarly clear pattern. Locations in the $4-to-$15-plus band have a median recorded footprint of 1,750 square feet and 60 seats. The $10-to-$30-plus band moves to 3,000 square feet and 100 seats. The $15-to-$40-plus band reaches 3,500 square feet and 100 seats, while the $25-to-$75-plus band has a median of 6,000 square feet and 200 seats.

That progression reflects the operating requirements behind each format. Higher-check restaurants generally allocate more room to dining, bars, kitchens and guest experience. Lower-check formats are more likely to emphasize throughput, pickup, counter service and smaller dining areas.

Selected States Show a Wider Range Than the Regional View
Regional medians are fairly close to one another, so they are not the most interesting geographic lens in this file. State-level examples reveal more variation. The chart below highlights six states with a meaningful number of recorded square-footage observations and a wider range of medians.

The state differences are directional and reflect the mix of formats, concepts and sites represented in each recorded subset.

The state variation still should not be over-read. It reflects local concept mix, service model, site availability and expansion strategy. But it does reinforce the broader point: restaurant growth in this file is not converging around one physical format.

Four Planned Locations Show the Range
100 Montaditos has two planned Florida locations recorded at 1,750 square feet and 70 seats each. Amy’s Ice Creams has a planned Richmond, Kentucky, location recorded at 2,000 square feet and 80 seats.

At the larger end of the range, Adriatic Cafe and Italian Grill has a planned Rosenberg, Texas, location recorded at 6,000 square feet and 250 seats. Agora has a planned Bethesda, Maryland, location recorded at 6,000 square feet and 300 seats.

These examples are not presented as a ranking or a prediction of performance. They illustrate how restaurants within the same broader expansion market can require very different footprints and seating plans.

Site Type Adds Another Layer
Among the larger site categories with recorded square footage, shopping-center locations have a median of 2,500 square feet, mixed-use locations 3,000 square feet and freestanding locations 3,500 square feet. Site type does not override restaurant format, but it influences the space available, the cost structure and how operators balance dining capacity with pickup, parking and back-of-house needs.

What “Evolving Footprints” Means in This File
The data does not support a simple conclusion that restaurant footprints are universally contracting or expanding. It shows segmentation. Fast-casual and quick-service growth is occurring in smaller spaces, while full-service and upscale concepts continue to commit to larger footprints and higher seating capacity. At the same time, both early-stage and more established regional operators are using a wide range of prototypes.

For restaurant owners, developers, suppliers and real-estate professionals, the practical implication is that unit count alone is not enough to estimate a new location’s physical requirements. Service type, check average, site setting and the intended guest experience provide a more precise view of the footprint likely to be used.

Methodology: This analysis uses 3,381 valid RestaurantData growth-stage location records associated with planned 2026 activity. Research periods extend from September 2025 through July 2026. Square-footage and seating results describe only records in which those fields were available and greater than zero. Chart 2 uses selected states with a meaningful number of square-footage observations and displays medians for the recorded subset only. Contact names, telephone numbers and email addresses were excluded. Planned locations may be delayed, changed or canceled after the research date.

Complete source report: New Weekly Alerts: 2026 Emerging Restaurant Brand Growth Report

Joe Dunbar
Linkedin Website
Joe Dunbar is Director of Data for Restaurantdata.com, a focused restaurant market research company covering more than 735,000 U.S. Restaurants and 800,000 C-level and owner contacts. Since 1997 they have provided thousands of restaurant manufacturers, vendors, suppliers and industry watchers up to date leads, sales support, contact information and market research.

Source https://modernrestaurantmanagement.com/what-planned-2026-openings-reveal-about-restaurant-size-and-seating/

 

How In-Store Audio Drives Restaurant Engagement

Restaurant operators have measured nearly every aspect of the customer journey. They track mobile app downloads, online ordering patterns, loyalty participation, email engagement, coupon redemption rates, customer sentiment, and social media interactions. Every digital touchpoint has become measurable, optimized, and increasingly personalized.

Yet one important part of the guest experience inside the physical restaurant itself has remained largely disconnected from the data ecosystem surrounding it: in-store audio.

The future restaurant experience will not be defined solely by food quality, mobile ordering convenience, or loyalty discounts. …

For decades, restaurant audio was viewed primarily as atmosphere — background music designed to create energy, reinforce brand identity, or simply fill silence. Operators understood that music mattered, but they had no meaningful way to connect in-store audio engagement to measurable business outcomes. Consumers, however, have long recognized its impact. A recent BMI study found that 83 percent of consumers agree that good music at a bar or restaurant creates a more memorable experience, 79 percent think more highly of an establishment when good music is playing, and 77 percent say the type of music played can make or break their experience. That is now beginning to change.

A new generation of connected engagement technologies is transforming in-store audio from passive ambiance into an active and measurable guest engagement channel capable of influencing loyalty participation, promotional response, and repeat visits. The timing could not be more important. Restaurant operators are facing mounting pressure to increase guest frequency, strengthen direct customer relationships, and prove measurable return on every marketing investment they make.

The pressure is only growing as loyalty programs become a larger driver of restaurant revenue. Operators with loyalty programs attribute nearly 40 percent of sales to loyalty members today and aim to increase that figure to more than 53 percent by the end of 2026, recent industry research found. As loyalty becomes more central to restaurant growth strategies, brands are looking for new ways to engage guests and encourage participation across every touchpoint, including the in-store experience.

Physical Restaurants and the Digital Engagement Ecosystem
As customer acquisition costs continue to rise and third-party delivery platforms continue to pressure margins, many restaurant brands are reevaluating how they engage customers inside the four walls of the restaurant itself. Increasingly, operators no longer view the in-store experience separately from digital engagement. Instead, they are beginning to see the physical restaurant as part of a connected customer engagement ecosystem where loyalty platforms, mobile apps, digital signage, promotions, and audio messaging work together as part of a unified strategy.

This shift creates entirely new opportunities for restaurant brands. Operators can now deliver targeted audio promotions tied to limited-time offers, loyalty enrollment campaigns, regional initiatives, or daypart-specific promotions. Messaging can be scheduled dynamically across individual stores or entire franchise systems. More importantly, brands are beginning to connect those campaigns to real-time customer engagement metrics in ways that were previously impossible.

Some restaurant brands are already beginning to see measurable results from this approach. Bubbakoo’s Burritos recently activated an in-store audio campaign tied to a loyalty relaunch and promotional offer across its 100+ locations. The campaign encouraged guests to join the loyalty program in exchange for a $5 reward, with audio messaging delivered between songs inside the restaurant environment. Within the first month, the brand reported a double-digit lift in loyalty sign-ups, while also gaining visibility into how in-store audio directly influenced guest engagement behavior.

Loyalty Is Becoming More Experiential and Less Transactional
That evolution matters because modern restaurant loyalty is becoming less transactional and more experiential. Guests increasingly expect restaurant brands to recognize them across every interaction, whether they are ordering through an app, responding to an email offer, walking into a store, or engaging with a brand inside the restaurant environment itself. The industry has spent years focused on digital engagement. The next phase of innovation will center on connecting digital identity to the physical guest experience.

Audio is becoming part of that transformation. Forward-looking restaurant operators are beginning to recognize that in-store audio is not simply background entertainment. It is a highly visible touchpoint capable of influencing guest behavior in real time. In some cases, a single targeted message can drive immediate results. Smokin’ Oak Wood-Fired Pizza, for example, reported a fourfold increase in dessert sales after launching an in-store audio promotion for a featured dessert item. The product sold out within approximately 36 hours, illustrating how audio can function as a revenue-generating engagement channel rather than simply an atmospheric one.

It will be shaped by how effectively brands connect every customer touchpoint — digital and physical — into a seamless and measurable engagement experience.

The implications extend well beyond promotions. Restaurants are now exploring more interactive forms of in-store engagement, including personalized guest recognition, loyalty-driven rewards experiences, localized messaging, and customer participation tied directly to loyalty programs. These experiences help transform the restaurant visit from a passive transaction into a more connected brand interaction.

For franchise organizations, the opportunity may be even greater. National brands have long struggled to maintain consistency across hundreds or thousands of locations while still allowing flexibility for regional campaigns and local market dynamics. Connected engagement platforms create a new operational layer that enables brands to deliver more coordinated customer experiences across the enterprise while still supporting local flexibility where appropriate.

At the same time, advances in AI and automation are making these capabilities more scalable and easier to manage across large multi-location environments. What once required significant manual coordination can now be scheduled, targeted, measured, and optimized with far greater precision.

The broader takeaway is becoming increasingly clear. The future restaurant experience will not be defined solely by food quality, mobile ordering convenience, or loyalty discounts. It will be shaped by how effectively brands connect every customer touchpoint — digital and physical — into a seamless and measurable engagement experience.

For years, in-store audio was one of the last major customer engagement channels operators could not truly measure. That reality is rapidly changing. As restaurants continue searching for new ways to increase guest frequency, strengthen first-party customer relationships, and differentiate the in-store experience, connected audio engagement is emerging as an increasingly important part of the modern restaurant technology stack.

The brands that recognize this shift early will be better positioned to transform everyday restaurant visits into measurable engagement opportunities that drive loyalty, frequency, and long-term customer value.

Joe Comer
Joe Comer is CEO of Custom Channels, a streaming platform for enterprise music solutions that works with brands including CAVA, Hilton, Smile Doctors, and Floyd’s Barbershop.

Source https://modernrestaurantmanagement.com/how-in-store-audio-drives-restaurant-engagement/

 

Hickory Tavern’s Growth Strategy Starts With its People

New brand president Tony Read believes better team member experiences lead to better guest experiences.
When Artistry Restaurants acquired Hickory Tavern in early 2025, it wasn’t buying a turnaround project as much as it was inheriting a Carolina institution.

For nearly three decades, the 20-unit chain has occupied a unique place in North and South Carolina. It has served as a sports bar, a family restaurant, a neighborhood gathering place, and a venue for everything from birthday parties to rehearsal dinners. The challenge wasn’t redefining Hickory Tavern. It was bolstering what had already made the brand successful and positioning it for the next stage.

That responsibility now belongs to Tony Read.

The longtime restaurant executive, who spent three decades with Outback Steakhouse before joining Hickory Tavern as brand president, stepped into the role just as Artistry accelerated investments in the concept, from a redesigned menu to upgraded interiors and partnerships intended to deepen the restaurant’s connection with its communities.

Read says accepting the position wasn’t about leaving one company for another. It was about finding an organization whose philosophy aligned with his own.

“I’ve traveled North and South Carolina for years with another brand, and the culture drew me in,” Read says. “The mission drew me in… It had to be somewhere that had the same core values as me. I was perfectly fine where I was. It wasn’t like I got pushed out or anything. I was with the other brand 30 years. It had to be something that had the same core values that I had, and that’s a people-first approach.”

That mindset has shaped nearly every decision he’s made during his first months leading the brand.

Instead of immediately focusing on financial metrics or operational initiatives, Read spent his early weeks familiarizing himself with coworkers and restaurant employees. His primary belief is that if a company builds a culture where people matter, “they will do some amazing things for you.”

“I’m a firm believer that the guest experience will never exceed the team member’s experience,” Read says. “You ever go to a drive-thru, and you get to the window—how long does it take you to recognize if that person wants to be there or not? Immediately. And what I tell my team is how foolish of us to think that our customers don’t have that same ability.”

“The team members are at every table. They’re cooking all the food. It’s vitally important for success of a company, in my opinion, that if you have an elevated and enhanced team member experience then they will do amazing things for you,” he adds.

That people-first approach comes as Hickory Tavern enters one of the most significant periods in its history.

Artistry brought Hickory Tavern into a growing portfolio that includes Oak & Stone, Shrimp Basket, Boca, Atlantic Beer & Oyster, Sandbar Amelia Island, and The Chapman.

The acquisition gave the restaurant group an established presence in the Carolinas and another brand with deep community roots.

Read quickly realized those roots represented one of Hickory Tavern’s greatest competitive advantages.

“We are a neighborhood gathering spot,” he says. “It was definitely the feeling that I got when I came in here.”

“Even though we’re slated as a sports bar, I think we’re bigger than that and the community feels that. That’s why we’ve always pitched ourselves as this neighborhood gathering spot,” he continues.

Although Read is proud of Hickory Tavern’s identity, he also acknowledges there was a need for evolution, particularly with the menu.

To lead that effort, Hickory Tavern turned to chef Cliff Pleau, whom Read previously worked alongside during his Outback career.

Among the additions are Knot Your Average Pretzel, made with Bavarian pretzels from Milwaukee Pretzel Company, shrimp scampi and barbecue chicken flatbreads, loaded mac and cheese, expanded wing offerings, specialty cocktails, and new beverage options including Cheerwine Dirty Soda and refreshed margaritas.

Read says guests want familiarity alongside discovery.

“I think consumers and guests, they love their old staples, but they also every now and then want to try something different,” Read says.

Menu innovation is only one piece of Hickory Tavern’s strategy to strengthen its connection with guests.

One of the chain’s biggest activations this year came through a newly formed partnership with Sysco. Together, the companies transformed the chain’s Harris Boulevard restaurant in Charlotte into the centerpiece of a NASCAR-themed Full Throttle Fan Experience leading into the Coca-Cola 600.

The event featured family activities, race-themed décor, food specials, and an appearance by NASCAR driver Cole Custer.

“We actually had our car wrapped at the Coca-Cola 600, which is pretty incredible for a local chain like this to have,” he says. “Literally Hickory Tavern on both sides… You just don’t get those kind of things as a small brand.”

The celebration attracted hundreds of guests before race weekend, complete with bounce houses, face painting, and autograph sessions.

“Cole Custer came in as the driver and signed autographs, met with our customers. It was very genuine,” Read says. “Every single person that came up, he signed autographs, took pictures… he was just incredible.”

That level of engagement with the community mirrors how Read views leadership.

Across four decades in the restaurant business, including his years helping Outback launch its off-premises business and leading multi-unit operations, he’s become convinced that restaurant success isn’t created solely through menu innovation, marketing campaigns, or operational improvements.

It’s built through people.

“One of the things I’ve learned over 40 years is don’t lose sight of what’s important in the eyes of the customer,” Read says. “Sometimes we get caught up in our own world and think this is important because it’s important to us. But if it doesn’t matter to the guest, then we’ve missed something.”

Source https://www.fsrmagazine.com/feature/hickory-taverns-growth-strategy-starts-with-its-people/

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FOOD & BEVERAGE NEWS

Haraz Coffee wins NRN’s Coffee Showdown

The Yemeni coffeehouse out of Dearborn, Michigan, beat Alfred Coffee in the finals to claim top honors.

Haraz Coffee House has emerged victorious in Nation’s Restaurant News’ first-ever Coffee Showdown, defeating runner-up Alfred Coffee in the competition celebrating up-and-coming emerging coffee chains.

The Showdown series highlighted chains that could be the next Starbucks, and finalists and winners were determined by NRN readers themselves.

The Dearborn, Michigan-based has been demonstrating growth momentum, nearly doubling its footprint to 31 locations last year while achieving 78.5% sales growth. It has expanded beyond its Michigan roots, with the highest concentration of locations now in Texas.

Alfred Coffee, the West Hollywood-based “neighborhood coffee shop of Los Angeles,” secured second place. It had 25 locations at the end of last year and 13.2% sales growth.

Stay tuned to NRN for upcoming Showdowns.

Source https://www.nrn.com/emerging-chains/haraz-coffee-wins-nrn-s-coffee-showdown

 

Kellogg Says It’s Removing Artificial Dyes From Cereals by the End of This Year

The change comes a year ahead of schedule.

WK Kellogg said Thursday that it will remove artificial colors from all its cereals by the end of this year.

The change comes a year ahead of schedule. Kellogg said last August that it would remove synthetic dyes from its cereals by the end of 2027.

But the company said Thursday it has identified fruit- and vegetable-based juices that will give cereals like Froot Loops and Apple Jacks their distinctive colors. The Battle Creek, Michigan-based company said it has also invested in equipment that will allow it to transition to natural colors.

The company said it is also removing BHT, an artificial preservative, from the small number of cereals that still contain it.

“More and more consumers are looking for foods made with simple, recognizable ingredients and we are proud to meet those expectations even sooner than planned,” Kellogg’s Chief Growth Officer Doug VanDeVelde said in a statement.

Kellogg has faced pressure for years to remove artificial ingredients from its cereals, which it has already done in other countries like Canada. In 2024, dozens of people rallied outside Kellogg’s headquarters and delivered petitions with 400,000 signatures asking the company to remove artificial dyes and BHT.

That pressure has grown under President Donald Trump’s health secretary, Robert F. Kennedy Jr., who has urged food companies to phase out petroleum-based artificial dyes. Last August, Kellogg also signed an agreement with Texas Attorney General Ken Paxton saying it would “permanently remove toxic dyes” from its cereals by the end of 2027.

Retailers are also forcing companies to act. Earlier this year, Target said it would stop selling cereals that contain artificial colors by the end of May. Walmart has also said it will remove artificial colors from its store brands by January 2027.

Source https://www.foodmanufacturing.com/ingredients/news/22972023/kellogg-says-its-removing-artificial-dyes-from-cereals-by-the-end-of-this-year

 

Protein coffee? Brands cash in on functional beverage boom

Key Points
Drink giants from Starbucks to Coca-Cola are introducing functional beverage products like protein coffee and prebiotic sodas.
The $160 billion functional drinks market reflects demand from health-conscious young consumers.
Social media has also turned functional drinks into a “status symbol,” Olivia Ferdi, co-founder of wellness drinks startup TRIP, told CNBC.

Starbucks
Beverage brands are cashing in on the growing demand for functional drinks among younger, health-conscious consumers by introducing increasingly innovative offerings, including protein-boosted coffees and CBD-infused sodas.

The $160 billion global functional drinks market has become an increasingly lucrative category, encompassing multipurpose drinks that claim to promise taste and enjoyment alongside wellness benefits, as consumers look for convenient ways to meet their health targets.

“Functional beverages are beverages that are going to provide an outcome,” Sally Lyons Wyatt, global executive vice president and chief advisor of consumer goods and food services at consumer insights firm Circana, told CNBC.

“Convenience is definitely one factor, but it is also this quest to live longer, healthier…do you want to drink a beverage that’s just there, or do you want the beverage to work harder for you?”

Around 75% of millennials and 80% of Gen Zers consume functional beverages ranging from energy drinks, probiotic drinks, and vitamin-enhanced drinks, according to EY’s most recent consumer beverage survey of over 2,500 adults in the U.S. and Brazil.

Over half of respondents said they’re willing to pay more for drinks that support their health and wellness goals, EY found.

Additionally, Circana’s 2026 beverage evolution report showed that nearly 64% of consumers sometimes choose to have a drink as a snack, and this jumped to 70% for 25-to-34-year-olds, signaling increased appetite for drinks as meal replacements.

Starbucks introduced protein coffees sold in its stores across the U.S., Canada, and Europe in the past year to capitalize on the frenzy for multipurpose wellness drinks — an expansion of its ready-to-drink protein coffees in supermarkets launched in 2024.

“Functional beverages are really prevalent now in all kinds of categories across food and beverage, and protein is probably the frontrunner of those,” Starbucks’ EMEA Group Manager of Beverage Development Sam Henderson told CNBC.

“We’re selling [almost] as much protein cold foam as we do flat whites, and as you can imagine, flat whites are a phenomenally popular beverage, and protein is performing the same at the moment,” he said.

The broader industry is also looking to tap into the market, with French food and beverage corporation Danone
recently acquiring the Steven Bartlett-backed protein drinks maker Huel as part of a reportedly $1.15 billion deal. Huel offers nutritionally complete protein shakes as meal replacements.

Meanwhile, soda giants PepsiCo and Coca-Cola also hopped onto the trend. Coca-Cola launched its prebiotic soda brand Simply Pop early last year in the U.S., while Pepsi acquired a prebiotic soda startup Poppi in a $2 billion deal.

“I think our consumers — all consumers — are looking for products that give them functional benefits more than ever before. I think people are educated more than they ever have been on nutrition and what they’re putting into their bodies,” Henderson said.

A Premium Offering
As coffee chains, soda brands, and startups vie for a slice of the functional beverage market, many are charging a premium compared with traditional products.

Starbucks’ in-store protein coffee prices range from around $5.75 to $6.75, while its protein-boosted milk and protein cold foam can be added to any drink for an additional $1 and $2, respectively. “They’re absolutely a premium offering,” Henderson said.

TRIP, a U.K.-based wellness drinks startup founded in 2019, sells beverages containing adaptogens and botanicals with ingredients ranging from CBD to magnesium.

A single TRIP drink usually costs over £2.00 ($2.60) and is found in supermarkets across the U.K., as well as several U.S. retailers.

“TRIP is a premium product; it is not merchandised alongside traditional soda,” TRIP co-founder Olivia Ferdi said to CNBC. “We don’t make standard sodas; we formulate daily wellness solutions, which customers recognize.”

Ferdi explained that six years ago, functional drinks were an emerging concept, but they’re now a “fundamental consumer necessity” that people are willing to pay more for.

Additionally, sourcing key ingredients like magnesium, lion’s mane, and ashwagandha — a medicinal herb believed to reduce stress — requires different standards than manufacturing traditional soda.

“Our consumers aren’t just paying for refreshment; they are investing in a functional benefit that supports their mental clarity and daily baseline.”

Does it actually work?
There’s scepticism around how effective supplements and vitamins like magnesium and collagen actually are, experts and nutritionists previously told CNBC. They warned that supplements aren’t closely regulated by the Food and Drug Administration in the U.S. and that consumers should aim to get essential nutrients from foods instead.

In fact, the U.K.’s Advertising Standards Authority (ASA) banned a TRIP advert for its Cucumber Mint, Mindful Blend Drink in 2025, ruling that it made misleading claims about the drink’s health benefits. This included wrongly suggesting that the drink could reduce stress and anxiety, and included unauthorized nutrition and health claims.

TRIP declined to comment on the ASA ruling, but Ferdi told CNBC last week that TRIP’s products are developed by a team that includes experts on nutrition, food science, and culinary innovation.

“We also work closely with specialist formulation partners, regulatory experts, and manufacturing partners throughout the development process to ensure our products meet the relevant standards in each market where we operate,” she added.

A new ‘status symbol’
Both Starbucks and TRIP said that Gen Z and millennials are driving demand for their functional products, with social media playing a role in broadening exposure.

TRIP, which became TikTok Shop U.K’s No.1 drink brand in January 2025, utilized a “social first” strategy to tap into this younger consumer base.

“Social media has been a massive catalyst for this, transforming functional beverages into a status symbol,” TRIP co-founder Ferdi said. “On platforms like TikTok and Instagram, choosing a drink that supports your mental baseline has become a lifestyle statement.”

In fact, 72% of Gen Z look to social media for food and drink-focused wellness trends, according to 2025 data shared with CNBC by food & beverages analytics firm Datassential.

Filipino restaurant Kasa and Kin in Soho, London, offers a selection of drinks and desserts made with ube, a root vegetable from the Philippines which has seen a surge in demand from younger consumers due to its vibrant color and sweet taste.

Purple ube’s viral rise is turning a Filipino staple into a global trend — but supplies are tightening
“They’re [young consumers] going to be driving the growth over the next five years, because they’re coming into those high-earning years and that gives them more buying power,” Circana’s Lyons Wyatt explained.

“If they’re going to pay for something, they want to get the most benefit out of it, and that is why you would see coffees with protein and other benefits probably outpacing some of those that might just be good old-fashioned traditional options,” she added.

Source https://www.cnbc.com/2026/06/28/protein-coffee-cbd-soda-starbucks-functional-beverage-boom.html

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HVAC & PLUMBING

Pentair to Acquire Taco in $1.4B Deal

Strategic acquisition of Rhode Island manufacturer will enhance Pentair’s capabilities in hydronic and water-based solutions.

Key Highlights
Pentair’s acquisition of Taco for $1.4 billion will expand its water solutions portfolio and increase market reach in high-growth sectors like HVAC and data centers;
Taco brings over 100 years of innovation, a strong brand, and a diverse product range including pumps, valves, and advanced controls, serving multiple end-markets;
The deal is expected to close in the fourth quarter of 2026;
Post-acquisition, Taco will operate under its brand within Pentair’s Water Solutions segment, maintaining its headquarters in Cranston, RI, and continuing its focus on customer success.

LONDON, UK & CRANSTON, RI (BUSINESS WIRE) — Pentair plc (NYSE: PNR), a leader in helping the world sustainably move, improve, and enjoy water, life’s most essential resource, announced July 28, 2026, that it has entered into a definitive agreement to acquire Taco Group Holdings (Taco), a leader in hydronic and water-based solutions, for approximately $1.4 billion subject to customary adjustments.

The purchase price represents a multiple of approximately 10.5x 2026E EBITDA, including approximately $165 million in tax benefits and approximately $30 million in anticipated run-rate cost synergies.

The acquisition of Taco expands Pentair’s portfolio of smart, sustainable water solutions to support increased exposure to key high-growth end-markets primarily in North America. Taco is a leading provider of innovative, sustainable and high-performance hydronic and water-based HVAC and data center solutions.

Over its more than 100-year history, Taco has established a premier brand, track record of innovation and a comprehensive portfolio of industry-leading pumps, valves, tanks, heat exchangers and advanced controls. Taco serves a diverse customer base in commercial, industrial and residential end-markets. Taco is expected to generate approximately $540 million in revenue in fiscal year 2026, with Adjusted EBITDA margins above 20% when including expected run-rate cost synergies.

“This highly strategic and value creating acquisition enhances the scale and reach of Pentair’s innovative water solutions serving high-growth commercial and industrial end-markets, including HVAC and data centers,” said John L. Stauch, Pentair President and CEO. “The addition of Taco will provide Pentair with a more comprehensive suite of solutions and enhanced development capabilities to benefit our customers across commercial, industrial and residential applications. We are confident in our ability to unlock significant profitability as we scale Taco, accelerate its growth across commercial markets and implement the Pentair Business System. We look forward to welcoming the Taco team to Pentair, ushering in a new chapter of growth and value creation.”

In a joint statement, Taco Owner and Chairman John Hazen White, Jr., and Taco President Benjamin White said: “This partnership with Pentair allows us to accelerate our growth, expand our capabilities and further invest in our innovation and technology. It will also allow us to preserve our values, expertise and customer relationships, which have made Taco successful.”

Key Strategic and Financial Benefits of the Transaction

Scales Pentair’s Position in Attractive, High-Growth Commercial and Mission-Critical End-Markets: The addition of Taco’s portfolio of pumps, valves and controls will strengthen Pentair’s presence across commercial end-markets, including data centers, schools, hospitals, universities as well as multi-family residential. The sustained demand for these mission-critical solutions is supported by secular water and sustainability trends, advancing Pentair’s strategic priorities and establishing a highly attractive and diversified growth engine.
Broadens Pentair’s Water-Management Platform with a Comprehensive Suite of Solutions: Combining Pentair’s existing portfolio of innovative water solutions with Taco’s complementary capabilities in pumps, valves, controls and hydronic systems will create a more comprehensive offering of premier solutions for commercial, infrastructure and residential customers. Further, Pentair’s innovation engine combined with Taco’s development capabilities creates significant opportunities to develop new solutions across markets that meet customer needs.
Provides Meaningful Cross-Sell Opportunities through Complementary Channels and Go-to-Market Strategy: Bringing together Pentair’s distribution network and Taco’s manufacturer representative network creates new channel opportunities that are expected to accelerate growth. Pentair expects to benefit from broader customer access and deeper partnerships across commercial, industrial and residential end-markets. The Company expects manufacturer representatives to provide more opportunities with OEMs, distributors, contractors, engineers, and end users.
Large Installed Base Broadens Pentair’s Access to Durable Aftermarket Revenue Streams: Taco benefits from a large installed base that generates substantial ongoing demand for replacement products, maintenance and system upgrades. The transaction will expand Pentair’s access to these durable aftermarket opportunities, supporting sustained growth and deeper customer relationships.
Creates Compelling Cost and Revenue Synergy Opportunities: The transaction is expected to be approximately $0.10 to $0.15 accretive to Adjusted EPS in fiscal year 2027. Pentair expects to generate approximately $30 million in run-rate cost synergies related to supply chain and operational efficiencies. The Company will apply its Pentair Business System to realize revenue synergies through complementary channels, expanded cross-selling and greater scale.
Maintains Solid Financial Position and Flexibility to Execute Balanced Capital Allocation Priorities: Pentair expects to have a net leverage ratio of approximately 2.4x following the close of the transaction and expects to de-lever to <1.5x within two years of the transaction close. Pentair’s strong balance sheet and robust cash flows will create ample flexibility to continue to invest in key growth initiatives while building on its track record of shareholder returns, including its more than 50 years of growing its dividend.
Transaction Details

The transaction is expected to close in the fourth quarter of 2026, subject to customary closing conditions and necessary regulatory approvals.

Pentair expects to finance the acquisition with a combination of cash on hand and committed bridge financing, which Pentair intends to refinance through a permanent debt issuance.

Upon completion of the transaction, Taco is planned to be a part of Pentair’s Water Solutions reportable segment, and it is expected to continue to go-to-market under the Taco brand. Taco will maintain a significant presence in Cranston, Rhode Island.

About Pentair plc

At Pentair, we help the world sustainably move, improve, and enjoy water, life’s most essential resource. From our residential and commercial water solutions, to industrial water management and everything in between, Pentair is a core large cap value S&P 500 equity stock focused on smart, sustainable water solutions that help our planet and people thrive.

Pentair had revenue in 2025 of approximately $4.2 billion, and trades under the ticker symbol PNR. With approximately 9,000 global employees serving customers in more than 150 countries, we work to help improve lives and the environment around the world. To learn more, visit www.pentair.com.

About Taco Group Holdings

Founded in 1920, Taco is a market leader in hydronic and water-driven solutions, specializing in providing innovative, sustainable, and high-performance products for the HVAC, plumbing, and industrial sectors. With a legacy of over 100 years, Taco serves markets including residential, commercial, industrial, municipal, and more, offering a comprehensive range of products like pumps, valves, tanks, heat exchangers, and advanced controls. Taco is recognized for its unwavering commitment to customer success, providing expert guidance, training, and unmatched support through every engagement. Headquartered in Cranston, RI, with operations in North America, Europe, and Asia, Taco delivers industry-leading products and solutions backed by a culture of collaboration, reliability, and integrity. Taco’s mission is to redefine value for customers by ensuring their success with cutting-edge technologies, sustainable solutions, and a “no excuses” approach to service. Taco is proud to be the trusted partner for wholesalers, contractors, engineers, and OEMs seeking dependable, cost-effective solutions that make a positive impact on people and the planet. For more information, visit www.tacoinc.com.

Source https://www.hpac.com/around-the-web/press-release/55396127/pentair-to-acquire-taco-in-14b-deal

 

Women in HVACR Announces Key Breakout Speakers for 2026 Annual Conference

Expert-led sessions will help HVACR professionals lead through change and accelerate growth

Women in HVACR (WHVACR), a nonprofit organization dedicated to empowering women in the heating, ventilation, air conditioning and refrigeration trades, announces Carrie Fraser, Bryce Batts and Michelle Myers as three of its breakout speakers for the 2026 annual conference, Built for Speed.

The three sessions will provide attendees with practical guidance on leading through uncertainty, creating workplaces where women can thrive and managing periods of change without sacrificing personal or professional growth.

“The Built for Speed conference is designed to help women gain the knowledge, confidence and connections they need to accelerate their careers and strengthen the HVACR industry,” said Women in HVACR President Jane Sidebottom. “Carrie, Bryce and Michelle each bring a distinct perspective to challenges women and business leaders face every day. Their sessions will give attendees strategies they can apply long after the conference ends.”

Fraser, vice president of marketing at Nexstar Network, will present “Fearless Leadership: Cultivating Courage and Confidence in Decision-Making.” Drawing from her experience leading an organizational evolution, Fraser will discuss how leaders can recognize when growth requires transformation.

Batts, a business consultant, certified career coach and co-founder of Career Collective, will lead “Why Women Leave (And How to Build Teams They Stay For).” The session will examine why recruiting more women into HVACR is only part of the workforce solution. Batts will explore how leadership, workplace culture and hiring practices affect whether women remain with an organization and have opportunities to advance.

Myers, the founder and CEO of Pink Callers, will present “Integration in Motion: Leading Through Life’s Transitions.” Her session will challenge the idea that professional and personal success requires perfect balance. Instead, Myers will demonstrate how women can create alignment during changing seasons of life. She will discuss energy management, delegation and identifying which responsibilities are nonnegotiable.

“These sessions reflect the mission of Women in HVACR,” Sidebottom said. “It’s about helping women lead boldly while giving organizations the tools to build stronger, more supportive workplaces. Attendees will hear honest experiences, learn proven approaches and see that meaningful growth often begins with the courage to make a change.”

The 2026 Built for Speed conference will be held Sept. 27-29 in Indianapolis. For more information or to register, visit womeninhvacr.org/built-for-speed.

For more information about Women in HVACR, visit https://www.womeninhvacr.org/.

About Women in HVACR

Since 2002, Women in HVACR has worked to increase the number of women in the Heating, Ventilation, Air Conditioning and Refrigeration (HVACR) industry and empower women to succeed by providing members with a variety of opportunities to network and develop a professional environment through education and mentorship. The 1,200-member nonprofit organization holds a variety of regional and national events each year and provides scholarship opportunities for women who pursue careers within the HVACR industry, including those who seek engineering and business degrees or a trade school education. For more information about Women in HVACR, visit https://www.womeninhvacr.org/.

Source https://hvacinsider.com/women-in-hvacr-announces-key-breakout-speakers-for-2026-annual-conference/

 

Is Your Commercial HVAC System Ready for Modern Demands?

Rethinking Commercial HVAC in a Changing World
Over recent decades, commercial buildings have undergone significant transformations in terms of design, functionality, and usage. This evolution raises an important question: has commercial HVAC technology kept pace? In a landscape driven by energy efficiency standards, sustainability initiatives, and occupant comfort, the HVAC industry must rethink its strategies to stay relevant and competitive. The modernization of HVAC systems is not merely a reactive measure; it is an essential evolution in how we approach building management in a world where climate change and health concerns are at the forefront of societal priorities.

The Shift in Building Design and Use
Today’s commercial buildings are not just spaces for work; they are designed to foster collaboration, promote well-being, and minimize environmental impacts. Open floor plans, integrated technology, and adaptive designs are integral parts of this new workplace dynamic. The traditional confines of private offices are giving way to collaborative spaces, which necessitate HVAC systems that can effectively and efficiently deliver comfort across varying zones and occupancy levels. Moreover, as buildings become more complex, traditional HVAC systems often lack the flexibility needed to respond to these dynamic environments, leading to inefficiencies and consequently increasing operational costs.

Energy Efficiency: A Core Requirement
In response to growing environmental concerns and stricter regulations, energy efficiency has become a non-negotiable attribute of modern HVAC systems. The U.S. Department of Energy emphasizes that commercial buildings account for 40% of total energy consumption in the nation, compelling businesses to seek innovative HVAC solutions. Advanced HVAC technologies such as variable refrigerant flow (VRF), smart thermostats, and IoT integrations are emerging as critical components in reducing energy usage while optimizing comfort. Furthermore, government incentives and rebates can financially benefit those who invest in upgrading to energy-efficient systems.

Responding to New Health Standards
Recent events, particularly the COVID-19 pandemic, have heightened awareness of indoor air quality and health standards. Occupants demand cleaner air, which necessitates more sophisticated HVAC systems capable of filtering and conditioning air effectively. Enhanced filtration systems, UV-C technologies, and real-time air quality monitoring are being integrated to ensure occupant safety. A study by ASHRAE has shown that investing in these technologies not only improves health outcomes but also increases employee productivity. As businesses reconsider their workspaces, the importance of addressing both air quality and comfort will likely remain a key consideration for years to come.

Future Trends in HVAC Technology
As the HVAC industry looks forward, several exciting trends are emerging that promise to reshape its landscape. Building automation systems that leverage artificial intelligence (AI) and machine learning (ML) are set to revolutionize commercial HVAC by optimizing performance based on real-time data analytics. These technologies allow for predictive maintenance, lowering the risk of breakdowns and improving overall efficiency. Furthermore, developments in geothermal heating and cooling systems illustrate how HVAC can embrace renewable energy sources, aligning with global shifts towards sustainability. Adaptations like these are not only beneficial for the environment but could also provide significant cost savings over time.

Investment in Smart Technologies
The integration of smart technologies into HVAC systems offers substantial advantages for business owners. Smart HVAC solutions can lead to reduced energy costs, improved equipment lifespan, and enhanced occupant comfort. While the initial investment might be substantial, the long-term savings and benefits far outweigh the costs. Companies like Honeywell and Trane are pioneering efforts in developing user-friendly interfaces that facilitate building managers’ control and optimization of their HVAC systems. The ability to monitor and adjust settings remotely provides unparalleled flexibility, making it easier than ever to maintain the ideal indoor climate.

Challenges and Opportunities
Despite the enthusiasm for innovation, the HVAC industry faces several pressing challenges. Skill shortages in HVAC technicians and the need for continuous training in new technologies can hinder progress. This skill gap means that many in the industry may struggle to keep pace with advancements, potentially leaving certain businesses at a competitive disadvantage. However, this scenario presents an opportunity for business leaders to invest in workforce development, ensuring that employees are equipped with the knowledge to operate and maintain advanced systems effectively. Investing in training not only uplifts the workforce but also enhances overall service quality and customer satisfaction.

Decisions for Business Owners
For HVAC business owners, staying competitive means making informed decisions about the technologies and solutions they provide. Partnering with manufacturers that prioritize innovation and sustainability is crucial. Understanding the benefits of energy-efficient systems and health-focused technologies will not only enhance your service offerings but will also help position your business as a leader in the industry. Keeping abreast of market trends and customer expectations is key to sustaining growth in an evolving landscape.

As we navigate this transformative era for commercial buildings, HVAC systems must evolve to meet the needs of today’s occupants and regulatory demands. By embracing technology, prioritizing energy efficiency, and investing in the workforce, HVAC business owners can ensure they remain at the forefront of this ever-evolving industry.

In conclusion, the integration of advanced HVAC solutions not only supports modern building requirements but also fosters a healthier, more sustainable future. Ensuring that your business stays updated on these trends will position you for success in the long run. The HVAC industry’s ongoing evolution reflects a broader commitment to sustainability, health, and operational efficiency, all of which are essential in today’s economic climate. As businesses consider their HVAC options, it’s clear that the choices made today will influence their operations for many years to come.

Source https://hvacindustryjournal.com/is-your-commercial-hvac-system-ready-for-modern-demands

 

PHCP-PVF Price Increases: August 2026

This month’s price increases impact products across multiple categories

Compared to the previous several months, manufacturers announced a lighter round of PHCP-PVF price adjustments, with fewer manufacturers implementing increases overall. While this month’s announcements were more limited, price adjustments still affected valves, hydronic controls, pipe, supports, water heating products, and other plumbing and PVF product categories, with increases reaching close to double digits for some lines.
American Tube & Pipe: 8% increase on all products, effective August 1.

Source https://www.pmmag.com/articles/107644-phcp-pvf-price-increases-august-2026

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ENGINEERING, AUTOMATION, & IOT

Can your tech tell you this? Game-changing ways restaurant operators are using AI

Restaurant operators rarely have two days that look alike. New challenges emerge constantly, and keeping up means making dozens of decisions with limited time and incomplete information: Why did food costs spike at one location? Which limited-time offer actually drove profits? Why is one store consistently outperforming another?

Finding those answers often means digging through multiple reports, exporting spreadsheets and piecing together data from different systems, a process that takes time and distracts restaurant operators from their key hospitality role.

Surfacing data and pattern recognition are where AI excels. However, when restaurants use a generic AI model, it can’t dive into what your restaurant needs to know about its own operation, explains Matt Sundberg, SVP, Product at Craftable. That’s the impetus behind “Crafti,” the AI model from Craftable, a software platform that replaces disconnected spreadsheets and manual processes with automated, real-time visibility into food costs, vendor spend and operational margins.

“Crafti’s conversational layer allows general managers to ask anything and receive a grounded answer, along with the path forward, without having to wait on a colleague or a support ticket,” Sundberg says.

From Reports to Conversations
Through conversational AI, GMs can interact with operational data naturally, uncovering insights that help them make better decisions across every aspect of the business.

“Restaurant operators are surprised to find that Crafti doesn’t just give an answer, but actually drafts solutions,” Sundberg says. For example, if a GM asks it to describe next week’s order, Crafti will draft a purchase order against the actual vendor catalog, pricing and pack sizes. Or, after providing a cocktail name, photo or PDF, it will draft a costed recipe matched to actual inventory.

Wondering how Crafti can level up your own operations? Here are some examples of actual questions operators have asked to spark ideas about how it can uncover insights.

Cost and recipe diagnostics

Why is our chocolate cake costing twice as much at this location compared with others?
Which specialty cocktail delivers the highest margins?
Which limited-time offers generated the most profit over the past 12 months?
Cross-store analytics

Where did we have our highest sales week in 2025 compared to 2024?
Comparing the last 30 days across all my stores, which locations are lagging?
Rank stores by their sales of LTOs.
Operational insight

Where was our biggest source of waste this audit period?
How much Patrón Reposado have we sold since April?
What accounts for the differences in server performance (i.e. upsells, more table volume, etc.)
Menu engineering

Which menu items have the highest sales volume, but the lowest profit margins?
Where can we raise prices that is least likely to hurt sales?
Which menu items have seen the biggest decline in sales over the past six months?
Labor and scheduling

Which shifts have the highest labor costs as a percent of sales?
How would adjusting staffing levels on specific shifts have impacted labor costs last month?
What days and dayparts have the greatest opportunity to reduce labor costs without impacting service?
Why Crafti is Craftier than a Regular LLM
While tech-savvy restaurant managers might have already tried general models, the results were likely lackluster, since they don’t know an individual business. Crafti is built differently from a general chatbot as a purpose-built assistant—a frontier model wrapped in Craftable-specific tools, product knowledge and guardrails.

“Because it runs on your actual operational data—POS, labor, invoices, inventory—it’s not reasoning about hospitality in the abstract; it’s answering from your vendors, your recipes and your variance,” says Sundberg.

Trust is Baked into Every Answer
AI is only valuable if operators trust the answers, and Crafti shows the work behind every response.

That means when Crafti runs an investigation, it queries the data directly and returns the underlying numbers and the math it used to get there. So rather than seeing a vague conclusion like “your food cost looks high,” a GM gets the actual figures the conclusion rests on, such as “theoretical is 28.4%, actuals are running 31.9%, a 3.5-point gap.”

That transparency is reinforced through the platform’s architecture, with data access confined to be “read-only” by default, so data isn’t altered by an investigation. And because access is isolated per store at the database layer, Crafti only ever sees what the signed-in user is permitted to see, such as only one location and not all.

On the two actions Crafti can take—drafting a recipe or a purchase order—every draft is previewed for the GM to review and approve, and every action lands in an audit log. “The point isn’t to expect you to trust the AI, but to give you a number you can check and a trail you can follow,” Sundberg says.

And, he notes, this is just the beginning, with Crafti getting sharper as the overall platform does. “More agentic actions, broader module coverage and tighter pairing with Craftable’s other features are all on the path forward.”

Are you ready to spend less time searching for answers and more time making better decisions? Find out more about Craftable here.

Source https://www.restaurantdive.com/spons/can-your-tech-tell-you-this-game-changing-ways-restaurant-operators-are-us/826779/

 

Food Manufacturers Are Buying More Tech Than Their Workers Can Learn

72% of manufacturers are boosting tech budgets, but skills gaps cause 78% of their obstacles. Fluke’s Vineet Thuvara on closing the readiness gap in food manufacturing.

Manufacturers are spending like the future is already here. A recent Fluke Corporation survey found 72% of organizations plan to sink 16% to 30% of their maintenance budgets into new technology over the next year. But that same survey found skills-related challenges, not equipment or cost, drive 78% of the obstacles manufacturing leaders report today.

Plants are buying faster than their people can learn, and food manufacturing carries higher stakes than most industries. Get training wrong here and you’re not just losing productivity, you’re risking a food safety violation.

Vineet Thuvara, Chief Product Officer at Fluke Corporation, works with global manufacturing leaders navigating this exact problem. He shared why workforce readiness looks different in food and beverage, what trade school and university partnerships get right, and the first move a CEO should make once they spot this shortfall in their own plant.

Q. Equipment misuse in food manufacturing is both a productivity problem and a food safety and compliance exposure. Does the workforce readiness gap look different here than in other industries?
Vineet Thuvara: Yes, due to the potential safety and compliance risks associated with the food and beverage industry, the workforce readiness gap is significantly different than other industries. Beyond the training required to learn new systems and technology in most manufacturing jobs, there is an added level of training needed to be compliant with FDA protocols. For example, in food manufacturing facilities, there are Sanitation Standard Operating Procedures that ensure adequate cleaning of surfaces to prevent cross contamination and specific equipment being used that are designed to be easily cleaned and non-toxic. These protocols and regulations are not frequently taught in depth in schools, requiring on the job training, guidance, and patience for new hires entering the industry.

Q. The May jobs report showed F&B employment declining. Is today’s automation displacing workers, or are manufacturers not finding people with the right skills? Does the distinction change what executives should do?
VT: As recent jobs reports reflect, one of the greatest issues impacting the food and beverage industry, as well as the larger manufacturing sector, is the ongoing skills gap. The next generation of workers are not entering the workforce with the technology skills necessary for today’s modern factories. They are also coming with new expectations around how they expect our tools to work and many tools haven’t evolved from the past. Recent data from a Fluke global survey found that skills related challenges account for 78% of all reported obstacles from manufacturing leaders. Meanwhile, 72% of organizations are allocating nearly a quarter of their budget to new technology. This showcases a clear disconnect between technology adoption and workforce readiness and emphasizes the need for stronger mentorship among manufacturing leaders and those entering the field.

Q. Trade school and university partnerships keep coming up as the answer. What makes such partnerships successful?
VT: Trade school and university partnerships have proven extremely beneficial as real-life, hands-on experiences are the ultimate tool to workforce preparedness. When education institutes invest in the value of such partnerships, the students enrolled are graduating with more than textbook knowledge. For example, Fluke’s partnership with Washington State University provides classrooms with professional test and measurement tools that are currently being used in the field. Students can also receive the added benefit of being mentored by those currently in the field, providing benefits for students by opening doors to future opportunities upon graduation, and speeds up training processes for new hires who have already had experience working with the tools that are already deployed in factories.

Q. What’s the assumption food manufacturing executives most often get wrong about workforce readiness?
VT: While trade schools do a great job of providing students with the basics that will guide them through their career, the industry is evolving every day and the techniques being taught may no longer transfer directly to the real world. Expanding apprenticeship opportunities that expose students to modern equipment, digital workflows and real-world operations can help bridge that gap before they enter the workforce. As technology evolves and new strategies are implemented into workstreams, manufacturing executives cannot forget that new processes for them are also new to all their employees, including recent hires.

Q. If a food manufacturing CEO recognizes this gap in their own plant, what’s the first move?
VT: Whether there is a large or small skills gap, training is the first step every executive should take, and manufacturing leaders must be at the forefront of evolving training and culture to attract and retain the next generation in accordance with their needs. The most effective models combine hands-on experience with exposure to the same tools and technologies workers will use in the field. Offering in-depth overviews of new processes and tools can instill confidence in employees to engage with these new tools, leading to increased productivity in the long run. And this is an ongoing and evolving effort, not just once and done.

Source https://foodindustryexecutive.com/2026/08/food-manufacturers-are-buying-more-tech-than-their-workers-can-learn/

 

McDonald’s to trial AI platform aimed at reducing beverage machine failures

Built in partnership with Xenet AI, the software enhances the ability to monitor performance in real time

McDonald’s is set to trail a new hospitality tech supplier’s platform designed to aid in predictive maintenance and operational intelligence analysis, aiming to reduce beverage machine failures across its estate.

Telemetry said its technology enables operators to prevent kitchen equipment failures before they happen and is currently being rolled out across McDonald’s kitchens in the UK, processing information from millions of data points.

The AI-powered software merges existing performance data from soft drinks equipment in hospitality kitchens and multiple external sources to provide a single operational view of how key equipment is performing.

Built in partnership with Xenet AI, the software enhances the ability to monitor performance in real time, analyse faults when they do happen, and proactively highlight the potential for soft drinks’ machine failure in the future.

McDonald’s is among the high-profile chains that are exploring how the platform can reduce operational downtime and maintain quality across busy kitchens.

Piers Skinner, Managing Director at Telemetry, said: “We’ve always been really good at giving customers better visibility of how their critical soft drinks equipment is performing, but our new AI tool now supercharges that process and takes it to the next level.

“We are introducing predictive capabilities that move us away from industry-standard reactive solutions and into proactive territory.

“We can now add even more value to the service we provide by giving customers the power to act before issues affect service and ultimately the bottom line.”

Mr Skinner said the company was excited to be working with live restaurant data on a large scale.

“The more data the platform processes, the more accurately it can learn, identify patterns, and predict issues before they become problems.

“We’re excited to see where the new capabilities take us, with the beauty of the AI model being that it will only continue to learn and gather more accurate insights.”

Designed for multi-site operators, the platform presents different views depending on the user, with separate dashboards summarising overall equipment health for franchisees, service companies, and individual restaurants.

It allows operators to view information most relevant to their role, rather than manually reviewing multiple systems to understand what needs action.

A traffic-light style indicator and AI-generated summaries highlight whether assets are operating normally or are beginning to show early signs of failure.

The software uses machine learning models that generate predictive risk scores to highlight soft drinks equipment that is most likely to fail and issue guidance on how long the operator can expect before a complete malfunction.

A rules-based engine detects real-time anomalies and operational deviations, helping teams separate immediate faults from emerging risks.

One practical example is forecasting replacement timelines for filters in soft drink machines.

Typically, drinks machines have a lifespan of 204,000 drinks before the filter needs to be replaced.

Telemetry’s AI platform prompts operations managers to replace filters on real usage, removing the guess work and ensuring filters aren’t wasted.

Greg Cussell, Founder and CEO of Xenet AI, said: “With the Telemetry team, we have built a predictive system that anticipates issues with kitchen equipment before they become problems.

“Historically, delivering this level of proactive analysis at scale has been prohibitively costly and difficult, and we believe that this platform will transform day-to-day hospitality operations.

“The real value of the platform is speed and clarity. It is a strong example of how AI can move beyond theory and deliver real operational impact in a live, large-scale environment.”

Source https://www.foodserviceequipmentjournal.com/mcdonalds-to-trail-ai-platform-aimed-at-reducing-beverage-machine-failures/

 

Samsung features South Florida Tissue Paper Co. in manufacturing technology commercial

Video highlights the use of mobile technology, connectivity and real-time data in the tissue converting company’s plant-floor operations

Samsung has featured South Florida Tissue Paper Co.’s manufacturing facility in Miami Gardens, Florida, in a commercial highlighting the use of mobile technology in plant-floor operations.

The video shows employees working around tissue converting equipment while using Samsung mobile devices to access operational information and interact with production systems. The commercial presents the technology as a way to connect factory workers, machines and data across the production floor.

Among the capabilities highlighted are high-performance scanning, mobile workflows, real-time access to operational information and mobile dashboards. The video also emphasizes features designed for industrial environments, including swappable batteries, touch-sensitive screens, vibration alerts and device durability.

The campaign further highlights connectivity between systems across the factory and the use of real-time analytics and sensor data to support operations and supply chain visibility. Samsung also points to next-generation connectivity and military-grade security as part of its approach to industrial mobility.

The commercial concludes by presenting the concept of an “intelligent, adaptive plant floor,” positioning mobile technology as a connection point between information technology and operational technology.

South Florida Tissue Paper Co., a family-owned tissue and towel converting company established in 1997, manufactures paper products for the away-from-home market and distributes them across the United States and internationally.

Source https://tissueonlinenorthamerica.com/samsung-features-south-florida-tissue-paper-co-in-manufacturing-technology-commercial/

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JAN/SAN AND DISPOSABLES

Who Gives A Crap turns a giant talking toilet roll into a retail attraction

‘Feel Goooood’ campaign combines humor, sampling and reverse psychology to engage shoppers and highlight the brand’s bamboo toilet rolls

In a busy retail environment, getting shoppers to stop and pay attention is only half the challenge. Making them laugh can make the experience even more memorable.

That was the idea behind Who Gives A Crap’s ‘Feel Goooood’ campaign, which featured a giant talking toilet roll as part of a sampling activation. Using reverse psychology, shoppers were encouraged to press a large button that promptly produced a fart sound.

The unexpected interaction was followed by a ‘hidden voice’ delivering a unique compliment, while participants also received a fresh bamboo toilet roll and branded merchandise.

The activation was designed to create a moment of surprise and delight while showcasing the brand’s super-soft bamboo rolls. At the same time, it brought the company’s broader impact story to life through an experience that encouraged people to actively engage with the brand.

Source https://tissueonlinenorthamerica.com/who-gives-a-crap-turns-a-giant-talking-toilet-roll-into-a-retail-attraction/

 

Cyclosporiasis Outbreak Redefines Cleaning Priorities

The ongoing cyclosporiasis outbreak has claimed the lives of two Americans, creating urgency in containing its spread. Michigan health officials announced the passing of two state residents, linking their deaths to the foodborne illness alongside underlying health conditions. Although not considered life-threatening, this gastrointestinal sickness is associated with loss of appetite, nausea, fatigue, and watery diarrhea.

In mid-July, the source of the foodborne illness was traced to Taylor Farms’ shredded iceberg lettuce, prompting a recall across 27 states. Cases continue to mount nationwide, although not all are attributed to the Taylor Farms product. According to the Centers for Disease Control and Prevention (CDC), 45 states are reporting cases, with additional cases coming from Michigan and Ohio.

For facility cleaning managers and building service contractors (BSCs) alike, rising cyclosporiasis cases raise the importance of cleaning, disinfection, and sanitation across all commercial spaces—especially foodservice environments. While it is not spread via human contact, the pathogen is resistant to common cleaning protocols. As stated by the Food and Drug Administration (FDA), chlorine-based sanitizers and routine chemical disinfectants are not effective.

This indicates that commercial cleaning operations looking to mitigate parasitic contamination require systematic surface sanitation. Food preparation areas, foodservice equipment, and other food-contact surfaces should be addressed by cleaning, scrubbing, and sanitizing. ServiceMaster Clean shares that special attention should also be paid to flooring, ventilation, and storage areas. Cleaning frequencies, including restroom facilities, should be increased to ensure hand hygiene supplies are stocked and accessible.

Source https://www.cleanlink.com/news/article/Cyclosporiasis-Outbreak-Redefines-Cleaning-Priorities–32964

 

Drone Cleaning Program Open to Veterans

Lucid Bots, the Charlotte-based manufacturer of the Sherpa Drone, announced its official sponsorship of Vets to Drones (V2D), a veteran-led nonprofit dedicated to transitioning military service members into careers in the commercial drone cleaning industry. The partnership connects V2D members with a proven path to business ownership using the Sherpa Drone platform, one of the most accessible entry points into the drone cleaning market.

Founded in 2023 and led by Marine Corps Veteran Chris Lewis, V2D provides free Federal Aviation Administration (FAA) Part 107 certification training, advanced training in mapping, public safety, infrastructure inspection, agriculture, NIST-standard flight education, mentorship, and job placement support to thousands of veterans nationwide. Members can enter the workforce with their FAA Part 107 license if they choose, and are ready for deployment across a wide range of industries.

“Veterans bring discipline, precision, and mission focus—exactly what it takes to run a successful drone cleaning operation,” says Matt Lowen, Senior Alliance Manager, Lucid Bots. “Vets to Drones is building an exceptional pipeline of certified pilots, and we’re proud to be part of the infrastructure that helps them build real businesses when they come home.”

The sponsorship reflects Lucid Bots’ broader commitment to expanding access to the commercial drone cleaning industry. For veterans entering the exterior services sector, the Sherpa Drone eliminates the need for ladders, lifts, ropes, and scaffolding on exterior window cleaning, facade washing, solar panel maintenance, and building wash-down work. Since its introduction, the drone has logged over 6,500 jobs and more than 22 million square feet of cleaned surface area in one year.

“The transition out of service is hard, and the hardest part is often just finding direction. Partnering with Lucid Bots gives our members a concrete path forward into an in-demand field where the drive they built in uniform carries straight into commercial work,” shares Chris Lewis, Founder and CEO of Vets to Drones.

Membership and training are free to all interested veterans. Learn more about the V2D program here.

Source https://www.cleanlink.com/news/article/Drone-Cleaning-Program-Open-to-Veterans–32952

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