Industry Spotlight

 

Restaurants made up over half of new U.S. jobs in December
The industry added 27,200 positions during the month, out of 50,000 total nationwide

New data released by the Bureau of Labor Statistics Friday morning shows that 50,000 positions were added to the United States economy in December, which was markedly lower than the Dow Jones estimate of 73,000 jobs. However, the unemployment rate fell to 4.4%, versus the 4.5% forecast and the 4.6% rate registered in November, when the economy added 64,000 jobs.

Restaurants and bars generated well over half of December’s added jobs, increasing their work force by more than 27,000.

Many of these positions could be attributable to seasonal hiring upticks, as the holidays tend to be a busy period for restaurants. However, the retail sector reported a decline of 25,000 positions during the month.Notably, eating and drinking establishments added just 6,800 jobs in November, well below the sector’s gain of 46,000 jobs in October and painting a murky picture of the industry’s employment landscape.

That said, December marks the sixth consecutive monthly increase in restaurant jobs. Eating and drinking places added nearly 150,000 jobs in total in 2025 despite losing nearly 66,000 jobs during the first two months of the year.
The 150,000 jobs added in 2025 were an improvement from 2024, when restaurant payrolls expanded by 129,500 jobs, according to the National Restaurant Association.

The restaurant industry has grown beyond pre-pandemic employment levels by nearly 230,000 jobs or 1.9%. The full-service segment has shown the most growth in recent months, according to the association, but remains about 3% (173,000 jobs) below February 2020 levels.

Meanwhile, the snack and non-alcoholic beverage bar segment, including coffee, doughnut, and ice cream shops, has added 205,000 jobs since February 2020, marking a staggering 25% increase. Quick-service and fast-casual restaurants are 3% higher than pre-pandemic readings.

For the full year, United States payroll increases across sectors averaged 49,000 a month, compared to 168,000 in 2024, according to the BLS.

Contact Alicia Kelso at Alicia.Kelso@informa.com

Follow her on TikTok: @aliciakelso

Source https://www.nrn.com/restaurant-labor/restaurants-made-up-over-half-of-u-s-job-gains-in-december

 

Fat Brands’ debt negotiations could take a while
The CEO of the owner of Round Table Pizza and Fazoli’s called the process for renegotiating its debt “painful and slow” and that he is trying to resolve it “out of court.”

Do not expect a resolution to Fat Brands’ debt problem anytime soon.

Andy Wiederhorn, the CEO and majority owner of the restaurant chain collector, said that the process for renegotiating the company’s debt is “painful and slow,” and that he hopes to resolve the situation “out of court.”

But he did not exactly dismiss the possibility of resolving its debt challenges in bankruptcy court, either. “We’re trying to resolve it out of court,” Wiederhorn said at the ICR Conference in Orlando on Tuesday. “There’s some benefits to resolving it in court.”

“It’s not for lack of trying that we want to resolve it,” he added. “But it’s complicated.”

Wiederhorn and Fat Brands CFO Ken Kuick sat for what was a largely vanilla interview at the conference. Yet it came as the company faces a legitimate prospect of a bankruptcy filing after it missed a debt payment last fall.

That prompted the trustee on the company’s whole business securitization financing to demand full payment on its bonds, which in turn led Fat Brands to warn of a possible bankruptcy filing. Fat Brands owes about $1.4 billion. The company has been trying to refinance that debt for several months.

Last week, meanwhile, the company gave large raises and retention bonuses to a trio of company executives, including Wiederhorn’s two sons, to remain with the company through June should it file for bankruptcy. The company is also in danger of having its stock delisted from the Nasdaq exchange.

Fat Bands, Wiederhorn said, does not guarantee any of the debt. Rather, he said, the $1.4 billion is guaranteed by the restaurant chains themselves. It is divided into five different entities.

“The debt is at the brand level only, and it’s in five different securitization trusts secured by different brands,” Wiederhorn said. “There are five different loans. Each loan has a senior position, a supported position. You have 25 investors that make up those noteholders.”

Wiederhorn seemed to suggest that a lack of agreement among the noteholders has been keeping the negotiation from being completed quickly.

“They’re having a hard time agreeing on anything,” he said. “That kind of stuff is what’s making this painful and slow.”

Wiederhorn suggested that the company got caught in the inflation-created interest rate increase environment that emerged in late 2021. Fat Brands’ in 2020 and 2021 bought $900 million worth of restaurant chains in less than 18 months, funded with a series of whole business securitizations.

He said that the company took out that debt on an “unrated” basis, so a rating agency did not rate the bonds. Wiederhorn planned to refinance that debt in 2022 and have them rated, which he said would have lowered the interest rate by about 300 basis points.

Yet the U.S. Federal Reserve to raise interest rates aggressively starting in late 2021 to deal with inflation. By 2022, if Fat Brands refinanced the debt, Wiederhorn said, the company’s costs would have increased. “The equity market disappeared for restaurants, and so refinancing the debt didn’t make sense,” he said.

The costly debt “sucked a lot of capital out of the company.”

All that said, Wiederhorn insisted that Fat Brands’ concepts are doing just fine, considering the environment.

Fat Brands’ same-store sales have declined each of the past eight quarters through the third period of last year. The company has yet to release its fourth-quarter earnings.

Wiederhorn noted that the company’s same-store sales are down 3% to 3.5%. “It’s not terrible,” he said. “We sold 200 new stores, but we opened 70-something new stores and 100 this year. So the brands are really performing well, and that’s very different than other brands that we witnessed last year. We still have brands in good shape.”

Source https://www.restaurantbusinessonline.com/financing/fat-brands-debt-negotiations-could-take-while

 

Menu prices register fastest monthly growth since October 2022
New federal data shows that full-service meals rose 4.9% year-over-year, while limited-service meals were up 3.3% in December

The Consumer Price Index increased 0.3% on a seasonally adjusted basis in December, according to data reported by the United States Bureau of Labor Statistics Tuesday. Throughout the past 12 months, the index increased 2.7%, which was largely in line with expectations.

However, prices for both food-at-home (grocery/supermarket) and food-away-from-home (restaurants) ticked up during the month. Grocery prices rose by 2.4%, compared to 1.9% in November.

Meanwhile, menu prices continued to significant outpace general inflation numbers, increasing by 4.1% in December, compared to 3.7% in November, and marking the highest year-over-year growth since July 2024.

The index for full-service meals rose 0.8% during the month, while the index for limited-service meals increased 0.6%. Year-over-year, the index for full-service meals rose 4.9%, while the index for limited-service meals rose 3.3%.

According to Kalinowski Equity Research, December marked the 33rd month in a row in which restaurant prices outpaced grocery prices, which could continue to pressure same-store sales.

According to the National Restaurant Association, December’s menu price increases marked the fastest monthly growth since October 2022. In 2025, prices for food away from home averaged monthly growth of 0.4%.

Restaurant365’s general manager of inventory and purchasing Joe Hannon said this report illustrates that restaurants continue to operate in a high-cost environment.

“Higher menu prices can help support check averages, but they don’t fully offset ongoing pressure from food, labor, and utilities. What we’re hearing from operators is a shift away from quick fixes and toward tighter execution,” he said. “They’re taking a closer look at where costs creep in, using better visibility to catch issues sooner, and finding ways to protect manager time so teams can stay focused on guests.”

Contact Alicia Kelso at Alicia.Kelso@informa.com

Follow her on TikTok: @aliciakelso

Source https://www.nrn.com/restaurant-finance/menu-prices-register-fastest-monthly-growth-since-october-2022

 

Vicious Biscuit Jumps into 2026 with Business Momentum
Vicious Biscuit, the Southern-made originator of bold biscuit creations and the rising fast-casual breakfast rebellion, closed out 2025 with momentum across development, menu strategy, digital engagement, and leadership, positioning the brand for disciplined, accelerated growth in 2026.

By year-end 2025, Vicious Biscuit reached 11 total locations systemwide, including the December opening of its first Indiana restaurant in Fishers, marking another milestone in the brand’s national expansion. In Q4 alone, the company announced new locations in Savannah, GA and Medina, OH; while also announcing and opening its first Indiana restaurant in Fishers, reinforcing demand for the brand across both Southern and Midwest markets.

Looking ahead, Vicious Biscuit plans to open 10 new locations in 2026, bringing the system to 21 total locations by year-end, with additional development announcements expected throughout the year as expansion continues across priority regions.

“You can’t grow what isn’t stable,” said George McLaughlin, Co-Founder and CEO of Vicious Biscuit. “2025 was about locking in the fundamentals – systems, teams, and performance standards – so every new location opens on solid ground. We’re now expanding with the right partners and a platform built to support real, profitable growth in 2026.”

Rising to New Markets: Georgia, Indiana & Ohio Fuel Expansion

That growth strategy is already taking shape through a wave of new-market openings in the first half of 2026.

While Vicious Biscuit softly opened its first Hoosier State restaurant in Delaware Plaza (8711 106th St., Ste. 110) in December 2025, a week-long official grand opening celebration is planned for the week of Jan. 19, 2026. Doing business as Biscuit Boys, LLC, franchise partners David Dessner, Steve Wise, Scott Liberman, and Neda Smith – with Mike Pratt serving as operator – plan to develop 10 locations across the greater Indianapolis market, with Fishers as the flagship.

Expansion continues in the Southeast with the brand’s first-ever Georgia location, slated to open in early 2026 at Savannah Centre Shopping Center (7400 Abercorn St., Unit 521). Franchise partners Kelly and Tim Paslawski, Savannah natives and multi-unit Chicken Salad Chick operators, will lead the market entry.

In the Midwest, Vicious Biscuit announced a second Northeast Ohio location in Medina (4136 Pearl Rd.), led by its first franchise partner Carl Albright, alongside partners Dave Ost and Ken Troutman. The Medina restaurant will mark the brand’s first stand-alone franchise building.

Ohio remains a priority growth market for the brand. Vicious Biscuit will also enter the Cincinnati market in early 2026 with a new location in West Chester Township, led by VB Roots, LLC and franchise partner Jacob Mulvey, a proven multi-unit McAlister’s Deli operator. The restaurant will mark Vicious Biscuit’s third Ohio location and the brand’s first in the Cincinnati area. Mulvey has signed a three-unit development agreement to expand the brand further throughout the region.

Unleashing Performance: Menu Strategy Drives Scalable Growth

While expansion creates new entry points for guests, menu innovation remains a core performance driver across the system.

In Q4 2025, Vicious Biscuit sharpened its approach to limited-time offerings, leveraging LTOs to introduce innovation while maintaining menu clarity and operational consistency. Several high-performing LTOs earned permanent placement during the brand’s December systemwide menu refresh. Rather than chasing trends, Vicious Biscuit focused on evolving the menu in ways that support consistency, speed, and scalability for operators.

Several clear themes emerged from the year’s LTO performance:

Savory, lunch offerings continue to resonate.
Items such as The Firebird (formerly Chicken Bacon Ranch) and winter LTO The Frenchie reinforced demand for bold, craveable builds that extend the brand’s appeal beyond traditional breakfast occasions.
Classic breakfast staples remain essential traffic drivers.
Strong guest response to traditional biscuit builds supported the addition of the S.E.C. (Sausage, Egg & Cheese) as a permanent menu item.
Beverages have become a meaningful growth driver.
In August, Vicious Biscuit expanded its beverage program beyond the four walls for the first time, launching non-alcoholic and coffee beverages through its new first-party ordering platform. The rollout delivered strong attachment rates and incremental check growth, validating beverages as a scalable off-premises revenue stream.
Seasonal sharables add incremental value.
Limited-time offerings such as the fall apple lineup also generated incremental sales while fitting seamlessly into existing kitchen operations. By leveraging familiar core menu items with a seasonal twist, the brand delivered both guest comfort and fresh flavor discovery – a low-risk, high-impact approach to innovation.
“These menu decisions are about balance,” said Mike Ball, Vice President of Franchise Operations. “We want the menu to feel fresh and exciting for guests, while remaining simple and executable for our teams as we grow.”

Loyalty as a Core Growth Engine

Digital engagement emerged as one of the brand’s most powerful growth drivers in 2025, with the Vicious Biscuit Rewards platform evolving into a core revenue and marketing engine.

Over the past six months, loyalty-driven sales increased from approximately 6% to more than 11% of total systemwide revenue, nearly doubling as a share of sales. The platform has driven higher visit frequency, stronger check averages, and more predictable guest engagement.

The impact has been even more pronounced in new restaurant openings. In the brand’s most recent opening, Rewards accounted for more than 16% of total sales, giving each new location a built-in marketing and guest acquisition channel from day one. For franchise partners, this translates to faster ramp-up, stronger early-stage sales, and more efficient local marketing spend.

“Loyalty is not a marketing add-on for us — it is a core operating infrastructure,” said Amanda Kahalehoe, Chief Operating Officer of Vicious Biscuit. “It provides a direct, data-driven connection to our guests, accelerates new restaurant ramp-up, and enables us to test, optimize, and scale with far greater precision than traditional channels. For franchise partners, that translates into more predictable revenue, stronger early performance, and a more disciplined path to growth.”

Guest response has followed suit, with the Vicious Biscuit Rewards app earning a 4.9-star rating across iOS and Android, reinforcing that the platform is not only a growth engine, but a best-in-class digital experience that strengthens long-term brand loyalty.

Continuing to Give Back: Veterans Day Impact

Community impact remains central to the brand’s culture. On Veterans Day 2025, Vicious Biscuit provided 602 complimentary meals to active-duty military members and veterans across its system, representing more than $7,250 in meals served, in addition to its year-round 20% discount for military and first responders.

Building the Team – Culture as the Competitive Advantage

With dozens of locations open or in development and a strong franchise pipeline, Vicious Biscuit continues to build the executive foundation needed to scale with discipline, consistency and brand integrity.

In October, the brand appointed Katie DePoppe as Director of People & Culture, a newly created leadership role focused on leadership development, training infrastructure, and people systems that support long-term growth.

To further support its 2026 growth strategy, Vicious Biscuit has also strengthened its executive bench with key leadership advancements:

Amanda Parker, promoted to Vice President of Marketing, overseeing brand strategy, digital and loyalty marketing, local and national store campaigns, and guest acquisition. This expanded role reflects the brand’s shift toward a centralized, data-driven marketing engine designed to drive demand across new and existing markets.
Mike Ball, now Vice President of Franchise Operations, leading field operations, franchise performance, and operational systems across the network. This new role formalizes the brand’s operational support structure for its growing franchise network.
Looking Ahead to 2026

With a strong foundation in place, disciplined growth remains the priority. Entering year eight, Vicious Biscuit plans to open 10 new locations in 2026, reaching 21 total systemwide by year-end.

Vicious Biscuit is seeking multi-unit operators to join the ranks of its growing franchise system. For more information, visit www.viciousbiscuit.com/vicious-biscuit-franchise.

Visit www.viciousbiscuit.com for additional brand updates. Follow on Instagram @viciousbiscuits, Facebook at ViciousBiscuit1, and TikTok @viciousbiscuitchs to stay in the loop as we continue making big moves and bold biscuit creations.

Source https://www.qsrmagazine.com/news/vicious-biscuit-jumps-into-2026-with-business-momentum/

 

Huddle House gets a new Brand President
Bob Campbell was introduced as brand president for Huddle House, a diner-style restaurant chain.

Bob Campbell 1Campbell’s restaurant industry career includes “a long-standing tenure with Georgia-based Taco Mac, where he began as a franchisee in 1997, opening his first restaurant in Alpharetta, Ga.,” per a company release. He went on to develop three additional locations and, ultimately, a partnership with Taco Mac’s founder. Together, they formed Tappan Street Restaurant Group, where Campbell served as CEO and helped scale the business to more than 30 locations.

“His deep expertise in multi-unit operations, brand strategy, culture stewardship, and growth planning, combined with his passion for developing high-performing teams, will be instrumental as we guide this iconic family-dining brand into its next chapter of sustained growth and success,” said Paul Damico, CEO of Ascent Hospitality Management, which is the parent company of Huddle House.

Source https://fesmag.com/topics/the-latest-news/23299-huddle-house-gets-a-new-brand-president

 

McRib lawsuit says McDonald’s misled customers on what’s inside
McDonald’s is facing a federal class action lawsuit alleging that its popular McRib sandwich misleads consumers about what is inside the bun. The complaint, filed in December 2025 in the US District Court for the Northern District of Illinois, challenges the way the McRib has been marketed and presented to customers. Plaintiffs argue that the name and rib-shaped patty create the impression that the sandwich contains actual pork rib meat when it does not. The lawsuit seeks nationwide and state-specific class action status for McRib buyers over the past four years.

According to the complaint, the McRib is made from restructured pork that combines various cuts of meat into a uniform patty. Those cuts are alleged to include pork shoulder, heart, tripe and scalded stomach. None of these cuts qualify as rib meat, plaintiffs say, despite the sandwich being marketed with a name and shape that suggest ribs. The plaintiffs argue that this discrepancy amounts to deceptive marketing and that reasonable consumers would expect a product called McRib to contain actual rib meat.

The lawsuit lists 16 legal claims, including fraud, breach of warranty, breach of contract and violations of state consumer protection laws. It seeks class certification for McRib buyers nationwide who purchased the sandwich in the past four years, along with subclasses in California, New York, Illinois and Washington, D.C. If the court grants class certification, millions of customers who bought McRibs may be eligible to participate in the case.

Popular item with a long history
The McRib sandwich was introduced nationwide in 1982 and has become one of McDonald’s most recognizable limited-time offerings. The barbecue pork sandwich consists of a boneless, rib-shaped restructured pork patty, tangy barbecue sauce, slivered onions and pickles on a homestyle bun. It has enjoyed a cult-like following over decades, partly because it appears on and off menus periodically rather than as a permanent item. This limited availability often creates heightened anticipation among fans whenever it returns to participating restaurants.

McDonald’s has repeatedly emphasized that the McRib patty is made with seasoned boneless pork, not actual rib meat. A spokesperson described the sandwich as consisting of seasoned boneless pork with barbecue sauce, onions and pickles. The company denies that the lawsuit’s claims about specific cuts of meat are accurate. According to the statement, none of the components alleged in the lawsuit, such as hearts, tripe or scalded stomach, are included in the McRib patty. McDonald’s also said it has always been transparent about its ingredients so that customers can make informed choices.

In 2014, McDonald’s enlisted a former television host to tour a processing facility and demonstrate how the McRib patty is made from ground pork, water, salt, dextrose and preservatives. The aim was to counter persistent rumors about the sandwich’s composition. However, the current lawsuit argues that ingredient transparency alone is not enough when the product’s name and visual presentation strongly suggest something else.

Claims of deceptive marketing
Plaintiffs argue that McDonald’s intentionally omitted key details about the absence of rib meat from its advertising and menu descriptions, causing customers to pay premium prices under false pretenses. According to data cited in the complaint, the McRib regularly costs more than many core menu items, with average prices in late 2024 reported at more than five dollars per sandwich and up to nearly eight dollars in some locations. Lawyers for the plaintiffs contend that customers would have made different purchasing decisions if they had known the sandwich did not contain actual rib meat.

At the center of the case is the question of how consumers interpret product names and presentation. Plaintiffs assert that a reasonable person encountering the McRib’s name and distinctive rib-shaped patty would expect to find some meaningful quantity of rib meat in the sandwich. The complaint argues that McDonald’s knew or should have known that the branding would mislead customers but continued to use the name and visual presentation anyway.

Legal experts say the case touches on broader issues of consumer protection and advertising law. Under these laws, companies are prohibited from using branding that is likely to mislead a reasonable consumer. A statement does not have to be outright false to be actionable; it can be considered deceptive if it misleads by implication, imagery or omission. Plaintiffs in the McRib case are attempting to show that the sandwich’s branding conveyed a false impression about its meat content.

McDonald’s response and consumer reaction
McDonald’s response to the lawsuit has been firm. The company maintains that the claims distort the facts and that its ingredients are clearly listed and sourced responsibly. It reaffirmed its commitment to food safety and transparency, noting that ingredient information is available in restaurants, on its website and through mobile apps. The company also pointed out that using the word “rib” in a product name does not necessarily mean the item must contain actual rib meat.

Public reaction to the lawsuit has been divided. Some longtime McRib fans view the suit as unnecessary and argue that the sandwich’s restructured pork patty has never been advertised as containing a full rib. Others believe the branding is misleading and were surprised to learn that no rib meat is present in the product. The McRib has always been a topic of discussion due to its limited-time releases and passionate fan base. This lawsuit adds a new chapter to the story of a sandwich that has long existed in the space between novelty and nostalgia.

As the legal process continues, the case could have wider implications for how food products are named and marketed. If the court grants class certification and sides with the plaintiffs, the outcome may influence how other companies approach product transparency and consumer perception.

Source https://foodchainmagazine.com/mcrib-lawsuit-says-mcdonalds-misled-customers-on-whats-inside/

 

TGI Fridays unveils expansion plan, targets 1,000 locations by 2030
The casual dining chain’s global expansion will be led by Phil Broad, who worked as TGI Fridays UK managing director from 1997 to 2001.

Casual dining chain TGI Fridays has unveiled a new expansion plan as it seeks to scale the business substantially over the rest of the decade.

Under its “1-2-3 Strategic Vision”, the company is aiming for more than 1,000 units and $2bn in annual revenue by 2030.

TGI Fridays said that the plan is based on four pillars, which include activating the brand, enabling flexible growth across markets, strengthening the franchise system, and improving performance through people.

Phil Broad has been appointed president to lead this vision. He previously worked as TGI Fridays UK managing director from 1997 to 2001 and rejoined in April 2025 as president of international franchising, where his role involved expanding the brand in international markets.

In his position as president, Broad will oversee growth efforts in the domestic business as well as internationally.

TGI Fridays CEO Ray Blanchette said: “TGI Fridays pioneered the casual bar and grill category and continues to introduce Americana culture to millions around the world.

“Our focus as we accelerate our growth is to resonate with the next generation of consumers while preserving the classic Americana feel and signature experience that has made the brand beloved in more than 40 countries.

“Through these strategic pillars, we honour the heritage of the Fridays brand while appealing to today’s guests who crave bold flavours, high-energy experiences, and reasons to celebrate every day.”

The company has signed new development agreements to support the opening of more than 150 locations worldwide.

The US-based chain intends to support the “1-2-3 Strategic Vision” with initiatives covering menu and beverage changes, improved guest experiences, and upgrades to restaurant atmosphere.

The expansion plan marks a turnaround for the company after it emerged from bankruptcy.

TGI Fridays initially filed for Chapter 11 in November 2024 in the Northern District of Texas following financial struggles and an unsuccessful acquisition attempt by UK-based Hostmore.

Source https://www.verdictfoodservice.com/news/tgi-fridays-unveils-expansion-plan/

---

Foodservice Equipment

 

Hoshizaki Names VP of Engineering
Hoshizaki America appointed David Sellers to serve as vice president of engineering. Sellers previously served as senior director of engineering.

David SellersDuring Sellers’ more than 25 years with Hoshizaki, he was worked across multiple product categories and engineering disciplines, supporting innovation and regulatory compliance, per a company release.

Sellers’ promotion comes on the heels of Hoshizaki promoting Steve Wright to director of strategic segments.

Source https://fesmag.com/topics/the-latest-news/23298-hoshizaki-names-vp-of-engineering

 

Polar King Forms Unified Service, Parts Group
The move creates ‘a stronger, more collaborative team to better support our customers,’ says Kevin Wilson, Polar King director of engineering and refrigeration.

Polar King Int’l. has restructured its parts and service operations to bring team members from Polar King, Polar Leasing Co. and Thermodyne Foodservice Products together under one brand.

This will enable increased cross-training, additional backup coverage and faster response times, enhancing service consistency across all Polar King brands, says a release.

The team will be managed by Max Tippmann, who currently leads the manufacturer’s refrigeration department.

Source https://www.fermag.com/articles/polar-king-forms-unified-service-parts-group/

 

Rongo Named Principal by S2O
Ryan Rongo, FCSI was promoted to principal for S2O Consultants, an Illinois-based foodservice consulting firm.

Rongo joined S2O as a project manager in June of 2016 after having spent 12 years in the dealer community working in a design/build role.

During the ensuing years, he moved up to senior project manager before being promoted to vice president of design in 2023.

He is also a member of the FCSI – The Americas Board of Trustees.

Source https://fesmag.com/topics/the-latest-news/23301-rongo-named-principal-by-s2o

---

Tabletop & FOH

 

From Takeout to Tasting Menus, What 2026 Will Mean for Restaurant Design
What will dining look like in 2026? For some, it’s stepping into an immersive atmosphere that feels like a world of its own. For others, it’s picking up takeout from their favorite restaurant in record time––a habit that has become the norm, with 46 percent of U.S. consumers preferring to ordering online, according to DoorDash’s 2025 consumer trends report. These two distinct paths represent the future of restaurant design. As the industry navigates economic uncertainty, design is evolving to meet a dual priority: offering a memorable and immersive experience to those dining in, without limiting speed and efficiency for those carrying out.

The Continued Push for Convenience
In the age of instant gratification and doorstep meals, what used to be an occasional convenience is now a daily necessity that carries real weight in how restaurants operate. As consumer demand for off-premise dining holds strong, we are designing operations to be more fluid. For instance, both new build and renovation projects are prioritizing dedicated pickup areas, streamlined kitchen layouts, and clear separation between dine-in and takeout operations to make the delivery and takeout experience more efficient and reliable for staff and guests. The goal is flexible design; off-premise service should not disrupt the in-restaurant experience, yet it must still meet diners’ expectations for speed and quality. The overall design of the space must be flexible to meet both needs, and shift priorities as needed in a fluid market.

The most forward-thinking restaurant operators are finding ways to make convenience feel elevated, rather than transactional. Just because a guest is dining at home, does not mean they want the meal to be any less special than if they were dining in the restaurant. Meals have to be as hot and delicious as if they were delivered to a dimly lit table in a buzzing dining room, so the efficiency of how that dish makes it to the take-out guest must be as carefully executed as if it was ordered with the server. That is where efficiently-designed kitchens and dedicated pick-up areas come in, creating separately working but equally efficient networks from how that carefully considered, chef-prepared meal makes it to the customer, whether they are sitting at a table in the restaurant or waiting at home on the other end of a delivery app. Added touches like a staffed take-out niche and punchy branding on the take-out bags and containers further elevate that experience.

Experience as the Edge in Tomorrow’s Restaurants
Conversely, when guests do decide to dine out, they are not just looking for a delicious meal, but an experience. Rising prices and economic pressure haven’t tempered the desire for unforgettable, immersive happenings, if anything, they’ve amplified it. Diners want an atmosphere that feels curated and meaningful, not generic or interchangeable.

That appetite for distinctive experiences is driving a surge in immersive, concept-driven interiors where design and storytelling go hand in hand. Every element, from lighting and layout to materials and music, works to reinforce the restaurant’s identity and culinary point of view. Whether it’s an intimate, chef’s counter tasting experience or a lively neighborhood spot that celebrates local culture, the focus is on creating an environment that feels intentional, pulling guests away from their screens and into the restaurant’s unique experience.

In today’s online culture, there is also the reality that it is no longer enough to be in a space, one must also be seen there. The online experience of restaurant dining is undeniable, whether through review sites or social media, word of mouth has become word-of-screen. Working in tandem with that elegantly plated dish is the interior experience drawing people from their screens and through the doors. When one can compare restaurants on their phones, there is no room for middling experiences, customers want to be wow-ed every time.

Beyond the online perception, customers can feel the difference between a space that is carefully considered from one that is generic. When a restaurant’s interior design supports the stories told by the dish on the table, an immersive, sensorial experience is born. A diner is not simply enjoying a delicious meal, but an experience. From the feel of the fabric on which they sit, to the warmth of the pendants drifting above their tables, to the softness of the sound-levels inviting them to lean closer to the company sitting across from them; that restaurant experience becomes a memory being made, grounded in a place and time, and infused with something special. These transportive spaces are born of the partnership between owner, chef, and designer, where the taste of the dish meets the palette of the space.

The Impact and Appeal of Chef-Driven Experiences
The dedication to engaging and interactive experiences is what keeps chef-driven concepts popular year after year. In addition to resonating with diners’ desire for authenticity and a deeper connection to the story behind the food, chef-led models also open new doors for the chefs themselves. Opportunities such as hotel partnerships give rising culinary talent a more accessible and affordable path to the restaurant scene. These spaces allow chefs to bring their vision to life without the barriers of traditional restaurant ownership.

These concepts often blur the line between design and culinary narrative. The space itself becomes an extension of the chef’s philosophy, making it personal, expressive, and shaped by local context. Thoughtful use of materials, lighting, and layouts creates a captivating atmosphere that complements the food, turning the environment into a story. In hotel settings, these chef-driven spaces respond to the trend in travel toward experiences that feel locally specific and highly curated. Suddenly, a restaurant becomes not just a building on a block, but a node of the place’s culture, and a hotel, through a culinary experience that can delight and inspire locals and tourists alike, becoming a neighborhood institution.

Designing for Longevity and Flexibility
Economic pressures and labor shortages are also influencing the physical design of restaurants. Flexibility and durability are now central to every project brief. Owners are asking how spaces can adapt, whether that’s to different service models, seasonal changes, or even to future market shifts without costly remodels. Spaces need to be conceptual and beautiful, but equally flexible for an ever-evolving market. There is a desire for timelessness, an impossible feat, so instead we strive for the memorable. Avoiding trendiness and cultivating a design grounded in a good concept ensures the culinary story never falls out of trend, creating a sustainable design built to last.

This has also led to a preference for enduring, sustainable materials that age gracefully and require minimal upkeep, with every design choice carefully evaluated for its long-term impact. This begins with ensuring each material choice is in keeping with the culinary story, serves the brand, supports the staff, and can meet the daily demands of the space. By ensuring each of these things are true, we build a foundation for a space that is not just beautiful, but functional.

A More Intentional Future
Ultimately, restaurant design in 2026 will focus on a balance between efficiency, storytelling , and creativity. Guests may crave convenience one day and immersion the next, but they expect both to feel authentic. The most successful operators are designing with that dual mindset, crafting spaces that serve evolving needs without losing sight of what makes restaurant dining special.

In the years ahead, the integration of flexibility, narrative, and durability will determine which restaurants will succeed. By anticipating both operational demands and guest expectations, these spaces will leave a lasting impact on their communities.

Abigail Fundling
Abigail Fundling, NCIDQ, is an Interior Designer at //3877, a boutique design firm focused on high-end residential, multi-family, restaurant and hospitality projects.

Source https://modernrestaurantmanagement.com/from-takeout-to-tasting-menus-what-2026-will-mean-for-restaurant-design/

 

Reimagining the Pizza Parlor for New Generations
The challenge facing the Shakey’s Pizza Parlor team was to refresh their look while staying true to the brand’s roots.
“The redesign reflects our effort to recapture the classic ‘parlor’ atmosphere that defines Shakey’s,” said John Tilley, Creative Visionary and head of Jacmar Companies, owner of Shakey’s USA. “It is a one-of-a-kind brand for which there really is no direct competition, and we wanted that uniqueness to come through.”

In November, the reset flagship location in Culver City, California reopened with signature décor elements including textured wallpaper, wainscoting, communal benches and tables, stained glass lighting, and 80s pop-culture memorabilia that evokes nostalgic Americana and the neighborhood pizza parlor experience.

“These touches ground the refresh in our heritage while setting the stage for future generations. We want you to stay longer and enjoy yourself at Shakey’s, and we want you to come back where you may notice something new that you didn’t see before.”

Tilley explained the rebrand coincides with the timing of Shakey’s 70th anniversary as well as the completion of a consolidation of ownership.

“There have been no new major brand changes since Jacmar’s acquisition in 2004, and we believe the timing is right to execute on a version that will carry us through the next 20 years or longer. Essentially, we want to brand it once and spend the money on changing our stores once so that if we do it right, we won’t have to do it again.”

The first major task was creating a logo that felt old but was brand new, something that employees would enjoy wearing and guests would want to buy and showcase with a new shirt or hat.

“One of our most anticipated unveilings was our brand mascot Mojo the Dog, who really represents our brand and is tied to the fun and nostalgia of how Shakey’s started off–a place ‘that serves fun, but also pizza,’” said Tilley.

The menu remains largely unchanged.

“We are upgrading our beer and wine selections, but we’re committed to protecting and maintaining our proprietary recipes so guests can continue to enjoy our classic thin or pan crust pizzas, crispy fried chicken, and signature Mojo® potatoes and our all-you-can-eat Bunch of Lunch® Buffet,” said Tilley.

Guest-forward technological upgrades have been put in place to streamline waiting time, allowing guests to order an extra beer or dessert at their table, without replacing the personal touch.

Next on the schedule for the long-term rollout is a newly imagined and restored restaurant in Pico Rivera, which is a second generation renovation. Tilley says they are actively looking to grow in Southern California with a particular emphasis on finding locations in Bakersfield, Santa Clarita, or Riverside.

“Shakey’s has been the go-to place for feeding groups of people, particularly families, but we also want to be the place that accommodates families and large groups, but also friends meeting up, gig workers who need a comfortable spot, buddies catching a game, first-time daters, and high school kids celebrating after an event,” said Tilley. :As the ‘People’s Pizza Parlor,’ we are uniquely the only pizza parlor whereby there will be something for everyone in each of our stores. Eating together shouldn’t be a rushed experience, but rather something you want to last as long as you want when you’re away from home at a place that feels like a second home.”

Source https://modernrestaurantmanagement.com/reimagining-the-pizza-parlor-for-new-generations/

 

6 restaurant trends to watch in 2026
In 2026, restaurants may be backed into a financial corner.

Turbulent trade policies could raise food costs when many diners are already tightening their discretionary spending, forcing operators to get creative to keep sales healthy.

“Restaurants are set for a humbling year,” BTIG analyst Peter Saleh wrote in the analyst firm’s December 2025 forecast for this year, citing depressed valuations, pending unit closures, consumer price sensitivity and strategy overhauls. “Looking ahead to 2026, we expect a central theme to be market share gains by existing category leaders.”

Few chains are reporting positive sales growth, but QSRs may stand to reap the rewards of consumer spending anxiety, as diners trade down from casual and fast casual to save money, said Victor Fernandez, chief insights officer at Black Box Intelligence.

Still, there is opportunity for restaurants across categories to improve their 2026 outlooks, experts said. Cost savings strategies, innovation around affordable menu items like chicken and dipping sauces, and signaling value beyond just price — through novelty ingredients or wellness-focused formulations — can make a brand stand out.

Check out the six trends Restaurant Dive will be watching in 2026.

Traffic and sales will flounder

Consumers will likely continue to pull back on spending in 2026, experts said, which would strain restaurant sales and traffic. As of November, Black Box Intelligence measured four consecutive months of comparable sales and traffic declines, Fernandez said.

“Profitability and survival becomes a question, and it’s a challenge when you see that sales are trending down,” Fernandez said.

Only about one-third of the brands that Black Box Intelligence tracks saw positive comp sales in 2025 and even fewer saw traffic growth, he added. The number of chains to post positive comps this year is likely to decline, especially as 2025’s winning chains, like Chili’s, will lap very high comparables.

Circana anticipates less than 1% traffic growth in 2026, said David Portalatin, senior vice president and food industry advisor at Circana.

“Growth in foodservice is about winning the battle for market share,” Portalatin said.

Cost saving takes a front seat

Food costs are expected to increase in 2026, especially for beef, and managing supply chains will be particularly challenging as tariffs hit various imports.

“Supply chains are really screwed up again,” said Phil Kafarakis, president and CEO of IFMA, The Food Away from Home Association. “Tarrifs have a lot to do with that. … There’s a lot of uncertainty with the physical mechanics of moving stuff from around the world, and the logistics [are] a nightmare.”

With consumer spending compressed, restaurants won’t be able to raise prices much, if at all, to make up for increased costs. That means operators will be much more focused on controlling costs in 2026 compared to growing revenue, said Bryan Solar, SpotOn chief product officer.

“Figuring out how to manage costs in order to be profitable is going to happen at a clip that has not happened historically for restaurants,” Solar said. “The ones who don’t, unfortunately, I don’t think they’re going to be as successful.”

Technology can help restaurants better manage costs, and SpotOn has been working with customers through its product suite to help preserve profits, Solar said.

“The big thing is going to have to be agility,” Kafarakis said. “You are really going to have to have a couple of plans in place to be able to move them quickly and then experiment as you go.”

Chicken will still be king, and sauce will be the crown prince

High beef prices will make chicken more appealing for both operators and consumers, said Stacey Kincaid, VP of product development & innovation, US Foods.

“Operators are looking for solutions to help balance out their costs and offer customers choice and value,” Kincaid said. “If you can offer a chicken burger — as well as your beef burger — at a lower price, then that’s an option that might attract more diners than the place down the road.”

Sharon Zackfia, group head of William Blair’s consumer section, noted the trend toward bold sauces, spicy chicken and similar dishes is reflective of a larger pivot.

“There’s an ongoing shift to more robust flavors,” Zackfia said. “We’ve seen that for years now, food keeps getting spicier or more exotic in its flavor profile. I don’t think that’s changing anytime soon. That’s a generational element.”

More customizable flavors and sauces are likely, with greater customization coming to core menu items through new additions, like sauces or LTO versions of permanent offerings, said R.J. Hottovy, head of analytical research at Placer.ai. This accords with predictions made by Yum Brands CMO Ken Muench, following Yum’s release of a report that found customization — and an accompanying consumer desire for control — were major factors in QSR purchasing decisions.

Consumers will opt for health — and quality

Portalatin said a growing diner emphasis on health and freshness may benefit chicken concepts, as well.

“Many consumers do perceive chicken, oftentimes, to be the ‘better for you’ choice,” Portalatin said.

Outside of protein choices, consumers may opt for smaller dishes, Zackfia said, which is driven by interlocking demands for value and health.

“I do expect, over time, more of an evolution towards smaller portions,” Zackfia said. “There’s just no question that if people are on GLP-1s [weight loss drugs], they’re not eating as many calories.”

Zackfia also said the problems facing-bowl based fast casual chains have been overstated, as consumers will still want the healthier, vegetable-heavy options offered by brands like Cava and Chipotle. Both brands, it’s worth noting, lapped strong comps quarters in 2025 and could benefit from a reset of the calendar.

Portalatin said specifically that consumer health preferences are often framed around finding high-protein options.

“The pursuit of protein is at the forefront for many consumers. We continue to see growth in the number of consumers who described their ideal restaurant meal as being a high protein restaurant meal,” Portalatin said. This has already pushed the brand to add new menu items, like Chipotle’s meat snack cups, which debuted in late December.

Hottovy expects the health preferences to extend to beverages, whether that’s a greater uptick in items like Starbucks’ protein cold foam, or a preference for a general healthy aura.

Value will take on a wider definition

The emphasis on value meals, particularly at specific price points, was a major trend in 2024 and 2025, as lower-income consumers began to reduce their restaurant spending. Hottovy said he expects that trend to continue.

While previous pullback impacted mostly lower-income consumers, Hottovy said the slowdown grew worse with middle-income cohorts in the second half of 2025, and consumers are entering 2026 particularly primed to look for value.

Some are shifting spend to value grocers, c-stores and dollar stores, Hottovy said. Restaurants’ efforts to win back those cash-strapped consumers will be one of the defining features of 2026.

“Value is certainly a part of the equation,” Hottovy said, and pricing may converge around the $10 to $12 price point, where many casual dining chains, led by Chili’s, are competing with QSR brands. Value plays by Chili’s and others upended the usual dynamics between the two segments, where value and convenience reined in QSR to the detriment of casual dining, which emphasized experience and hospitality to a greater degree.

QSRs, Hottovy said, are seeing backlash from consumers dissatisfied with pricing.

“Our data does show that [casual dining brands] are taking some share from quick-service restaurants. So it is resonating with consumers,” Hottovy said

Mark Wasilfesky, head of restaurant franchise finance at TD Bank, said the value meal might be nearing the end of its utility in the present cycle, as they can threaten brand power over time.

“You don’t want to survive on a value meal. You want it to help you through certain times. You want to do an aggressive push,” Wasilefsky said. “I think LTOs are better vehicles for bringing people in than value meals, and they can be very effective.”

Beyond price points, brands are likely to find other ways of conveying value to consumers, Zackfia said.

“We’ll see more ways to create menu innovation that incorporates value — so not necessarily discounting — it may even be like a more premium item, but at a more compelling price point,” Zackfia said. “[Gen Z] customers right now really need a reason to come in.”

Retention will be increasingly important

Labor retention will be a key focus for the industry. Many casual chains — like BJ’s Restaurants, The Cheesecake Factory and LongHorn Steakhouse — have touted improvements in turnover rates, which help improve same-store sales. BJ’s, for example, changed its training to be more balanced between digital modules and on-the-job training, a move that resulted in higher employee satisfaction.

Fernandez said that some restaurants are hitting “record-setting retention” levels and seeing turnover ease — an assertion born out by significant decreases in key Bureau of Labor Statistics measures of sectoral turnover.

With unemployment rates creeping up, there will be fewer incentives for workers to move around, Fernandez said. He added that wage pressure has declined over the past two to three years and may be lower still in 2026, though there are countervailing factors.

Retention will be key for restaurants as the labor force is expected to continue to shrink because of immigration raids and changes to immigration standards under the Trump Administration.

“A lot of kitchens are powered by immigrants,” Solar said. “There’s a feeling that labor cost is going to go up in 2026.”

Read More in Consumer Trends

Source https://www.restaurantdive.com/news/six-restaurant-trends-2026-outlook/809073/

---

Food & Beverage

 

RFK Jr.’s new food guidelines could boost beaten down fast-casual chains like Chipotle and Sweetgreen
Key Points
The restaurant industry had mixed reactions to new federal nutrition guidelines, which recommend reduced intake of processed foods and sugary drinks.
One lobbying executive read the guidelines as encouraging Americans to not dine out.
The National Restaurant Association and Sweetgreen issued statements of support for the new guidelines.

New federal dietary recommendations have sparked mixed reactions from the embattled restaurant industry, as changing guidelines could encourage Americans to dine out less often or choose from a smaller pool of restaurants when they do leave home.

The departments of Health and Human Services and Agriculture unveiled the nutrition guidelines on Wednesday. The recommendations, which are updated every five years, pushed for higher consumption of protein and full-fat dairy and reduced intake of processed foods and sugary drinks.

The guidelines are primarily a public health tool for federal agencies, health-care providers and nutrition experts, so it’s unclear how much they will influence individual consumer choices. Although the recommendations largely focus on eating at home, they lightly touched on the restaurant industry as well.

“When dining out, choose nutrient-dense options,” the guidelines advise.

While the recommendations could discourage Americans from spending at restaurants — especially at a time when high inflation has curbed trips to dine out — some pockets of the industry had a positive reaction to the changes. The changes could give a particular boost to struggling fast-casual chains like Sweetgreen
and Chipotle, which have long touted the type of natural ingredients championed by HHS Secretary Robert F. Kennedy Jr.’s “Make American Healthy Again” movement.

One lobbying executive who represents restaurant companies, whose organization was involved in meetings with the White House on the new guidelines, said the outcome could have been “far worse” for the sector. The person, who declined to be named because their organization was involved in private discussions, said the end result was better for the industry than proposed guidance from earlier in 2025 was.

However, the executive said they are still concerned the guidelines could encourage Americans to eat at home when diners have affordable options to incorporate those foods at restaurants. That implication could also ruffle feathers among restaurant chains and their franchisees.

Despite those potential concerns from some, industry lobbying group the National Restaurant Association backed the new guidelines.

“Now, more than ever, restaurant operators are offering a wider variety of options, allowing consumers to choose what best fits their dietary needs, preferences, and lifestyles. We congratulate Secretary Kennedy and the Trump Administration on the release of the new guidelines and look forward to continued collaboration with policymakers to ensure that nutrition guidance remains practical, flexible, and supportive of access and innovation,” National Restaurant Association spokesman Sean Kennedy said in a statement to CNBC.

Restaurant franchise lobbyist the International Franchise Association, called the approach “nuanced” and said it may limit the number of price increases restaurants have to make.

“Fortunately, the more nuanced approach of these guidelines helps ensure our members will not have to raise prices and that consumers can continue to make their own choices,” the group said. “Any future regulations or guidance must keep potential cost increases top of mind, as restaurant owners already face numerous regulatory burdens and supply chain challenges, which most often disproportionately affect small business owners, like franchisees, and ultimately, American consumers.”

How fast casual could benefit
Some of the most supportive reactions came from chains that had been beaten down in 2025, including Chipotle
and Sweetgreen. Both fast-casual names saw pullbacks from younger consumers who continue to struggle in a K-shaped economy, where spending has concentrated more among the highest earners.

Sweetgreen and Cava’s tough year
The two fast-casual chains were among the biggest restaurant laggards in 2025.

Sweetgreen, which was the biggest restaurant sector laggard last year with a nearly 80% stock decline, cheered the new guidelines.

A spokesperson told CNBC in a statement: “We keep ultra-processed ingredients and added sugars out of our restaurants, source transparently from partners we know and trust, and cook our food from scratch. That is why we are excited to see the new Food Pyramid so clearly emphasizing whole, real, and unprocessed foods.”

Sweetgreen founder and CEO Jonathan Neman wrote on X, “The U.S. government is for the 1st time urging Americans to avoid highly processed food, added sugar, and refined carbohydrates. Today, the government finally told the American people the truth. Avoid highly processed food (which is 70% of a child’s diet). Avoid refined carbohydrates. CELEBRATE REAL FOOD… LFG!”

Similarly, Chipotle, which recently debuted a high-protein and GLP-1-friendly menu, told CNBC it has already catered to similar dietary guidelines.

“Our menu of real ingredients makes it easy to follow the new dietary guidelines that prioritize high-quality protein, healthy fats, fruits, vegetables, and whole grains — while limiting highly processed foods and refined carbohydrates,” Chipotle spokeswoman Laurie Schalow said in a statement. “With real food made from wholesome ingredients — without artificial colors, flavors, or preservatives — Chipotle offers choices that fit a balanced, modern approach to eating.”

The company’s stock was down nearly 40% in 2025, but some Wall Street analysts have pointed to it as a potential winner in the new GLP-1 landscape, where users of the drugs often opt for smaller portions with more protein.

Kennedy has spearheaded the MAHA platform, championing a diet based on whole foods to prevent chronic disease. At times, his beliefs, like his advocacy for beef tallow and encouragement of more red meat in diets, have run afoul of both public health experts and industry players, like McDonald’s.

Kennedy’s criticism of processed foods has put fast-food chains on the defensive, although President Donald Trump is a vocal and loyal fan, particularly of McDonald’s.

Source https://www.cnbc.com/2026/01/08/rfk-jr-food-guidelines-chipotle-sweetgreen.html

 

Protein Continues To Be One of the Fastest-Growing Trends Shaping Consumer Behavior
Protein is no longer known as just a nutrient for athletes or fitness enthusiasts. It has become one of the most influential macronutrients driving consumer behavior in restaurants, packaged goods, and overall dietary choices. What began as a niche interest more than a decade ago has grown into a cultural shift that is reshaping how Americans eat, and today’s landscape offers both validation and opportunity.

When brands like ours first opened, protein shakes and quinoa bowls were unfamiliar concepts to many fast casual diners. But as consumer priorities evolved, so did the market. Today, protein has become mainstream, accessible, and central to how millions of people think about nutrition.

A Surge Years in the Making
Consumer demand for protein has expanded dramatically. The rise of strength training culture, increased awareness around muscle maintenance with age, and even the influence of medications like GLP-1s—where doctors explicitly recommend higher protein intake—have all pushed protein into everyday conversations.

Younger generations are particularly driving this surge. According to research from Bain & Company, 60 percent of Gen Z consumers are actively increasing their protein intake, a higher share than any older generation. These younger diners are more intentional about what they put in their bodies, and they gravitate toward foods that offer both functional benefits and convenience. As a result, protein-rich meals, shakes, snacks, and beverages are on the rise across the entire industry, and Gen Z is heading the charge.

But the interest is not exclusive to younger generations. The 2025 IFIC Food & Health Survey found that protein consumption is trending across all age groups, particularly as more adults embrace strength-focused exercise routines later in life. Consumers are increasingly viewing protein as essential for longevity, daily energy, and overall wellness. And they want it in forms that seamlessly fit their lifestyles.

Protein Demand Across All Diets
One of the most notable shifts identified by Dairy Reporter is the expansion of protein demand across a wide range of dietary preferences. Interest is growing in every category: plant-based protein, whey protein, traditional animal proteins, and even hybrid options. Customers are gearing toward protein shakes, but bowls and salads are seeing strong growth too.

Traditional protein sources, like chicken, steak, and salmon continue to perform well, but there is increasing demand for organic roasted tofu and other plant-based alternatives. Every customer uses protein differently, so menus everywhere, including ours, are being intentionally designed to offer variety.

Taste and Convenience Are Valuable
While consumers want functional nutrition, they do not want to sacrifice taste. This must be kept front and center. Deliciousness is the priority. Restaurant companies need to make sure bowls, salads, and shakes are craveable and provide enticing flavor profiles.

Convenience is another essential piece. Cargill’s 2025 Protein Profile highlights that as consumers increasingly incorporate protein into their daily routines, from post-workout shakes to grab-and-go meals, brands offering quick, customizable and nutrient-dense options continue to gain momentum.

Where Protein Is Heading Next
Looking ahead, the next three to five years are likely to bring an even greater emphasis on protein. As consumers adopt more strength-training routines, focus on aging well, and incorporate GLP-1 medications into their health journeys, protein will play an increasingly pivotal role — and the trend shows no signs of slowing down. At the same time, fiber is rising alongside protein, entering the space as a complementary component that helps balance these new protein-forward options and makes them more digestible.

What may change however is how protein is delivered. Expect to see more functional pairings, such as protein combined with adaptogens, probiotics, or recovery-focused ingredients. Look for continued growth in plant-based innovations and creative applications that make protein more accessible to people with different preferences or dietary needs. Over time, these products and meal options will evolve, but the purpose of them will stay the same.

The Bottom Line
Protein is not a fad. It is a foundational shift in how consumers think about food, health, and performance. For brands just now entering the space, the lesson is clear: focus on flavor, transparency, and innovation. And for companies like ours, which embraced protein long before it became mainstream, the moment offers a powerful opportunity to lead the next chapter of this fast-growing movement.

Jared Cohen
Jared Cohen is Chief Operating Officer at Protein Bar & Kitchen.

Source https://modernrestaurantmanagement.com/protein-continues-to-be-one-of-the-fastest-growing-trends-shaping-consumer-behavior/

 

Starbucks is kicking off 2026 with more brand partnerships
Starbucks unveiled its 2026 winter menu this week, complete with drinks inspired by various trends in CPG like an iced Dubai chocolate mocha. But it also announced that it would be carrying products from two new vendor brands — Khloé Kardashian’s Khloud popcorn and Ellenos Greek yogurt — to tap into the high-protein craze.

It’s just one example of how Starbucks is partnering more with other brands as the company seeks a turnaround. On the food side, Starbucks is striking more deals with better-for-you brands to fill gaps in its offerings and meet increased demand for healthier options and trending items like high-protein concoctions. It’s also turning to entertainment partnerships to bring more people in stores; just before New Year’s, Starbucks unveiled a new drink to celebrate the second season of creator MrBeast’s Amazon competition show, which the coffee chain is also sponsoring.

At the same time, the company is aiming to reclaim its spot as a lifestyle leader through fashion and beauty collaborations. For example, last September, Starbucks partnered with designer Zac Posen during New York Fashion Week. Starbucks has also been making headway on the merch front. In 2025, the company rolled out several fashion and lifestyle collaborations, including limited-edition collections with apparel brands Farm Rio and Roller Rabbit. And, last fall, Starbucks unveiled a merchandise collection with Hello Kitty. The strategy — offering a continuous series of product collaborations and brand partnerships that offer customers newness — is part of the company’s “Back to Starbucks” plan under CEO Brian Niccol.

For her part, Kardashian is promoting the new partnership between Starbucks and Khloud by showcasing her protein-forward secret menu order. It includes the Khloud sweet and salty kettle corn, now available at Starbucks stores, combined with an iced vanilla protein latte for a total of 47 grams of protein.

“Cultural relevance is more important than ever,” a Starbucks spokesperson said in a statement. “As we continue our journey to get Back to Starbucks and ignite the soul of the brand, we’re leaning into cultural moments and partnerships that truly excite our customers. These span across the spectrum of culture—from sports and music to fashion and beauty—reflecting the diverse passions of the communities we serve.”

The throughline between many of these partnerships is that Starbucks is attempting to recreate the welcoming environment its shops have historically been known for. Part of that includes tapping into pop culture moments. In October, the coffee chain helped fans celebrate the release of Taylor Swift’s “The Life of a Showgirl” album through listening parties and a drinks giveaway. Starbucks is also a sponsor of the 2028 Los Angeles Olympic and Paralympic Team USA Games and Team USA. And to strike more of these partnerships, the company recently hired Neiv Toledano, a former E.l.f. Cosmetics executive, as its new senior marketing manager of fashion and beauty, as previously reported by Modern Retail.

Now, industry analysts are waiting to see how these integrated co-branded experiences will drive loyalty and repeat purchases at Starbucks. Comparable store sales in North America were flat during the most recent fiscal quarter.

Kassandra Socha, a senior director analyst at Gartner, said that Starbucks “has been clear that their road to win back customers is to reinvigorate their locations as destinations to visit, not just drive by.”

The expanded in-store partnerships, such as limited-edition merch from Hello Kitty and Farm Rio, along with protein popcorn from Khloud, aligns with that goal. Additionally, Starbucks can leverage its popular rewards program and app to promote partner brands and increase overall customer spending at its stores.

For brands collaborating with Starbucks, part of the appeal is the ability to reach a wider audience. Last year, DTC brand Roller Rabbit, known for its printed pajama sets, unveiled a holiday collection for Starbucks featuring cups and mugs adorned with Roller Rabbit’s most popular patterns. These products were exclusive to Starbucks stores, prompting fans to track them down locally before they sold out.

“While Starbucks is not new to partnerships, their focus on bringing exclusive products from buzzworthy brands to the shelf will be a foot traffic driver,” Socha said. “It’s clear [Starbucks is] listening to customer zeitgeist as they reform their product and marketing.”

Source https://www.modernretail.co/marketing/starbucks-is-kicking-off-2026-with-more-brand-partnerships/

---

HVAC & Plumbing

 

Winsupply Inc. Makes Strategic Hire for West Coast Growth
The Winsupply Family of Companies is growing its West Coast presence as it adds another person responsible for coaching and recruiting entrepreneurs in wholesale distribution.

Keith Hubbard joined Winsupply Inc., a national wholesale distributor based in Moraine, Ohio, in early November as an Area Leader to serve Winsupply Local Companies and recruitment efforts on the West Coast.

Hubbard comes to Winsupply from his most recent role as president and CEO of PACE Supply Corp., an employee-owned wholesale distributor of plumbing supplies based in California. He led the company for five years, growing revenue to over $1 billion annually with 32 locations.

“I developed a deep appreciation for entrepreneurial ownership, high-performance culture, and building leaders who act like operators,” Hubbard said.

Hubbard comes to Winsupply with over 25 years of HVAC and plumbing industry experience. He spent a total of 20 years at Ferguson Enterprises.

“We are delighted to welcome Keith to our team,” said Rob Ferguson, President, Local Company Group, Winsupply Inc. “His extensive experience in the California market, industry expertise, and strong relationships are a perfect strategic fit for this key growth position. Most importantly, Keith’s values and dedication to supporting entrepreneurs align seamlessly with the Winsupply mission and purpose, which is to support and grow entrepreneurs.”

Being in the industry for 25 years, Hubbard was familiar with the Winsupply Family of Companies for many years. He said he was attracted by many unique aspects of Winsupply’s philosophy and business model, including the owner’s mindset and level of accountability felt by all employees.

“Winsupply’s model provides autonomy at the local level to make decisions and do things in the best interest of your customers and the employees tasked with serving customers,” Hubbard said. “Another key element is the compensation structure and rewards based on what you produce. Winsupply is unapologetic for that.”

Hubbard’s appreciation for entrepreneurship and knowledge of construction wholesale distribution began as a child. His father was an entrepreneur in the industry.

“My father advocated for learning a skill/trade,” Hubbard said. “First as an apprentice plumber, then in warehouse operations. I then worked my way up through inside sales, outside sales, and eventually leadership roles, gaining a full view of how distribution works from the ground up.”

In the Area Leader role, Hubbard will be responsible for sharing the West Coast market with Area Leader Kyle Buxton.

Buxton has covered the Western states for Winsupply for over a decade. In that time, Winsupply’s growth on the West Coast has gone from 38 Local Companies to over 70 Local Companies – with a more than 500% increase in annual sales.

“Keith’s experience will be a blessing to the Local Companies he works with,” Buxton said. “I am thrilled to have Keith join the team.”

Hubbard said he’s excited to travel the market, visit Local Company presidents, meet the back-end business support services team based in Dayton, Ohio, and recruit more capable, hardworking entrepreneurs to begin their own entrepreneurial journey.

Hubbard lives in Northern California with his wife, Amanda, and three sons, ages 10, 8, and 5. The family enjoys being active outdoors and playing various sports.

About Winsupply:

Founded in 1956, Winsupply is a family of companies that includes more than 670 wholesalers across the United States; service companies for business support and sourcing; and Winsupply Inc.

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

Winsupply Inc.’s annual sales were $7.8 billion at the end of the fiscal year Jan. 31, 2025. The Winsupply Family of Companies employs some 9,000 employees nationwide.

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

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

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

Follow Winsupply on Facebook, Twitter, LinkedIn, YouTube and Instagram.

Source https://hvacinsider.com/winsupply-inc-makes-strategic-hire-for-west-coast-growth/

 

The Smarter Path to Reliable HVAC in Older Buildings
Every building occupant expects reliable, energy-efficient air conditioning. Yet many facility teams — especially those managing older or leased buildings — know how difficult that can be to deliver. Much of today’s commercial stock still relies on legacy systems that are outdated, inefficient, and costly to keep running.

That gap between expectation and reality creates daily challenges: higher operating costs, comfort complaints, and sustainability goals that seem just out of reach. It doesn’t always require a full system overhaul to make measurable progress. Often, it starts with a clear-eyed look at the equipment condition and maintenance needs — understanding what is aging, what’s at risk, and what requires attention before it becomes a costly surprise. Having a facility management partner who stays ahead of these issues helps owners avoid unplanned downtime and unexpected expenses, while small, targeted steps then add up to real efficiency gains.

Start With An Energy Audit
The most effective way to understand where energy is being wasted is through a commercial energy audit. Think of it as a diagnostic check for the building. Depending on its age and condition, implementing audit recommendations can yield energy savings of up to 30% — a significant return for a relatively short process.

An audit can range from a quick walk-through to a detailed evaluation of lighting, mechanical systems, and building controls. The findings usually reveal both simple fixes, like updating schedules or swapping to LED lighting, and larger capital upgrades with strong payback periods, such as installing variable-frequency drives or modernizing the control logic.

Beyond cost reduction, an energy audit gives owners a data-driven foundation for planning upgrades, setting sustainability goals, and even qualifying for utility rebates or tax incentives.

Make Maintenance Predictive, Not Just Preventive
Many HVAC failures trace back to the basics: fouled coils, neglected filters, or equipment that’s long past its prime. In older facilities, those three issues alone account for a large share of service calls. Preventive maintenance can help, but predictive maintenance takes it a step further.

With a facility management partner that actively uses sensors and data from building automation systems, teams can now track when filters are loaded, bearings begin to vibrate, or temperatures drift from design conditions. Maintenance happens when the system needs it, not when the calendar says so. That shift reduces wasted service hours and avoids costly, mid-day breakdowns while also stretching capital budgets by extending the life of existing assets. Making a small investment in insight can prevent a big expense in downtime.

Know When Replacement Is The Smart Play
No matter how diligent the maintenance, every piece of HVAC equipment reaches a point where it’s no longer cost-effective to keep. The question is when.

A capital planning approach that replaces equipment based on condition rather than age helps owners make that call strategically. Evaluating actual performance, maintenance history, and operating cost gives a clearer picture of value. Upgrading to newer, high-efficiency systems often provides energy savings and sustainability benefits that justify the investment.

Coordinating replacements as part of a broader asset strategy, rather than reacting to individual failures, also allows owners to bundle projects for better pricing and less disruption. Replacements are best planned with a full picture of the building’s systems in mind, ensuring that each upgrade supports the long-term goals for comfort, reliability, and carbon reduction.

From Service Provider To Strategic Advisor
Facility teams today are moving beyond their role as operators to strategic advisors helping owners navigate cost, risk, and sustainability decisions. The most effective ones blend technical expertise with a strategic mindset: prioritizing capital improvements that deliver the most measurable impact, streamlining assessments to shorten the time from discovery to execution, and using technology and analytics to speed up decision-making while still validating findings with human expertise.

The most trusted partners in this space lead with transparency, share data openly, and focus on what genuinely benefits the client, not just what fills a project pipeline. As owners look for guidance on where to invest and when to hold, that kind of honest counsel builds trust and long-term relationships.

Invest Where It Counts
Efficiency upgrades don’t always require a massive retrofit. Energy-efficient motors and drives that modulate speed to match demand, low-GWP refrigerants that shrink carbon impact while meeting current regulatory standards, higher-MERV filters that improve indoor air quality and keep equipment cleaner for longer, and smart control integration that adjusts airflow and temperature based on occupancy — all of these can make a meaningful difference that give owners and landlords the most bang for their buck.

Even incremental improvements, like staggering unit runtimes during peak demand or fine-tuning setpoints seasonally, can add up. The goal is steady, cumulative progress that maintains comfort while lowering both costs and emissions.

Get Started
Delivering reliable, energy-efficient air conditioning in older facilities isn’t an all-or-nothing proposition. With a structured plan, facility teams can bridge the gap between legacy infrastructure and modern performance expectations.

When your facilities partner ensures equipment is maintained intelligently, and capital investments are guided by data, even aging systems can meet today’s efficiency and sustainability standards. In a time when every dollar and every kilowatt count, that’s a result both owners and occupants can feel.

Todd Robertson, Head of Technical Services for ISS North America, oversees technical services across all Integrated Facility Management (IFM) operation functions. With deep expertise in industrial and facilities operations and maintenance, he helps clients reduce the total cost of ownership, improve asset performance, and strengthen reliability. Todd is a seasoned operations leader with extensive experience improving energy efficiency, asset life-cycle performance, and overall facility resilience.

Source https://www.achrnews.com/articles/165684-the-smarter-path-to-reliable-hvac-in-older-buildings

 

7 Predictions for HVAC in 2026
Tariffs aren’t going anywhere, Silicon Valley wants a chiller, and commercial HVAC pulls ahead: Experts talk the next year in HVAC

Barton James, president and CEO of ACCA, didn’t mince words when summing up last year.

“2025 was a freaking train wreck,” he said. “It was tough.”

What is coming down the pipeline for 2026? We asked around the industry and looked at some of our coverage from 2025. Here is what I think will be the top headlines of 2026.

 

1/Tariffs aren’t going anywhere.

Bart James, CEO of ACCA, has seen this happen in D.C. before.

“They’ve had a taste of the money,” he said.

Sure, it’s not a significant amount. And political winds may shift. But according to James, none of that makes any difference.

“Politically, once it’s been tasted, you can’t get rid of it,” he said. “It doesn’t matter who’s in the White House. It’s going to be a tool that will be utilized, at least from my prediction, for the foreseeable future.”

Manufacturers are already responding by bringing production to the U.S., he said, and it’s going to continue.

 

2/ Heat pumps are still in demand, but the reason for buying them will change.

With federal tax incentives gone December 31 at the stroke of midnight, heat pumps are now at the mercy of state/local incentives, contractors’ advocacy, and their own merits.

“I think it’s going to continue to grow,” James said. But equipment pricing is going to play a bigger role, as well as rising energy costs — specifically, which is higher, gas or electricity, in that particular customer’s region.

Marco Radocaj, owner of Balance HVAC in Vero Beach, Florida, said heat pumps are here to stay — what’s going to change is whether people are buying top-tier or mid-range equipment.

“It’ll put it back into that playing field where you’re kind of paying the tax incentive price for a less efficient system,” he said.

 

3/ AI is part of life now — and that goes for HVAC, too.

AI still can’t troubleshoot a rooftop unit, but as with any other tool, the businesses that use it effectively will certainly win more jobs and opportunities than those who don’t.

That’s according to Jimmy Thompson, senior manager, HVAC and plumbing sales, Podium

“Think of AI as a superpower tool — a Thor’s hammer, if you will — and not so much of a replacing the characters altogether,” he said.

In contrast with a few years back, today’s AI-based trades software comes pre-packaged and readily available for small and mid-sized businesses to roll out on day one. There’s another change, too: Customers are getting used to it.

“All your consumers are consumers in a number of other industries, and they’re using AI in all those places as well,” Thompson said. “So if that’s a hesitation for some contractors, that’s something that should be quickly relieved, just because the consumers are expecting that type of interaction with the business.”

 

4/ Shipments and installations: think stabilization, not recovery.

Don’t expect a snapback in HVAC shipments in 2026. OEMs are largely aligned on one prediction: The residential market will stabilize, but a full recovery will take longer.

After a brutal 2025 — when residential cooling shipments routinely fell more than 25% year over year and, at times, nearly 50% — manufacturers are tempering expectations. Carrier CEO Dave Gitlin said the U.S. market exited 2025 well below its typical replacement pace and that a return to “normal” won’t happen in a single year. Carrier is currently assuming flat residential volumes in 2026, while Trane expects the first half of the year to remain difficult, even as one-time disruptions tied to the refrigerant transition fade.

“None of us predicted that with the refrigerant change, there would have been a canister shortage,” said Donald Simmons, group president of Americas at Trane. “Contractors couldn’t get refrigerant to do the installations, which was a problem. The third factor is that the cooling season was shorter than what we had expected. Of those three drivers, two won’t repeat in 2026.”

There are modest tailwinds. Rheem’s Kevin Ruppelt, senior vice president and general manager, U.S. Air, sees improving housing activity, easing interest rates, and stronger consumer confidence supporting a rebound — though not a dramatic one.

The real growth story, however, continues to sit squarely in commercial HVAC. Data centers remain the headline driver, but OEMs also point to strong demand across healthcare, higher education, government buildings, and Class A office renovations. In 2026, residential may find its footing, but commercial will keep carrying the load.

 

5/ Speaking of data centers, Silicon Valley wants a chiller — and private equity can already smell the money.

Private equity in HVAC used to mean one thing: service contractors. Now, the focus has shifted upstream. Driven by an explosion in data-center demand, PE has locked onto equipment manufacturers capable of delivering high-capacity, high-efficiency cooling at scale.

The result? A surge in demand for advanced chillers, controls, monitoring, and replacement parts. Expect a wave of acquisitions in 2026, as both outside investors and HVAC’s largest players race to secure technology, engineering talent, and intellectual property tied to next-generation cooling.

 

6/ Financing will become the norm — but it comes with a caveat.

$13,000 upfront or $300 a month? As HVAC equipment prices climb, more homeowners are choosing option two. But for contractors, that shift comes with higher expectations — and higher risk.

“As this equipment’s increased in price — sometimes over four times — consumers are going to expect a lot more, and they’re going to expect better air quality,” said James. “They’re going to expect that equipment’s not oversized and causing them health issues in their home, and mold, and all the other things that you maybe got away with, but it was a very different price.”

If expectations aren’t met, James sees trouble ahead.

“I think we’ve got a lot of liability coming our way,” he said. “There’s going to be some lawsuits.”

Radocaj sees that risk clearly in humid markets like Florida.

“There’s no really efficient way to remove water from a house, and humidity is a 365-day issue down here,” he said. When systems don’t run long enough to dehumidify, homeowners may start asking, “Hey, why do I have a humidity problem all of a sudden, with my new equipment that was $13,000?”

“If you’re not taking the time to explain everything, prepare for dehumidification, have a plan for that,” Radocaj said, “you’re building problems that are going to get really expensive for you down the road. … Quality installs are going to be huge. I think it’s going to be a good opportunity to separate the men from the boys.”

 

7/ Refrigerant bounties are coming.

There’s been no shortage of debate about how to motivate contractors and technicians to recover more refrigerant. As Carl Grolle of Golden Refrigerant told me a few years back, the real motivator is simple: cash.

Now, California is testing that theory. The California Air Resources Board just announced a new pilot program with Hudson Technologies that will pay HVAC contractors for recovered HFCs and HCFCs sent for reclamation. Called REFRESH — Refrigerant F-gas Reclamation Support for Home HVAC — the program includes up to $5 million to fund refrigerant buybacks and cover reclamation costs.

D.C. has a brand-new recovery program as well. If the pilots prove the model, expect refrigerant recovery to turn from an afterthought into a metric — with contractors creating their own internal bounties for techs who bring the most refrigerant back.

Source https://www.achrnews.com/blogs/17-opinions/post/165646-7-predictions-for-hvac-in-2026

---

Controls Engineering & IoT

 

Restaurant Tech Trends That Will Define 2026
I’ve been in the restaurant business long enough to recognize the cycles. As someone who spent years running restaurants and now builds technology designed to make running them easier, I’ve lived through the booms, the contractions and the moments when the industry pivots in a new direction.

Over the past few years, one thing has become undeniable: The changes operators feel most aren’t coming from the dining room; they’re coming from the back of the house. In particular, AI is completely reshaping what’s possible and redefining what operators can expect from their tools.

As we look ahead to 2026, we’re seeing these technologies enter a more mature, strategic era. So, what does that mean for restaurants in the year ahead?

Six Technology Trends to Keep an Eye on in 2026
One of the best parts about my job is that I get to work with the best team in the business and we’ve been having lots of conversations about what we think we’re going to see next year.

AI was top of mind, of course, but we’ve also been discussing how hospitality is coming back to centerfold importance as well as the issues that operators face in the back office.

Recently, I had a great chat with MarginEdge’s CRO, Tara Clever and CTO and co-founder, Brian Mills, about a few key trends we think we’re going to see play out in 2026.

1. Smart Software Will Be Everywhere
AI is the first technology that actually improves how we build other technology. It’s computer engineering that’s speeding up computer engineering.

Because of that, we’re about to see software show up everywhere, in everything. AI already powers drive-thru order models, invoice-processing engines and predictive sales forecasting tools — automating repetitive tasks and giving operators precious hours back in their day. In the year ahead, we’ll see smart software move beyond task automation.

AI will begin to connect the dots across a restaurant’s systems and surface insights before problems arise, spotting overscheduled labor, identifying over-ordering, or flagging a maintenance issue before it becomes an expensive surprise. In other words, AI tools will enable smarter, faster business decisions.

2. Hospitality Matters More than Ever
Diners want experiences that feel personal and human again. During the pandemic, the industry adopted technology out of necessity, but in many cases, that came at the cost of genuine connection. In 2026, the pendulum will swing back.

Leading operators will use technology to free up time for what matters most: taking care of guests.

Big chains are already leaning into this shift but the opportunity is even greater for independent operators. The restaurants that build lasting loyalty will be the ones obsessed with the quality of their experience and how they make people feel when they walk in the door.

Technology can – and should – support that work, but it’s still no substitute for genuine hospitality. Leading operators will use technology to free up time for what matters most: taking care of guests. Whether it’s using reservation data to recognize a repeat diner or leveraging POS insights to understand preferences, these tools work quietly behind the scenes to help teams deliver better hospitality and create the kinds of moments that algorithms simply can’t replicate.

3. Data Management Will Become Non-Negotiable
As more restaurants bring AI into their back-office operations, the ones that will actually see results are those that take data management seriously.

Operators are pulling information from every direction — POS systems, invoices, payroll, reservations — but most of those systems speak completely different languages. For AI to be truly useful, it needs clean, consistent data to work from. That means labeling, storing and managing information in the same way across every system, no matter where it comes from.

Over the next year, we’ll see data management move from being a behind-the-scenes IT issue to a core operational priority. Larger groups may start building out dedicated data strategies or even appointing a data lead or chief data officer to make sure their systems align and their insights are accurate.

4. Inflation Will More Directly Influence Tech Purchasing
In 2026, inflation will still be the quiet force shaping everything in restaurants, from labor to ingredients to debt. Larger brands will weather it better because they’ve got purchasing power and tools that help them adjust on the fly. Operators won’t have that cushion, which means real-time visibility into their costs will matter more than ever.

Reading about inflation in the paper isn’t helping smaller operators; we all know it’s happening. Operators who understand what inflation means for their restaurant — and act on it in real time — will be the ones who stay ahead of whatever the next wave brings.

5. More Diners Will Use AI to Choose Where to Eat
ChatGPT is quickly becoming the new Google. More diners are relying on generative AI tools to discover new restaurants, compare options and decide where to spend their money. These tools can process thousands of signals instantly and deliver highly tailored recommendations based on a diner’s preferences, location, dietary needs, budget, mood and even past behaviors.

Restaurant marketing is shifting from traditional SEO to AI visibility.

As a result, restaurant marketing is shifting from traditional SEO to AI visibility, where placement depends on conversational relevance rather than keyword rankings.

Operators will need to think less about how search engines read their websites and more about how AI interprets their story, their reviews and the experience they deliver.

6. Consolidation Will Continue to Rewrite the Tech Landscape
Over the last decade, restaurant technology was a full-blown gold rush: new tools popping up everywhere, new vendors each week and a wave of venture capital fueling the rise of giants like Toast and DoorDash. It was the Wild West of software — but that era is coming to an end. The next wave of $1 billion companies in this space won’t be born in garages; they’ll be created in boardrooms.

The pool of new entrants is now shrinking, not because innovation has stopped but because the market has matured. It’s no surprise, then, that there’s been a surge of consolidation across the industry as established platforms absorb niche innovators to strengthen their ecosystems. In 2025 alone, we saw a surge of M&A activity from major players like Thoma Bravo and DoorDash. That momentum will only speed up over the next year.

The Bar for Restaurant Tech Is Higher than Ever
Restaurant technology has officially moved beyond the experimentation phase.

Operators expect far more from their tech investments: integrated, dependable systems and tools that help them run their business better, not shiny objects that fail to deliver real, measurable value.

In 2026, the most effective technology solutions will be the ones that quietly strengthen operations, working behind the scenes so staff can be out front, doing what they do best.

Ultimately, success in the coming year won’t be defined by smart technology alone, but by how operators use it to power better operations and better hospitality.

Bo Davis

Bo Davis is the CEO and Co-founder of MarginEdge, a restaurant management platform. Prior to founding MarginEdge, he was the founder of Wasabi. Wasabi is a group of conveyor belt sushi restaurants currently operating in DC and Boston. Prior to Wasabi, Davis was in the US Peace Corps serving in Macedonia, earned an MS in Finance from London Business School, and founded an educational software company, Prometheus, which he sold to Blackboard in 2002.

Source https://modernrestaurantmanagement.com/restaurant-tech-trends-that-will-define-2026/

 

Papa Johns Modernizes Restaurant Operations With Unified POS and Ops Platform Across 3,200 U.S. Locations
Papa Johns is taking another major step in its multi-year technology modernization plan, selecting PAR Technology’s POS and operations software to serve as the core of a new in-restaurant technology stack across roughly 3,200 U.S. corporate and franchise locations. The company said the rollout will replace legacy on-premise systems and is expected to be completed by the end of 2027.

The announcement is notable less because Papa Johns is swapping one POS for another, as large chains tend to do periodically, and more because it reflects how quickly restaurant technology priorities are shifting from “digital ordering enhancements” toward full operational integration. Papa Johns framed the move as a way to reduce complexity, standardize workflows and create a shared, real-time data environment spanning ordering, kitchen production and above-store management.

In practical terms, this is about building a more uniform operating model across thousands of restaurants, where menu changes, promotions, labor planning, and inventory management can be executed more consistently and measured more quickly.

Papa Johns’ leadership has been increasingly explicit about technology as a strategic lever. The company has connected this in-store transformation to a broader AI and analytics roadmap, including its work with Google Cloud to deploy agentic AI ordering capabilities and unify voice and text ordering experiences. Taken together, the efforts suggest Papa Johns is trying to link the guest-facing “digital front door” with the realities of execution inside the restaurant, where speed, accuracy, staffing and production flow determine whether a polished ordering experience translates into a strong customer outcome.

This is happening in a competitive environment where pizza chains, in particular, have become heavy technology users. Domino’s remains the clearest reference point, having long emphasized standardized systems to support rapid innovation and consistent execution. Industry reporting over the years has highlighted how Domino’s single-system approach helped it build and iterate digital ordering and operational tools without juggling multiple incompatible technology layers. Domino’s has also continued to publicize partnerships aimed at accelerating AI-enabled capabilities, including a collaboration with Microsoft focused on using generative AI and cloud technology to support ordering and store operations.

At the same time, other major restaurant groups are pushing similar “unified platform” strategies. Yum Brands, which owns Pizza Hut, Taco Bell and KFC, has been consolidating technology under its Byte by Yum platform, positioning it as a connected stack that includes POS, kitchen and delivery optimization, menu management, inventory and labor tools, and team-member apps. Yum has also signaled that AI will be integrated into this foundation, including pilots and partnerships aimed at improving ordering and operational efficiency. In that context, Papa Johns’ modernization should be read not only as an internal IT upgrade, but also as a response to competitors that increasingly treat restaurant operations as a software-driven discipline.

The supplier landscape for enterprise restaurant systems is also more crowded and more strategically important than it was even five years ago. At the high end of the market, large multi-unit operators have historically leaned on providers such as Oracle’s MICROS and NCR’s Aloha for store systems, while many brands have also adopted specialized tools layered over POS for digital ordering, loyalty, labor optimization, kitchen management, and inventory.

In parallel, newer cloud-first restaurant platforms, including Toast, SpotOn, and Square, have been expanding upmarket from SMB into larger multi-location environments, often pitching faster innovation cycles, modern UX, and simpler integration. Meanwhile, ordering and guest engagement providers (such as Olo and others) continue to act as connective tissue between digital demand and restaurant execution, partnering with a broad range of POS and operational ecosystems rather than trying to replace them.

This fragmentation explains why Papa Johns emphasized integration, open APIs, and unified support in its rollout rationale. The operational value of a POS/OPS upgrade is no longer confined to faster checkout or cleaner reporting. The more consequential objective is to make the restaurant’s “data exhaust” (orders, modifications, production timing, staffing levels, waste, inventory counts, etc.) usable in real time for decision-making. That is what enables many of the AI claims now common across the sector: smarter scheduling, better prep guidance during peak demand, quicker identification of performance issues and more precise execution of promotions without store-level rework.

It is also worth noting the timeline. A full rollout by the end of 2027 gives Papa Johns time to manage the complexity of deploying across a largely franchised base, where store-level infrastructure, training capacity, and change fatigue often slow transformation programs. If Papa Johns can execute the rollout without disrupting store operations, the company should end up with a more standardized operational foundation and cleaner data, which are two prerequisites for scaling AI initiatives beyond pilots and into daily use.

From a competitive standpoint, that may be the most important takeaway. Pizza brands already compete aggressively on delivery speed, order accuracy, and convenience. What has changed is that those outcomes are increasingly determined by the quality of the underlying technology stack and how tightly it connects digital ordering to in-store execution. Papa Johns’ decision reflects that reality: a chain can invest heavily in customer-facing AI and personalization, but the commercial benefit is limited if the operational layer remains fragmented or difficult to scale.

Source https://restauranttechnologynews.com/2026/01/papa-johns-modernizes-restaurant-operations-with-unified-pos-and-ops-platform-across-3200-u-s-locations/

 

How AI Will Affect Food Safety Culture in Food Manufacturing and Processing
LUNENBURG, NOVA SCOTIA, CANADA, January 3, 2026 /EINPresswire.com/ — In a time when consumers expect food to be both tasty and safe, eHACCP.org emphasizes how artificial intelligence can transform Food Safety Culture, which is essential to the global food industry.

Food Safety Culture includes the shared values, beliefs, and day-to-day actions adopted by organizations and professionals in the food sector. It focuses on:

– Preventing foodborne illnesses before they happen
– Ensuring consistent, thorough compliance with regulations
– Maintaining high standards of hygiene, quality, and traceability

While a strong food safety culture has traditionally depended on food safety training (HACCP training), management commitment, and human oversight (personnel responsibility), artificial intelligence (AI) is quickly becoming a very strong partner this shared effort. AI may be the biggest change the food safety culture has ever seen.

AI is set to change food safety culture by providing real-time information, predictive abilities, and visibility that human teams can’t achieve alone on a large scale. It can identify tiny dangers that are invisible to the naked eye, analyze trends across millions of data points from production, and tailor training for each team member. AI doesn’t replace food safety culture; it strengthens and embeds it deeper into every part of an organization.

“Food safety culture has always been about people caring enough to do things right, every single time,” said Stephen Sockett, eHACCP.org’s food-safety futurist who has a good sense of humor. “Now imagine giving those caring people a tireless, super-smart teammate that never sleeps, never forgets, and can spot issues before breakfast is even served. That’s not science fiction; it’s the near future we’re creating.”

As food supply chains become more complex and consumer expectations rise, Sockett believes AI tools will be as vital to today’s food safety culture as handwashing and temperature checks.

The future of safe, reliable food combines human effort with smart technology.

AI can enhance this culture by moving from reactive to proactive strategies. For example, AI allows for real-time monitoring and predictive analysis to detect contamination risks early, encouraging a prevention mindset. It automates tasks like analyzing microbial data for root cause investigations and interpreting regulatory updates, making processes simpler and helping teams focus on finding insights instead of doing manual work. This approach reduces human error by using tools like computer vision for detecting pathogens and identifying anomalies, allowing smaller teams to manage safety measures effectively and fostering a culture of precision and responsibility. Additionally, AI aids training and improves behaviors through methods like vision AI that reinforce best practices, helping to build consumer trust and lower the chances of contamination. Overall, by making sense of unstructured data and encouraging exploration, AI promotes curiosity and trust in human-AI collaborations, resulting in better decisions and lasting safety measures.

How AI Could Hurt Food Safety Culture

Despite its promises, AI might harm food safety culture if not handled carefully:

Poor quality data can lead AI to misjudge risks, causing wrong decisions that undermine trust in technology and complicate professionals’ duties.

High costs and access issues could leave small operations behind, keeping manual processes in place and creating divides that obstruct a forward-thinking industry culture.

Regulatory challenges and the necessity for human oversight might slow down adoption, keeping practices experimental rather than established, and creating doubt.

Food safety experts often aren’t well-versed in AI, making it tough to validate results, while AI’s risk of producing false data (like hallucinations) could mislead teams and cause public health issues, shifting blame and weakening accountability.

Privacy issues and low confidence among stakeholders might slow integration and maintain traditional practices over newer ones, possibly misusing AI for efficiency at the cost of thorough safety.

Without clear regulations and government support for data integration, these challenges could delay broad benefits and weaken overall commitment to safety.

However, AI will not replace proper HACCP training soon and well-trained people remain essential. In fact, the overwhelming consensus from food safety experts, regulators, and industry leaders is that AI is a powerful co-pilot, not a replacement for human expertise, judgment, and behavior. Here’s why having properly HACCP-trained people is still critically important and how AI makes trained teams even more effective.

eHACCP.org: The Trusted Global Leader in Online HACCP Training and Certification. Since 2007 eHACCP.org has trained tens of thousands of food safety professionals worldwide, helping organizations meet regulatory and third-party audit requirements with confidence and credibility.

Stephen Sockett

Source https://www.naplesnews.com/press-release/story/73484/how-ai-will-affect-food-safety-culture-in-food-manufacturing-and-processing/

---

Jan/San & Disposables

 

AI’s Thirst for Water: A Looming Crisis for the Cleaning Industry
The explosive growth of artificial intelligence data centers is about to hit the professional cleaning industry with a potential water scarcity crisis that few saw coming just two or three years ago.

“The industry hasn’t felt the squeeze yet because most of these data centers are still on the drawing board or under construction,” suggests Klaus Reichardt, CEO and Founder of Waterless No-Flush Urinals, Inc. “But that’s about to change—and fast.”

The numbers are staggering. A single data center can consume millions of gallons of water daily just to cool its microchips and equipment. This unprecedented demand is already straining water utilities, crumbling infrastructure, and sending water costs skyrocketing nationwide.

No Region Is Safe

Texas, Utah, Arizona, and California face the most immediate impact, according to Reichardt. “But make no mistake, this is a national problem. Illinois, Ohio, Kentucky, Michigan, and Indiana alone have nearly 600 data centers either planned or already operational.”

Where Cleaning Devours Water

Robert Kravitz, a veteran building service contractor, identifies the industry’s biggest water users:

Restroom and locker room maintenance
Carpet extraction cleaning
Hard floor cleaning with autoscrubbers
Laundering towels, uniforms, mop heads, and cleaning cloths
Mop sink operations
Hose-downs of walkways, floors, and dock areas
“And then there’s waste,” Kravitz adds. “Workers over-diluting chemicals, excessive bucket refills, taps left running in janitorial closets. These seemingly minor habits compound into massive water consumption.”

Fighting Back: Solutions That Work

Both experts emphasize that the cleaning industry should act now to address current and future water challenges. Critical strategies include:

Delay extraction cleaning: Use dry carpet cleaning methods two or three times before resorting to water-intensive extraction
Eliminate hosing: Phase out the practice of hosing down indoor and outdoor surfaces
Upgrade equipment: Invest in next-generation autoscrubbers that optimize dilution and recycle water
Switch to microfiber: These cleaning cloths and mop heads reduce water usage
Guide customers: Help clients select water-efficient toilets, faucets, and waterless urinals
Market water efficiency: Develop comprehensive water reduction programs and make them central to your bid proposals and brand
“This last point is critical,” Reichardt emphasizes. “Green cleaning was the industry’s rallying cry twenty years ago. Today, it’s water efficiency – the long-term reduction in water consumption.”

For more information about Waterless urinals and water-efficiency solutions, visit www.waterless.com or contact sales@waterless.com

About Waterless
Founded in 1991 and headquartered in Vista, California, Waterless Co., Inc. is the leading innovator in water-efficiency solutions for commercial and residential applications. The company pioneered waterless urinal technology and continues to develop cutting-edge products that help facilities dramatically reduce water consumption and operating costs. Waterless’ complete product line includes no-flush urinals, liquid plumbing solutions, and water-saving accessories—all designed with sustainability, performance, and practical innovation at their core.

Source https://www.issa.com/industry-news/ais-thirst-for-water-a-looming-crisis-for-the-cleaning-industry/

 

Green Bay at the Center of the North American Tissue Industry
The U.S. toilet paper capital hosts the first edition of Tissue Summit North America

The selection of Green Bay, Wisconsin, to host the first edition of Tissue Summit North America reflects a strategic decision based on the region’s industrial relevance and historical vocation.

Known as the toilet paper capital of the United States, the city is home to a significant concentration of tissue paper manufacturing plants and converting operations, as well as highly qualified professionals and key decision-makers who play a direct role in the development and competitiveness of the sector.

This prominence makes Green Bay a natural setting for an event focused on high-level connections, knowledge exchange, and the generation of real business opportunities. The importance of the city and the reasons behind its selection were also the subject of a podcast recorded by Tissue Online North America co-founder Brian Uzcategui, in partnership with Discover Green Bay, represented by its VP of Sales and Services, Beth Ulatowski. The episode explores the city’s strategic role in the North American tissue industry, its appeal as a destination for international events, and the synergy between Green Bay and the Tissue Summit North America concept.

TISSUE SUMMIT NORTH AMERICA: A NEW CHAPTER FOR THE INDUSTRY

Beyond the choice of location, Tissue Summit North America itself represents a new chapter for the industry on the continent. This will be the first edition of the event in the United States, following a solid track record of successful editions in Brazil, Panama, Colombia, and Chile, where the format has proven highly effective in bringing suppliers and decision-makers together in a focused and strategic way.

The event model was designed to ensure high-quality interactions. While industry suppliers participate by reserving promotional space, invited attendees are exclusively decision-makers from tissue paper mills and converting operations, many of whom are based in the Green Bay region, and they are able to attend the event at no cost.

To ensure that the audience is fully aligned with the purpose of the event, each registration is individually reviewed, allowing the organizers to assess each participant’s level of decision-making authority within their company and maintain a highly qualified and targeted environment. The initial registration link for sponsors is already available, and additional information about the event—including its concept, format, and updates—can be found at: tissuesummitnorthamerica.com.

By combining a strategic destination for the tissue industry with a carefully structured event model, Tissue Summit North America is positioned to become a reference platform in the United States, connecting industry leaders, delivering relevant content, and driving business in one of the world’s most strategic markets.

Be sure to mark your calendar and join us at the Tissue Summit North America on November 2–3, 2026.

Source https://tissueonlinenorthamerica.com/green-bay-at-the-center-of-the-north-american-tissue-industry/

 

The environmental impact of sustainable toilet paper
The rise of eco-friendly alternatives is reshaping the tissue industry, although environmental performance depends on fiber sourcing, manufacturing processes, and energy use

Toilet paper is a daily-use product with a very short lifespan; however, its manufacturing process involves significant consumption of energy, water, and chemicals. As a result, its environmental footprint has become a growing topic of discussion. Against this backdrop, sustainable toilet paper options have gained popularity, although their actual environmental benefits can vary widely.

Industry experts note that more consumers are seeking products made from recycled content or alternative materials. Nevertheless, identifying truly sustainable options remains challenging. While these products are often more expensive, several assessments indicate that they can deliver meaningful environmental benefits.

According to the Environmental Paper Network, if every U.S. consumer used just one roll of toilet paper made from recycled material instead of virgin forest fibers, more than 3.8 billion liters of water could be saved and approximately 1.6 million trees preserved.

Historically, toilet paper in North America has been produced using fibers sourced from Canadian forests and eucalyptus plantations in Brazil. These processes typically involve chlorine bleaching and high energy consumption to remove moisture and form paper sheets. In response, a growing number of manufacturers are adopting recycled fibers and chlorine-free bleaching methods, reducing pressure on forest resources.

Experts emphasize that using post-consumer recycled fibers significantly improves sustainability, as paper is one of the most easily recyclable materials. However, once used, toilet paper cannot be recycled again.

To assess environmental claims, specialists recommend life cycle assessments, which measure impacts from tree growth to final disposal. Although such analyses are not usually accessible to consumers, independent certifications and evaluations help provide guidance.

These include labels from the Forest Stewardship Council (FSC) and the Sustainable Forestry Initiative (SFI), which address criteria such as water conservation, biodiversity, and compliance with forestry regulations. In addition, the Natural Resources Defense Council (NRDC) publishes an annual report grading toilet paper products based on environmental performance, highlighting those made with recycled content and without chlorine bleaching.

At the same time, alternative materials such as fast-growing bamboo are often promoted as more sustainable. However, recent studies suggest that bamboo-based toilet paper can have a higher environmental impact if produced in regions that rely heavily on fossil fuels, particularly coal. Consequently, the energy mix used in manufacturing plays a critical role.

Another option to reduce toilet paper consumption is the use of bidets, which clean with water and can significantly lower paper usage while consuming relatively small amounts of water.

From an industry perspective, tissue sector representatives state that sustainability has become a core objective, with reported progress in reducing greenhouse gas emissions, implementing responsible forestry practices, and increasing recycled content. As demand for sustainable products continues to grow, experts anticipate that expanded production could gradually lead to lower costs.

Source https://tissueonlinenorthamerica.com/the-environmental-impact-of-sustainable-toilet-paper/

 

---

Receive Global Foodservice News in your inbox

When you sign up for our mailing list, you’ll receive our bi-monthly newsletter—a comprehensive source of the latest industry updates that will keep you ahead of the game.

CLICK HERE