Industry Spotlight

 

Panera faces multiple lawsuits following data breach
Customers seeking class-action status argue in court that the fast-casual chain failed to protect their personal information, even after being hit by a cyberattack last year.

Panera Bread is facing at least seven lawsuits filed in recent weeks in federal court after another data breach in January potentially compromised personal information of current and former customers.

The fast-casual chain discovered that an unauthorized third party gained access to its data network in a cybersecurity incident. According to the lawsuits, the exposed data includes customer names, phone numbers, addresses, email addresses, genders, birthdates and purchase histories.

It was the latest in a series of cyber attacks at Panera. Last year, the chain agreed to a $2.5 million settlement of a class-action lawsuit filed by Panera workers after a security breach shut down the fast-casual chain’s digital channels for about three days. Workers in that case said they were not notified that their personal information was compromised until weeks or months later.

The chain was also victim of an attack in 2018 that reportedly gave hackers access to customer data for at least eight months before being caught and stopped.

In the more recent incident, a hacker group known as ShinyHunters reportedly claimed it had stolen more than 14 million customer records. But other reports indicate the leaked dataset more likely impacted about 5.1 million unique people.

Paul Carbone, CEO of Panera Bread, on Monday confirmed that a “social engineering incident” resulted in unauthorized access to a third-party SaaS application, but the problem was fixed.

“We had independent security experts. We quickly identified the cause and strengthened controls for that third-party application,” he said. “And, importantly, the data involved did not include any payment information, employee systems, MyPanera accounts, or Unlimited Sip Club.”

The company, however, could not comment on the pending litigation.

The plaintiffs in the seven lawsuits have asked the court to consolidate the complaints as a class action, arguing that Panera failed to implement basic security procedures to protect customer data, even though they suffered a similar attack less than two years ago.

Some of the complaints also argue that Panera failed to provide timely notification of the data breach to the individuals affected.

Source https://www.restaurantbusinessonline.com/technology/panera-faces-multiple-lawsuits-following-data-breach

 

Texas Roadhouse hustles to a hot start in 2026
Same-store sales are up more than 8% at the casual-dining steakhouse chain through the first seven weeks of the new year, but beef inflation continues to put pressure on profits.

After a relatively quiet end of 2025 by Texas Roadhouse standards, the steakhouse chain is coming out of the gates hot so far in 2026.

Through the first seven weeks of the current quarter, same-store sales are up 8.2%. If that holds, it would be their highest level since the third quarter of 2024.

And that includes the effects of Winter Storm Fern, which kept many consumers from going out for about a week in late January. Executives estimated that the net impact of the bad weather knocked about 1.5% off of its same-store sales thus far in the quarter.

Asked about the apparent step change in traffic to start the year, Texas Roadhouse CEO Jerry Morgan said the chain isn’t necessarily doing anything differently.

“We’re continuing to provide a great experience for the guest and we benefited a little bit from some of that,” he said. “It’d be hard to measure exactly what it is. But I just think we’re out there hustling.”

Louisville-based Texas Roadhouse has become one of the most consistent performers in the industry with its combination of high-quality food, strong operations and prices that have trailed behind inflation.

That formula delivered another strong year in 2025, as same-store sales increased 4.9% on 2.8% traffic growth. For the fourth quarter, same-store sales rose 4.2%, including 1.9% traffic growth.

Same-store sales slowed to 2.2% in December due to more winter weather. Other restaurant chains reported similar challenges to close out the year.

It was the chain’s 60th consecutive quarter of same-store sales growth, excluding the pandemic, a streak that dates back to 2010.

Total revenues for the year were nearly $5.9 billion.

The chain continues to battle with high beef costs. In the fourth quarter, commodity inflation for Roadhouse was 9.5%, which contributed to a 3-point decline in restaurant-level margins, to 13.9%.

Those beef costs also contributed to a rare drop in restaurant-margin dollars at the chain: They fell 15.6%, to $204.8 million. There was also one less week in the quarter versus last year, which played a role in the decline.

Beef prices are expected to remain elevated for the foreseeable future. The chain is forecasting commodity inflation of 7% for 2026.

It will raise menu prices 1.9% to help offset some of those costs. But its main plan to manage the inflation is simply to keep growing sales.

“In periods like this, we focus on the dollars and growing the top line and that’s what flows through, and certainly more dollars can help you leverage labor, can help you leverage other operating [costs],” said Michael Bailen, senior director of investor relations and financial analysis. “We’re going to stay true to who we are, and that’s really going to be our approach to the business.”

It has made a number of efforts to boost sales, both on the menu and operationally. It has expanded its beverage lineup to include mocktails, dirty sodas and $5 beers and margaritas. Customers are buying less alcohol, but orders of mocktails and soft drinks are up, Bailen said.

It has also worked to improve throughput, installing a digital kitchen system that has enabled restaurants to do more to-go business, and an upgraded waitlist system that is helping them handle higher volumes. The chain is also testing handheld server tablets that are expected to speed order-taking.

And it continues to open more restaurants, including 28 last year and a planned 35 this year across its Texas Roadhouse, Bubba’s 33 and Jaggers brands. The company broke the 800-store mark in 2025 and now has more than 820 restaurants in 49 states and 10 countries.

“For 33 years, our mission has been legendary food and legendary service with a focus on high-level hospitality and value,” Morgan said. “This will remain the same in 2026 and beyond.”

Texas Roadhouse stock was up more than 3% in after-hours trading.

Source https://www.restaurantbusinessonline.com/financing/texas-roadhouse-hustles-hot-start-2026

 

Domino’s defies industry-wide consumer spending slowdown with 3.7% Q4 same-store sales growth
‘We grew sales across all income cohorts in Q4,’ the pizza chain said, even as competitors struggled with lower-income consumers

Domino’s Pizza is optimistic about its leadership in the pizza and quick-service categories after posting 3.7% same-store sales growth in the fourth quarter ended Dec. 28, 2025.

Russel Weiner, CEO of the Ann Arbor, Mich.-based company, said that even though many other companies have reported spending slowdowns among lower income consumers, Domino’s saw sales growth across all income cohorts last quarter.

The company plans to take advantage of some of the sluggishness of the pizza and broader quick-service categories by aggressively taking more market share in the future.

“There seems to be a narrative out there that pizza is a challenged and declining category, and that is just not true,” Weiner said. “The pizza category is certainly mature, but do not let the challenges at some of our higher profile competitors drive a false narrative. … When I look at our current market share in comparison to other leaders within QSR who own 40 to 50% of their categories, I believe that Domino’s can double our retail sales from where we are today.”

Weiner said that the company is perfecting the balance between consumer value and efficiency-driven franchisee profitability, even though margins declined in the last quarter.

Domino’s continues to push promotions like the semi-regular Boost Weeks and last quarter’s Best Deal Ever promotion, which Weiner said combined dual consumer desires for customization and value. Additionally, with the positive response to the company’s first stuffed crust pizza last year, Domino’s will be moving ahead with “two or more menu innovations” in 2026.

Both the company’s delivery and carryout business were strong throughout 2025, thanks in large part to the bump from third-party aggregator partnerships, though carryout had a higher ticket. However, Domino’s sees more room for growth in the delivery business.

“The way I look at delivery, especially regarding the aggregators, is we’re not at our fair share,” Weiner said. “We do really well on marketplaces, and I think we are growing our delivery business. … The more our delivery business gets more efficient and quicker, the better it is for our business.”

Looking ahead, the company expects 3% same-store sales for 2026 and believes the microenvironment will remain pressured. The company also has a long-term goal of doubling U.S. retail sales and increasing market share.

“Right now, we’re about one in every four pizzas delivered and there’s no reason why we shouldn’t be as big as the other competitors in the category,” Weiner said.

For the fourth quarter ended Dec. 28, Domino’s net income increased 7.2% to $181.6 million, or $5.35 per share, compared to $169.4 million, or $4.89 a share in the prior-year period. Revenues increased 6.4% to $1.56 billion, compared to $1.44 billion in the same quarter last year.

Domino’s opened 392 net new stores globally, for a total of 22,142 locations.

Contact Joanna at joanna.fantozzi@informa.com

Source https://www.nrn.com/quick-service/domino-s-defies-industry-wide-consumer-spending-slowdown-with-3-7-q4-same-store-sales-growth

 

KBP Brands acquires 78 Sonic Drive-In restaurants
The franchisee first added the quick-service chain in 2024, joining KFC, Taco Bell, and Arby’s restaurants in its expanding portfolio

KBP Brands, one of the largest franchise groups in the United States, has acquired 78 Sonic Drive-In restaurants in Ohio, Kentucky, North Carolina, Tennessee, and Virginia. This marks KBP’s second Sonic acquisition in less than two years. KBP is now the fourth largest franchisee in the Sonic system with 164 restaurants out of the brand’s 3,400 restaurants.

The company purchased the restaurants from Sonic corporate. Terms of the deal were undisclosed.

Sonic is part of Inspire Brands, along with Dunkin’, Arby’s, Buffalo Wild Wings, Jimmy John’s, and more. KBP Brands’ roster now includes more than 1,100 KFC, Taco Bell, Arby’s, and Sonic restaurants across 32 states. Its first deal with Inspire Brands was in 2021 when it added Arby’s restaurants to the fold.

“We’ve had a successful five-year partnership with Inspire Brands and have seen strong results from our initial Sonic purchase,” KBP Brands chief executive officer Mike Kulp said in a statement. “We look forward to expanding that with a larger footprint and additional operational efficiencies.”

Related:Domino’s, a Panera data breach, Noble 33

Kulp added that KBP has grown to about $1.5 billion in annual sales because of its ability to integrate new brands and locations quickly, as well as develop strong relationships with franchisors.

“Our partnership with KBP Brands continues to grow because of their operational excellence and our shared passion for guest satisfaction, and a culture that champions innovation,” Sonic brand president John Kelly said in a statement. “KBP’s expansion with Sonic is a testament to the power of partnership and the long-term growth potential we both see for this brand.”

Leawood, Kan.-based KBP Brands first added Sonic Drive-In to its portfolio with the purchase of 85 units of the quick-service chain in September 2024.

KBP executive vice president will continue to lead the franchisee’s Sonic business, alongside chief operating officer Matt Hansen.

Contact Alicia Kelso at Alicia.Kelso@informa.com

Source https://www.nrn.com/quick-service/kbp-brands-acquires-78-sonic-drive-in-restaurants

 

Del Taco closes all its Georgia locations
The chain is also down to one location in Alabama following franchisee Matadoor Restaurant Group’s bankruptcy in July

Del Taco has reportedly exited the state of Georgia. According to several local reports, the chain’s 11 restaurants in the state abruptly closed this week.

The chain’s website currently lists 558 locations spanning 18 states. Georgia is no longer included on that list.

At the end of 2024, Del Taco had 594 locations, according to Technomic, which had been consistent throughout the past five years (in 2019, for instance, the chain had 596 restaurants).

The closures come less than a year after Matadoor Restaurant Group filed for Chapter 11 bankruptcy protection. The company, owned by Red Door Brands, operated those Georgia locations, as well as 11 restaurants in Alabama.

The chain’s website now lists just one remaining Alabama location, in Huntsville.

In a statement emailed to Nation’s Restaurant News, a Del Taco spokesperson said, “We were recently informed that the franchisee operating our Atlanta, Columbus, and Macon, Georgia locations has closed all restaurants in these markets. This closure occurred without prior notice to Del Taco. The franchisee is currently undergoing bankruptcy proceedings, and we are actively exploring options to reopen these locations as soon as possible. Updates will be shared as plans are finalized.”

In its court filings in July, Matadoor said its struggles began in the latter part of 2024 due to “growth, an unexpected decline in sales, and rising operational costs.”

Notably, Georgia and Alabama’s closures come about a year after franchisee Newport Ventures closed its 18 Colorado locations shortly after filing for bankruptcy. The chain has since reopened at least five of those restaurants.

Del Taco was acquired by Jack in the Box in March 2022 for approximately $585 million in an all-cash deal. In December 2025, Jack in the Box completed its sale of Del Taco to Yadav Enterprises for approximately $119 million.

“For more than five decades, Del Taco has been a beloved restaurant chain supported by loyal guests who have fueled a special and unique culture that continues to set the brand apart,” chief executive officer Anil Yadav said in a statement at the time. “Our recent acquisition of the Del Taco brand aligns perfectly with our long-term growth vision, and we are excited to support the next Del Taco evolution, while honoring the amazing legacy that has defined the brand for more than a half-century.”

Nation’s Restaurant News reached out to Del Taco for a statement regarding its recent closures.

Contact Alicia Kelso at Alicia.Kelso@informa.com

Source https://www.nrn.com/quick-service/del-taco-closes-all-its-georgia-locations

 

Noodles & Company executes 8-for-1 reverse stock split
Shares fell 1.54% on first day of trading before rebounding on Thursday

Noodles & Company merged eight of its shares into one share in a reverse stock split that shareholders approved earlier this month to take place at 12:01 Eastern Time on Wednesday. It closed on Tuesday at 50 cents per share and opened at $3.96, dipping as low as $3.57, and then trading as high as $4.37 before closing at $3.90. It then rebounded on Thursday, closing at $4.52.

The reverse split was made as the fast-casual chain’s shares were at risk of delisting from the Nasdaq stock exchange due to its low price.

Nasdaq requires the shares it lists to be priced at a minimum of $1, and Noodles had been out of compliance of that regulation for more than six months.

The stock continues to trade under its existing symbol, NLDS.

The company’s shareholders voted on the split at a special meeting held on Feb. 4, with more than 96% of votes cast approving of a reverse stock split within the range of 1-for-2 to 1-for-15. The board of directors then approved the 1-for-8 ratio.

Noodles & Company’s transfer agent, Equiniti, served as the agent for the split.

Late last year, Noodles & Company received a delisting determination letter from Nasdaq informing the fast-casual chain that its shares would cease trading if it didn’t seek a hearing with the regulatory body.

Noodles has been working on a turnaround for the chain for more than a year, with some success: It reported a 4% increase in same-store sales in its most recent quarter, ended Sept. 30, 2025, but it booked a net loss of $9.2 million, or 20 cents per share.

In September, it hired financial services firm Piper Sandler as an advisor to explore options for maximizing shareholder value.

In December, activist investor Galloway Capital Partners urged Noodles & Company to sell approximately 200 of its 349 company-owned restaurants.

Contact Bret Thorn at bret.thorn@informa.com

Source https://www.nrn.com/fast-casual/noodles-company-executes-8-for-1-reverse-stock-split

 

Firehouse Subs Announces Seven Openings to Start 2026
Firehouse Subs, the firefighter-founded hot sub brand known for its unwavering commitment to community impact, has jumped out of the gates strong in 2026. Through the first six weeks of the year, seven restaurants have opened across North America.

This includes:

High Street Center: 2404 High Street, Crescent Springs, KY
Victoria University Heights: 3960 Shelbourne Street, Victoria, BC
Blankenbaker Parkway: 1831 Blankenbaker Pkwy., Suite 300, Louisville, KY
Emporia Atlantic Street: 932 W. Atlantic St., Emporia, VA
Promenade Shopping Centre: 1 Promenade Circle, Thornhill, ON
Fort McMurray Stonycreek Village: 112 Riverstone Ridge, Fort McMurray, AB
Bolla Market Farmingdale: 629 Broadhollow Road, Melville, NY
New restaurant openings are strengthening the presence of Firehouse Subs in key growth markets, including Cincinnati, Louisville, Victoria, Toronto, and Long Island. Each new restaurant expands accessibility while introducing more guests to a craveable menu anchored by signature hot subs.

“What makes these openings especially meaningful is the caliber of operators behind them,” said Marcel Mota, VP of Development and Franchising with Firehouse Subs. “Our franchisees are deeply connected to their communities and passionate about delivering heartfelt service, while also supporting local first responders through their commitment to the Firehouse Subs Public Safety Foundation®.”

The strong start to the year aligns with the brand’s broader growth strategy, which focuses on awarding franchise opportunities to experienced, mission-oriented operators. As Firehouse Subs continues to expand across the United States and Canada, it is prioritizing multi-unit franchise ownership and disciplined single-unit owners with the vision, capability, and commitment necessary to support scalable growth.

Continued franchisee demand reflects the strength of the brand’s system, built on strong operational excellence, meaningful community impact, and long-term brand durability.

Source https://www.qsrmagazine.com/news/firehouse-subs-announces-seven-openings-to-start-2026/

 

Freddy’s Adds Senior Meals to Menu Lineup
Freddy’s Frozen Custard & Steakburgers announced the addition of Senior Meals (55+) to its permanent menu lineup. Each meal includes a small drink and small fries/tots or can be upgraded to a full-size premium side.

New Senior Meals (55+):

Single Cheeseburger: Freddy’s premium steakburger patty with American cheese on a toasted bun with mustard, onion and pickle.
Crispy Chicken Sandwich: Crispy chicken breast on a toasted bun with mayonnaise and pickle.
Grilled Chicken Sandwich: Grilled chicken on a toasted bun with mayonnaise, lettuce and tomato.
Hot Dog: All-beef hot dog on a toasted bun with the Guest’s choice of condiments.
“We’re excited to add Senior Meals to the menu and to give our senior guests the option of ordering some of their Freddy’s favorites at a great value,” said Erin Walter, CMO. “Every meal is prepared and presented with the premium quality and craveable taste guests expect whenever they dine at Freddy’s.”

Source https://www.qsrmagazine.com/news/freddys-adds-senior-meals-to-menu-lineup/

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Foodservice Equipment

 

Middleby taps Fink for Sr. VP Role
Foodservice industry veteran Kevin Fink has joined Middleby as senior vice president of Middleby Advantage and Middleby First Service. In this role Fink will lead all Middleby service-related strategies and initiatives across the company and its brands.

Supporting Fink in his new role will be two long-time service veterans, Jim Kramer and Adam McCollough.

Fink’s foodservice industry background includes senior management roles at Parts Town, Ali Group, Scotsman Industries, Welbilt/Enodis, and Hobart. He has also served as president of the North American Food Equipment Manufacturer’s Association and as a board member.

Source https://fesmag.com/topics/the-latest-news/23435-middleby-taps-fink-for-sr-vp-role

 

National Restaurant Association Show Names 2026 Kitchen Innovation Awards Recipients
The National Restaurant Association Show named 20 products as the recipients of its 2026 Kitchen Innovations Awards. Determined by a panel of independent judges, these awards honor foodservice equipment that increases efficiencies and productivity in commercial kitchens.

The following are the KI winners listed alphabetically by company along with the name of the product that earned this recognition. Each product links to its description as listed on the show website.

Aqua-Pure: 3M ScaleGard High-Flux Reverse Osmosis System
BDGR LLC: SP Genix Bio-Degradeable Degreaser
Blendtec: Ultra Jar
CNSRV Inc.: DC:02 Food Defroster & Chiller
Ecolab: Pest Intelligence Powered by ECOLAB3D
Electrolux Professional, Inc.: Randell HCI Drop-In Combination Well
Hatco Corporation: 6-Burner Programmable Induction Range
Hobart: FT2000 Flight-Type Dishmachine
Hoshizaki: Pizza Prep Table with Refrigerated Catch Pans
Imperial MFG: Pro Series Electric Wafer Plate Range
Instafarm: Commercial Growing Unit
JBT Marel: Fresh’n Squeeze 1800 Citrus Juicer
Marco Beverage Systems: SYPP
MEIKO USA, Inc.: M-iQ Cup Flight-Type Dishmachine
Next Robot Inc.: Al Dente AI-Powered Cooking System
Replenish: Genesis Countertop Blender
Southbend: Steam Shell Griddle
Spring USA: PowerLuxe Battery Powered Buffet Equipment
Waring Commercial Products: Planit POD Fermentation Chamber
West Star Industries: Tri-Temp Pizza Prep Table
Each of these products will be displayed during the NRA Show, which will take place May 16–19, 2026 in Chicago.

Source https://fesmag.com/topics/the-latest-news/23431-national-restaurant-association-show-names-2026-ki-recipients

 

Unox Hires Marketing, Inside Sales Director
Eloria Ware brings to the role 15-plus years of experience helping strengthen customer relationships.

Unox has hired Eloria Ware as its director of marketing and inside sales in the U.S. Ware will oversee Unox’s customer-facing support teams, working with regional sales managers, corporate chefs and technical specialists to ensure U.S. operators receive guidance from initial equipment selection through installation, training and ongoing support.

Ware brings more than 15 years of experience helping enterprise and mid-market organizations strengthen customer relationships and deliver better service across their full customer journey. She has worked with B2B clients across technology-driven sectors including SaaS, fintech and healthcare.

“Eloria understands our success depends entirely on our customers’ success,” says Derrick Richardson, Unox president of North America, in the release. “Her experience building customer-focused teams will help us deliver better support to operators across the country.”

Source https://www.fermag.com/articles/unox-hires-marketing-inside-sales-director/

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Tabletop & FOH

 

15 Restaurant Management Tips To Improve The Way You Work
Restaurant management tips often deal with ways to streamline the day-to-day operations of the restaurant itself. But what about you—the manager—who dictates those day-to-day operations? Could you use some tips to help you manage better? Of course you could. We all could.

Working on yourself is as important as, if not more important than, working on the operations of the business. That’s because everything you do affects some aspect of the restaurant—from the food quality to the atmosphere to the employee demeanor.

So instead of looking for ways to improve the business, let’s look for ways to improve ourselves and our management style. If we do that, everything around us will improve as well. This article will consider 15 restaurant management tips that can get you on the path to managerial success.

1. Display A Positive Attitude
Your positive attitude—or lack thereof—can dramatically affect the mood of the entire restaurant…customers included. A negative attitude on your part can trickle down through the employees and seep into your guests. This, in turn, colors their dining experience in a bad way. That’s a recipe for disaster.

Work on keeping a positive attitude at all times come what may. Of course you’ll feel irritable and grouchy from time to time, but try to remember the passion that brought you to this job in the first place. That passion can fuel your positive attitude, which can make all aspects of the business better.

2. Promote Transparency With Your Employees
Transparency is an important aspect of restaurant management in the 21st century. Millennial employees, in particular, want to know what’s going on and what you’re doing in the restaurant. This stems from the younger generation’s need to feel connected and part of something larger.

If you can foster transparency with your employees, they will feel more a part of your team and be engaged and motivated to perform at the highest levels.

If you aren’t already, conduct regular staff meetings to keep employees up to date on the business. During work hours, keep in constant communication with employees so you know what’s going on. And don’t forget to provide positive encouragement when appropriate.

Example of good restaurant management

3. Be A Model Of Stability For Your Employees
The restaurant business can be notoriously inconsistent. One day can differ from the next, which can differ from the next. This can wear away at employee efficiency because they have no idea what to expect from day to day.

You provide the stability your employees need to perform at their best. Keep communication lines open and be consistent with your expectations. This will help employees stay grounded when everything else changes.

4. Plan Ahead
In order to perform at your best, it’s important to plan ahead. Anticipating needs and problems, and being proactive in the management of these issues, can go a long way toward keeping stress and chaos at bay.

Try making a list of things you need to do in the next few months. Then prioritize those items by importance and get to work. If “hire a new server to replace one that’s leaving” and “update inventory” are on there, those should go at the top of the list. If you get those done sooner rather than later, you’ll avoid the problems that come with being short-staffed and without important supplies.

5. Innovate
The restaurant business may not seem like a prime place for innovation, but it actually is. Whether it’s simpler point-of-sale technology, adopting a farm-to-fork initiative, or revamping the accounting systems, these innovations can keep a restaurant successful.

For example, the emergence in recent years of employee scheduling software like Sling has streamlined the management of employee groups both small and large. But Sling is more than just a calendar where you list who’s working.

Because it’s designed specifically for restaurants, Sling helps you schedule more efficiently by offering suggestions and alerting you when there are conflicts. It’s these kinds of innovations that you need to be aware of in order to keep your business competitive.

6. Delegate
On most days, there are just too many things for you to handle effectively. That’s why it’s important to learn to delegate. Start by delegating the less-critical day-to-day chores to trusted employees you know can get the job done. This frees you up to focus on the bigger, more important issues your restaurant will face.

In addition, delegating some of your many tasks to your employees helps them see what is involved in day-to-day operations (transparency) and trains them to take on more responsibility later.

Man researching restaurant management tips

7. Lead By Example
If you want your employees to perform at a high level, you have to perform that way first. You can try to explain it in your employee handbook all you want, but leading by example makes the point crystal clear.

If you want your servers to keep an eye on the dining room and help out if the busboys get behind, show them how it’s done—not in a formal training situation, but every day. If they see you reacting to the needs of the business without being asked, they’ll be more likely to emulate your behavior.

8. Be Accountable For Your Mistakes
We all make mistakes. It’s just a fact of life. And just because you’re a restaurant manager doesn’t mean you’re somehow exempt. The important part to focus on is not that the mistake occurred in the first place, but what you’re going to do to fix it. This means being accountable for your mistakes, moving past them, and finding a solution.

Take the time during a staff meeting to mention a mistake you made, apologize for it, and then brainstorm with your employees how to prevent such mistakes in the future. This can be a great way to train your staff to exhibit the same behavior.

9. Work On The Business
Working ON the business is perhaps one of the most important tasks on the restaurant manager’s list. It’s drastically different than just working IN the restaurant. Working ON the restaurant is a way to keep it up-to-date, fresh, and functioning over the long haul, not just day-to-day.

Working IN the restaurant, on the other hand, is a way to keep it functioning from open to close. While the latter is important in the short-term, the former is more important in the long-term.

Take the time to examine dining trends, marketing results, and overall business practices. Working ON the business in this way will help keep your restaurant open and successful for years to come.

10. Celebrate Success
Everyone needs encouragement now and again. Your employees are no different. Positive reinforcement can go a long way toward making your staff perform at their best. When you celebrate success, your employees see the value of doing a good job and know that you appreciate their efforts.

If you see someone doing a good job or notice how they handled a problem really well, take a moment to pull them aside and commend them. This one-on-one attention can make the employee feel like they’re respected and a valuable member of the team.

Additionally, make it a point to highlight successes at staff meetings so that everyone can learn what constitutes a good job in your restaurant.

Happy diners as a result of good restaurant management tips

11. Develop Your Problem-Solving Skills
Everything that can go wrong in a restaurant will go wrong at one point or another. It’s pretty much a universal law. Because of that, it’s important to develop and strengthen your problem-solving skills so you can handle the myriad emergencies that are an integral part of the restaurant business.

When faced with a problem, figure out the simplest solution that satisfies all parties involved and then execute. Don’t overthink it. You can analyze what you did later. When a problem rears its ugly head, solve it and put it behind you so you can be ready for the next one.

When things have calmed down, take a moment to think about the problem, the way you handled it, and what, if anything, you could have done differently or better. Would planning ahead have kept this problem from happening? Was there a simpler way to handle the problem? How can we avoid this problem in the future?

Analyzing the incident after the fact can help train your problem-solving skills to be more efficient and effective in the future.

12. Train Your Body
Managing a restaurant puts a lot of physical demands on your body. You’re likely going to be up early in the morning to open the restaurant, and still awake late at night to close it down. That in itself can take a toll on your body.

But add in the very real possibility that you may be moving heavy objects (furniture, trays of dishes, crates of food and boxes of supplies) and coping with adrenaline (during the lunch rush and dinner service), and it’s easy to see how a manager’s job can be like one long CrossFit workout.

That’s why it’s so important that you train your body to meet the rigors of the job. Physical stamina is key because you’re going to be on the job for ten to twelve hours (or more). You’re going to be balancing periods of inactivity (deskwork) with periods of activity.

Some of that activity may be rather extreme—rearranging furniture to accommodate a large group, stowing supplies to get them out of the way and ready before the lunch crowd demands service. If you don’t develop your stamina, you’re going to burn out. It’s just that simple.

Take some time out of your busy schedule to get some exercise at least three times a week. It doesn’t have to be anything drastic—a thirty-minute run or a vigorous stair climb will do. The important thing is that you prepare your body to handle the most difficult parts of your job.

13. Always Put Customer Satisfaction First
Whether you call it customer satisfaction, customer service, customer happiness, or customer care, make this value one of your top priorities. Think about all the unpredictable customer interactions you’re going to face during a normal workday:

Diners who mosey in fifteen minutes before closing
Customers who need the food prepared just so because of dietary restrictions
Last-minute, large-group reservations during your prime seating time
A customer who’s unhappy with the food
The list goes on and on and could literally fill a book. And that’s just a normal workday. The stuff you face on an unusual day could have you scratching your head in confusion and amazement.

The way you deal with these situations and scenarios goes a long way toward influencing how customers perceive your restaurant.

It’s that perception that can have a profound effect on the success or failure of everything you do in the business. The way you deal with your customers also influences how your employees will react when put in a similar position. Your example is what they will draw on when they’re faced with these challenges. As you can see, a lot is riding on your customer service skills.

But how can you train yourself to always put customer satisfaction first? By weighing every situation on how it will affect the business, your employees, and the customer. It’s very much like passing water through a series of filters.

What may start as a muddy mess eventually distills down to something that’s good for everyone. The decision you have to make regarding a strange customer request or an abnormal situation starts out like that muddy mess. But after weighing out how the various options will affect the business, the employees, and the customer, your decision often becomes clear.

To illustrate, let’s go back to the example of the customer who is unhappy with the food—in this case, a pizza. He calls you over to complain, and you can see that he’s taken a bite out of a number of slices. He explains that he was trying to see if it was the whole pie or just one piece that tasted bad. You take a bite and discover that it tastes exactly as it should.

What do you do? In this case, maybe you don’t even take a bite, but what you certainly should do is weigh out how your decision could impact this customer’s experience, the business, and your employees.

The impact to your employees is pretty much zero because, for example, there wasn’t a specific instance of a server dropping a glass of wine on someone’s white clothing. That leaves the business and the customer.

What you’re looking for is a solution that will affect the customer in a positive way without affecting the business in a significantly negative way. You could just dismiss the customer’s complaint as unfounded, but that would make the customer even more unhappy and likely have him talking badly about your restaurant (bad word-of-mouth can be the death of a restaurant).

Instead, you could apologize for the pizza, make him another one, and comp him his entire meal. The customer is now extremely happy and will likely talk your restaurant up to his friends, and you’re only out, at most, $50. That’s a small price to pay for positive word-of-mouth advertising.

This is just one instance of the myriad customer service situations that will present themselves throughout the day. But regardless of the scenario, always look for a solution that puts customer service first without hurting the business or your employees.

14. Be Tough But Sensitive
It may seem like a contradiction in terms, but a great restaurant manager needs to be tough but sensitive, rigid but flexible. You need to set high standards and goals and expect your employees to produce results.

That may mean that you have to push your employees outside their comfort zone once in a while. But that’s really the only way they are going to grow and improve in the restaurant industry. Adversity and challenge breeds experience and skill.

But being tough doesn’t mean that you have to forsake sensitivity and flexibility. You can reach your goals and drive your employees to improve while at the same time being sensitive to their needs and flexible to the demands of the situation.

A fairly obvious example would be if a valued employee’s parent or spouse or close relative died suddenly in an accident. They would take some time off, sure, but chances are, they would still be suffering from shock and grief when they returned to work.

In that case, they might not be performing up to your normal standards (whatever those standards may be). Does that mean they need to be let go? Of course not. Now if the behavior persists pasts a certain point, you may have to consider that as an option.

But for the time being, you need to be sensitive to their life outside the walls of your restaurant. You also need to be flexible enough to, perhaps, schedule them for slower shifts, or give them a reduced workload. This will give them time to heal and return to the previous high level of job performance.

Not every situation that demands sensitivity and flexibility will be this cut and dried. Instead, it could be something as subtle as a friction or disagreement between two employees that demands that you don’t schedule them together for a while.

Or, it could be a situation where a bartender has just been promoted to head bartender and isn’t performing the same as before. You need to be sensitive enough to realize that she now has a lot more responsibility and is just trying to find her way into this new role.

15. Get Comfortable With Multitasking
Yes, there will be times when you’re able to concentrate on one thing for an hour or two. But for the most part, your job as a manager is going to demand that you are comfortable with, if not an expert at, multitasking.

Your employees are going to be coming to you with questions about all sorts of things. Suppliers are going to be calling to schedule deliveries. Customers are going to want to talk. And that’s just the “people” side of the business.

You’ve got schedules to put together, finances to reconcile, advertising and marketing to arrange…and that’s just the beginning of the list. Your day is filled to overflowing with countless tasks and innumerable interruptions.

You need to be able to give your attention to one task for a period of time, allow yourself to be pulled away to a second task when necessary, and then be proficient enough to step right back into that first task without hesitation.

That’s multitasking in a nutshell and should be the cornerstone of every restaurant manager’s skill set. Without the ability to multitask, you’re going to feel overwhelmed and incredibly frustrated in very short order.

If you’re having trouble getting comfortable with multitasking, try these simple suggestions:

Work on related tasks together. This helps minimize the toll on your neurons when your brain has to adjust.
Keep your to-do list visible. This reminds you what really needs to get done and where your focus should always return.
Take in new information when you’re sure you won’t be interrupted. This can help ensure that the new information gets committed to memory.
With a bit of practice and determination, you can improve your ability to multitask just like you can improve other parts of your job.

Work On Yourself Like You Work On The Business
Working on yourself, like working on the business, can be a daunting task. Thankfully, working on yourself takes a single step to get started. If you feel that you’re lacking in any of the skills above, pick out the one that’s the most important to you and make an effort to improve.

When you feel like you’ve integrated that skill into your management style, pick another skill from this list and work on it. By improving yourself and your management style, you can effectively improve your staff, your employees, and your restaurant as a whole.

Schedule Time To Improve The Way Your Business Runs

Incorporating these restaurant management tips into your workweek takes commitment and time. But the results are well worth the effort. The best way to keep your business running smoothly is to harness the power of scheduling software like Sling.

Not only does Sling help you schedule time to improve your management style, but it also helps you simplify and streamline the way you schedule, track, and communicate with your employees.

The powerful Sling A.I. offers suggestions and notifications so you can avoid conflicts and double-bookings when creating your employee work schedule. This makes it easy to get your scheduling done quickly so you can move on to other important tasks.

Sling also offers a time clock feature that all your employees can use right from their own mobile device. No paper time sheets or fixed terminals needed. That helps you cut costs and reduce potential headaches.

Those two features alone would be enough to cut significant time off the process of organizing and tracking your employees. But Sling takes it a step further by adding real-time labor cost analysis. With this extremely useful feature, you can optimize your spending while you schedule and gain insight into the way your business runs.

Other features like employee messaging, company newsfeed, and task list make Sling the most powerful solution for managing, scheduling, organizing, and communicating with your employees. It really is the key to improving the way you work and the way your business operates.

For more free resources to help you manage your business better, organize and schedule your team, and track and calculate labor costs, visit GetSling.com today.

Source https://getsling.com/blog/restaurant-management-tips/

 

Why Leaders Who Won’t Let Go Become the Bottleneck
The best leaders do not build teams that need them. They build teams that can thrive without them.
Twenty years ago, I could break down a whole ribeye, strip, or filet loin better than anyone in my kitchen. I learned the skill as culinary manager at Tripp’s in Southern Pines, North Carolina. To this day I can still walk into Restaurant Depot, buy a full loin of nearly any cut, bring it back home, and portion it out with some of the best yields you have ever seen. Portion sizes exact. Tips saved for stew. Waste minimal.

Back at Tripp’s, food cost was calculated by hand. Weekly. On paper. By clipboard. Variance tracked daily. Schedule written to the penny within budget. I ran expo during volume. I detailed the walk-in cooler once a week. Dry storage too. My numbers were phenomenal.

And my team was falling apart.

The Illusion of Control

I did not trust that anyone else could produce the same results as me. So I held on to everything.

If something broke down and needed to be fixed right, I did it. If the walk-in needed to be organized, I did it. If expo was getting hit during the rush, I jumped in. I told myself it was about standards. About consistency. About protecting what we had built.

But the truth was simpler and harder to admit.

I did not believe my team could do it without me.

So I never gave them the chance to prove me wrong.

Turnover climbed. I kept replacing people. Kept retraining. Kept wondering why no one could meet my expectations. And slowly, the numbers I was so proud of started slipping.

The thing I was trying to protect by holding on was the very thing I was destroying.

The Bottleneck You Cannot See

My managing partner could see it. He never said it directly. He asked questions instead.

“How’s your team doing?”

“Who’s ready to take on more?”

“What happens when you’re not here?”

I did not have good answers. And he knew it. But he also knew something else. He knew that telling me I was the problem would not change anything. I had to see it for myself.

That was a gift, even though it did not feel like one at the time.

One week, the numbers came back and they were bad. Not just a little off. Bad. I had been so focused on doing everything myself that I missed what was happening around me. My best grill cook had stopped caring. My prep team was just going through the motions. And the people I had trained were leaving because they never felt trusted to grow.

I was the bottleneck.

Not because I lacked skill. Because I could not let go of it.

Why Leaders Hold On

There are a few reasons leaders refuse to let go, and most of them feel reasonable in the moment.

The first is speed. It is faster to do it yourself than to teach someone else and watch them struggle. In a business built on urgency, that logic makes sense. Until it doesn’t.

The second is pride. When your identity is tied to being the one who can do it best, handing it off feels like losing part of yourself. You built your reputation on execution. Letting someone else execute feels like a risk to that reputation.

The third is fear. What if they mess it up? What if the numbers slip? What if the guest experience suffers? These are real concerns. But holding on does not eliminate risk. It just delays it while creating new ones.

The truth is, the leader who will not let go is not protecting the team. They are limiting it.

What Letting Go Actually Means

Letting go does not mean walking away. It does not mean lowering your standards or hoping things work out.

It means teaching someone else to meet the standard and then trusting them to do it.

It means being present without being in the way.

It means shifting your role from the one who does the work to the one who develops the people who do.

That shift is harder than any loin breakdown I ever learned.

At Tripp’s, I started small. I let one of my cooks take over the cooler detail. I gave another ownership of dry storage inventory. I stood next to them at expo instead of pushing them aside during the rush.

Were there mistakes? Absolutely. Did things slip before they got better? Sometimes.

But something else happened too. People started to care more. They took ownership because they finally had something to own. And over time, the numbers came back. Not because I was doing everything. Because they were.

The Paradox of Control

Here is what I learned the hard way: Letting go is the only way to stay in control.

When you hold on to everything, you become the ceiling. Nothing can rise above your capacity. The team cannot grow past your grip. And when you burn out, or step away, or get promoted, the whole thing collapses because it was never built to stand without you.

But when you let go and develop others, you build something that can scale. Something that does not depend on you being in the room. Something that actually lasts.

The leader who will not let go is not leading. They are just working harder than everyone else and wondering why no one is keeping up.

How to Start Letting Go

If you recognize yourself in this story, start by getting honest about what you refuse to hand off. There is usually a short list. It might be scheduling. Ordering. Closing the books. Running expo. The tasks you believe only you can protect.

Then ask yourself why.

Is it speed? Pride? Fear? Or the quiet belief that no one will care as much as you do?

Pick one responsibility and give it away intentionally. Not casually. With clear expectations. With defined standards. With context for why it matters.

Then step back.

When mistakes happen, resist the instinct to reclaim it. Stand beside them instead of stepping in front of them. Ask what they saw. Ask what they would adjust next time. Coach the thinking, not just the task.

Measure growth over time, not perfection in the moment. Development is rarely clean. There will be dips before there are gains. That does not mean it is failing. It means someone is learning.

Letting go is not a single decision. It is a discipline.

What My Managing Partner Knew

Looking back, I understand why my managing partner let me struggle.

He could have stepped in. He could have told me exactly what I was doing wrong. But he knew that would not change me. I had to feel the cost of holding on before I would be willing to let go.

That patience was leadership.

And it taught me something I have carried ever since. The best leaders do not build teams that need them. They build teams that can thrive without them.

That is not a loss of control. That is the ultimate expression of it.

The Question Worth Asking

If you are holding on to everything because you do not trust your team to deliver, ask yourself this: Have you actually given them the chance?

Or have you been so busy protecting your standards that you forgot to teach anyone else how to meet them?

The leader who will not let go eventually has nothing left to hold.

Coaching Question for the Week:

What is one responsibility you have been holding on to that someone else on your team is ready to own?

Jason E. Brooks is a hospitality coach, author, and consultant with more than thirty years of industry experience. He has worked with six of the top one hundred restaurant brands in the United States, helping leaders and operators boost profitability and build high-performing teams through coaching-driven systems. He writes the Coaching Connection column for FSR magazine and is the author of Every Leader Needs Followers, Every Team Needs Coaching, and The 48 Laws of Coaching. He is also the founder of CoachLens.ai, a leadership platform for multi-unit operators.

Source https://www.fsrmagazine.com/feature/why-leaders-who-wont-let-go-become-the-bottleneck/

 

10 Elements of Modern Restaurant Design and How They Impact Furniture
One thing never changes in the restaurant business—designs always evolve. New trends replace old ones—unless your venue is based on a classic theme. These changes create a need for furniture that fits modern design. Acting quickly is key to creating that perfect dining experience your guests are sure to love. Layout, flow, and sensory details all shape how guests perceive your space.

The right design choices attract customers and enhance their comfort and experiences. This guide explores modern restaurant design elements and how they shape furniture selection.

Key Takeaways
A restaurant’s layout and flow influence efficiency. Spacing furniture the proper way ensures smooth movement for both guests and staff
Furniture plays a big role in branding. The right colors, materials, and styles help build a consistent theme that enhances the dining experience.
Comfort and function go hand-in-hand. Booths maximize seating in busy areas, while modular and stackable furniture offer flexibility for changing needs.
Outdoor dining requires durable materials. Weather-resistant tables and chairs ensure long-lasting performance in patios, rooftops, and sidewalk cafés.
Tech integration is shaping modern restaurant furniture. Wireless charging, touch screen menus, and compact host stands optimize space and convenience.
Multi-purpose spaces need adaptable furniture. Restaurants that double as coworking spots or event venues benefit from movable and versatile seating options.
Elements of Modern Restaurant Design and Ways They Impact Furniture
From layout and flow to branding and technology, these elements shape how restaurants look, feel, and function. They also influence the furniture choices that bring these spaces to life.

1. Flow
A restaurant’s flow impacts efficiency, the customer experience, and overall success. As a result, it should be designed to ensure smooth movement, balanced traffic flow, and optimized seating arrangements.

One thing you can do is to space furniture strategically to influence ambiance. For instance, wider spacing creates a more relaxed environment and closer arrangements creates a more vibrant atmosphere. Allocating 10-20 square feet per seat makes sure there is smooth navigation and comfort for staff and guests alike.

The zoning in your restaurant will also affect your furniture choices. Lightweight, movable chairs and tables allow for flexibility, making it easier to rearrange seating for different group sizes.

Banquets and booth seating arrangements help maximize space in high traffic zones, while bar stools and high tops work well in more casual zones. In busy restaurants, furniture with rounded edges can prevent congestion and improve traffic flow for your staff and guests.

2. Layout
A bad layout can ruin guests’ experience, but a good one can have them flocking to your place in droves. The layout should fit your theme, too. Open layouts encourage social interaction, while partitions offer privacy and increase seating capacity in crowded settings.

Bars and cafés often favor open-concept seating for a casual and communal vibe. Fine dining establishments prioritize exclusivity using structured layouts and partitions to create a more intimate ambience.

The right seating choices can also improve space efficiency and enhance comfort, For example:

Booth seating is highly efficient. Its fixed design eliminates gaps between seats, helping restaurants fill more gaps without feeling cramped.
Corner booths maximize awkward spaces but make great use of unused areas. However, they require wall placement and cannot be easily rearranged.
Beyond seating, modular furniture—like stackable chairs and extendable tables—adds flexibility, allowing layouts to roll with demand. Thoughtful arrangements also help define focal points, scenic views, and private dining areas, all of which create a well-balanced atmosphere.

3. Brand Identity
When you pick your restaurant theme, brand identity plays a major role in its success. Therefore, every design element should be intentional. The color palette, materials, and style all reinforce brand identity and set the mood.

You can strengthen your brand identity through thoughtful color choices and graphic design elements. Use a color palette that aligns with your theme and incorporate complementary artwork on the walls.

Furniture selection is a direct extension of brand identity, defining the atmosphere and guest experience. For instance, a cozy café might incorporate minimalist furniture and whimsical accents. A high-end cocktail bar might feature luxurious upholstered seating and sleek, polished table sets.

4. Sensory Experiences
A well-designed restaurant engages more than just the eyes—it appeals to all the senses, creating a fully immersive experience. Elements like sound, scent, and lighting shape the atmosphere, influencing how customers feel and interact with the space.

Acoustics
Having the proper noise control is non-negotiable when you are creating a comfortable dining experience. Large, open restaurants require more sound-absorbing elements compared to smaller cafés that don’t have as much foot traffic.

Upholstered seating helps dampen sound in busy spaces, while wooden tables reflect noise and may need soft furnishings to balance out the acoustics.

Thoughtful placement of sound-absorbing material such as carpets and fabric panels can further enhance the ambiance. Background music should complement the restaurant’s atmosphere and be set at a volume level that fosters conversation rather than suppressing it.

Atmosphere & Scent
If you’ve ever stepped into a bakery with the smell of baking cookies then you’ve experienced the subtle yet powerful branding tool of scent firsthand. A well-chosen aroma should enhance culinary offerings without overwhelming them.

Coffee shops may highlight fresh brews, while steakhouses emphasize smoky, grilled notes. Ingredients like cinnamon, vanilla, citrus, and herbs can create a refreshing atmosphere or warm, inviting experience. In essence, signature scents can make your place more memorable and help customers associate it with a distinct and inviting feel.

Lighting
Lighting can change the mood from cozy and intimate to bright and energetic. Speakeasy bars often use dim, ambient lighting, along with period pieces and prohibition decor, to evoke a sense of nostalgia.

Fast-casual eateries require brighter settings for efficiency and the placement. Here, the warmth of lighting can affect how food is perceived—with warmer tones making the fare appear more appetizing.

5. Architecture & Design
The structural elements of a restaurant—such as exposed brick, high ceilings, and fancy open kitchens—define its character. A hole in the wall coffee shop might welcome an open flow with communal tables, and a buffet-style breakfast joint might use defined pathways and strategically placed stations so that everyone can get around with efficiency.

To truly have the functional spaces described, having the right connection between architecture and furniture is key. For example,loft-style interiors pair well with industrial material like metal and raw wood. Meanwhile, open kitchens influence bar seating placement to encourage guest interaction. Grand ceilings allow for statement pieces, such as oversized booths or dramatic chandeliers, adding to visual appeal.

Restaurant table tops further enforce the style of a space. Metal suits industrial settings, while wood adds warmth to rustic or traditional designs. Laminate is durable and cost-effective, making it ideal for busy restaurants. Stone, such as marble or granite, elevates upscale spaces, while resin offers a lustrous, modern look.

6. Outdoor Dining
Alfresco dining is always popular, as people enjoy eating outside when the weather is nice. Since they are exposed to the elements, patios, rooftops, and other outdoor dining spaces need furniture that’s durable and comfortable to minimize damage.

Lightweight chairs work well for places that rearrange setups often, while sturdy, weather-resistant tables are well suited for outdoor areas that need long-term durability. Bistros rely on stylish yet resilient furniture that invites passersby to sit and stay awhile.

Weather-resistant tables and chairs hold up against sun, rain, and temperature changes. Materials like treated wood, metal, and resin last longer and need less upkeep. Bistro-style patio chairs, often made with UV treated wicker and rustproof aluminum frames, are a great choice for outdoor dining. Their durable lightweight design works well in settings like beachfront cafés, sidewalk bistros, and rooftop restaurants.

Stackable seating makes storage easy when outdoor areas aren’t in use. Many restaurants choose lightweight, sturdy chairs that can be moved or stored without much effort, keeping patios functional year-round. This adaptability helps maintain a classic, welcoming look without sacrificing durability.

Rooftop dining areas, in particular, need sturdy furniture to prevent shifting. Heavy chairs and table bases keep everything steady when it’s windy.

7. Trend Adaptability
Restaurant trends change fast, so flexible design is essential. Choosing versatile furniture helps keep up with shifting styles without constant, expensive upgrades.

Modular furniture makes reconfiguring floor layouts simple. Whether adding larger shared tables or creating cozy nooks, adaptable pieces let restaurants update their space without major renovations.

Timeless materials like wood and metal outlast passing fads. Investing in durable pieces ensures longevity and better ROI, as high quality furniture reduces the need for frequent replacements.

Tables, chairs, booths, and other foundational pieces in neutral tones make seasonal updates easy. Swapping out table settings, lighting, or accents keeps the space looking fresh without needing a full redesign.

8. Bar & Counter Service
More restaurants are adding bar-style services to create a laid-back dining experience. Quick bites, craft cocktails, and relaxing meals all benefit from well-designed bar and counter seating that maximizes space while keeping guests comfortable.

Tall bar stools create a casual, open feel, making them a popular choice for bars and counter service. Their height keeps guests at eye level with bartenders and other diners, allowing for easy conversation and a more connected space.

Counter height tables maximize seating in smaller spaces without making the layout feel cramped. They allow restaurants to accommodate more guests while keeping the space open and accessible.

Ergonomic seating improves comfort in bars with longer service times. Cushion stools with footrests and proper back support help guests stay relaxed and engaged throughout their visit.

9. Technology Integration
Modern restaurants are increasingly transitioning over to smart technologies to streamline operations and elevate the experience for customers. With these innovations, features like touch screen menus, wireless charging stations, and digital ordering and paying systems are becoming commonplace. Technology integration is also influencing both functionality and design of restaurant furniture.

According to the National Restaurant Association, 76% of operators believe that using technology provides a competitive edge but felt that their establishments could do more to keep up with technological advancements.

Additionally, 82% of Gen Z adults feel at ease placing orders at limited service restaurants using smart apps, highlighting the growing consumer demand for tech-enabled dining experiences.

Tech integration is transforming restaurant furniture in the following ways:

Wireless Charging Integration: Tables and seating areas can include built-in wireless stations, letting guests power their devices without searching for outlets which are often occupied. This small upgrade enhances convenience and keeps customers engaged longer.

Touch Screen Menu Considerations: As more restaurants adopt touch screen menus, table size and spacing may need adjustments. Designs must accommodate these devices without making the dining setup seem cluttered.
Compact Host Stations: Digital ordering systems reduce the need for large host stands, freeing up valuable entryway space. A streamlined front area improves guest flow and makes check-ins more efficient.
Smart Furniture Features: IoT sensors and voice-activated controls bring furniture to the next level. These innovations create an interactive, adaptable dining environment that is responsive to guest’s needs in real time.

10. Multipurpose Spaces
Restaurants are no longer just for dining—they double as workspaces, event venues, and social lounges. One of the latest trends is coworking spots in places like coffee shops and cafés. They attract “giggers” looking for a comfortable place to focus away from home.

A flexible layout allows businesses to adapt to changing needs, whether it’s for doubling as a café/coworking spot, hosting a networking event in the afternoon, or transforming into a cozy dinner spot by evening. Also, designing with versatility in mind keeps the space functional without it feeling cluttered or chaotic.

Movable furniture is essential for seamless transitions between different users. Foldable tables and stackable chairs make it easy to clear space for events or rearrange seating on the fly. Lounge seating adds another layer of adaptability, offering a relaxed setting for casual meetings, coffee breaks, or post-dinner cocktails. The right mix of flexible pieces ensures that a restaurant could shift between different uses while maintaining an atmosphere that patrons can feel welcome in.

Find the Right Furniture for Your Modern Restaurant Design
Modern restaurant design calls for furniture that enhances style, efficiency, and durability. From sleek bar stools to cozy lounge seating, every piece should compliment your space while maximizing comfort and function. Explore our collection of restaurant chairs and tables to find options that fit your vision.

Restaurant Furniture Plus has supplied top establishments like The Hard Rock and The Flagship Restaurant Group with high-quality furniture. With 20,000 plus products from hundreds of manufacturers, we offer the largest selection of restaurant furniture.

Source https://www.restaurantfurnitureplus.com/blogs/news/10-elements-of-modern-restaurant-design-and-how-they-impact-furniture

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Food & Beverage

 

Topo Chico mineral water temporarily unavailable in US
Coca-Cola said it paused production for facility upgrades, and it aims to have the drink back on shelves later this year.

Topo Chico Mineral Water is temporarily unavailable in the U.S.

Production of the Coca-Cola-owned carbonated water brand is paused as the company makes upgrades to its water source and manufacturing facilities in Mexico. The beverage giant aims to have the drinks back in production later this year, a spokesperson told Food Dive in an email.

Other Topo Chico drinks, including the brand’s flavored sparkling waters and hard seltzers, are not affected and still available, the Coca-Cola spokesperson said.

“As always, safety and quality are the company’s top priorities,” the spokesperson said.

Topo Chico mineral waters are expected to return to the U.S. later this year. Last summer, Coca-Cola recalled a limited batch of Topo Chico cases in five states after discovering potential contamination from pseudomonas, which can naturally be found in water sources.

Coca-Cola did not specify why the facility needs upgrades, but CNN reported that problems with source wells slowed production and led to a temporary stoppage of orders.

Coca-Cola bought Topo Chico for about $220 million in 2017 to diversify its portfolio away from sugary drinks. Since the purchase, Coca-Cola inked a partnership with Molson Coors to expand the brand into alcohol and launched several new products, including sparkling water made with fruit juice and nonalcoholic mixers.

Flavored sparkling, seltzer and mineral water have been a high point of growth across the industry as people cut back on sugary drinks. Sales rose to $5.5 billion in 2025, up from $3.8 billion five years earlier, according to Circana data.

Coca-Cola water sales grew 4% in its most recent quarter, while overall net revenue rose 2%. Incoming CEO Henrique Braun, who steps into the role next month, highlighted momentum for brands outside traditional soda categories such as dairy and juice.

Under Braun’s leadership, the CPG giant has plans to build more billion-dollar brands through scaling local, emerging brands within its portfolio.

Source https://www.fooddive.com/news/topo-chico-temporarily-unavailable-in-united-states/812857/

 

KFC, Nando’s and other chains withdraw from UK chicken welfare pledge
Eight businesses, controlling or franchising 18 prominent chains, have left the Better Chicken Commitment pledge.

Several restaurant chains, including KFC and the UK owners of Burger King and Nando’s, have withdrawn from a pledge to stop using fast-growing chicken breeds.

According to a BBC report, eight businesses, controlling or franchising 18 prominent chains, have withdrawn from the Better Chicken Commitment (BCC) and moved to a new industry-led framework that allows the continued use of rapid-growth “franken-chickens”.

The BCC pledge required signatories to shift away from rapid-growth breeds in their sourcing policies.

These companies have now joined the Sustainable Chicken Forum (SCF), an initiative run by industry stakeholders.

Trade body UKHospitality, which represents some of the businesses leaving the BCC, said the new approach is intended to help operators manage rising demand for chicken, cut emissions and maintain secure supplies.

In a statement, the trade body said member companies “no longer believe the BCC is the right framework to drive the next phase of progress on welfare due to the requirement to source only slower-growing breeds”.

It maintains that using slower-growing chickens results in higher greenhouse gas emissions than farming faster-growing birds.

UKHospitality chief executive Allen Simpson said: “Our restaurants and food-to-go brands are critical parts of the High Street and we know that consumer demand for chicken continues to soar.

“However, this demand comes at a time of acute chicken supply pressures, and operators rightly have to ensure consistent and secure supply chains, while continuing to improve welfare standards and cut their environmental impact.

“I’m pleased that businesses are committed to enhancing their ongoing work across welfare and the environment, and the Sustainable Chicken Forum will play a vital role in making even more progress, as well as overcoming this shared supply challenge.”

In 2024, KFC had already reversed its plan to phase out fast-growing breeds. The latest move confirms its full withdrawal from the BCC.

However, animal welfare group Anima International have sharply criticised the decision.

On the production side, the development has been welcomed. Richard Griffiths, head of the British Poultry Council, which represents poultry breeders and processors, told the BBC that the development was “most welcome”.

Earlier this month, KFC announced that it would increase its annual expenditure on British chicken to nearly £100m, as it steps up domestic sourcing for its UK and Ireland operations.

Source https://www.verdictfoodservice.com/news/kfc-nandos-and-other/?cf-view

 

Food giants cast a sour mood on consumer spending in 2026
Top CPG executives said shoppers haven’t returned at the rates they expected, prompting some companies to roll back prices and prioritize innovation to rejuvenate growth.

U.S. food manufacturers are warning of a prolonged downturn in spending as inflation and lingering global uncertainty give cash-strapped grocery shoppers little incentive to purchase more cereal, chips and cookies.

After several years of inflation-driven price increases, consumers appear tapped out. Despite investments in areas such as innovation, marketing and packaging changes, shoppers still haven’t returned to the category at the level many executives had expected.

“I am worried about the U.S. consumer,” Dirk Van de Put, Mondelēz International’s CEO, said in an interview at the Consumer Analyst Group of New York Conference. “I don’t see how anything will change until the disposable income of the consumer goes up or cost starts to go down in a big way.”

The latest company to warn of a gloomy spending environment is Cheerios maker General Mills. The company told attendees this week it expects sales for its 2026 fiscal year to drop between 1.5% and 2.5%, which, if realized, would be its third straight year of sales declines.

Food-at-home prices are forecast to be up 1.7% in 2026, a slight improvement from 2.3% last year, according to data from the USDA’s Economic Research Service. The increase actually marks a reprieve from the COVID-19 pandemic when inflation on food prices hit a four-decade high. In 2022 alone, prices surged 11.4%, the government data showed.

With prices still rising, albeit at a slower rate, consumers are seeking out promotions, trading down to cheaper alternatives or cutting back on how much they buy altogether. That dynamic isn’t expected to change in the short-term, Van de Put predicted, with consumers facing “a very tough situation” for potentially the next three years.

Conagra Brands CEO Sean Connolly said even though the Slim Jim and Healthy Choice manufacturer was still feeling the effects of inflation on its business 14 months ago, it decided to hold off on another wave of price increases after implementing them four years in a row.

“We said, ‘You know what? The consumer is just reaching the breaking point. So we’re going to eat that last wave of inflation, keep our price points where they were,’ ” Connolly told Food Dive. The executive noted that other companies that chose to take additional price increases in 2025 now find themselves in “corrective mode.”

“They just pushed the consumer too far,” he said.

Source https://www.fooddive.com/news/food-giants-cast-a-sour-mood-on-consumer-spending-in-2026/812403/

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HVAC & Plumbing

 

Rheem® Leads the Future of Smart, Sustainable Living at the 2026 International Builders’ Show®
Innovative solutions redefining home comfort will be unveiled at booth #W4113

Rheem®, a leader in the HVAC and water heating industry for over 100 years, will showcase the future of home comfort at the 2026 NAHB International Builders’ Show® (IBS). Backed by a global portfolio of 50 brands, Rheem will present advanced, dependable and environmentally responsible solutions that enable builders to deliver – and homeowners to experience – smarter, more efficient homes.

Heat Pump Market Trailblazer

With increasing residential demand for efficient, year-round heating and cooling solutions, Rheem will share industry-forward heat pump technology to support the market segment, which is expected to more than double* in the next decade. Rheem’s newest 2026 product, Endeavor® Line Classic Plus Series Universal Heat Pump, provides efficient, dependable heating and cooling for homeowners while reducing utility bills. The award-winning Rheem® ProTerra® Hybrid Electric Heat Pump Water Heaters use 75% less energy compared to standard electric water heaters, saving the homeowners more than $575 per year.

Meeting Consumers’ Comfort Needs

For more than a century, Rheem has advanced the industry through a customer-first approach. Alongside its heat pump portfolio, Rheem offers a comprehensive range of solutions from tank and tankless water heaters to high-efficiency gas furnaces. Rheem’s whole-home options deliver integrated heating, cooling and water heating products engineered to work seamlessly as a complete home comfort system.

As market expectations shift toward smarter and more sustainable living, booth visitors will see how Rheem’s connected portfolio empowers both builders and homeowners to make informed comfort decisions backed by trusted technology and proven expertise.

Rheem will showcase nearly a dozen innovative products during IBS 2026, including:

ecobee Smart Thermostat Lite | Works with EcoNet® Technology

Launching in February in partnership with Rheem, ecobee Smart Thermostat Lite | Works with EcoNet® Technology is an innovative solution that delivers energy savings, seamless compatibility, and enhanced convenience for homeowners and contractors. The ecobee Smart Thermostat Lite | Works with EcoNet Technology is designed to work effortlessly with non-communicating residential heating and cooling systems from Rheem’s brands including Rheem, Ruud®, and Friedrich®.

Rheem’s EcoNet infrastructure enables physical and digital products to connect and communicate with each other within a single ecosystem. The EcoNet system includes the brands’ physical heating and cooling and water heating products, mobile applications, and a new digital product platform, TotalView™, which will be available to Pro Partners®, later this year. Rheem’s soon-to-be-debuted TotalView will enable near-real-time monitoring and diagnostics of residential heating and cooling and water heating products from anywhere with Internet access.

Endeavor® Line Classic Plus Series Top-Discharge Universal Heat Pump

The Rheem® Endeavor® Line Classic Plus Series Top-Discharge Universal Heat Pump (RP17AY) is designed to deliver reliable, year-round comfort while helping keep energy bills in check. With cooling efficiencies up to 17 SEER2 and heating efficiencies up to 9.5 HSPF2, it provides consistent heating and cooling across a range of home sizes, with models available from 2 to 5 tons. Its universal design allows it to work seamlessly with most modern HVAC systems, making it an easy replacement option. Featuring quiet operation, built-in diagnostics and Bluetooth® connectivity, the unit boasts dependable comfort season after season for homeowners.

Rheem® Endeavor™ Line Prestige® Series Gas Furnaces

The Rheem® Endeavor™ Line Prestige® Series Gas Furnace (R98MV) delivers exceptional comfort and energy savings. With an impressive 98% AFUE (annual fuel utilization efficiency), the unit maximizes energy efficiency. Designed for reliability, the unit offers quiet operation and improved indoor air quality. Smart home integration with EcoNet® technology lets users control and monitor the furnace from anywhere, providing convenience and peace of mind.

The Rheem® ProTerra® Hybrid Electric Heat Pump Water Heaters are available in four sizes (40-, 50-, 65- and 80-gallons) and ENERGY STAR® 5.0 certified. Drawing heat from the air, Rheem’s heat pump water heaters produce zero on-site emissions, saving homeowners on their annual utility bills. Powered by EcoNet®, homeowners can control, monitor and schedule their water heater from any mobile device, while premium models feature an exclusive water leak detection and an auto water shut-off valve to guard against damage and provide the ultimate convenience.

Rheem® IKONIC® Condensing Tankless

The Rheem® IKONIC® Condensing Tankless gives homeowners hot water around the clock. Minimizing cold-water bursts, the unit features exclusive Hot Start Programming™, ensuring continuous hot water even in start-stop situations. With a tankless design, it produces hot water only when needed, saving both energy and money. This innovation ensures homeowners can load the laundry, start the dishes and still have enough hot water to enjoy a relaxing hot bath.

For more information about Rheem and its products, visit Rheem in booth #W4113 and  www.rheem.com.

* According to analysis conducted by Grand View Research

About Rheem®

For over 100 years, Rheem has stood as a trusted partner for residential and commercial innovations. From its humble beginnings in 1925, Rheem has grown into a leading global manufacturer of heating, cooling, water heating, and commercial refrigeration solutions, committed to sustainability, and enriching lives through innovative design, technology, and enduring quality. To learn more, visit www.rheem.com.

Source https://hvacinsider.com/rheem-leads-the-future-of-smart-sustainable-living-at-the-2026-international-builders-show/

 

Winsupply Inc. Acquires Central Corp. in Wisconsin
The Winsupply Family of Companies is expanding again with a recent acquisition in the Midwest.

Winsupply Inc. has closed on the acquisition of Central Corp., an HVAC equipment and parts wholesaler, located at 330 N. Woods Edge Drive in Appleton, Wisconsin.

Terms of the deal are not disclosed. Central Corp. will begin doing business as Winsupply of Appleton on February 16 under the leadership of Cory Pelisek. He and the team are poised to become minority owners in the entity alongside majority owner Winsupply Inc.

“This acquisition will accelerate Winsupply’s HVAC growth in the Wisconsin market,” said Jeff Dice, President, Winsupply Inc. “This will also expand and strengthen our capacity with American Standard and Trane HVAC equipment.”

Founded in 1977, Central Corp. has been family-owned from the start. Co-owners Jim Trunk and John Geurts bought it in 1993 from their father-in-law, Jerry Shortt. The company has seven employees.

Jim Trunk and John Geurts will remain at the company in Outside Sales.

“Winsupply was a good fit because both companies provide excellent service to the contractors,” Jim Trunk said.

John Geurts added: “As the company adds new product lines and grows in sales, we are excited that our employees will have opportunities to learn about the new products and have chances for advancement within the company.”

Cory Pelisek has worked in Outside Sales at nearby Janesville Winsupply Co., where he has been growing Winsupply’s presence in the Appleton and Green Bay markets.

Winsupply of Appleton will continue to operate as a provider of HVAC equipment, parts, and supplies. Pelisek says that’s just the start for Winsupply of Appleton, as he plans to eventually add plumbing, electrical, and hydronics, among others.

He joined Winsupply in late 2024 after 15 years in HVAC sales for Johnstone Supply.

“HVAC distribution is something I really enjoy. I have always wanted to get into the ownership side of it,” Pelisek said. “I’m excited to grow into the areas of plumbing, hydronics, and electrical.”

This is Winsupply’s first acquisition of the year.

“Acquisitions remain a key component of our decades-long growth strategy, which includes both strategic acquisitions as well as starting new Local Companies,” Dice said. “We continue to focus on expansion across multiple geographies, products, and end markets.”

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 over 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-acquires-central-corp-in-wisconsin/

 

Industry Reacts to EPA Reversal 0n GHG Emissions
USGBC, AIA, ACEEE among groups expressing dismay, resolve after federal withdrawal of 2009 endangerment finding.

Key Highlights
Sustainable design and health organizations warn that this EPA rollback of GHG standards will lead to increased pollution, health risks, and higher costs for consumers and businesses;
Industry groups express concern over potential job losses and economic setbacks resulting from the GHG reversal;
Advocates for climate action vow to continue efforts at the state and local levels to mitigate environmental and health impacts despite federal rollbacks.

On Thursday, February 12, the White House and the U.S. Environmental Protection Agency made the stunning announcement that it would eliminate “both the Obama-era 2009 Greenhouse Gas (GHG) Endangerment Finding and all subsequent federal GHG emission standards for all vehicles.”

Calling it “the single largest deregulatory action in U.S. history,” EPA Administrator Lee Zeldin claimed the new “final rule” would save “American taxpayers over $1.3 trillion.”

Here are some of the industry reactions to this ground-shaking announcement:

U.S. Green Building Council (USGBC)
“The administration’s announced elimination of the longstanding Endangerment Finding is contrary to science and undermines the country’s security and future,” said Ben Evans, USGBC’s federal legislative director. “Climate change is an established threat to human health and the environment, a threat that we can overcome by taking action today to reduce greenhouse gas emissions. The Environmental Protection Agency has the statutory responsibility to protect current and future generations of Americans, a responsibility it is abdicanting with this decision.”

Added USGBC senior policy counsel Liz Beardsley, “USGBC will persist in our work to enable a built environment that reduces harmful pollution and improves quality of life. In the absenc of federal policy, we will continue to be a resource for American states, cities and businesses as they confront economic, physical and health risks from climate change.”

American Institute of Architects (AIA)
A statement from Illya Azaroff, FAIA, 2026 AIA President:

“The American Institute of Architects (AIA) strongly opposes the Environmental Protection Agency’s decision to rescind the 2009 Endangerment Finding and repeal associated greenhouse gas vehicle standards, a move that disregards science and undermines public safety. While the administration frames this as a ‘deregulatory victory’, it in fact threatens the economic stability and safety of the built environment.

For 15 years, the architecture, engineering, and construction (AEC) sector has operated with a clear, science-based mandate to protect public health, safety, and welfare by investing in high-performance buildings, advanced materials innovation, and emissions-reducing technologies. This is because architects understand the role the built environment plays in air quality, carbon emissions, and ecological health.

Buildings alone are responsible for nearly 42% of annual global carbon dioxide emissions, but architects cannot tackle this challenge alone. The performance of a building is inextricably linked to the transportation systems and energy grids that serve it. By dismantling these standards, the EPA is injecting volatility into the $1.6 trillion construction industry and opening the door to further deregulation impacting the built environment. This policy reversal will continue to weaken the United States’ position as a global climate leader, undermine trust in the federal government as a reliable partner , and jeopardize decades of progress in reducing carbon emissions.

Architects are committed to practical, science-driven solutions that strengthen public safety, economic resilience, and environmental performance. AIA calls on federal leaders to uphold policies grounded in credible science and long-term risk management.

Architects will continue to lead through design, but we urge federal partners to join us in recognizing the critical interdependence of transportation, energy, and the places Americans live and work.”

American Council for an Energy-Efficient Economy (ACEEE)
The Trump administration’s decision to repeal greenhouse gas emissions standards for cars and trucks will raise costs for American families and businesses by billions of dollars in the coming years.

“Strong vehicle standards save drivers money every time they fill up. Canceling the standards means higher costs at the pump, increased costs to own a car, and more pollution,” said Peter Huether, ACEEE senior senior transportation research associate. “In addition, today’s decision undermines a key U.S. industry that supports hundreds of thousands of American jobs.”

Under the Environmental Protection Agency (EPA) standards eliminated today, the average new vehicle in 2032 was projected to save drivers more than $10,000 over the car’s lifetime compared to a 2022 vehicle due to savings on fuel and maintenance. Today’s rule wipes out $61 billion a year in total consumer savings for passenger vehicles.

ACEEE filed comments with the EPA in September outlining the significant consumer savings, public health benefits, and economic gains resulting from existing EPA standards.

The EPA’s rollback of auto standards is part of a larger rule today rescinding the agency’s 2009 endangerment finding—a determination the Supreme Court required the EPA to make—that greenhouse gas emissions endanger public health and welfare and thus must by law be regulated.

Medical Society Consortium on Climate and Health (MSCCH)
“The Trump administration’s repeal of the EPA Endangerment Finding — the determination that greenhouse gas emissions endanger public health — should concern every clinician,” said Lisa Patel, MD, MESc., executive director of the Medical Society Consortium on Climate and Health.

Writing in an op-ed for MedPageToday.com, Dr. Patel added, “The Endangerment Finding is not a political statement. It is a scientific conclusion, grounded in decades of evidence, that greenhouse gas pollution drives health harms through heat exposure, air pollution, extreme weather, and the spread of infectious disease. It required the federal government to regulate and place limits on greenhouse gas emissions from cars, power plants, and industry. Rescinding the determination undermines one of the federal government’s most important tools for reducing preventable illness…

“Many of us entered medicine to protect health before disease takes hold. The question now is whether our regulatory systems will continue to do the same. The air our patients breathe should not make them sick and policy choices should not make our jobs harder by increasing preventable disease.”

Source https://www.hpac.com/industry-perspectives/news/55357709/industry-reacts-to-epa-reversal-0n-ghg-emissions

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Controls Engineering & IoT

 

Ready or not: technology is redefining food service and hospitality
Meet our new correspondent: technology expert Danny Han

Food service and hospitality are changing fast. Not because of new dishes or concepts – but because margin, labor, and expectations are forcing a redesign of how hospitality is delivered, and managed. Professor dr. Danny Han, Food Inspirations new technology correspondent, looks at the hospitality market from a user-centred tech perspective.

AI predicts demand before guests arrive.

Robots prepare, transport, and serve.

Sensors watch kitchens in real time.

Dashboards promise control over cost, quality, and consistency.

Yet behind the scenes, many operators share the same feeling:
“we are adding tools but are we gaining performance?”

That is rarely a technology problem. It is a design problem.

AI without integration into daily decision-making remains analytics.

Robots without experience choreography risk harming the human-touch rather than helping it.

Data without interpretation does not lead to better service, but more noise.

And immersive technology treated as a gimmick rarely survives beyond a demo.

The real question, therefore, is not which technology to adopt but how technology reshapes the experiences for guests, staff, and organizations alike.

“Digital innovation in hospitality should remain human-centred, intentional, and aligned with how we naturally connect.”

Introducing: professor dr. Danny Han
Dr. Dai-In Danny Han is Professor at the Research Centre Future of Food at Zuyd University of Applied Sciences in Maastricht and Senior Research Associate at the Food Evolution Research Laboratory, University of Johannesburg. As an internationally recognized expert in the application of immersive and intelligent technologies, his work focuses on the intersection of food, hospitality, and technology. He supports organizations in translating emerging technologies into meaningful, consumer-centred experiences.

With a PhD in Augmented Reality user experience design and over a decade of applied research in XR (extended reality), AI, robotics, and data-driven systems, Danny Han collaborates with industry partners on applied research and innovation projects that spans across immersive dining, AI-enhanced storytelling, digital human applications, robotics in service, sustainable kitchen operations, and XR-based training and behavioural interventions.

When I was working in hospitality operations, it became clear to me that the industry thrives on genuine human-to-human contact. That interpersonal energy is what makes hospitality come alive. At the same time, over the past decade our relationship with personal devices has fundamentally changed. Technology allows us to connect across continents, yet it also raises important questions and much debate about psychological wellbeing, social cohesion, and the long-term societal impact of rapid technological developments.

“Too often, humans adapt to the constraints of technology rather than technology being designed around our natural behaviours.”

For me, hospitality and food service are places where people physically come together. These are therefore a fascinating focal point for technological innovation. The question is not whether technology should be present in these places, but how it must be designed to strengthen human connection while supporting business performance. Too often, I observe that humans adapt to the constraints of technology rather than technology being designed around our natural behaviours. As I write this, I notice myself leaning over a small keyboard and intermittently checking my phone, momentarily disconnecting from the physical world around me. It reinforces my conviction that digital innovation in hospitality must remain human-centred, intentional, and aligned with how we naturally connect and experience the world.

What’s to come?
Over the coming months, in my expert column I will explore how technologies such as Artificial Intelligence (AI), robotics, immersive tech, Internet of Things (IoT), and data are transforming food service and hospitality beyond the hype, beyond pilots, and beyond buzzwords.

Not by asking what is new, but by asking what actually works and why.

Over the coming months, we will examine:

where AI truly earns its place in operations;

how automation can support, not replace, hospitality;

why immersive technology is becoming infrastructure rather than entertainment;

and why better data does not automatically lead to better experiences.

This column series is not about stimulating to adopt more technology. It is about exploring hospitality systems where humans, intelligent tools, and data work together, deliberately and meaningfully.

The future of hospitality is already here. The only question is whether we are proactively shaping it… or merely reacting to it.

Source https://www.foodinspiration.com/us/ready-or-not-technology-is-redefining-food-service-and-hospitality/

 

Research: 69% of Restaurants Are Adopting AI While 81% Increase Digital Marketing Investment
As inflation and economic uncertainty continue to reshape consumer behavior, restaurants are increasingly turning to technology to protect margins, strengthen guest relationships, and drive repeat visits. New nationwide research from Popmenu, based on surveys of 328 U.S. restaurant leaders and 1,000 consumers conducted in early 2026, reveals that while consumer spending is declining, investment in AI-powered tools, digital engagement, and automation is accelerating.
The findings highlight a widening gap between tightening guest budgets and rising operator technology adoption, underscoring how digital platforms have become essential infrastructure rather than optional enhancements.

View the full report here: Popmenu toolkit: 2026 Restaurant Trends to Watch

Consumer spending declines, raising stakes for digital efficiency

According to the study, 68% of U.S. consumers say they are cutting back on restaurant dining this year, prioritizing affordability and convenience. Average weekly restaurant spending fell to approximately $90 in February 2026, down $25 from June 2025 levels.

This shift is forcing operators to become more precise and efficient in how they attract, convert, and retain guests. Technology is playing a central role. Nearly every restaurant surveyed, 97%, said they are sharpening their focus on guest experience, with many implementing new digital ordering options, AI-driven tools, and automated engagement platforms.

Despite economic headwinds, restaurant operators remain cautiously optimistic. Sixty-three percent expressed optimism about their business outlook, and 28% plan to open new locations or expand existing ones. These expansion plans increasingly depend on scalable, cloud-based technology platforms that enable centralized control across multiple locations.

AI adoption accelerates across marketing, operations, and guest engagement

Artificial intelligence is rapidly becoming a core component of restaurant technology stacks. The study found that 44% of operators are already using AI in their businesses, with another 25% planning to adopt AI tools this year.

AI applications span a wide range of use cases, including automated marketing content generation, operational optimization, and customer engagement. More than half of operators, 55%, are using AI to create marketing content, helping reduce labor demands while increasing communication frequency and personalization.

Operators are also investing in digital infrastructure to ensure visibility in emerging search channels. While 85% of consumers still rely on traditional search engines to find restaurants, 20% now use AI-powered tools such as ChatGPT, Gemini, and Perplexity. In response, 78% of operators are optimizing their websites to ensure compatibility with both traditional and AI-driven discovery platforms.

This shift reflects a broader recognition that digital discoverability now directly influences revenue performance.

Personalization and automation reshape guest communication

Restaurants are increasingly using technology to deliver personalized guest experiences at scale. Eighty-seven percent of operators reported using technology to automatically tailor marketing messages based on guest preferences, order history, and behavioral data.

At the same time, operators are rapidly expanding their customer databases. On average, restaurants are adding more than 100 new guest contacts to their email lists each month, creating larger datasets that fuel automated personalization and targeted promotions.

Consumers appear receptive to these efforts. Nearly half, 48%, say they want to hear from restaurants at least once a week, and 53% regularly redeem loyalty rewards. These findings reinforce the growing importance of integrated CRM, loyalty, and marketing automation platforms in driving repeat business.

Technology is also helping restaurants deliver faster, more convenient service. Forty-one percent of consumers expect restaurants to use technology to streamline the guest experience, whether through online ordering, automated communications, or digital payment solutions.

Dynamic pricing, digital menus, and flexible pricing strategies gain momentum

Technology is also enabling more sophisticated pricing strategies. Thirty-one percent of operators are considering variable pricing models based on demand, time of day, or seasonality, up from 22% last year. These strategies depend on modern POS systems, real-time analytics, and integrated menu management platforms.

Meanwhile, operators are using digital menu platforms to introduce limited-time offers, test new items, and respond quickly to changing demand. Forty-one percent plan to introduce more limited-time menus, while others are expanding healthy options, mocktails, and comfort foods.

Digital menu platforms and centralized content management systems allow operators to deploy these changes instantly across multiple locations and ordering channels.

Technology becomes essential to long-term competitiveness

The Popmenu research makes clear that restaurants are responding to economic pressure not by retreating, but by accelerating technology adoption. Digital marketing automation, AI-powered personalization, and integrated guest engagement platforms are helping operators operate more efficiently while maintaining strong guest relationships.

As consumers become more selective about where they spend, restaurants that invest in technology-driven efficiency, personalization, and discoverability will be better positioned to compete.

Technology is no longer simply improving restaurant operations. It is becoming the foundation for revenue growth, guest retention, and long-term resilience in an increasingly challenging operating environment.

Source https://restauranttechnologynews.com/2026/02/research-69-of-restaurants-are-adopting-ai-while-81-increase-digital-marketing-investment/

 

After Rare Sales Decline, Wingstop Targets AI Kitchens, Loyalty, and Marketing to Reignite Growth
The fast casual is seeking greater frequency from core guests and further acquisition of new customers.

For the first time in 22 years, Wingstop’s same-store sales turned negative.

Comps fell 3.3 percent in fiscal 2025 and 5.8 percent in Q4.

But the company views this dip as an anomaly, with expectations of flat to low-single-digit comp growth this year. Longer term, the goal is $3 million AUV (AUV was $2 million in 2025, down from $2.1 million in 2024).

Wingstop predicts a notable sales boost in 2026 thanks to its AI-enabled Smart Kitchen, an upcoming loyalty program, and a new marketing campaign.

All three areas are geared toward increasing frequency and positioning Wingstop as an “everyday occasion,” according to CEO Michael Skipworth. Right now, the average customer visits once per month.

“Just one more visit a quarter from our average guest is a meaningful step toward that $3 million AUV target,” Skipworth said during Wingstop’s Q4 earnings call.

The journey starts with Wingstop’s Smart Kitchen. Publicly unveiled last year, the back-of-house innovation features demand forecasts, digital touch-screen displays instead of paper chits, and order-ready screens in the front-of-house so guests can track their order. Wingstop finished 2025 with the new technology installed at all domestic units.

Fifty percent of restaurants are seeing 10-minute wait times, cutting the typical time in half. These same stores are experiencing higher customer frequency and an increase in transactions during the lunch daypart. Alongside the launch, Wingstop rolled out new speed and accuracy standards to elevate expectations and hold restaurants accountable.

A major stress test happened on Super Bowl Sunday, and the Smart Kitchen delivered. Wingstop acquired more than 100,000 new customers and achieved its highest sales day on record. Historically, wait times are 40 minutes during the Super Bowl, but this year, it was reduced to 20 minutes.

“I can remember the days when most restaurants would turn off their digital ordering platform because demand and volume was so high. And so we believe we saw something pretty special,” Skipworth said.

Employees love the Smart Kitchen, too. In 2025, corporate restaurants saw some of the lowest turnover rates they’ve ever seen.

“I think that is a strong indication of the team members’ experience with this new kitchen operating platform,” CFO Alex Kaleida said. “And quite simply put, it provides a high degree of focus, and generally speaking, it makes it easier for them to do the job we’re asking them to do to take care of our guests.”

However, there is still work to be done. Wingstop is targeting faster service during its busiest Friday and Saturday night dayparts, while also pushing to improve third-party delivery times.

Although restaurants have reduced delivery times by 15 percent year over year—driving higher menu-to-order conversion rates on aggregator platforms—the company believes delivery speeds should be even better, particularly given the gains it has made with in-restaurant service times.

Kaleida outlined the opportunity: On Friday and Saturday nights, about 30 percent of units are experiencing 10-minute wait times. Of those restaurants, only half are completing deliveries in under 30 minutes.

“One of the things that’s really powerful about Wingstop Smart Kitchen is it’s given us a level of visibility that we didn’t have before. And so we know exactly when orders are prepared and when they’re ready, and it’s allowing us to have a little bit more visibility, drive accountability, and make sure that we’re delivering on that guest’s expectation around speed as it relates to third-party delivery,” Skipworth said. “And so it’s something we’re going to continue to work at, and our partners are committed to improving that experience.”

Wingstop plans to gather more guests with its upcoming loyalty platform as well. The brand rolled out a pilot of Club Wingstop in Q4 to test reward and enrollment strategies. A national launch is scheduled for the end of Q2.

Leadership likes what it sees: Nearly 50 percent of active guests in the pilot market have already enrolled, including a majority of heavy users. Additionally, frequency increased 7 percent among rewards customers compared to visitation rates before joining, and over 30 percent of new guests are signing up.

Skipworth described Club Wingstop as “a loyalty program designed to strengthen the emotional connection to our brand through rewards, personalization, access to experiences, and a best-in-class digital ordering platform.”

The brand has a lot of digital equity to work with. Wingstop has more than 60 million users in its database, which grew by 20 percent in 2025, and digital channels mixed 73.2 percent in Q4.

“We believe we have the foundation in place to activate loyalty effectively,” the CEO added.

Wingstop is also speaking directly to guests with its new “Wingstop is Here” brand campaign. The marketing message aims to close the awareness gap between the fast casual and more mature national brands and positions the chain as “a center-of-the-plate occasion for everyone,” Skipworth said. So far, the campaign is resulting in record-high brand recall.

The chain is seeing that Gen Z is still one of its highest-growing demographics. But there’s also been meaningful growth from Gen X and households earning between $50,000 to $100,000 and $100,000 to $150,000.

“I think as I look at all of this together, I think we’re really encouraged by what we see in our ad campaign, and how it’s working for us,” Skipworth said.

The growth levers will be supported by enhanced leadership. Earlier this year, Wingstop brought back its COO position with Raj Kapoor, a 28-year veteran of 7-Eleven. In addition to Kapoor, Wingstop created a new “commercial team” and “analytics center of excellence” to harness the full power of the loyalty program.

“As we looked at this next phase of growth in front of the brand, I would really distill this all down to really, it’s just us playing offense and making sure we’re positioned for this next phase of growth,” Skipworth said. “We have the clarity around decision-making. We’re unlocking the opportunities and really investing in the talent that we’ve hired over the last few years and setting that bench up and continuing to grow that.”

Wingstop knows what’s possible by looking at its corporate fleet. Company-owned stores—which have used Smart Kitchens and abided by updated operational standards for over a year—saw comps increase 1.6 percent in the fourth quarter. Also, AUV is approaching $2.5 million and margins are in the mid-20 percent range.

“The performance in our corporate restaurants illustrate the opportunity ahead,” Kaleida said.

Franchisees have embraced the vision. Wingstop has opened a net of 255, 349, and 493 locations globally in fiscal 2023, 2024, and 2025, respectively. It ended last year with a record 2,300 restaurant commitments.

In 2026, Wingstop projects 15 to 16 percent unit growth systemwide, above its long-term algorithm of 10 percent.

The chain finished last year with 3,056 units worldwide, including 2,529 in the U.S.

Wingstop felt momentum heading in 2026, but that was disrupted by harsh weather. Hundreds of stores were forced to close because of winter storms. Aside from that, the brand foresees sequential improvement in sales throughout the year.

Source https://www.qsrmagazine.com/story/after-rare-sales-decline-wingstop-targets-ai-kitchens-loyalty-and-marketing-to-reignite-growth/

 

Jan/San & Disposables

 

Kotex refreshes its identity and launches the new global campaign “Own Your Flow”
The movement by Kimberly-Clark’s brand combines visual repositioning, sports-driven storytelling and digital strategy to expand the dialogue around menstruation and female confidence

Kotex has launched the global campaign “Own Your Flow” as part of a broader brand renewal movement. The initiative includes a 90-second film, a new visual identity and a digital distribution strategy, with a focus on younger audiences and on expanding conversations around menstruation.

Directed by Juan Cabral, the video uses tennis as a metaphor to represent the social pressure faced by women at different stages of life. The narrative follows the protagonist through moments of exposure and judgment—on the court, in school environments and in intimate spaces—connecting younger and more mature versions of the character through visual effects and artificial intelligence.

The soundtrack features a reinterpretation of Everybody Wants To Rule The World by Tears For Fears, reinforcing the campaign’s message of self-confidence and female empowerment.

VISUAL REPOSITIONING AND BRAND CONSISTENCY

Beyond the film, Kotex introduces a refreshed visual identity, adopting red as the brand’s core color, along with new typography and photographic guidelines based on the concept of “bold confidence.” The goal is to establish a more direct and contemporary positioning within the disposable intimate care category.

DIGITAL STRATEGY AND CREATIVE REORGANIZATION

The campaign will be distributed across digital platforms and social media, including online video environments and connected TV, expanding the brand’s presence in strategic channels for younger audiences.

Source https://tissueonlinenorthamerica.com/kotex-refreshes-its-identity-and-launches-the-new-global-campaign-own-your-flow/

 

Smarter Cleaning, Better Training, and New Tech Help Fight HAIs
Hospital-acquired infections (HAIs) remain one of the greatest challenges in healthcare facilities, affecting one out of every 31 patients and costing the healthcare system tens of billions of dollars annually.

Also known as nosocomial infections, HAIs are contracted while the patient is in the healthcare setting (hospitals, clinics, or long-term care). They are often the result of exposure to bacteria, viruses, or fungi from invasive procedures—such as catheters and surgery—or contact with staff, contaminated patients, surfaces, or equipment.

Today, Methicillin-resistant Staphylococcus aureus (MRSA) and Clostridioides difficile (C. diff) are two of the most common superbugs that cause HAIs. Another bacterium, Pseudomonas aeruginosa, is one of the leading causes of hospital-acquired pneumonia.

Infection control specialists explain that bacteria like these remain prevalent because of their ability to adapt to changing environments and develop resistance to treatments. Charles Gerba, professor of microbiology and infection control at the University of Arizona, says that C. diff is especially problematic because it spreads through spores and is resistant to quaternary-based disinfectants.

“Microbes are so clever: They don’t have brains, but they have a survival mode and the ability to evolve,” he notes. “That makes it really challenging because they take advantage of us, and they’re always waiting for another opportunity.”

Give EVS a Hand
Environmental services (EVS) staff play a critical role in preventing and controlling the spread of harmful pathogens. But infection prevention requires a holistic, hospital-wide approach that coordinates efforts across all departments.

“To test whether EVS is truly integrated into infection control, I ask two simple questions,” says Hudson Garrett, Adjunct Assistant Professor of Medicine in the Division of Infectious Diseases at the University of Louisville School of Medicine. “First, who is responsible for infection control? The answer should be everyone. Second, who is responsible for patient care? When you walk into a patient’s room, you should see the EVS technician’s name alongside the provider’s and the nurse’s.”

This shared responsibility is evident in everyday practices that protect patients, starting with proper hand hygiene. Experts agree that this is the simplest, most effective measure against the spread of infection. However, maintaining consistent hand hygiene requires commitment and follow-through from every staff member.

“We don’t have a problem with hand hygiene products and protocols,” says Garrett. “We have a problem with hand hygiene culture and accountability.”

To prevent complacency, he suggests enforcing clear consequences when healthcare staff members—nurses, doctors, administrative staff, etc.—fail to follow protocols.

“You can monitor hand hygiene all you want, but if you don’t take action against people who are noncompliant then what are you collecting data for?” Garrett asks. “Until we hold people accountable for these basic interventions, we’re not going to move the needle.”

Like hand hygiene, cleaning and disinfecting high-touch surfaces are shared responsibilities and not solely the domain of EVS staff. As a rule of thumb, nurses should clean equipment connected to the patient, says Garrett, while EVS should clean equipment that is not connected to the patient.

The most common high-touch surfaces EVS teams should pay special attention to are usually found within 3 feet of the patient and include items such as bed rails, over-bed tables, and call buttons. The EVS staff should also focus on surfaces that clinicians touch frequently, including phones and keyboards.

While attention is often focused on obvious sources of contamination in hospitals, some of the most concerning risks are hiding in plain sight. David Trinks, CEO of Trinks Consulting Group, notes that patient divider curtains can harbor a range of microorganisms but are seldom, if ever, laundered—making disposable options a potentially safer alternative, albeit more expensive.

Elevator buttons are another often ignored source of contagion and should be cleaned at least once a shift. Gerba and his team conducted a study using bacteria tracers on elevator buttons in a healthcare facility and were shocked by the results.

“We found the bacteria tracers ended up on 80 percent of surfaces in every patient room we tested,” he says. “When you think about it, it makes sense: everyone has to touch the first-floor elevator button to exit the building.”

Further studies revealed nurses’ break rooms and cafeteria tables teaming with antibiotic-resistant bacteria. Gerba surmised that although these areas are cleaned and disinfected regularly, they are not cleaned as thoroughly as patient rooms.

Research conducted by Trinks using coliform counts identified another unexpected location that frequently goes unnoticed.

“The dirtiest thing you can touch in a hospital is the vending machine button,” says Trinks. “Everyone uses them, and no one ever cleans them.”

Trinks has also turned his attention to a place few would ever think of testing: the undersides of cafeteria chairs. What he found was unsettling—consistently high coliform counts on a surface that is frequently touched, but seldom gets cleaned.

“It’s human nature. When people sit down, the first thing they do is reach underneath the chair to pull themselves in,” he says.

Source https://www.cleanlink.com/hs/article/Smarter-Cleaning-Better-Training-and-New-Tech-Help-Fight-HAIs–32519

 

Georgia-Pacific appoints Nate Medina as senior vice president and general manager of GP PRO sales
The executive will lead commercial teams with a focus on growth, execution, and customer relationship strengthening

Georgia-Pacific announced the appointment of Nate Medina as senior vice president and general manager of sales for GP PRO. In this role, Medina will oversee field sales, national accounts, and distribution teams, aiming to drive commercial execution and strengthen customer relationships across the organization.

According to Chris Warburton, group customer officer for Georgia-Pacific Consumer Products, Medina brings extensive experience leading large sales teams and managing key product lines across both professional and retail businesses. His industry knowledge and customer-focused leadership are expected to support the delivery of high-value products, services, and innovative solutions.

With 14 years at Georgia-Pacific, Medina has held multiple leadership roles within the GP Consumer Products customer organization, including positions in sales leadership, sales strategy, and commercial finance. He previously served as vice president and general manager of Retail Tissue, Towel and Napkin, and most recently led the Towel and Napkin business for GP PRO.

In his new role, Medina will focus on accelerating growth, enhancing customer collaboration, and delivering long-term value for GP PRO and its business partners.

Source https://tissueonlinenorthamerica.com/georgia-pacific-appoints-nate-medina-as-senior-vice-president-and-general-manager-of-gp-pro-sales/

 

 

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