Industry Spotlight

 

FAT Brands calls investor group’s request to suspend CEO Andy Wiederhorn a ‘personal attack’
The bankruptcy court denied the ad hoc group’s emergency motion, with the objection citing ‘no actual emergency’

Shortly after an ad hoc group of FAT Brands investors filed a lawsuit demanding the immediate suspension of Andy Wiederhorn as CEO alleging bankruptcy rules violations, FAT Brands submitted an objection to the court, calling the emergency request “a personal attack.”

The Southern District of Texas Bankruptcy Court denied the emergency motion, agreeing with FAT Brands’ objection, which argued that “there is no actual emergency” and that any concerns should be addressed during mediation.

According to the original lawsuit, less than 48 hours after FAT Brands’ first bankruptcy hearing, Wiederhorn directed the sale of 9 million shares of Twin Peaks equity to White Lion Capital for $3.1 million without consulting the special committee or obtaining prior court approval, an action that the group argued is in violation of bankruptcy proceedings and securities law.

In its objection, FAT Brands acknowledged the transaction but stated it was a mistake stemming from unfamiliarity with bankruptcy procedures, rather than an act of self-interest or misconduct. The company emphasized that the funds from the stock sale are being held in a separate account and have not been used. Additionally, FAT Brands noted that it has implemented new governance measures, including empowering a special committee and a chief restructuring officer to oversee all restructuring decisions.

Related:Menu inflation moderated in January

“Abruptly removing Mr. Wiederhorn now would be disruptive, likely value-destructive to the debtors’ operations, and accordingly imprudent,” the company argued in its objection. “The debtors have just entered Chapter 11 and are working hard to stabilize their business and mediate a comprehensive resolution while securing funding as quickly as possible.”

With the emergency motion denied, FAT Brands’ bankruptcy proceedings will continue as planned. Both sides will remain in mediation through February to attempt to resolve their differences. If mediation fails, the court will review a request to appoint a trustee to oversee the case.

Source https://www.nrn.com/restaurant-finance/fat-brands-calls-investor-group-s-request-to-suspend-ceo-andy-wiederhorn-a-personal-attack-

 

How McDonald’s won back low-income diners
Over a year after it began rolling out various value options, the chain is seeing improved scores on affordability and notched 6.8% comparable sales growth in the fourth quarter.

Dive Brief:
McDonald’s U.S. increased comparable sales by 6.8% during the fourth quarter and 2% for the year, according to an earnings release. McDonald’s has now posted three consecutive quarters of same-store sales growth.
Comparable sales, which performed better than expected, were up in the quarter largely due to positive check and guest count growth, with marketing initiatives and its value menu supporting “steady improvement in our baseline momentum,” CFO Ian Borden said Wednesday during an earnings call.
The chain’s Extra Value Meals, which relaunched in September, and other value offerings have helped boost incrementality and improved the QSR’s value perception, which flagged in late 2024 as consumers viewed its offering as too expensive.

Dive Insight:
McDonald’s has put significant work into its value strategy, including evaluating franchising standards to ensure that operators are offering value and appropriate pricing across the system. It initially saw traction following its summer 2024 launch of its $5 Value Meal that helped turn comps positive during Q3 2024. Momentum would have likely continued into early 2025, but an E. coli outbreak led to sharp declines in traffic and sales in Q4 2024.

“McDonald’s is not going to get beat on value and affordability,” McDonald’s CEO Chris Kempczinski said. “It’s in our DNA, and we will remain agile to respond as appropriate to a dynamic competitive landscape.”

In January 2025, McDonald’s launched McValue that drove “immediate incrementality,” Kempczinski said Wednesday during an earnings call. He added that the Extra Value Menu performed exactly as management had hoped.

“Together with McValue and marketing, we gained share with low-income consumers in December, and we’ve seen a meaningful increase in our value and affordability scores,” he said.

The Extra Value Meals also led to improvements in units sold for top meals. It also saw strong performance from its nationally priced $5 and $8 meals that it offered in November and January.

“We remain on track to achieve our targets for incremental traffic associated with the EVM relaunch,” Borden said.

Franchisees have also been providing better value offerings throughout the year and seeing cash flow grow year over year, Kempczinski said.

BTIG analyst Peter Saleh wrote in a Feb. 2 report that years of offering deep value options is finally starting to pay off, improving the chain’s overall positioning.

“We view McDonald’s as one of the strongest restaurant concepts in the world that is now in the early innings of the lower-income consumer recovery,” Saleh said. “The company was able to generate several years of outsized sales growth in the U.S. and most major markets amid the recovery from COVID disruption owing to relevant menu offerings, restaurant upgrades, digital engagement and stronger leadership.

Source https://www.restaurantdive.com/news/mcdonalds-regains-value-leadership-positioning-q4-earnings/812060/

 

Portillo’s hires Outback Steakhouse vet as CEO
Brett Patterson, who most recently served as CEO of Miller’s Ale House, joins the chain as it slows down its unit growth.

Dive Brief:
Portillo’s has appointed Brett Patterson as president and CEO, effective Feb. 23, the company said in a Wednesday press release. He will also join the company’s board of directors.
He will succeed interim CEO Michael Miles Jr., current chairman of the board, who stepped into the role following Michael Osanloo’s departure from the chain. Portillo’s has seen sluggish same-store sales in recent quarters.
Patterson has over a decade of restaurant management experience, most recently serving as CEO at Miller’s Ale House Restaurants, according to his LinkedIn profile.

Dive Insight:
In his new role, Patterson will oversee the company’s overall strategy, focusing on market positioning, new restaurant growth and operational excellence. He will also continue to invest in team members and improve the guest experience.

He has substantial experience in operations, team development and driving growth, per the press release. His resume includes experience at Olive Garden, Ruby Tuesday and Outback Steakhouse, according to his LinkedIn profile.

“Brett has all the right qualities to lead Portillo’s into its next chapter of growth,” Miles said in a statement. “He brings the strategic mindset, operations expertise, and leadership style needed to grow this brand, while preserving what makes Portillo’s so special and unique. Having worked his way up through the ranks and served in virtually every operational role within a restaurant, he understands the business from the ground up and the people who make it a success every day.”

William Blair analyst Sharon Zackfia said in a report that Patterson may face a learning curve as he enters his new role.

“Portillo’s will mark his first leadership position in the fast-casual space, in which he will have to marry his operational chops from casual dining with the speed necessary to compete in limited service,” Zackfia wrote. “He will also spearhead Portillo’s continued evolution to smaller boxes to support better unit-level returns.”

Zackfia added that Patterson’s extensive operational experience and people-first mindset will “translate well.”

One area Patterson will likely focus on is sustainable unit growth. The company said last year that it would slow down its unit growth and focus on its core markets after recent openings in Texas underperformed. In Houston, the company opened five restaurants within a 20-mile radius, but those restaurants cannibalized each other and did the same sales volume expected of two, Miles said in January during the ICR Conference.

“We opened more restaurants more quickly than I would have liked,” Miles said. “We don’t need to do this because there’s so much white space for Portillo’s in the country.”

Source https://www.restaurantdive.com/news/portillos-hires-brett-patterson-ceo-president/812057/

 

Tips to Successfully Build and Scale a Restaurant Franchise
Surround yourself with qualified experts who can help you develop the right strategies.

A recent International Franchise Association report shows that franchising continues to have a substantial, positive impact on the U.S. economy. The restaurant industry has always been fertile ground for franchise success. Restauranteurs looking to expand their concept should consider franchising as an option.

Franchising a restaurant concept can offer significant benefits, including new revenue streams, accelerated growth with lower capital expenditures, and increased customer acquisition and retention. Franchising revolves around brand recognition, plus established processes, systems, networks, and support.

To successfully build and scale a restaurant franchise:

Evaluate franchise feasibility. Before you commit to franchising, determine whether your existing restaurant concept is profitable, with a solid operational infrastructure, a desirable (and replicable) concept, and consistent customer demand. Also, take an honest look at how to finance a franchise (loan, investment capital, etc.) Depending on your profitability, location, and existing systems and infrastructure, the cost to develop a franchise program can range from $15,000 to $100,000.

Make a franchise-specific business plan. If you decide to move forward with franchising, create a detailed, franchise-specific business plan, outlining the operational goals, revenue, costs, profitability projections, and market analysis of the franchise system and your franchisees. The most important element of a franchise system is to position franchisees to be financially successful. Also, the plan should include franchise sales goals and projections. You’ll need to develop well-founded business, regulatory, and transactional strategies to unlock your successes, so work with trusted experts – including a franchise attorney – who can help you understand the franchising game. Your advisors can also help you develop and implement effective market-based strategies for a profitable, sustainable franchise system.

Build a strong local and regional brand identity. A strong brand identity enables you to boost visibility, awareness, and credibility. Customers are more likely to trust—and visit—a familiar brand, even if it’s a local or regional franchise. Boost brand identity by providing consistent brand experiences across your network. Additionally, develop a narrative that resonates with—and engages—customers. Explain your mission, values, and compelling backstory to create an emotional connection with your customers that drives them to your restaurants.

Develop a scalable model. A scalable business model ensures that you’ll maintain consistency and excellence as you grow, so guests have consistently good experiences, regardless of which location they visit. To accomplish this, create systems and processes that can be easily replicated at scale. Develop and distribute a franchise operations playbook that documents and standardizes everything in your business. The playbook should cover things like recipes, customer service standards, quality control, and training. By establishing clear, replicable systems and processes, you’ll empower each location to provide gold standard food, service, and quality that will keep customers coming back. This helps ensure that menu items are always prepared the same way, each location is similarly designed, and marketing materials are aligned—all things that support the brand.

Invest in technology. Leverage innovative tech systems that optimize operations, standardize systems, and centralize data. Tech solutions enable consistent workflows and streamlined processes across the network. Plus, centralized data allows you to measure key metrics and make more informed business decisions to drive growth. Modern tech solutions are far more efficient and effective than trying to scale using manual or outdated tools and systems.

Support your franchisees. The appeal of the franchise model is that it provides the infrastructure and support necessary for franchisees to thrive. Give franchisees what they need to succeed, including training, marketing, and networking support to scale strategically. For instance, provide the proper tools to train staff on restaurant operations. Training should be comprehensive, covering food preparation, customer service expectations, your systems and technologies, and so forth. By providing ongoing support, you help franchisees – and your brand – succeed, accelerating growth, profits, and customer loyalty.

Research before expanding. When deciding where/when/how to scale, don’t make crucial decisions based on instinct. Analyze demographics, competition, and demand in the areas you’re considering. Is one of your restaurant locations so busy that it makes sense to open another unit nearby to meet the overwhelming demand? Are you at risk of oversaturating a market that has direct competitors with similar restaurant concepts? Do extensive research before making a move.

Collaborate with the right experts. It’s essential to collaborate with trusted, experienced experts, from accountants to franchise attorneys. When franchises work with specialized experts and strategists who guide them through transactional solutions and business strategies, they can create sustainable and scalable businesses. Without proper advisors—and protections—in place, franchisors and franchisees face risks and obstacles that could be costly and damaging, potentially derailing their expansion efforts. Work with experts that educate and empower you, supporting your business growth and successes.

There’s a lot to consider when building and scaling a franchise, and it can be easy to get overwhelmed. But if committed, franchising can really expand a concept’s revenues and profitability. The keys to success are developing a franchise-specific business plan, creating a replicable business model, and building the right infrastructure. Also, surround yourself with qualified experts who can help you develop the right strategies, guide your growth, protect your assets, and maximize your wins.

Carlos White, Founder of The Impactor, is a leading franchise attorney in Dallas and the first Franchise Impactor Ambassador in the U.S., appointed by Dallas Mayor Eric Johnson.

Source https://www.qsrmagazine.com/story/tips-to-successfully-build-and-scale-a-restaurant-franchise/

 

Inside TGI Fridays’ ambitious path to 1K units by 2030
CEO Ray Blanchette said the chain has signed 150 agreements within the past six months, and franchisees are excited to grow again.

It might seem impossible for TGI Fridays to hit 1,000 units and $2 billion in revenue by 2030, but CEO Ray Blanchette said the once-bankrupt chain has a clear path to growth through its “1-2-3 Strategic Vision.”

“It was us just doing the math and believing that we can continue to build momentum off of what’s already been created,” Blanchette said.

Blanchette returned as CEO of the chain in 2025, shortly after the chain emerged from bankruptcy with an eye on growth, menu innovation and franchising. He is a long-time Fridays franchisee through his company Sugarloaf Hospitality, and originally served as Fridays CEO from 2018 to 2023.

TGI Fridays, which has over 400 units across over 40 countries globally, has signed 150 restaurant and development agreements globally over the past six months, and the chain is on pace to double that amount this year, Blanchette said. With this annual growth and the addition of alternative development channels like hotels and airports, 1,000 units by 2030 is attainable, he said.

One of the chain’s biggest growth focuses is non-traditional space, like airports and hotels. The company began prioritizing the hotel space in 2024, opening locations at the Hilton Garden Inn in Hollywood, California, and the Courtyard Marriott near Chicago Midway Airport. TGI Fridays now has 10 to 15 hotel locations globally, according to Blanchette.

He said the hotel strategy was born out of Fridays’ success in airports, where the chain has several high-volume restaurants.

“We know that business travelers and family travelers really prefer a brand that they know when they’re in airports, as opposed to some of the things that they see,” he said. “For us, it was about meeting customers where they are.”

Adding a full-service branded restaurant like Fridays to a limited-service hotel also helps the hotel itself, he said. The hotel sees food and beverage revenue triple or even quadruple and the additional service could allow the hotel to charge higher nightly rates. It also takes little time to renovate the hotel’s limited-service restaurant, typically 30 to 60 days depending on if it has a full kitchen or bar already.

Globally, the hotel strategy has opened up significant opportunities in Asia and the Middle East. In a hotel in Dubai, Fridays offers a full bar, making it one of the few places travelers can buy alcohol in the city, Blanchette said.

“We are a premium brand outside the U.S. — a branded experience in those hotels works well,” he said. “We’re having some high-level conversations with major hotel brands about a rapid growth strategy.”\

Boosting franchise profitability
With TGI Fridays technically 100% franchised, Blanchette says a big focus at corporate is to boost franchise profitability.

“What I’ve learned in the 30-plus years of being in franchising is development agreements aren’t worth the paper they’re written on,” Blanchette said. “If [franchisees] are missing their numbers, you can’t make them grow. It doesn’t matter what the contract said. They’re just not going to put more money into an investment that’s not paying the expected returns.”

In 2024, TGI Fridays closed over 100 of its corporate owned stores — the remainder closed or were transferred to franchisees, like Blanchette’s Sugarloaf, over the last year. But the chain also lost franchised restaurants during that time, according to TGI Fridays’ franchise disclosure document.

Franchised restaurants in the U.S. declined from 152 at the start of 2022 to 81 at the end of 2024, with the bulk of the closures happening in the later part of that timespan. In 2024, franchisees closed 48 locations. The brand’s average unit volume at franchised stores in 2024 was nearly $5 million.

That average is lifted by a small fraction of stores — five restaurants posted gross sales averaging nearly $10 million. By contrast, a majority of franchised stores (44) posted average gross sales clustered around the $2 million mark, however, meaning there is plenty of room for improvement in unit economics.

TGI Fridays corporate is helping franchisees by reviewing their financial health, including leverage ratios, four-wall performance, benchmarking against each other so that management can identify and help operators understand how to improve, Blanchette said. TGI Fridays does quarterly business reviews for domestic franchisees. It also does biannual franchisee reviews that examine everything from profits and losses to development plans.

Then, the team offers action plans and follows up on progress. The team shares best practices and gives operators specific things to improve, like local store marketing.

“A lot of it is teaching them to fish, not giving them a fish,” Blanchette said.

Future development is a mix of existing commitments that have increased over time, and new commitments. For example, an operator in Peru originally signed up for two restaurants in 1997 and now has 24 restaurants, and recently revised its agreement to target 30 units, Blanchette said.

Another long-tenured operator in Japan is also refocusing on growth, as is the brand’s operator in Greece. TGI Fridays has a flexible prototype that allows operators to fit into second-generation space. TGI Fridays in Japan recently opened a restaurant that is about 2,000 square feet, compared to the U.S. average footprint of roughly 7,500 square feet.

Its priority markets are now the U.K. and the U.S., where it is already seeing improvements. Blanchette’s Sugarloaf Management, which operates several TGI Fridays in the U.S., bought TGI Friday’s U.K. business in November with the intention of growing it.

“We’re buying it thinking about owning it 50 years from now,” Blanchette said. “I think you make different brand decisions when you know that you’re going to own this business for a long time.”

“We had to build the infrastructure right from the ground up to support the global enterprise and … [reengage] franchisees around the globe and give them a strategy to believe in,” Blanchette said.

One of the first things Blanchette did when he became TGI Fridays’ CEO in 2025 was create a Management Advisory Committee in lieu of a board. That committee consists of five international franchisees and two domestic operators, in addition to Blanchette, who is also a franchisee. That body is actively involved in building the strategic plan and views things through the lens of being an operator.

“That makes it easier to sell these ideas to the rest of the franchise system when they know it’s franchisee led,” Blanchette said.

More menu innovation in the works
TGI Fridays will lean on menu innovation alongside its growth strategy. The brand is using its global reach to tap into different flavor profiles and reach younger consumers interested in different global tastes.

“Flare is what we’re known for, and we think that enables us to do things with our food strategy that become more believable,” Blanchette said. “People expect us to do things that others might not.”

One way the chain gathered ideas was through a global innovation contest among its team members, who were asked to come up with new menu items. If they won the contest, they were sent on a vacation to a country of their choice where TGI Fridays is located.

“We filled the pipeline with all these great ideas, had a lot of fun and we’re able to recognize some team members along the way,” Blanchette said.

Improving hospitality, employee experiences
TGI Fridays’ recent Google and Yelp ratings are at an all-time high for the brand, which Blanchette said that this indicates “that we’re selling better experiences at the restaurant level today.” While the reviews might not always mention food, they often mention a server or bartender, he said.

“Our brand is delivered and expressed through our people, and it always has been,” he said. While the chain hires for personality, it trains to improve talent and interactions with guests, and it is increasing employee training.

The company hired Andrew Stotter-Brooks as head of global learning and development in January to help with training for current staff and future executives. The company also uses programs that help develop and prepare people for additional responsibilities, he said. About 80% to 90% of Fridays’ managers are promoted from within, for example.

“What we say in a growth company is you don’t have an opportunity to grow. You have an obligation to grow,” he said. “We’re challenging our people to take that piece seriously to cross learning chasms, to take on new challenges and to develop themselves.”

Blanchette said that setting higher standards of excellence is boosting retention, since people want to work for the best teams, especially if there is a culture of recognition.

Source https://www.restaurantdive.com/news/inside-tgifridays-strategy-growing-1k-units-globally-2030/811657/

 

Chipotle spends more on marketing amid search for ‘unicorn’ CMO
The fast casual chain plans to better support its marketing with targeted media as it looks to reverse negative sales growth.

Chipotle plans to evolve its brand messaging as part of a new “Recipe for Growth” strategy, according to an earnings statement. The five-point growth plan comes as the fast casual chain notched its third consecutive quarter of negative comparable sales growth in Q4 2025. Chipotle saw comp sales, an important measure of restaurant health, decrease 1.7% for the full year.

“There remains significant opportunity to expand our leadership in this fast-growing segment by sharpening our positioning, increasing spend and refreshing our campaigns to strengthen our value perception and further engage our guests through new occasions and increased menu innovation,” CEO Scott Boatwright said on a call discussing the company’s earnings with investors.

Chipotle elevated its marketing activity in Q4, with marketing costs representing 3.5% of sales during the quarter. The company expects marketing costs to remain in the mid-3% range in Q1 2026 and in the low 3% range for full year. With that in mind, Chipotle is not taking its foot off the gas when it comes to advertising.

“The marketing calendar this year is more robust and it will be better supported with targeted media than we’ve seen historically in the brand,” Boatwright said.

Executives believe the company’s brand positioning around high-quality protein, fiber and clean ingredients makes it well suited to meet changing consumer behaviors and tastes. Chipotle last week launched a new national TV ad, “Choices,” that juxtaposes the brand’s ingredients with the frozen, factory-produced food of fast-food rivals.

Chipotle has seen strong early results from its recently launched high-protein line, with a double protein promotion achieving a record digital sales day. The chain is also working to build awareness around its Build Your Own Chipotle meal kit offering and expanding catering, two occasions that it sees as opportunities for growth.

“To build on our momentum, we will scale awareness across our marketing channels, leaning into moments that bring people together like sports, holidays and other shared occasions where we have seen our highest incidence,” Boatwright said, adding that the chain is “ramping up” marketing around catering.

Searching for a ‘unicorn’
The chain’s focus on marketing comes as it continues a national search for its next chief marketing officer following the January departure of award-winning brand chief Chris Brandt. Stephanie Perdue, previously Chipotle’s vice president of brand marketing, currently serves as interim CMO.

In addition to a new CMO, Chipotle is looking to hire a new chief digital officer and a vice president of emerging technology to accelerate its approach to innovation. Digital sales represented 36.7% of the company’s total food and beverage revenue in 2025.

The chain is also in the process of relaunching a rewards program which has over 21 million active users but is only tied to about 30% of sales, representing a “significant runway for growth,” according to Boatwright. Chipotle attributed some of the program’s growth to campaigns like its Summer of Extras effort, and has a campaign planned for the spring that will leverage gamification.

An executive search, inclusive of internal and external candidates, is ongoing, with a new CMO appointment expected in the coming months. Boatwright said that the new executive will have to support key messaging, menu innovation, digital commerce and transactions through loyalty and third-party aggregators — a tall order for a “unicorn” candidate.

“Chris Brandt did a tremendous job making us a purpose-driven lifestyle brand. That doesn’t change, and that doesn’t go away,” Boatwright said. “I think this is the next evolution of the marketing strategy that really pushes us into the next phase of growth for Chipotle.”

Source https://www.restaurantdive.com/news/chipotle-teases-robust-marketing-plan-amid-search-for-unicorn-cmo/811471/

 

CEO Peter McGuinness Quitting Impossible Foods as Plant-Based Burgers Languish
He left Chobani in 2022 to replace Impossible’s founder; a three-member executive team shares the CEO responsibilities for now.

Peter McGuinness has decided to quit as CEO of plant-based “meat” maker Impossible Foods after leading the company for nearly four years. He will remain on the board of directors while Impossible’s three-member executive leadership team shares the CEO responsibilities.

In a Jan. 30 announcement, the company said, “Under McGuinness’s leadership, the company outperformed the broader plant-based category … commanding the No. 2 position in terms of U.S. market share.” But that’s not saying much as No. 1 faux burger-maker Beyond Meat has been losing sales and increasing its losses for at least three years now.

More than $1 billion in investments reportedly have been poured into Impossible Foods in its approximate 15 years of existence. While Impossible Foods is private, it presumably has fared no better than public Beyond Meat.

Beyond Meat reported a $193 million loss on sales of $214 million through three quarters of 2025. Its stock neared $200 a share in July 2019; it closed on Jan. 30 at 76 cents.

“Impossible enters its next chapter poised for long-term value creation,”the company said, with it being led by Jason Gao, chief legal & operating officer; Meredith Madden, chief demand officer; and Robert Haas, chief supply officer.

Impossible’s portfolio includes plant-based chicken, beef and pork, with the Impossible Burger leading the pack. Earlier this month, Impossible announced a partnership with food-tech startup Equii to expand its portfolio with complementary grain-based products, including hamburger and hot dog buns.

Pat Brown, the biochemist who founded Impossible in 2009, hired McGuiness to replace him in early 2022. Before taking the Impossible job, McGuiness was the president of Chobani and was looking like heir apparent to founder and CEO Hamdi Ulukaya.

Dave Fusaro

Source https://www.foodprocessing.com/workforce/people-on-the-move/news/55354486/ceo-peter-mcguinness-quitting-impossible-foods-as-plant-based-burgers-languish

 

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Foodservice Equipment

 

Electrolux Professional Group Fills Consultant Services Role
Electrolux Professional Group appointed company veteran Jefferson Kenney to serve in the newly created role of director of consultant services.

Jefferson Kenney
“This is a tremendous opportunity that I am over the moon excited for because our consultant partners are instrumental to our success,” said Kenney in a release announcing his new role. “My 28 years with Electrolux Professional Group, working hand in hand with our consultants, reps, regionals, and internal team feels like I’ve been training for this position for my entire working career.”

Source https://fesmag.com/topics/the-latest-news/23415-electrolux-professional-group-fills-consultant-services-role

 

TriMark Welcomes Chief Supply Chain Officer
Scot Bernstein will report directly to TriMark USA CEO Terry O’Brien.

TriMark USA has appointed Scot Bernstein as chief supply chain officer. Bernstein brings to the role decades of experience leading large-scale, data-driven supply chain and logistics organizations. Most recently, he served as senior vice president of global supply chain at Mohawk Industries. He also has held key roles at Daltile and Black & Decker.

At TriMark, Bernstein’s direct reports will include the following:

Mike Haney, regional vice president, warehouse
Steve DiLorenzo, regional senior director, warehouse
Joon Choi, senior director, demand planning
Rich Borszcz, corporate director, health and safety
Bernstein will work from TriMark’s Lewisville, Texas, facility and will report directly to CEO Terry O’Brien, who joined the dealership in 2024.

Source https://www.fermag.com/articles/trimark-welcomes-chief-supply-chain-officer/

 

TurboChef and CookTek Announce Promotions
Middleby brands TurboChef Technologies and CookTek made a trio of promotions. Sofia Delgado was promoted to vice president of marketing and culinary, Lewis Beer to vice president, international sales and Richard Chattaway to regional vice president sales, Europe.

Middleby Delgado Beer ChattawayIn her new role, Delgado will oversee integrated marketing and culinary strategy for TurboChef and CookTek, including product launches, for both the domestic and international business.

In this expanded role, Delgado will continue to lead the strategic direction of both brands’ marketing and culinary initiatives, further strengthening alignment between innovation. Delgado has been with TurboChef for three years.

As vice president, international sales, Beer assumes responsibility for regional sales strategies across EMEA and APAC, supporting distributor and partner development and working with the marketing and culinary teams. He has been with TurboChef and CookTek for four years.

Previously serving as a regional sales manager, Chattaway joined TurboChef one year ago from sister company Lincat. In his new role as regional vice president, Europe, Chattaway assumes responsibility for the broader European region, including the Nordics and BENELUX.

Source https://fesmag.com/topics/the-latest-news/23413-turbochef-and-cooktek-announce-promotions

 

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Tabletop & FOH

 

Restaurant-Goers Are Looking For Indoor-Outdoor Dining Experiences
Think of Parisian cafés, garden restaurants, rooftop bars and even beachside eateries. They all have one thing in common: their indoor-outdoor dining experience sets them apart from the rest and meet guest needs. Sixty-nine percent of adults like having the option to sit outside, according to the National Restaurant Association’s 2023 State of the Restaurant Industry Report. Customers are seeking a perfectly packaged experience alongside their meals. The layout, the lighting, the service and even the vibe all contribute to the experience.

What Is the Indoor-Outdoor Dining Experience?
Just being outside and in nature improves people’s physical and mental well-being. That’s why indoor-outdoor restaurants are popular — they provide the best of both worlds to their customers. Outdoor dining can take many forms, from patios to gardens and sidewalk dining to rooftops.

You don’t even need to rearrange your layout for the experience. Just having large windows or an open garage can bring the outside world to the comforts of your indoor restaurant space.indoor-outdoor dining experience.

What Are the Benefits of an Indoor-Outdoor Setup?
This setup is all about ensuring people leave your restaurant with a positive experience.

1. Strong Branding
One of the best things about indoor-outdoor setups is you instantly communicate your restaurant’s mood. A backyard alfresco dining area with abundant greenery and romantic lighting is the perfect spot for a date night. A bistro with plenty of tables and chairs outside will invite friends who want to have a relaxed place to hang out. People who love nightlife may opt for rooftop bars with stunning city views.

2. Free Marketing
Besides improving your branding, an indoor-outdoor setup basically acts as free advertising. Passersby can be enticed by the food your patrons are eating in the alfresco or garage restaurants.

Additionally, people are drawn to unique and aesthetically pleasing locations. Many enjoy posting their weekend plans at a hidden garden restaurant or sharing their discovery of a quaint corner cafe. User-generated content makes for a strong word-of-mouth case for their followers. Posts can significantly influence what others want to experience and the food they intend to purchase.

3. Being One with Nature
Restaurants overlooking the seashore and those with mountain-side views tend to attract a large number of people. Offering impressive viewpoints, fresh air and beautiful weather gives you an edge over others. Smaller, urban restaurants can achieve this by utilizing design. Create a seamless transition between your indoor and outdoor areas with potted plants, nature decor, and stone pathways.

Your restaurant can also bring nature indoors with a four-season sunroom. Customers can experience the beauty of the outside world without leaving the comfort and convenience of indoors.

How to Elevate Your Restaurant With An Indoor-Outdoor Layout
An indoor-outdoor setup is all about the little details that contribute to the experience. You want to create distinct moods for the indoor and outdoor dining areas while also ensuring a smooth bridge between them.

Choose the right tables and chairs for the setup, as they make or break everything. Diners should be as comfortable outside as they are inside. Consider placing similar elements in both areas, like lamps, knick-knacks, accent pieces and art. Build Instagram-ready spots customers can use and interact with.

Mastering the Indoor-Outdoor Experience
The indoor-outdoor experience prioritizes customer experience at its core. Restaurants can gain a loyal customer base when their needs are prioritized. Some of the expectations for this kind of setup are a fresh outdoor layout, a captivating mood, and a solid layout that easily guides customers back and forth through the areas.

Evelyn Long

Source https://modernrestaurantmanagement.com/restaurant-goers-are-looking-for-indoor-outdoor-dining-experiences/

 

The Five Pillars of Stand Out Hospitality
Most of you reading this know how tough the hospitality business is, particularly over the past few years with economic pressures, labor issues, and shifting customer expectations. Many probably wonder at times if it’s worth it, so how can operators reignite their spark and rediscover their clarity, confidence, and purpose?

Based on her 30 years of experience building, growing, and leading pubs, cafés, fine-dining restaurants, and even festivals, Cassie Davison, founder of Kith & Kin, authored Stand Out Hospitality: How To Have a Business You Love -That Loves You Back with actionable guidance to help business owners simplify, refocus, and reconnect with what matters most. She discusses her framework: The Five Pillars of Stand Out Hospitality (Set High Standards, Stand Out, Define Your Identity, Build Belonging, and Tell a Great Story). For an excerpt, click here.

In this Q&A with Modern Restaurant Management (MRM) magazine, Davison reveals why she wrote the book, challenges independent operators are facing and lessons she has learned along the journey.

Why did you want to write a book and what was your process?
After more than 30 years in hospitality, and over 25 years of building and running my own businesses, it felt like the right moment to pause and reflect. I’ve taken derelict buildings and turned them into multi-award-winning venues that mattered to their teams, customers and communities. But it took most of those years to truly understand why they worked.

Hospitality will never be easy, but it can be simpler.

The hard knocks taught me as much as the successes. Over time, patterns emerged. I began to understand the deeper value of hospitality, why it mattered so much to customers, and why strong teams form and perform at their best. That understanding only comes from lived experience.

I wrote this book because I felt a responsibility to pass that learning on. To those still in the trenches, to the next generation coming through, and to independent operators navigating an industry that is complex and demanding. Hospitality will never be easy, but it can be simpler. This book brings together decades of experience and an insider’s perspective on what allows a business to stand out and endure, even in tough times.

What makes this book “stand out” from other hospitality books?
Most hospitality books are written from positions of scale, capital or corporate support. They assume access to resources that many independent businesses simply don’t have.

This book is different.

Stand Out Hospitality is grounded in independent hospitality. It reflects the reality of businesses built from the ground up, often purpose-led, deeply personal and embedded in their communities. These businesses don’t lack passion or intent, but they are frequently overwhelmed by noise, complexity and competing advice.

Rather than focusing on tactics, trends or systems, the book explores the deeper foundations that allow independent hospitality businesses to endure. It doesn’t tell operators what to do. It helps them understand why certain decisions matter, why some businesses stand the test of time, and why meaningful success is rooted in clarity, identity and belonging.

At its heart, the book restores confidence. It reminds independent operators that they already hold more wisdom than they realise, and that sustainable success doesn’t come from copying others, but from building something true to who they are and who they serve.

How did you develop the five pillars?
Independent hospitality is deeply personal. There is no one-size-fits-all solution, because standout businesses succeed precisely because they reflect the people behind them. What is right for one place may be entirely wrong for another.

That said, patterns do exist.

After decades of running my own venues and working closely with a wide network of independent operators, suppliers and leaders, I began to see the same foundations appearing again and again in the strongest businesses. Not as rules, but as principles.

The Five Pillars represent those foundations. They sit beneath every meaningful decision, shaping leadership, culture, brand, customer experience and long-term growth. They offer something solid to return to when the industry feels noisy, and a way to simplify complexity without losing individuality.

Developed through experience and reflection, the pillars form a framework operators can trust, adapt and return to over time. They don’t replace instinct or passion. They support it, helping businesses stay aligned, resilient and true as they grow.

Who do you hope reads this book and what do you hope they take away from it?
This book is for hospitality operators at every stage of their journey. For those just starting out with purpose and ambition, already feeling the weight of complexity. For those several years in, running good businesses but feeling stuck, overwhelmed or disconnected from why they started. And for experienced operators who want to step back, reflect and realign before burnout takes hold.

More than anything, I want readers to feel seen.

I want them to recognise themselves in the stories and decisions explored in the book, and to understand that what they’re experiencing is a shared reality in a demanding industry. The book is there to restore confidence, to remind operators that they already hold deep, instinctive knowledge, and that they don’t need to chase every new idea or compare themselves to others to succeed.

I want readers to reconnect with why they fell in love with hospitality in the first place, why it matters to them, and why that sense of purpose matters just as much to their teams and customers. My hope is that, by the final page, they feel renewed belief. That despite how hard this industry can be, it is absolutely worth it, and that many of the answers they’ve been searching for are often ones they already know.

What are key lessons in restaurant management you’ve learned over the years?
Setting high standards isn’t about control, systems or perfection. It’s about people.

Pride matters more than perfection. The strongest restaurants aren’t flawless, but they are reliable. Customers feel it in the details, and teams feel it when expectations are clear and consistently modelled. Pride creates confidence. Perfection creates fear.

Culture is shaped by what you tolerate. Avoiding difficult conversations doesn’t protect people, it erodes trust. Compassionate leadership means facing issues early, with honesty and care, and protecting the integrity of the wider team.

Finally, you have to protect what matters. Reviews, awards and recognition are useful, but they’re tools, not strategy. When standards are rooted in values and purpose, they last. When they’re driven by comparison, the pressure never ends.

Good restaurant management isn’t about doing everything. It’s about holding the line on what matters most, with clarity and integrity, especially when things get tough.

What do you see as key challenges for independent restaurant operators and why do you feel they are so important to communities?
Independent restaurant operators are navigating relentless change. After an exceptionally tough few years, they’re now facing rapid technological and cultural shifts, changing customer behaviour, rising competition and evolving expectations from their teams. The challenge isn’t effort. It’s knowing what truly matters.

Independent restaurants build belonging. They create tribes. They are places where people are recognised, remembered and valued.

As the world becomes faster, more automated and more transactional, the real risk for independent restaurants is losing their personality in the rush to keep up.

This is where their greatest strength lies. Independent restaurants build belonging. They create tribes. They are places where people are recognised, remembered and valued. Where teams feel they matter, and customers feel known. When that happens, a restaurant becomes far more than a business. It becomes part of people’s lives.

That’s why independent restaurants matter so deeply to communities. They hold emotional space. They shape local identity, create connection, and give people somewhere they belong. In a changing world, that human role isn’t a nice extra. It’s their advantage, and it’s essential.

If a restaurant is struggling, what are some suggestions for righting the ship?
When a restaurant is struggling, the instinct is usually to do more. More marketing, more systems, more pressure. In reality, the work is often to stop and remember why any of it matters in the first place.

Righting the ship starts with reconnecting to purpose. Why this business exists, why it matters to the person running it, why it matters to the team, and why it matters to customers. When that clarity is lost, everything becomes harder. Decisions slow down, standards slip and the noise takes over.

When a restaurant realigns around purpose and pride, clarity returns, energy shifts and momentum follows.

A purpose-led business is simpler. It knows who it is for and what it stands for. That alignment makes it easier to see what’s no longer serving the business and what needs to be protected. Often, progress comes not from adding something new, but from letting go.

The answers are rarely external. When a restaurant realigns around purpose and pride, clarity returns, energy shifts and momentum follows. Struggling doesn’t mean the business is broken. It usually means it’s time to come back to what matters most.

What has kept you in the restaurant business over the years, particularly in the hard times?
It has been really hard. Not just in business, but in life. There have been moments when the pressure of running restaurants collided with personal challenges, exhaustion, loss and responsibility, and it would have been easier to walk away.

What kept me going wasn’t resilience for its own sake, or stubbornness. It was understanding why this industry matters.

Loving this industry doesn’t mean pretending it isn’t brutal at times. It means choosing to stay connected to what makes it worth it.

Hospitality has always been more than food or service to me. It’s about creating places where people feel held, where they can belong, where life happens. When things were at their hardest, remembering that purpose gave meaning to the struggle. It reminded me that what we were building mattered, not just to customers, but to teams, communities and to me.

The book reflects that truth. When you lose sight of why you do this work, everything feels heavier. When you reconnect with it, even difficult decisions feel clearer. Loving this industry doesn’t mean pretending it isn’t brutal at times. It means choosing to stay connected to what makes it worth it.

That understanding, the deep sense of purpose behind hospitality, is what has kept me here through the hardest moments.

How are hospitality and guest expectations evolving?
Guests expect more than efficiency or consistency now. Those things are assumed.

What’s changing is the emotional expectation. People want to feel recognised, understood and welcome. They want experiences that feel human, not transactional, and places that reflect care, personality and intention.

As technology and automation become more common, the value of genuine hospitality increases. Guests are less impressed by polish and more attuned to how a place makes them feel. Small details, presence, warmth and authenticity carry more weight than spectacle.

People also expect alignment. They notice whether a business treats its team well, stands for something, and feels honest rather than performative. Trust is built quietly, over time, through consistency and care.

The future of hospitality isn’t about doing more. It’s about doing what matters better. Creating spaces where people feel they belong, and experiences that stay with them long after they’ve left.

Source https://modernrestaurantmanagement.com/the-five-pillars-of-stand-out-hospitality/

 

Color and flavor brighten winter menus
Taste Tracker: Sweetgreen, Starbucks, El Pollo Loco, Gong Cha, Moe’s, Smoothie King, McAlister’s, Wayback, Qdoba and more headline restaurant menu news and trends.

Chain restaurants are helping customers beat the winter doldrums with menu items sporting bold flavors and bright colors. Some of these are tinted red and pink to lure last-minute Valentine’s Day fans. And seafood specials are starting to trickle in as Lent approaches. Here’s what’s trending on menus this week.

The Winter Harvest Bowl debuted at Sweetgreen for a limited time. Charred Balsamic Cabbage is front and center, joined by Maple Glazed Squash, roasted chicken, shredded kale, wild rice, goat cheese, almonds and apple vinaigrette. The bowl combines charred, caramelized and tangy-sweet flavors in a seasonal mix. Also on offer is the Chicken + Squash Plate, a grain-forward dish featuring quinoa, as well as feta cheese, an ingredient debuting on the fast-casual’s core menu by popular demand to add to a bowl or salad.

A new brewed coffee option, 1971 Roast, launched at Starbucks. The dark, bold roast was inspired by Starbucks’ original cafe in Seattle’s Pike Place. Throughout February, tall, grande and venti hot beverage orders will be served in a limited-edition green paper cup with the chain’s original logo. Also new on the menu are six globally inspired bakery items. These include the Dubai Chocolate Bite, Cookie Croissant Swirl, Berry Blondie, Strawberry Matcha Loaf, Yuzu Citrus Blossom and Chocolate Pistachio Loaf.

Mango Habanero Chicken is back at El Pollo Loco. The fan favorite features the brand’s signature citrus-marinated, fire-grilled chicken glazed with a sauce that blends sweet mango puree with a fiery habanero kick. A two-piece order starts at $9.29, with an eight-piece family meal starting at $26.49.

Shredded Beef Barbacoa has arrived on the menu at Moe’s Southwest Grill. The new protein is slow-braised with signature spices and hand-pulled to add to burritos, bowls, tacos and stacks. The Shredded Beef Barbacoa Homewrecker Bowl delivers up to 50 grams of protein.

At sister GoTo Foods brand, McAlister’s Deli, dill pickles are flavoring the latest menu launches. The Dill Pickle Grilled Cheese Sandwich layers melted cheddar, provolone, Parmesan and Swiss cheese with pickle chips on toasted country white bread; it’s finished with dill pickle ranch. To drink, there’s Dill Pickle Lemonade, a mix of dill pickle juice and lemonade.

Bubble tea concept Gong Cha has teamed up with Neopets, a virtual pet game, to create four themed beverages based on four different characters. Shoyru is the inspiration for Cotton Candy Dream, a sweet, cloud-like drink; Aisha is the name of a Classic Pearl Milk Tea; Kacheek is connected to Mango Green Tea Glow; and Bruce inspires Strawberry Milk Tea. During the run of the promotion, there will be giveaways of Neopets stickers and collectible merchandise at U.S. locations.

As Wayback Burgers marks its 35th birthday, the Cheshire, Connecticut-based chain is releasing a new lineup of hand-dipped featured shakes and a limited-time food menu. The latter includes the Sweet & Spicy Melt composed of two beef patties topped with pepperjack cheese, crispy fried onions and pineapple jalapeño jam sandwiched between an inverted grilled bun. It’s joined by Signature Seasoned Fries tossed in a blend of savory spices. And the celebratory Birthday Cake Shake combines vanilla ice cream, Oreo golden cookie pieces and rainbow sprinkles, topped with whipped cream and extra sprinkles.

The Bacon Brussel pie is the latest pizza drop from &pizza. Although Brussels sprouts can be polarizing, the kitchen roasts them until they’re charred and combines the vegetable with bacon and grilled onion on the crust. Toppings of shredded mozzarella, Parm-Romano sauce and a fig balsamic drizzle complete the pizza. The LTO goes for $12.

Citrus Lime Shrimp returned to the menu at Qdoba. The shrimp is sauteed over an open flame and tossed in a sauce made with lime juice and spices; it’s an option with any entrée. Guests can upgrade to Surf & Turf, in which the shrimp is paired with flame-grilled steak and adds up to a protein count of 30 grams per serving. On Valentine’s Day, Rewards Members who purchase an entrée and drink receive a free entrée to give to their sweetheart or pal.

There are heart-shaped pizzas and cakes galore to celebrate V-Day, but Piada is offering heart-shaped pasta all weekend long. The heart-shaped noodles debuted last year and became an instant hit; they will replace rigatoni in all Piada pasta dishes from Friday through Sunday. A three-day Valentine’s Day Meal Bundle provides two regular-size pasta entrées with protein plus two regular-size beverages and a bag of cannoli chips for $25.

The True Love Shake is available at Shake Shack for Valentines to celebrate. It’s made with vanilla frozen custard blended with strawberry puree and served in a crackable dark chocolate shell inspired by the chain’s earlier Dubai Chocolate Pistachio Shake, then finished with whipped cream and strawberry curls. The shake sells for $8.99 and a BOGO deal is in play if purchased on Saturday.

Smoothie King is luring celebrants with the Berry Smooth Smoothie, an item created through a collaboration with Tyler Cameron—the TV personality, entrepreneur and “embodiment of effortless smooth,” according to the chain. The smoothie combines strawberries, cocoa and a proprietary protein blend to mimic the flavors of a chocolate-covered strawberry. It’s available exclusively through the Smoothie King app.

Wetzel’s Pretzels’ nod to Valentine’s Day is the Berry Sweet Blitz made with Nutella. The warm, bite-size pretzels are drizzled with the branded hazelnut spread and strawberry sauce. On the beverage side is a Watermelon Strawberry Lemonade with Mango Boba. Both are available through May 31.

The Sweetheart Pack is Graeter’s way of treating an ice cream lover with love. It includes an assortment of the brand’s most decadent flavors: Cherry Chip (February’s limited-edition ice cream), Black Raspberry Chocolate Chip, Madagascar Vanilla Bean, Oregon Strawberry, Mint Cookies & Cream and Double Chocolate Chip. The six pints are priced at $84.95 plus shipping and handling.

White Castle returned Buttermilk Shrimp Nibblers to the menu through Apr. 5. The butterfly shrimp, which are coated in a seasoned buttermilk batter and fried, are targeted to those observing Lent. The fast-food chain also offers Panko Fish Sliders made with Alaskan pollock, and in select markets, Fish Nibblers and Clam Strips. In test right now are Seafood Crab Cake Nibblers and Jalapeño Hush Puppies.

The Mimosa Mocktail Roll is on offer at Cinnaholic as a limited-time winter item. The brunch-inspired treat starts with a gourmet cinnamon roll that’s topped with mimosa frosting, a garnish of fresh strawberries and a citrusy mimosa drizzle. Customers can sample it now through March.

A partnership between Frank’s RedHot and Jeff’s Bagel Run has resulted in a new permanent menu item: Buffalo Cream Cheese. Made in-house daily, the spread is a blend of whipped cream cheese and the branded hot sauce. The launch reflects the chain’s broader strategy of pairing recognizable flavors and products with its scratch-made cream cheese.

The value-centric Happy Ending Menu at Friendly’s has expanded by two new entrees. The Turkey Stack layers toasted sourdough bread with stuffing, red-skin garlic mashed potatoes and grilled turkey breast, finished with turkey gravy ($15.49), while Friendly’s Stir Fry is a toss of seasonal vegetables in teriyaki sauce over rice, with optional grilled chicken or beef ($13.29). Guests ordering from the Happy Ending Menu can select from six entrees and receive a free Happy Ending Sundae.

Source https://www.restaurantbusinessonline.com/food/color-flavor-brighten-winter-menus

 

Payroll Mistakes Cost More Than Dollars
Running a restaurant today means managing razor-thin margins, unpredictable labor markets, and ever-changing compliance rules. Yet instead of relief, many operators are being overpromised that one-size-fits-all platforms will solve everything from payroll to inventory. The problem? When payroll mistakes happen, they don’t just frustrate staff – they trigger compliance fines, accelerate turnover, and cut directly into margins.

The result is a crowded battlefield of software-as-a-service (SaaS) providers struggling to be the ultimate “do-it-all” solution. But while they fight for dominance, restaurant-focused providers are quietly winning.

Here’s what the SaaS arms race is teaching restaurant operators, and why specialized providers are poised to win the long game.

1. Restaurant context trumps generic features
An all-in-one SaaS may dazzle with features, but without deep knowledge of the restaurant industry’s payroll needs, it’s just another clunky dashboard. These systems stumble over details like varying tip rules across multiple locations, employee sharing, or ever-changing compliance at both federal and state levels.

When they can’t account for a bartender splitting shifts across two locations or correctly calculate pooled tips under both federal and state law, those “features” quickly turn into costly liabilities.

2. Restaurant data builds unbreakable advantages
Providers that have spent decades mastering restaurant-specific payroll amass insights that generalists simply can’t touch. We know the tip reporting rules for servers, the tax nuances for seasonal staff, and the compliance pitfalls of multi-state operations. SaaS newcomers may import payroll formulas, but they can’t replicate the lived experience of correcting thousands of payroll errors, navigating IRS audits, and guiding operators through sudden regulatory changes.

3. Focused players outmaneuver the “we can do everything” solutions
Plenty have tried – and stumbled – to get into the payroll game. The old saying holds true: If you try to do everything, you will be an expert at nothing.

“Good enough” payroll is no longer good enough. While all-in-one SaaS chases universal functionality, trying to serve every aspect of restaurant operations at a high level has proven impossible. One cannot claim to have the best solution for ATS, POS, scheduling, tips, accounting, labor management, LMS, performance management, and payroll on top of all that.

When you live and breathe restaurant payroll, you can spot the nuances, like tip pooling or ACA compliance, that broad platforms often miss.

4. The one-stop-shop myth is dead
The age of the one-stop shop is over. The future belongs to hospitality specialists who do fewer things, and do them flawlessly. A restaurant might use one system to schedule shifts and another for applicant tracking, but when it comes to payroll, especially for multi-location franchises with tipped staff, the margin for error is zero. That’s where a restaurant-focused provider delivers what a SaaS cannot.

That’s why more restaurant groups are turning to specialized partners and providers who understand the stakes, live in the details, and deliver solutions built for hospitality.

What Are Your Options?
When it comes to payroll, focus beats flash every time.

Choose a partner who is an expert in what we call HR operations: HR administration, payroll, benefits management, compliance, and more. For needs adjacent to payroll, such as ATS, LMS, POS, and labor management, select top-tier third-party platforms tailored to your needs.

This approach delivers two key benefits. First, the flexibility to switch providers, like recruiting or scheduling tools, without overhauling their entire HR infrastructure. Second, your chosen HR operations partner remains the central, authoritative database as your business scales and evolves. The result is fewer payroll errors, stronger compliance, and the flexibility to modify your tech stack without replacing your entire HR operations infrastructure.

Restaurant leaders don’t need another “jack-of-all-trades” software that can’t master the details. They need a partner who understands their world – the razor-thin margins, the compliance minefields, and the reality that payroll mistakes cost more than dollars. Ultimately, operators should be shielded from the administrative complexities of managing hourly workforces, allowing them to focus on growth and strategy.

Tye Reedy

Source https://modernrestaurantmanagement.com/payroll-mistakes-cost-more-than-dollars/

 

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Food & Beverage

 

After a Good but Mixed 2025, PepsiCo Cutting Prices
Dollar sales increased but volume in all key categories was down; management thinks it can return to growth with “surgical” price cuts on key brands.

The sales and profits were pretty good, but the big news from PepsiCo’s full-year financial report – at least for general consumption – was talk of price cuts. Some news source said snack prices would be lowered by up to 15%, although company officials would not confirm that in a conference call.

That aside for a moment, sales were a hair shy of $94 billion, up 2.3% from 2024. Net income was $8.295 billion, a hair down from 2024’s record $9.626 billion – a tough act to follow. Volume declines in North America offset any overseas unit gains.

Foods North America volume was down 1%, Beverages North America fell 4%. Foods in Europe, Middle East & Africa and Latin America also saw volume declines. The only segment to see a volume increase was Asia Pacific Foods, up 4%.

The solution: price cuts. “We have … implemented sharper affordability initiatives at PepsiCo Foods North America to improve competitiveness and the purchase frequency of our brands,” said Chairman and CEO Ramon Laguarta in explaining the results to financial analysts. “Productivity savings will help fund these commercial plans in fiscal 2026.

“Following extensive consumer feedback around affordability limitations and subsequent market tests on sharper price points during the second half of 2025, we have begun offering greater affordability on certain packages of iconic brands, such as Lay’s, Tostitos, Doritos and Cheetos. These initiatives aim to improve the purchase frequency of our brands with consumers.”

But when pressed by a financial analyst if at least some of the cuts were 15%, as reported, Laguarta dodged. We couldn’t quite trace that figure back to its source, although several media reported the 15% figure without saying where it came from.

Laguarta also said the company is “continuing to refresh the existing portfolio and introducing a strong pipeline of innovative products. Specifically, we are restaging four global brands – Lay’s, Tostitos, Gatorade and Quaker – focusing on quality preference, refreshed visuals and marketing and simpler ingredients.

“We are also introducing an expansive slate of innovation with emerging and functional offerings – with a focus on hydration, whole grains, fewer artificial ingredients, protein and fiber.”

PepsiCo, like other food & beverage processors, has raised prices several times in recent years, first due to the Covid-19 pandemic and in the past two years due to increased ingredient costs.

Some of the company’s plans for 2026 also result from the influence of Elliott Management Investment, which took a $4 billion stake in the company last year and pressured the company to reduce its product portfolio and make key brands more affordable.

Dave Fusaro

Source https://www.foodprocessing.com/business-of-food-beverage/news/55355128/after-a-good-but-down-2025-pepsico-cutting-prices

 

Kraft Heinz Pauses Plans to Split into 2 Companies, Says Its Problems Are ‘Fixable’
The company indicated it would pivot from the split and invest in marketing, sales and product development.

Kraft Heinz said Wednesday it’s pausing its plans to split into two companies.

Steve Cahillane, a former Kellogg Co. chief who became CEO of Kraft Heinz on Jan. 1, said he wants to ensure that all of the company’s resources are focused on profitable growth.

“I have seen that the opportunity is larger than expected and that many of our challenges are fixable and within our control,” Cahillane said in a statement.

The company’s shares dropped 5.2% in early trading Wednesday as Kraft Heinz reported lower quarterly and annual results.

Kraft Heinz announced in September it was splitting into two companies a decade after a merger of the brands created one of the biggest food manufacturers on the planet.

One of the companies would include stronger-selling brands such as Heinz, Philadelphia cream cheese and Kraft Mac & Cheese. The other would include slower-selling brands like Maxwell House, Oscar Mayer, Kraft Singles and Lunchables.

At the time, Kraft Heinz said it expected the split to be finalized in the second half of this year.

On Wednesday, the company said it will pivot from the split and invest $600 million in marketing, sales and product development.

In its fourth-quarter earnings release Wednesday, CEO Steve Cahillane said Kraft Heinz’s balance sheet and free cash flow potential were strong.

“We are confident in the opportunity ahead and believe this investment will accelerate our return to profitable growth,” Callihane said.

Source https://www.foodmanufacturing.com/capital-investment/news/22960451/kraft-heinz-pauses-plans-to-split-into-2-companies-says-its-problems-are-fixable

 

Paris Wine Show Reflects Surging Demand for Zero- and Low-Alcohol Drinks
A growing no/low industry is chipping away at booze’s hegemony.

PARIS (AP) — As a French teetotaler, Justine Bobin knows how challenging it can be to not drink in a country where wine, beer and other boozy beverages still lubricate many social interactions, even if France is less hooked on alcohol than it used to be.

“People are convinced that you can’t have fun if you don’t drink alcohol in France,” she says.

Which is one of the reasons that Bobin trekked up to Paris this week, to check out the growing array of zero- and low-alcohol drinks — predominantly red, white, rosé and sparkling wines from around Europe, South Africa, Australia and New Zealand. Those products rubbed shoulders with established producers and distillers of all things alcoholic at a major international trade show for the wine and spirits industries.

With slogans championing “no alcohol, no regrets, no consequences” and encouraging consumers to “drink different,” producers of so-called no/low beverages are aiming to profit from changing tastes and habits, in particular those of young adults more mindful of alcohol’s harms.

In the United States, fewer Americans are reporting that they drink alcohol. In other major international markets, a growing no/low industry is chipping away at booze’s hegemony.

France’s government is offering to pay wine-makers who agree to rip up their vineyards, to reduce the output of vintages no longer in demand. Dutch drinks giant Heineken this week said it will cut up to 6,000 jobs from its global workforce by 2028, after its beer sales fell last year. But the firm’s portfolio of no/low drinks saw double-digit growth in 18 of its markets.

Bobin, who is Muslim, said zero-alcohol drinks can help teetotalers and drinkers of alcohol spend time together. She tasted a variety of non-alcoholic adult beverages at the Wine Paris show, looking for some to sell at her delicatessen shop in France’s wine-making Burgundy region.

“It allows us to share a moment with people even without drinking alcohol. So they can drink if they want, but we can still share a drink, toast with them,” she said. “It offers an alternative for everyone and brings people together. It’s more of a product for inclusion, I think, for people who don’t drink alcohol, and that’s great.”

Alcohol consumption in France has plummeted in the last half-century, with many adults dropping the habit of wine with most meals and young people, in particular, generally drinking less and differently than their parents.

Katja Bernegger, who produces alcohol-free wines in Austria, said no/low drinking isn’t a passing fad.

“People are more mindful of their body,” she said. “If you drink today, you probably have a headache tomorrow, and they don’t want it because you need to function, you have kids, you have a job.”

Bernegger and her partner, a winemaker, started venturing into no-alcohol wines when she was pregnant. She stopped drinking but missed the flavors of wine.

“You are standing there with your orange juice or Coke. You are out of it. You have to explain why you don’t drink,” she said.

“So you are simply having just half of the fun in life. And that’s the reason why we need some sophisticated non-alcoholic options.”

Source https://www.foodmanufacturing.com/consumer-trends/news/22960526/paris-wine-show-reflects-surging-demand-for-zero-and-lowalcohol-drinks

 

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HVAC & Plumbing

 

Trane Technologies to Acquire LiquidStack
SWORDS, Ireland — Trane Technologies announced that it has entered into a definitive agreement to acquire LiquidStack, a manufacturer of liquid cooling technology for data centers, headquartered in Carrollton, Texas. LiquidStack solutions are engineered to meet the demands of generative AI and hyperscale computing. Data centers and high performance compute organizations rely on LiquidStack for high-density liquid, direct-to-chip and immersion cooling solutions that improve efficiency, sustainability, and performance.

Building on Trane Technologies’ minority investment in LiquidStack in 2023, this acquisition enhances Trane Technologies’ data center thermal management solutions, spanning chillers, heat rejection, controls, liquid distribution, and on chip cooling, and will scale LiquidStack’s pioneering technology globally. The acquisition includes LiquidStack’s highly skilled global team and manufacturing, engineering, and research and development operations in Texas and Hong Kong. Upon closing, LiquidStack will operate globally within the Commercial HVAC business unit of the Trane Technologies Americas segment.

“Rising chip level power and heat densities combined with increasingly variable workloads are redefining thermal management requirements inside modern data centers,” said Holly Paeper, president, commercial HVAC Americas, Trane Technologies. “Customers need integrated cooling solutions that scale from the central plant to the chip and can adapt as performance demands continue to evolve. LiquidStack’s direct to chip and immersion cooling capabilities and talent, combined with Trane’s systems expertise and global footprint, strengthen our ability to deliver end to end, future ready thermal management across the entire data center ecosystem.”

LiquidStack co-founder and CEO Joe Capes will join Trane Technologies in a leadership role and will continue to lead the LiquidStack business. “LiquidStack has been on a mission to innovate and deliver the most advanced, powerful and sustainable liquid cooling solutions,” said Capes. “Joining Trane Technologies enables us to accelerate that mission with the resources, scale and global reach needed to power next generation AI workloads in the most demanding compute environments. We are very excited to expand our impact and continue our growth as part of Trane Technologies.”
The transaction is expected to close in early 2026, subject to closing conditions. Financial terms were not disclosed.

Source https://www.achrnews.com/articles/165807-trane-technologies-to-acquire-liquidstack

 

Are We Ready for Buildings That Think for Themselves?
“People are not ready yet, but the buildings are,” answered one thought leader at arguably AHR Expo’s most fascinating industry panel.

Key Highlights
AHR Expo panel on Building Automation Systems noted that owner resistance to technology will eventually have to subside in the face of human shortages;
AI is increasingly present in building systems, but user trust and understanding remain significant hurdles;
Engaging users through interaction and asking the right questions is essential to improve AI effectiveness;
Building owners often prioritize quick flips over long-term AI benefits, while designers focus on user experience;
Standards and policies are key drivers for accelerating AI adoption in building automation.

“Elvis is Everywhere” was a silly 1987 song by Mojo Nixon. (Look it up. You’ll laugh.) In Las Vegas, of course, Elvis Presley imagery is still very much around every corner. But at AHR Expo, it was “AI” that was everywhere this year.

While it seemed as if all of the nearly 1,800 exhibitors had at least some mention of artificial intelligence at their booths, the subject was also front and center at an informative, fascinating, and maybe even a little frightening panel discussion, “The Great Disconnect: Are We Ready for Buildings That Think for Themselves?”

“People are not ready yet, but the buildings are,” said Charles Pelletier, VP of Product Management, Distech Controls. And that is the main paradox that the session discussed: The smarter our systems become, the less understood and trusted they often feel to their owners, users, and building engineers.

Exploring “the gap between technological potential and real-world experience,” the high-powered panel included Pelletier; Darryl DeAngelis of the Association for Smarter Homes and Buildings (ASHB); Saheel Chandrani, co-founder and CEO of PingCX; Stephen Holicky, chief product officer at Tridium, Inc.; and moderator Julie Petrone, global marketing director at ABB.

To bridge that gap and overcome that discomfort and even fear, panelists urged attendees to embrace the moment and to dive into it.

Don’t Rage Against; Challenge the Machines
“There is so much experience within these four walls,” Hollicky said, gesturing to the audience. “Your experience. That is your differential. Remember that. Challenge the models as much as you can, as soon as you can.”

Indeed, that interaction is key. Users cannot be complacent and sit back. They have to interactively make the AI smarter and more useful. And we have to develop the right language and ask the questions we most need answered.

“Prompting is a skill we all need to master,” said Pelletier. “That is key. You have to ask the right questions.”

Petrone prompted the group by asking, “What about the difference between building owners and designers, and how that affects adoption?”

“Some building owners just do not care about the long-term,” said ASHB’s DeAngelis. “They just want to flip the building and sell it as soon as possible. But designers want to delight the users. So, that gulf can be wide.”

Petrone responded. “So, what will make that happen in the U.S.? Will it be the dangling carrot or the big stick?”

DeAngelis chimed in. “We have to demonstrate to the owner the value of the asset. If AI can help the building be healthier, then that building will be easier to flip.”

“We can also frame it in the sense of standards and codes versus policy,” said Chandrani. “Standards are guided by what is achievable. Policy comes in the form of directives. So standards will likely push adoption of AI the fastest… And I am very optimistic that we will take advantage of this because of the quality of the standards being adopted.”

Calculating the ROI of AI
Even so, the U.S. market has been very slow to adapt building automation systems (BAS) across multiple building types, noted Hollicky.

“But look at Europe,” added Chandrani. “BAS has been a game-changer there. In several countries, buildings of a certain size must have automation systems.”

Petrone jumped back in. “So, are autonomous buildings inevitable?”

DeAngelis responded. “The average age of engineers in NYC is 54 years. So, like it or not, there will come a time in the not-too-distant future when we will have to leverage this tool. But for now, owners still have resistance to AI. So the challenge is to show them the return on investment, the ROI of AI.”

Pelletier added, “We are probably 5 to 10 years away from full adoption… AI will eventually replace humans in this space. But for now, AI can be really useful as an assistant. Facility managers can use AI to help manage and optimize virtually all building systems.”

“I think it could be just one to three years, myself,” added DeAngelis.

Hollicky had a different take. “The percentage of buildings here with BAS systems is still very low. So we still have quite a ways to go.”

Source https://www.hpac.com/technology/news/55355630/are-we-ready-for-buildings-that-think-for-themselves

 

Trane Co-Founder Named to National Inventors Hall of Fame
A mechanical engineer and prolific inventor, Reuben Trane will be honored this May for advancing the HVAC industry 100 years ago through innovations such as the convector radiator coil.

Key Highlights
Reuben Trane co-founded The Trane Company in 1913, transforming it from a family business into a global climate solutions leader;
His 1926 convector radiator and coil innovations revolutionized building heating and climate control technology;
The 2026 NIHF induction recognizes his pioneering engineering achievements that have improved comfort, health, and productivity worldwide.
The induction ceremony will take place on May 7, 2026, with his great-great-grandson accepting the honor on his behalf.

February 9, 2026 — Trane Technologies, a global climate innovator, is proud to announce that Reuben Trane will be inducted into the National Inventors Hall of Fame (NIHF) as a member of the 2026 class. This distinguished honor recognizes Trane’s legacy as a pioneering engineer whose vision and technological breakthroughs in heating, air conditioning and climate control transformed modern living, working and built environments.

Reuben Trane co-founded The Trane Company in 1913 with his father, James, and sister, Stella in La Crosse, Wisconsin. A mechanical engineer and prolific inventor, he is widely credited with advancing the HVAC industry through innovations such as the 1926 convector radiator, the coil which revolutionized building heating.

Under his leadership, The Trane Company grew from a small family business into a global leader in sustainable climate solutions. His commitment to ingenuity, engineering excellence, and high quality design continues today and shapes the culture and mission of Trane Technologies.

“Reuben Trane was ahead of his time—a visionary whose innovations have improved the comfort, health, and productivity of millions,” said Mauro Atalla, Senior Vice President and Chief Technology and Sustainability Officer, Trane Technologies. “His induction into the National Inventors Hall of Fame honors his pioneering contributions, which continue to influence who we are as a company. We proudly build on his legacy every day as we create bold solutions for a sustainable future.”

Reuben Trane will be formally inducted into the National Inventors Hall of Fame on May 7, 2026. His greatgreatgrandson, Reuben Trane IV, a current Trane Technologies HVAC Systems Development Engineer, will accept the honor on his behalf.

This recognition places Trane among an esteemed group of inventors whose contributions have advanced industries, strengthened global infrastructure, and significantly enhanced quality of life worldwide.

Among this distinguished group is Frederick McKinley Jones, who was inducted into the National Inventors Hall of Fame in 2007. Jones invented the first portable aircooling unit for trucks in 1938 and cofounded Thermo King two years later. Now part of Trane Technologies, Thermo King is the global leader in sustainable transport climatecontrol solutions.

About Trane Technologies

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

About the National Inventors Hall of Fame

The National Inventors Hall of Fame is the premier nonprofit organization in America dedicated to recognizing inventors and invention, promoting creativity, and advancing the spirit of innovation and entrepreneurship. Founded in 1973 in partnership with the United States Patent and Trademark Office, the Hall of Fame is committed to not only honoring the individuals whose inventions have made the world a better place, but to ensuring American ingenuity continues to thrive in the hands of coming generations through its national, hands-on educational programming and collegiate competitions focused on the exploration of science, technology, engineering and mathematics.

For more information, visit invent.org. To nominate an inventor for Induction, visit invent.org/nominate.

Source https://www.hpac.com/around-the-web/press-release/55356369/trane-c0-founder-named-to-national-inventors-hall-of-fame

 

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Controls Engineering & IoT

 

Why Cold Chain IoT Sensors Are Your First Line Of Defense Against Recalls
For the cold chain, Internet of Things (IoT) sensors act as the first line of defense by continuously generating valuable condition information. Even small fluctuations in temperature can reduce shelf life. Food manufacturers and distributors would be wise to utilize this solution.

Common Challenges Within the Cold Chain
The cold truth about conventional temperature monitoring is that it’s error-prone. Personnel receiving trucks for grocery stores record temperature gauge information on a paper ledger attached to a clipboard. They may enter those figures into a digital spreadsheet, but the process is largely manual, which entails significant reliability flaws.

The recorded value upon arrival does not reflect the shipment’s actual temperature history. Spoiled food has significant implications for human health. Inaccurate readings, miscommunications, information gaps and noncompliance are common problems in the cold chain. Human error and disparate recordkeeping systems exacerbate the issue.

Even slight temperature excursions can significantly impact product quality. While most food spoilage microbes thrive in the 68° Fahrenheit to 104° Fahrenheit temperature range, they can grow rapidly in the temperature danger zone, which is just a few degrees away from the ideal refrigerator temperature.

How Existing Cold Chain Solutions Fall Short
Food produced for human consumption cannot reach consumers when temperature abuse during storage supports spoilage and the growth of pathogenic bacteria. Since even minor deviations can cause issues, conventional data loggers no longer meet industry needs. They are unreliable at best and erroneous at worst.

Say a temporary power outage occurs. By the time the refrigerated truck arrives at its destination, the thermometer may display an acceptable temperature, while the containers are still in the temperature danger zone. The discrepancy between the fridge and packaging temperatures could impact product quality.

IoT sensors enable precision monitoring. In one study on table grapes — which are exceptionally sensitive and must remain at negative 33 ° Fahrenheit — researchers found inadequate airflow in containers can create hot spots. The temperature between the control and ventilated units deviated by around 30% on average.

The researchers demonstrated the superiority of existing monitoring solutions. Industry professionals need an accurate, reliable solution to ensure product safety and quality. This has never been more crucial, as consumer awareness regarding healthy eating and wellness is on the rise. Organic food sales reached $63.8 billion in 2023 alone.

IoT Technology Is Your First Line of Defense
Many companies ship temperature-sensitive products using coolants such as dry ice — the solid form of carbon dioxide (CO2) — to maintain a stable, low-temperature environment while in transit. Solid CO2 creates no waste or water, making it safe to include in shipments.

Several factors can influence dry ice’s effectiveness, posing a problem since precise control is crucial. Generally speaking, dry ice sublimates at a rate of 8% every 24 hours, converting from a solid to a gas.

This process may occur more quickly, depending on the material’s size and shape. Blocks boast the slowest sublimation rate and longest shelf life among all types, making them ideal for most distribution applications. However, pellets are excellent for flash-freezing in case the truck’s cooling mechanism malfunctions.

Regardless of the type used, the temperature inside a container can change during the sublimation process. If the sublimation rate is significantly higher than expected, spoilage may occur. This is where IoT comes in. It offers an unprecedented level of visibility into the cold chain, helping mitigate temperature excursions in real time.

Implementing IoT Sensors for the Cold Chain
Since modern IoT sensors are discreet and affordable, implementation is relatively straightforward. Sensors — regardless of the type — cost just 40 cents on average. Businesses can continue relying on cost-effective, reliable solutions like dry ice because they can easily retrofit their fleets instead of overhauling them.

For the cold chain, IoT sensors are the first line of defense. They make temperature logging more convenient, accurate and inexpensive. Professionals can track shipments’ conditions in real time as the technology establishes a comprehensive, verifiable record.

They can go beyond temperature monitoring, measuring metrics like humidity, location, truck door status and water leakage. In addition to enhancing recordkeeping, this technology enables proactive intervention. For example, decision-makers can adjust a truck’s route to avoid a delay or extreme weather conditions.

As a result, food manufacturers reduce spoilage and wastage. Expenses associated with shipping will decrease, as they will no longer need to compensate for product losses. Increased visibility supports data-driven strategies, ensuring safety, quality and compliance.

Considerations for Effective Implementation
While standard IoT temperature sensors for the cold chain are effective, industry leaders should consider implementing the latest, most advanced solutions to maximize their returns. Either way, implementation should be relatively straightforward.

One research group developed a cost-effective temperature and humidity monitoring system built on IoT services and long-range, wide-area (LoRaWAN) networks. Sensors wirelessly transmit data to a LoRa gateway, which forwards the information via Wi-Fi, Ethernet or cellular networks to a central cloud server for processing, analysis and storage.

Multiple gateways can simultaneously receive the data transmitted by a LoRa node. Companies often deploy many gateways in a given area to strengthen the network’s reliability. Redundancy in the data transmission process increases the likelihood of successful delivery and minimizes the chances of data loss due to communication interruptions.

Ambient IoT is an emerging class of connected devices that harvest energy from their surroundings, including through vibrations, magnetic energy fields, light and thermal gradients. Conventional sensors can operate on a wireless power infrastructure, but they typically run on batteries. Retailers must either replace them or recharge them, which can be tedious and costly.

Generally, the investment is worth the return. However, batteries themselves introduce restrictions regarding device size, placement and lifespan. A grocery distribution center with 60 dock doors across 500,000 square feet could spend millions of dollars on a comprehensive system. It could deploy an ambient IoT system for 10 to 20 times less.

Preventing Food Recalls With IoT Sensors
Food manufacturers and distributors would greatly benefit from implementing IoT sensors in the cold chain. Cutting-edge solutions like ultra-low power ambient IoT would enable them to embed sensors virtually anywhere. Sending information to the cloud in real time could help them transform communication, driver accountability and recordkeeping.

Source https://foodsafetytech.com/feature_article/why-cold-chain-iot-sensors-are-your-first-line-of-defense-against-recalls/amp/

 

bb.q Chicken Deploys Deliverect to Modernize Digital Operations Across All US Locations
Digital platform connects online ordering channels and centralizes menu management to help US restaurants scale with ease

bb.q Chicken, one of the fastest-growing Korean fried chicken franchises in the United States, announced today the successful rollout of Deliverect’s digital ordering integration and menu management platform across more than 250 US locations.

By connecting its online ordering channels through Deliverect, the brand has streamlined menu updates and order flow across its restaurants, reducing operational complexity and improving efficiency and profitability.

With multi-channel delivery rapidly expanding in the US, this deployment enables bb.q Chicken to scale seamlessly while maintaining high operational standards.

As the brand continues its rapid expansion, the partnership with Deliverect addresses key operational challenges, including managing multiple third-party integrations, complex menu updates, and accurate sales reconciliation.

Deliverect’s third-party order integration and menu management platform links bb.q Chicken’s Toast POS system with major marketplaces such as Uber Eats, GrubHub, DoorDash Marketplace, DoorDash Storefront, Fantuan, Hungry Panda, and EZ Cater.

“Integrating Deliverect across all our U.S. locations lets us manage orders and menus across multiple platforms from a single system, reducing errors and simplifying operations,” said Joseph Kim, CEO of bb.q Chicken.

End-to-End Operational Intelligence

Deliverect helps bb.q Chicken centralize its digital ordering operations across all channels, giving teams real-time visibility into sales, inventory, and order fulfillment from a single platform. With advanced menu management, the brand can maintain one POS menu while automatically applying channel-specific pricing and modifiers for dine-in, first-party, and third-party orders, supporting differentiated pricing strategies without operational complexity.

Designed to support multiple fulfillment models, from in-house to hybrid and third-party operations, Deliverect integrates seamlessly with existing hardware to enable smooth, nationwide deployment. Store teams retain operational control through configurable rules and manual overrides, while centralized reporting and analytics provide leadership with the insights needed to continuously optimize performance across the network.

“Partnering with bb.q Chicken across their full United States footprint reflects how Deliverect operates as a reliable, end-to-end platform supporting complex digital operations at scale,” highlighted Justin Falciola, President, Americas at Deliverect.

bb.q Chicken USA joins other markets in Canada, Germany, and New Zealand that have already implemented Deliverect, reinforcing the brand’s global expansion strategy and commitment to operational excellence.

Source https://www.nrn.com/supplier-news/bb-q-chicken-deploys-deliverect-to-modernize-digital-operations-across-all-us-locations

 

Greene King trials new kitchen kit and AI technology at two ‘innovation pubs’
Pub giant considers overhaul of kitchen equipment and technology as it undertakes trial at two pubs in special project seeing it upgrade core kitchen systems

Greene King is trialling new equipment and technology in its kitchens, including cooking, cleaning and communication tools, as part of the pub giant’s new ‘innovation pub’ scheme.

The aim of the project is to test the new kit in real-life pub environments to measure its effectiveness on customers, teams and operational excellence, as well as its money-saving potential.

Teams at two managed pubs in Leicestershire – the Charnwood Arms and the Two Steeples – have relished the chance to work with the latest equipment and gadgets over the past eight months, with further tech to be put to the test in-pub during 2026.

New fryers, grills and extraction equipment, as well as intelligent dispense cellar equipment, team headsets, camera monitoring and cordless backpack vacuum cleaners are among new technology and artificial intelligence (AI) equipment being trialled.

The group is aiming to digitalise administration tasks to reduce paperwork, use AI food waste capture technology, AI gantries and smart vending as part of the trial.

The pub teams are making the most of real-time communication via headsets connecting front and back of house; ‘press for attention’ buttons at reception reduce dwell times for customers, as well as intelligent dispense in the cellars, and new energy efficient grills running off a three-pin plug.

Energy efficient and oil-saving fryers have proved they can handle all the kitchen demands from day to night.

Additionally, a new intelligent airflow system adjusts extraction depending on the current level of cooking.

Oil can be used for three times longer in the new fryers without impacting on quality of the food served.

Cleaning has been made less cumbersome and more user-friendly thanks to cordless vacuum backpacks which are lightweight and easy to manoeuvre.

Further trials are underway with AI-camera technology which has enhanced the existing pub cameras, allowing for remote monitoring of CCTV footage.

Greene King’s chief operating officer, Clair Preston-Beer, said: “We are pleased to be capturing the power of artificial intelligence and innovation in our pubs. We are putting this equipment through its paces in busy, live pub environments to really measure the positive impact and scalable potential in the wider business.

“Today’s customers rightly expect an outstanding pub experience – it is key to all we do – and we want our teams to have the best tools to work with. At the same time, we must be operationally efficient given the current costs of doing business. Operational savings give us the opportunity to invest further in our pubs and our people.

“Unlocking the potential of AI and innovation will enhance service levels, customer and team member satisfaction. We are seeing cost savings through, for example, reduced energy usage, less travel costs with more AI and digital information management, and we can use our cooking oil for longer – all this without affecting quality or service.”

The in-pub test and trials are part of Greene King’s ongoing multi-million-pound investment in innovation and efficiency, bringing in digital and emerging technologies and building on the successes of the new customer loyalty app and the Internet of Things devices.

There will be a wider rollout dependent on the learnings at the two innovation pubs.

Source https://www.foodserviceequipmentjournal.com/greene-king-trials-new-kitchen-kit-and-ai-technology-at-two-innovation-pubs/

 

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Jan/San & Disposables

 

P&G strengthens personal care support for athletes at Milano-Cortina 2026
Always, Tampax and Pampers lead wellness and hygiene initiatives for more than 3,500 athletes across the Olympic and Paralympic Villages

Procter & Gamble (P&G), worldwide partner of the Olympic and Paralympic Games, is rolling out personal care and hygiene activations during the Milano-Cortina 2026 Olympic and Paralympic Winter Games, with Always, Tampax and Pampers playing a central role across the Olympic and Paralympic Villages.

As part of this strategy, the company opened the Champions Clubhouse, a dedicated athlete wellness space designed to serve approximately 3,500 competitors throughout the sporting event.

Always and Tampax provide menstrual protection products in restrooms across both Villages, supporting athletes’ comfort and daily routines during competition.

Meanwhile, Pampers developed the Pampers Little Champions Kit in collaboration with athlete parents, together with the International Olympic Committee (IOC), the International Paralympic Committee (IPC) and the Milano-Cortina 2026 Organizing Committee. The kit includes disposable diapers, wipes and baby care essentials for athletes attending the Games with young children.

BRAND PORTFOLIO SUPPORTS ATHLETES’ DAILY ROUTINES

Beyond Always, Tampax and Pampers, several P&G brands contribute to the activations with products and experiences tailored to athletes’ everyday needs. These include Head & Shoulders, Pantene, Gillette, Venus, Oral-B, SK-II, Native, Dash, Lenor and First Aid Beauty.

Initiatives range from hair care services and barber stations to laundromats equipped with P&G products, along with Welcome Kits featuring personal hygiene and skincare items—reinforcing P&G’s role in supporting high-performance routines.

“For me, consistency equals confidence,” said Mikaela Shiffrin, U.S. alpine skier and three-time Olympic medalist. “When my day is anchored by the same trusted P&G essentials I use every day, it creates continuity—even in an intense and unpredictable environment like the Olympic Games. It helps me stay focused, reduce distractions and perform at my best on the slopes.”

INCLUSION AND SOCIAL IMPACT

As part of its Paralympic Movement initiatives, P&G also announced programs in Italy aimed at expanding access to sports for young people with disabilities and promoting inclusive education, including support for school programs and athletic activities.

Through its Milano-Cortina 2026 activations, the company reinforces the presence of its disposable personal care brands—especially Always, Tampax and Pampers—within the Olympic and Paralympic ecosystem, connecting wellness, inclusion and athletic performance.

Source https://tissueonlinenorthamerica.com/pg-strengthens-personal-care-support-for-athletes-at-milano-cortina-2026/

 

3M Announces New Board Appointment
3M (NYSE: MMM) announced today the election of Neil G. Mitchill, Jr. to 3M’s Board of Directors, effective Feb. 6, 2026. Mr. Mitchill also has been appointed as a member of the Audit Committee and the Nominating and Governance Committee of the Board.

Mr. Mitchill is the Executive Vice President and Chief Financial Officer, RTX Corporation. Holding this position since 2021, his responsibilities span financial reporting and controls, planning and analysis, investor relations, internal audit, tax and treasury.

Prior to his current role, Mr. Mitchill served as Corporate Vice President of Financial Planning and Analysis and Investor Relations of RTX. He held numerous other financial leadership positions within United Technologies Corporation (UTC) prior to its merger with Raytheon Company in 2020, including Acting Senior Vice President and Chief Financial Officer of UTC, and Vice President and Chief Financial Officer of UTC’s Pratt & Whitney business. Mr. Mitchill spent 17 years at PricewaterhouseCoopers LLP in both client service and lead partner roles.

Mr. Mitchill received a BS in Accountancy from Providence College.

“Neil is an accomplished executive with over 25 years of finance experience as well as strategic leadership on complex business issues,” said William Brown, 3M’s Chairman and CEO. “His deep financial expertise, strategic acumen and broad business experience will be invaluable to our board, shareholders and customers, and I look forward to working with him.”

About 3M
3M (NYSE: MMM) is focused on transforming industries around the world by applying science and creating innovative, customer-focused solutions. Our multi-disciplinary team is working to solve tough customer problems by leveraging diverse technology platforms, differentiated capabilities, global footprint, and operational excellence. Discover how 3M is shaping the future at 3M.com/news.

3M Media Contact:
3MNews@mmm.com

Source https://www.issa.com/industry-news/3m-announces-new-board-appointment/

 

Modernizing Facility Security With Drones
How robotics and drones are enhancing safety and operational efficiency

In today’s complex risk environment, ensuring the security of commercial and public buildings is no longer just a matter of locked doors and occasional patrols. Facility managers and custodial leaders must address a growing number of threats—from theft and vandalism to workplace violence and unauthorized access—while managing tight budgets and limited personnel. As organizations prioritize safety, many are turning to an evolving set of tools to fill the gaps: robotics and drones.

These technologies are transforming how security is approached across facilities, offering scalable, consistent, and cost-effective solutions to modern challenges.

Security-related risks have become more prominent in recent years. According to the World Security Report 2023, more than US$1 trillion in revenue was lost globally in 2022 due to internal and external security incidents. In the U.S., rising incidents of organized theft, vandalism, and violence continue to stretch facility teams, particularly those responsible for after-hours cleaning and maintenance.

Facility managers are being asked not only to protect property but also to safeguard frontline staff—including custodians—who are often on-site during vulnerable hours. With workplace safety increasingly tied to employer liability and compliance, enhanced security is more than a preference, it’s a necessity.

The labor challenge
Traditional security models, typically reliant on human guards, are becoming less sustainable. According to Service Employees International Union (SEIU), the contract security industry reports national average turnover rates between 100% and 300% annually, driven by long shifts, safety concerns, and low pay. This instability can compromise a facility’s ability to maintain consistent coverage, especially during nights, weekends, or in remote areas.

Labor shortages have also impacted janitorial and maintenance teams, who may find themselves covering broader areas without adequate backup. This creates vulnerabilities in both operational efficiency and personnel safety.

Benefits of robotic and drone security
Facilities that use robotic and drone-assisted security have noticed numerous benefits, including:

Consistent patrols and coverage: Robotic security units and autonomous drones can be programmed to conduct routine patrols—indoors or around the perimeter of a facility—on a 24/7 basis. Unlike human guards, these systems don’t take breaks, call out sick, or suffer from fatigue. They provide reliable, documented patrols with high-definition video, thermal imaging, and incident detection.

Safety for night crews: Janitorial staff often work alone or in small teams during the night shift. In addition to being present while workers walk to and from buildings, robotic systems can monitor isolated zones and detect anomalies like forced entries or unauthorized movement. This allows custodial teams to focus on their duties with greater peace of mind.

Faster incident response: Some drone and ground-based robotic systems can autonomously respond to triggered alarms—whether from motion sensors, fire alarms, or panic buttons—providing live overhead video to security operations. This not only enhances response time but also reduces the need to place staff in potentially dangerous situations.

Documentation and compliance: Robotic patrols generate automatic logs and video archives, which can assist with investigations, insurance claims, and audits. In sectors with high compliance requirements, the ability to demonstrate proactive security measures is a growing advantage.

Cost efficiency: Although initial investment may appear high, many robotic security programs are offered through robotics-as-a-service models. This model shifts capital expenses to predictable monthly operational costs. Some facilities report up to 50% savings compared to traditional guard models, with patrol frequencies increasing by two to three times as a result.

Setting up a security plan
Facility professionals who plan to integrate robots and drones into their security plan need to follow five steps to ensure successful adoption:

Conduct a security risk assessment. Work with stakeholders to identify vulnerabilities in your current operations. Focus on areas with limited visibility, high-value assets, or previous incident history.
Define clear operational goals. Is your objective to reduce theft, increase patrol frequency, or protect lone workers? Technology should be aligned to outcomes—not simply added for novelty.
Choose scalable, vendor-agnostic platforms. Look for systems that can integrate with your existing access control, video management, or alarm infrastructure. Interoperability ensures long-term value.
Pilot, then expand. Start with a single site or specific use case (e.g., overnight perimeter patrols). Monitor results, gather staff feedback, and refine protocols before expanding.
Train your team. Even automated systems require human oversight. Inform your custodial and maintenance staff of how the systems work and how to report anomalies or assist in emergencies.
Addressing concerns and myths
As robotic and drone security technology is new, many people don’t understand it and are fearful of the changes it might bring. You can reassure them by providing answers to frequently asked questions:

Will robots replace human jobs? In most cases, robotic systems augment human teams rather than replace them. By taking over repetitive or dangerous tasks, robots allow facility and custodial staff to focus on higher-value work.
Is the technology reliable? Modern robotic systems have logged hundreds of thousands of patrol miles and flight hours. Many operate under Federal Aviation Administration waivers and meet rigorous reliability standards.
Are drones and robots difficult to manage? Most solutions are full-service, with remote operations centers managing flights, monitoring alerts, and performing maintenance. From a facility’s standpoint, it’s similar to working with a traditional service provider—just one with smarter tools.
A hybrid future
As economic pressures mount and threats evolve, facility managers must adopt more resilient and data-driven approaches to security. The trend is clear: a hybrid model, combining human oversight with robotic consistency and AI-powered insights, is becoming the new standard.

This hybrid system doesn’t just protect buildings. It protects the people who clean, maintain, and support facilities every day.

Dennis Crowley

Source https://cmmonline.com/articles/modernizing-facility-security-with-drones

 

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