Podcasts about qsr

Tim Koch, COO of Franchise FastLane, began his restaurant career in supply chain at Hardee's and Carl's Jr. owner CKE Restaurants. Now, he's leading a top franchise development firm. Tim joins QSR editorial director Danny Klein to talk about the state of franchising, growth, and offers his firsthand look at how different sides of the industry impact success, and what that means for the future.

Send us a textRuss Hawkins, CEO of Agilence, joins Zack Oates to break down how restaurant operators can use data to improve guest experience, boost loyalty, and align teams. With a background spanning telecom, retail, and hospitality, Russ shares practical strategies for avoiding waste, tracking behavior, and turning missed expectations into long-term relationships.Zack and Russ discuss:Why personalization is the new loyaltyHow to align the boardroom with the back-of-houseUsing data to improve staff training and performanceWhat operators can learn from both QSR and fine diningWhy small moments—like remembering a name—still matterThanks, Russ!Links:https://www.linkedin.com/in/russhawkins/https://www.linkedin.com/company/agilence-inc/ https://www.instagram.com/agilence_inc/ https://www.agilenceinc.com/

Nathan Louer, chief brand officer of GoTo Foods' concept Jamba, joins QSR editorial director Danny Klein to discuss the iconic chain's groundbreaking new “Hello Sunshine” prototype, how Jamba is balancing customer-centric design with operational efficiencies, and why the new look and approach reflects a larger effort to modernize the brand while staying true to what's fueled it over the years. We get into strategy and vision, franchisee profitability, and how digital integration can enhance the in-store experience, along with a bunch of other things.

A former college athlete and QSR hourly wage-earner, Brian Garvey, Express Pros' youngest franchise owner, has transformed his trademark determination and reliability into a successful career helping others find their life's work.See omnystudio.com/listener for privacy information.

Former Dutch Bros executive May Han joined Pacific Northwest icon Burgerville as Chief Development Officer in September. She came onboard as Burgerville prepares to more than double the number of existing locations in the coming years. Han joins QSR editorial director Danny Klein on this episode to discuss her 25-plus year track record in scaling brands and how that experience is going to take Burgerville to the next level. 

Taylor McKinnon and Adam Wilks, Mr.Charlie's TMS Taylor McKinnon is cofounder of Mr. Charlie's Told Me So (TMS)—a purpose-driven, plant-based QSR brand redefining what fast food can be—is making its biggest move yet with an 18-store development deal across Arizona.This multimillion-dollar franchise agreement marks the brand's first major regional rollout, powered by a mission of second chances, sustainability, and crave-worthy food. To support this growth, Mr. Charlie's has brought on franchising and licensing veteran Adam Wilks (former exec at Pinkberry, Cold Stone, and TYSON 2.0) as President to spearhead national expansion. With proven traction in LA, San Francisco, and Sydney, Australia, Mr. Charlie's is now opening up franchise opportunities in select U.S. states.Plant-based QSR has been largely untapped at scale—Mr. Charlie's is betting big on changing that.

In this energizing episode, Gordon sits down with Shipra Bhatt, whose career has taken her from uncovering deep human truths at Quantum Consumer Solutions to spearheading marketing innovation for KFC (India). What happens when a passionate consumer researcher crosses over to the brand side? Shipra shares her journey from interpreting trends to actually shaping them—moving from insight to execution, from advising clients to launching iconic products like the Chizza. They explore how insights evolve into actionable strategy, what it really takes to develop new products in the QSR space, and why brand-building is anything but a linear process.You'll hear how Shipra stumbled into consumer insights—and fell in love with it, her favorite “a-ha” moments from fieldwork with everyone from CXOs to rural women and truck drivers, the untold story behind the Chizza and what it teaches about innovatio and  surprising challenges of executing cultural relevance across global marketsTune in to hear how Shipra connects data, empathy, and creativity to build bold brand experiences.

What happens when a global tech leader walks into a late-night restaurant podcast? You get a power-packed conversation with Brian Klinger, a key voice at Comcast Business, who's not only transforming QSR and enterprise restaurant brands with cutting-edge tech, but doing it all with purpose.Jay and Dom go deep into:The real reason why AI might actually save the restaurant industry (hint: it's not what you think)How brands like Chick-fil-A and Taco Bell are blending tech with cultureThe rise of multilingual kitchens and computer visionThe importance of redundancy and reliability in your restaurant's tech stackWhy Giving Kitchen is one of the most important nonprofit orgs in foodservice todayPlus: 80s jokes, the problem with paper towels, and why edibles at a food expo might be a thing now.This is one of our most powerful and practical episodes yet—get ready to laugh, learn, and maybe cry a little. Because in hospitality, tech only works when there's heart behind it.

What happens when a global tech leader walks into a late-night restaurant podcast? You get a power-packed conversation with Brian Klinger, a key voice at Comcast Business, who's not only transforming QSR and enterprise restaurant brands with cutting-edge tech, but doing it all with purpose.Jay and Dom go deep into:The real reason why AI might actually save the restaurant industry (hint: it's not what you think)How brands like Chick-fil-A and Taco Bell are blending tech with cultureThe rise of multilingual kitchens and computer visionThe importance of redundancy and reliability in your restaurant's tech stackWhy Giving Kitchen is one of the most important nonprofit orgs in foodservice todayPlus: 80s jokes, the problem with paper towels, and why edibles at a food expo might be a thing now.This is one of our most powerful and practical episodes yet—get ready to laugh, learn, and maybe cry a little. Because in hospitality, tech only works when there's heart behind it.

 Today's poddy is sponsored by Square. Square is the all-in-one restaurant tech platform designed to streamline operations and give hospitality business owners the time back to focus on growth. Square is Big In Restaurants - which is the name of its latest UK marketing campaign - offering everything you need for day-to-day service, including Square's payments, point of sale and reporting capabilities. Whether you're a single-location FSR, a multilocation QSR, a bar or a multi-concept restaurant, improve the flow of orders and find more ways to keep profit in your pocket. For more information visit 

Costa Vida president Wade Allen, promoted to the role last June, joins QSR editorial director Danny Klein to discuss his career journey, the brand's potential, and his evolving role atop a fast casual with growth designs. Allen explores past lessons learned directing tech at Brinker to how he's now shifted focus to guiding teams and empowering those around him to morph an emerging brand into a powerhouse.

Join Paul Barron and Cherryh Cansler as they explore fast casual's global expansion with brands like Teriyaki Madness and Mason's Famous Lobster making international debuts. Discover how beverage innovation—from craft mocktails to full bars—is reshaping the segment while fast casual continues to outperform both QSR and casual dining in same-store sales. The hosts analyze Chili's strategic positioning against QSR, discuss the $20+ hourly wages transforming restaurant labor markets, and preview FastCasual.com's 10th anniversary Top 100 gala plus blockchain payment solutions that could eliminate processing fees for operators.FastCasualNation #RestaurantInnovation #FoodserviceTrendsGet Your Podcast Now! Are you a hospitality or restaurant industry leader looking to amplify your voice and establish yourself as a thought leader? Look no further than SavorFM, the premier podcast platform designed exclusively for hospitality visionaries like you. Take the next step in your industry leadership journey – visit https://www.savor.fm/Capital & Advisory: Are you a fast-casual restaurant startup or a technology innovator in the food service industry? Don't miss out on the opportunity to tap into decades of expertise. Reach out to Savor Capital & Advisory now to explore how their seasoned professionals can propel your business forward. Discover if you're eligible to leverage our unparalleled knowledge in food service branding and technology and take your venture to new heights.Don't wait – amplify your voice or supercharge your startup's growth today with Savor's ecosystem of industry-leading platforms and advisory services. Visit https://www.savor.fm/capital-advisory

"It's the whole totality of the experience and how we treat our customers to show that they're valued.”Eric Wulf, CEO of the International Carwash Association (ICA), and ICA Research Director Bob Klein discuss the findings of ICA's 2025 Q1 Pulse Report, covering the health of the industry, customer satisfaction, and the balance between price and wash value for car wash customers.Top 5 Episode Highlights:The Health of the Consumer Drives the Health of the Industry – Eric and Bob discuss how customer sentiment and behavior shape industry growth, with pricing dissatisfaction often offset by strong perceptions of value—especially among subscription customers.The Price vs. Value Perception – Car wash owners must recognize the emotional side of pricing and focus on the totality of the customer experience to show value. The conversation draws insights from Quick Service Restaurants (QSRs) like Chick-fil-A, where customer engagement plays a key role in perceived value.Subscribers Who Become Transactors: A Retention Opportunity – 54% of former members continue washing their vehicles at the car wash where they previously had a membership, providing an opportunity for operators to re-engage and build long-term loyalty.Loyalty Programs: A Disconnection Between Customers and Operators – The Pulse Report has asked about loyalty for nine years, and customers consistently cite loyalty programs as a key retention driver. However, operators do not prioritize them, signaling a missed opportunity to strengthen customer relationships.Industry Growth & Supplier Outlook – Projections for year-end growth increased slightly from 5% to 6%, with 6 in 10 retailers increasing prices in 2024. Meanwhile, supplier optimism has softened, with forecasted growth of 5%, and their top concerns remain hiring, rising costs, and employee retention. To counteract these challenges, suppliers are investing in training and helping car wash owners enhance customer value.Eric and Bob begin the conversation by examining the overall health of the car wash industry, which is closely tied to consumer sentiment. They emphasize that while customers may resist price increases, strong value perception—especially among subscribers—helps mitigate dissatisfaction.The discussion then shifts to how car wash owners should interpret the Pulse Report's price/value findings. Eric and Bob stress that customer experience is in the operator's control. They highlight how Quick Service Restaurants (QSRs), like Chick-fil-A, focus on hospitality and engagement to reinforce customer loyalty—a model the car wash industry can learn from.Bob also references an article he authored in the 2025 Q1 issue of Car Wash Magazine, which explores the five key principles used by the QSR industry to enhance the value proposition and customer experience.The episode also covers the behavior of subscribers who become transactors, noting that 54% of former members continue to use the car wash where they had a subscription. This presents a valuable opportunity for operators to create a dialogue with past members and encourage repeat business.For the past nine years, the Pulse Report has surveyed both customers and operators about loyalty strategies. The data shows that customers strongly value loyalty programs, yet operators do not prioritize them, highlighting a gap in retention efforts.On the growth and supplier side, there is a slight uptick in year-end growth projections from 5% to 6%, and 6 in 10 retailers increased prices in 2024. Looking ahead, the Q2 issue of Car Wash Magazine will explore 12 key factors businesses should consider before implementing price increases.Supplier sentiment, however, is less optimistic, with a softening outlook despite a projected 5% increase. The top three concerns for suppliers remain hiring, rising costs, and employee retention. To stay ahead, suppliers are focusing on training initiatives and working to help car wash operators deliver stronger customer value.

Nate Hedtke, VP of innovation & customer engagement at the American Egg Board, joins QSR editorial director Danny Klein to explain the state of avian influenza and what restaurants need to understand to navigate the situation. From how it's affecting prices to ways you can get creative on menus with eggs, we'll lay out the roadmap and where to go from here. This episode was sponsored by our partners at AEB. To learn more, please reach out to Nate at nhedtke@aeb.org or visit www.incredibleegg.org/fso for additional resources.

In this energizing episode of Confessions of a Higher Ed CMO, host Jaime Hunt chats with Daniel Andreani, Creative Director at Do Not Disturb, about the critical need for creative reinvention in higher education marketing. From dissecting branding stagnation to exploring the evolving role of AI in creativity, this conversation dives deep into how institutions can—and must—break free from outdated visuals and messaging to truly connect with today's students. If you're feeling stuck in the same old admissions campaign loop, this one's for you.Guest Name: Daniel Andreani, Chief Creative Officer, Do Not DisturbGuest Social: https://www.linkedin.com/in/danielandreani/Guest Bio: Daniel Andreani is a creative leader and brand strategist who thrives on building stellar teams and creating work that truly resonates. As founder of Do Not Disturb (donotdisturb.love), he brings a human-centric approach to campaigns that audiences actively seek out. His philosophy remains simple yet powerful: respect your audience through quality storytelling and flawless execution, an approach that consistently delivers measurable business results and ROI for his clients.Beyond crafting award-winning work for the beverage industry, consumer packaged goods, QSR, automotive and higher education clients, Dan embraces life's adventures, conquering marathons, cycling Centuries and GranFondos, mountain biking, playing hockey and battling through zombie apocalypses video games with his son. Full-on ADD and proud of it, so if he asks for your name twice, just roll with it. - - - -Connect With Our Host:Jaime Hunthttps://www.linkedin.com/in/jaimehunt/https://twitter.com/JaimeHuntIMCAbout The Enrollify Podcast Network:Confessions of a Higher Ed CMO is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too! Enrollify is made possible by Element451 — the next-generation AI student engagement platform helping institutions create meaningful and personalized interactions with students. Learn more at element451.com.Attend the 2025 Engage Summit! The Engage Summit is the premier conference for forward-thinking leaders and practitioners dedicated to exploring the transformative power of AI in education. Explore the strategies and tools to step into the next generation of student engagement, supercharged by AI. You'll leave ready to deliver the most personalized digital engagement experience every step of the way.Register now to secure your spot in Charlotte, NC, on June 24-25, 2025! Early bird registration ends February 1st -- https://engage.element451.com/register

Danny Klein is the Editorial Director of QSR and FSR magazines. He's also host of one of the leading QSR conferences in the nation - QSR Evolution Conference.   Listen to hear new industry insights on what makes the most successful brands tick and the underlying leadership principles that make or break a company.   Connect with Danny Klein on LinkedIn.   Connect with your host Josh Swing.   Stay Saucy!

Brandon Knudsen, CEO and cofounder of Ziggi's Coffee, convinced his wife to drop out of college to give this idea a shot. From working multiple jobs to raising a baby in the restaurant, it was hardly easy out of the gates. But once Ziggi's hit its stride, it fast-tracked toward triple-digit locations—store No. 100 opened in 2024, 20 years after the brand's founding. Knudsen joins QSR editorial director Danny Klein to discuss the journey, how growth is about to ramp up, and what it was like launching franchising just 12 years into the business. 

 This podcast is a part of a collection of podcasts recorded at ISC West 2025 and previously shared on social media. “Show me unattended cash. Show me wet floors. Show me signs still on display after the promo ends.” — Jac Ondaye, March Networks, introducing AI Smart Search at ISC West 2025 At ISC West 2025, Technology Reseller News publisher Doug Green sat down with Jac Ondaye of March Networks to explore how generative AI is revolutionizing video surveillance and business intelligence. March Networks' new solution, AI Smart Search, brings the power of natural language and large language models to video data. With AI Smart Search, users can ask questions like “show me unattended cash” or “show me empty shelves”—and the system instantly scans millions of image snapshots across multiple cameras and locations to deliver actionable results. “This isn't just about security,” said Ondaye. “It's about improving operations, compliance, marketing execution, and risk management. Whether you're a QSR, a retailer, or a bank, AI Smart Search helps you detect issues before they escalate.” Key features include: Generative AI and Natural Language Interface: Ask questions via text or voice-to-text for instant results. Multi-Site, Multi-Camera Search: Analyze image snapshots across a vast camera network. Use Cases Beyond Security: Identify safety risks (e.g. wet floors), operational inefficiencies (e.g. empty shelves), marketing compliance (e.g. outdated signs), and camera malfunctions. Cloud-Based and Remote-Accessible: No need to review live footage or send staff on-site—monitor and manage everything remotely. March Networks supports global sales through an extensive channel partner network, offering the solution to MSPs, MSSPs, and enterprise customers worldwide. To learn more, visit marchnetworks.com and explore the AI Smart Search video demo and brochure.

Roger McNamara is the Director of B2B Acceptance in the US for Visa Inc. He is a 30+-year veteran of the Payments Industry, most recently as the President of Guide2Interchange and before that, Director of Business Development with American Express in the US. He has worked on the largest Acquisition targets for acceptance of The Card across multiple Industries and across the globe that include: Airlines, Communications, Technology, Cruise Lines, Entertainment, Fractional Jet, Freight, Government, Healthcare, Insurance, Oil & Gas, Residential Rent, Restaurants, QSR's, Retail, Services, Supermarkets, Travel, Vehicle Sales, B2B and Wholesale. Over that time, he has sold more than $300 Billion worth of Card processing and became an expert in Bankcard Interchange and Discount Rates, how they are calculated and what merchants pay to accept Credit, and how this is dramatically different from what they believe they pay. He is an expert in Merchant Statement analysis and payment processing and the rules and regulations associated with payments and the associations. Connect with Roger : https://www.linkedin.com/in/roger-mcnamara-5789b21/Thanks for watching! Go ahead and like, comment, subscribe, and turn on post notifications! Follow Us On These Social Media Platforms

Roger McNamara is the Director of B2B Acceptance in the US for Visa Inc. He is a 30+-year veteran of the Payments Industry, most recently as the President of Guide2Interchange and before that, Director of Business Development with American Express in the US. He has worked on the largest Acquisition targets for acceptance of The Card across multiple Industries and across the globe that include: Airlines, Communications, Technology, Cruise Lines, Entertainment, Fractional Jet, Freight, Government, Healthcare, Insurance, Oil & Gas, Residential Rent, Restaurants, QSR's, Retail, Services, Supermarkets, Travel, Vehicle Sales, B2B and Wholesale. Over that time, he has sold more than $300 Billion worth of Card processing and became an expert in Bankcard Interchange and Discount Rates, how they are calculated and what merchants pay to accept Credit, and how this is dramatically different from what they believe they pay. He is an expert in Merchant Statement analysis and payment processing and the rules and regulations associated with payments and the associations. Connect with Roger : https://www.linkedin.com/in/roger-mcnamara-5789b21/Thanks for watching! Go ahead and like, comment, subscribe, and turn on post notifications! Follow Us On These Social Media Platforms

Somia Farid Silber in October stepped into the top spot at Edible. At just 31 years old, she's now leading the parent company of Edible Arrangements, a business her father, Tariq Farid, began when she was 6 years old. After serving as president for the past two years, she's now on a mission to continue redefining Edible as a top-tier hybrid retail experience. She has big plans to target a coming generation of consumers and grow Edible's market present through a variety of ways. She joins QSR editorial director Danny Klein to discuss the journey and what's ahead for the category pioneer.

Newk's Eatery CEO Frank Paci joins Fast Casual Nation to discuss how the 98-location chain is adapting to major industry shifts. With off-premise sales now representing 55% of their business (including 11% from catering), Newk's is building smaller restaurants, implementing digital ordering solutions, and revamping their catering program. Paci shares insights on their expansion strategy targeting Oklahoma and the Carolinas, their focus on menu innovations like customizable pick-three options, and why fast casual is positioned to continue gaining market share from both QSR and casual dining segments. Don't miss his practical wisdom on franchise partnerships and creating true value for customers in today's competitive landscape.FastCasualInnovation #CateringGrowth #RestaurantEvolutionGet Your Podcast Now! Are you a hospitality or restaurant industry leader looking to amplify your voice and establish yourself as a thought leader? Look no further than SavorFM, the premier podcast platform designed exclusively for hospitality visionaries like you. Take the next step in your industry leadership journey – visit https://www.savor.fm/Capital & Advisory: Are you a fast-casual restaurant startup or a technology innovator in the food service industry? Don't miss out on the opportunity to tap into decades of expertise. Reach out to Savor Capital & Advisory now to explore how their seasoned professionals can propel your business forward. Discover if you're eligible to leverage our unparalleled knowledge in food service branding and technology and take your venture to new heights.Don't wait – amplify your voice or supercharge your startup's growth today with Savor's ecosystem of industry-leading platforms and advisory services. Visit https://www.savor.fm/capital-advisory

What happens when consumers have nowhere to hide from inflation? In the April 2025 edition of 3Squares Live!, Charlie, Kevin and Susan unpack how economic uncertainty, tariffs and a shifting supply chain are reshaping consumer behavior and ag markets. From the resilience of private label to the pressure on snacks and QSR, it's a fascinating look at what's changed (and what hasn't) since the Great Recession. Plus, test your knowledge of foods invented during the Great Depression in Kevin's quiz, including the inspiration for iconic Kraft mac and cheese! Hosted on Acast. See acast.com/privacy for more information.

In this episode of QSR's CEO to CEO: Behind the Counter series, we step into the burgeoning world of drive-thru beverages. Few segments, if any, are as hot as this one—brands like Dutch Bros have climbed above 1,000 units, and even McDonald's and Taco Bell (CosMc's and Live Mas Café, respectively), launched offshoots to capture demand.We brought together Darren Spicer and Donny Bradley, leaders of the emerging brands Clutch Coffee Bar and Lola Beans, to fill us in on what life is like navigating a red-hot QSR sector and what it takes to separate from an increasingly crowded pack.Watch the video here: https://www.qsrmagazine.com/story/ceo-to-ceo-the-drive-thru-coffee-chain-edition/

Last year, in what's become an annual tradition, restaurant operators shared their key priorities and initiatives in Qu's fifth-annual State of Digital report. Now, CMO Jen Kern joins QSR editorial director Danny Klein once again to discuss the findings of the sixth edition, which explored everything from the race to holistic, integrated tech to the state of investments to continued kiosk growth to why loyalty doesn't always work (without the right approach). Just like last year (and the year before that), it's a look into the future of foodservice you won't want to miss. Here's a link to the full report: https://www.qubeyond.com/2025-state-of-digital-restaurant-report/

Founded in 1994 in College Station, the original Layne's Chicken Fingers became a Texas A&M cult-favorite known for its small-town charm, friendly service, iconic chicken fingers, and secret sauce. The brand has since grown past 20 stores, seen same-store sales jump 9 percent, and guest counts 7 percent. With corporate development continuing, franchising is entering the picture, too. Reed joins QSR editorial director Danny Klein to discuss the rapid development and how Layne's is thriving in one of the hottest categories in quick service.

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT Digital menu boards have long been marketed and positioned as a way to deal digitally with how what's available to order can change through a business day. I'd argue much of the critical thinking around how to do menu boards well hasn't progressed much beyond ensuring the item descriptions and prices are large enough for customers to read from the other side of an order counter. New York-based software and services firm SmarterSign has been in the digital signage industry for coming on 20 years, and has found something of a niche in working with QSR chains on optimized menu boards that are not only legible and visually pleasing, but boost sales performance for operators. Co-founder Gregg Zinn has an interest and passion for the science of advertising and marketing, and he's started writing a series called Digital Menu Board Mastery that gets into the design and psychological weeds of how to lay out and manage menu boards that influence customer ordering decisions and drive higher profits for operators. In this podcast, we get into some interesting things that most menu board sellers and users have probably never considered - stuff like psychological pricing anchors and the so-called golden zones for menu layouts. It's a really interesting chat ... Greg, thank you for joining me. Just to get started, can you give me a rundown on SmarterSign, what it is, how long you've been around, that sort of thing?  Gregg Zinn: Sure. Thank you very much for having me. SmarterSign was founded in 2006, so we've been doing this for just short of 20 years and it was founded by me and my primary business partner, Peter. We got together and both came from technology consulting, building applications for larger organizations, helping them understand how to use technology to make their businesses operate better.  I had actually done some digital signage. My first digital signage was done at Mall of America in the mid 90s working with Mel Simon, I have always been very intrigued by it. I had this vision of a Blade Runner future, where every surface was a communication vehicle and I was just very fascinated with the concept of digital signage, and I also saw that it was gonna be a burgeoning industry that had a lot of runway for the industry to grow and when we looked at the industry, we really found that there were two kinds of providers in the industry, and you probably remember back then, there were providers who were very technology oriented like Cisco, who were very good at moving data around networks, but didn't really have a lot of tools for content control. And there were companies like Scala who had a great software platform, a really powerful software platform, but it didn't really allow business operators to take complete control, and we saw that as the sweet spot for digital signage is moving business operators closer to their message and being able to impact their communication, whether it was in a corporate communication environment, a retail environment, or really what became our biggest market, which is food service, restaurants, digital menu boards.  I think a lot of the reason why digital menu boards became such a big and important part of our business is because of this approach of moving that communication control closer to the business operator. We've spent close to 20 years really working on perfecting as much as we can the tools to bring that vision to life.  So would you describe the company as a CMS software company or more of a solutions firm?  Gregg Zinn: Yeah, that's a great question. So really we view ourselves as two parts of the same solution. One is, one is a software provider that provides great software for controlling digital signage networks, and that's end-to-end from content creation, scheduling, distribution, and playback, and then the other piece is really the services piece of it, and I think that is equally important to the software piece of it, because these business operators are using a new tool, even business operators who have been doing it for 15 years, it's still relatively new to them. So being able to provide that layer of service and support underneath them, and when I say service and support, I'm not just saying, here's how to use our software. I'm talking about how to use this tool for your business. Here are the business opportunities for you. Here are the things that you can do with these tools. I think it's really important, and, for me, as part of the business, it's been a big focus, and I try to influence the software development to accommodate as much of that as possible and make it as intuitive as possible. But a lot of it is just working with business operators, so the service piece of it is really important.  Where's the company based?  Gregg Zinn: Our headquarters is in New York and I am based in Chicago. I moved to Chicago, just short of eight years ago. My wife's family is from Chicago. I was living in Chelsea in Manhattan, and my young sons are getting to school age and New York City is very challenging for raising children. We were living in 700 square feet in Chelsea and the truth is, it was fantastic. I love New York. I'm a New Yorker through and through. But my wife's family is from the Chicagoland area, the suburbs of Chicago, and we decided to pick up and move here, and now instead of looking at concrete and windows, I'm looking at a lake.  Yeah, it's good to have that relief valve as well, the in-laws and extended family where you can say, “hey, we need to do this, can you guys take the kids?” Plus they see more of their family.  Gregg Zinn: It's incredible. We do Sunday dinners and I love having the family around and it's great for me, it's great for my boys and now they're getting on in their teen years and doing all that stuff and it's great to see them grow up in this environment. I got in touch because I noticed on LinkedIn you posted a piece about Menu Board Mastery and I clicked through and had to look at it and I thought, oh, this is interesting because as somebody's been around digital signage as long as you, maybe not quite a few, mid 90s, I only got in late 90s, but nonetheless, we've both been around it a long time. I know that menu boards can be done badly, but I tend to think they're done badly when they're eye charts and there's way too much stuff on there, or quite simply, they're just not working. But your Menu Board Mastery pieces take a look at the science of it and of layout and the thinking and everything else. So I thought that would make a great conversation to get into, first of all why you felt it useful to put this together and then get into some of the key tenets of it.  Gregg Zinn: Really the thing is, I've had so many conversations with business operators, at all levels, and that could be from single location operators to multinational operators and all of them seem to struggle with putting a strategic foundation underneath the concept of what they're gonna display, and even this many years into it, many of them just see digital as a more efficient way to get their print menu up on the screen, and even when they were doing their print menu, I don't really believe that they were tapping into some of the core ideas of using this as an incredible marketing tool.  When I look at digital menus, I think a digital menu should be your perfect salesperson. If you could have that person talking to that customer and guiding them through consuming from your restaurant in a way that is ideal for you, and ideal for them, having it be the perfect salesperson. I think that's really important, and a lot of businesses have struggled to do that. So I took a look at this, and I thought, what if I put a series together that takes very interesting, proven, scientific complex ideas and makes them highly practical? And this has really been a core philosophy for me since I was a teenager.  When I first read BF Skinner's Beyond Friedman Dignity and David Ogilvy's Confessions of an Advertising Man, I became fascinated with how people interact with information and how behavior is impacted by communications, and those various tools and many boards are no different. So I thought about giving people some very practical ideas. I want to make this industry better, like ever since we started SmarterSign, I don't want to just have a great business in the industry. I want this industry to be important. I want this industry to really impact businesses and be indispensable as part of the complete operation for every business. Obviously that helps my business. But it also energizes me. It engages me.  Another key piece of my philosophy has always been moving people from theory to practice as quickly and easily as possible. Nobody ever said theory makes perfect. Practice makes perfect and helps people move to practice practical ideas and I use the phrase, “Is this practical?” all the time. You can have all of these great ideas and all of these visions for what can be, and you can sit there and ruminate, but really, when it comes down to it, where the rubber meets the road is where value is created, and can you put this into practice was the vision behind this series. The first article that you put out was about visual attention. When you talk about visual attention, what do you mean? Apart from the obvious.  Gregg Zinn: Yeah, and it's funny because there are some very obvious things, but there also are some well-studied scientific understandings about how people's eyes move in the interpretation of information and I think in the article, we point out two very well-known, established patterns of how people interact with information.  There is the F-pattern of how your eyes scan information, and that is typically for menus or information that is very text rich, and your eyes go across the top and then they go down to the middle and then across a little bit more, and then they go down to the left hand side and understanding the way that people's eyes are gonna be moving across your information helps you prioritize where you put your information that's important to your business, and I want to talk about what information is important to your business because getting to businesses do not really know how to take advantage of this tool. I think this is a really important piece of it, and I am going to be writing an article about this, and it's been a big focus as well.  But let me continue on with the other way that people interpret information, and that is The Golden Triangle, and it starts in the middle, moves to the upper right, moves to the left, and these two visual patterns have been proven time and time again with eye trackers and studies to see how people interpret visual information in front of them. The Golden Triangle is very helpful for highly visual menus, and really the key spot in that menu is that upper right hand corner. If you can put your really high value items in that upper right hand corner, you are going to see a change in your outcomes, for the better. It's such an interesting thing, and this is part of getting back to why the series is here. I want to be able to provide tidbits of information like that to help businesses change their outcome, and obviously for the better.  Is this something you discovered or you've known because you've had that interest for a very long time in it? I'm curious if you started working with QSRs and restaurant chains and advocated doing this, and then did the reading and found out, oh, there's actually a science behind this.  Gregg Zinn: Yeah, it's really a mixture of both because I had studied these concepts, and they were very interesting to me, all the way back in the 90s. They were very interesting ideas to me. Even before that, managing behavior was always interesting to me. But as I started to work in the practical environment of working with businesses, I was able to apply those ideas and see how they impacted. So I was able to grow a clear understanding of how these ideas very specifically relate to these types of business problems. So it has been a full circle since I was interested in it, I was able to apply it, and now I'm able to move and help businesses perfect it.  So one of the things you get into is positioning, like what should go where and how you wanna have prime positions for your high margin items and signature items, that sort of thing. I've not thought about that at all. I've just thought that companies just laid things out the way they laid out their print menus and didn't really think too much about that stuff, or maybe they don't.  Gregg Zinn: Many of them don't think about it and actually very early on, working with businesses, 2006-2007, I had come up with this idea called The Prominence Pyramid. The idea behind The Prominence Pyramid was to help businesses identify. What are the most important menu items on your menu? And most businesses couldn't identify it. I was really surprised to walk into the c-suites of large organizations and ask them very simple questions about what are the most important items on their menu and they were not able to answer that.  But we would guide businesses through this process of putting items on a pyramid, say at the top of the pyramid. These are the most important items for you, and they're the most important for top line revenue. They're the most important for margin, they're the most important in terms of branding and customer experience, and those are the items that should have prominence within your visual space because they're the ones that are gonna help push your business forward. There are so many moving parts to this as we're moving forward, and as AI has become part of the mix of tools, it's a very exciting time for me because I feel like we can use these tools to help give insights very quickly to businesses using real data using, using these known scientific ideas to help them get these ideas in front of them, and then once you know that, once you know what should be presented in these prominent areas in the visual space, then you could do things like change the sizing, change the coloring, add boxes around them, animate those sections, put little tags, customer favorites.  Actually, we have a customer who just did this who just did this. He wanted to promote this one item, so we put a tag that said “Customer favorite” and sales immediately increased on this item. So we know that these tools can help change business outcomes. It's just a matter of helping businesses get there. And I think this series is gonna help people get there in bite-sized movements.  So when you talk about things like prime positions, that's in your F-pattern or Golden Triangle, there's certain positions that are gonna be optimal. That's where the eye goes naturally?  Gregg Zinn: Yeah, it's crazy. It's crazy to think that these are actually things, but they've proven, studied, scientifically that this is the way eyes move to interpret information.  So some of the other variables, and you've already mentioned it, are things like white space and borders around stuff, contrast, the font size.  To me, being a knucklehead and not really spending a lot of time talking about QSRs, I just see ones where I can't read this, and my eyesight's assisted, but when I've had my glasses on, it's 2020, and I still struggle to read it.  Gregg Zinn: Yeah, it drives me crazy and I don't know if you have seen this, but I can send you a link to it. I had done a series called the Digital Menu Board Scorecard, and it was an evaluation of menu boards in the wild, not necessarily SmarterSign customers. But menu boards that we had seen, we'd take pictures of them, and we'd break down what are they were doing well, what are they doing poorly and we give them a score on a number of characteristics like branding, layout, organization, and actually, it's funny, just last week I was in the airport and I saw a menu from a pretty big QSR, and I just thought: Who made this menu? This is just terrible.  I won't mention their name because I don't want to get in trouble.  When you did the scorecard, were you handing out as many “A”s?  Gregg Zinn: Yeah, there were some As, there were few, very few, but every once in a while we'd come across a menu board where the business had a really good balanced sense of brand presentation, strategic organization, overall design, effectiveness of the menu to get people to order. That's actually one of the key things when you look at menus. Outside of getting their attention, it is how quickly can you get somebody through the process of making a decision and this is particularly true for digital drive-through, has been a real focus and we've seen some really interesting things done in that realm. For example, having the menu change at 8:00 PM to be a more limited menu on the drive-through, so that it changes the operations from a kitchen point of view, but also gets people through the line quicker.  One of the questions I wanted to ask was, is the thinking and the layouts and everything else different between the screens over the counter, the screens in a self-service ordering kiosk, and then the screens in the drive-through? Gregg Zinn: Yeah, absolutely, and if you look at our customers who are doing interior menu boards and exterior menu boards, the layouts, the structures, the approach to the menus are different. It's just different. It's a different mind frame. It's almost a different form factor in many cases because a lot of times the drive through's gonna be portrait, and many times the interior board's gonna be landscape.  But the whole business mission is really different, and taking advantage of what each of those environments do better. We don't do any touchscreen ordering. I have a love-hate relationship with the concept of it. I'm old school. So when I go into a sandwich shop, I want to talk to the person who is going to be able to take down my details of what I want, and I want to be able to say them and have them articulate that to the kitchen. Personally, I find it very difficult to do the touchscreen ordering and get that right and have the same level of customer experience.  AI is gonna change that because AI is going to somehow offer voice to AI ordering, which will take some of that UI cloudiness out of the mix. You mentioned AI. I'm curious about computer vision and the idea that, I've heard this said, I don't know what it is really being done in-store. I've heard about it in drive-throughs, but dynamically adjusting menus based on the profile of the people who are approaching the counter. Gregg Zinn: Yeah, there's a few things that we've been working with in terms of studying, how this can be done in an effective way. It's a highly strategic concept and, as I mentioned earlier, businesses are really just struggling to translate their static menu to a digital menu in a very strategic way, but we're pushing this forward, and there are other technologies.  There's license plate reader technology for drive-throughs where the same car is coming through, and you could tie it to their past consumption and we're gonna get there, and I think with AI, we're gonna get there much quicker and I'm super happy about that. Because I have been sitting in the running blocks waiting for the gun to go off and I'm excited about what AI means to accelerate some of this progress.  When you started, almost 20 years ago now, APIs were known but they weren't widely available and I suspect it was very difficult to talk to a restaurant about actually jacking into their restaurant management systems in any way, but we're now in a very different world, and that's all possible.  Is it being done? And how do you best leverage that other than the very simple stuff like price changes in the store system, you want to automatically change on the screen? Gregg Zinn: Right now the two primary mechanisms that are interacting, that operating data with the marketing data on menu boards, are price changes. So having the POS system be the source of that price, that's your operating data, and that operating data points should be filtered through to your menu boards. You shouldn't have to manage it in two pieces.  The second piece is inventory. We work with a lot of customers who run out of individual products, and that creates frustration for the customer, and it creates frustration for the person taking the order. So having the ability to show that something's currently sold out, is something that we're seeing being used. Again, this comes down to: Can so much more be done? Yeah, so much more can be done.  But getting over that, what should be done, as opposed to what can be done. It's also part of my core philosophy is, a lot of things can be done, but only some things should be done. So we've stayed away from novelty. We've stayed away from a lot of the things that people are saying, whoa, what about this? What about that? We try to keep it as practical as possible. But we're gonna see a big shift. I don't know if you know the company Palantir. I love Palantir as a company. I love what their vision for using AI is. People ask me questions about it all the time because I'm in technology. People ask me about AI people who are late, not in the technology industry, and late people, and I always point to Palantir as somebody who is an applied AI company. They're using the data to determine what should be done as opposed to what could be done and I think they're doing a really great job of it. They're really leaders in that space. Now, they're not menu boards, but I do follow what they're doing because I think that they're very innovative in terms of how they're looking at the connection between data operations, real world and practical application. In my years doing consulting, I've done quite a bit with some big companies, but the only QSR I worked with was a coffee chain and when I went in to start working with them, they talked about a bunch of things and I asked them about menu boards and takeovers, which I had seen in some of their stores where all of the menus went away and they had a tiled piece of creative, pedaling a particular promoted product and they said that they did some interview intercepts with customers and pretty uniformly the customer said, stop screwing around, just show me the damn menu, and I've since been in a number of restaurants where I had to wait for the menu items that came up because they were promoting something or other on the screen for 5-10 seconds and it irritated the living hell out of me. Is it something you advocate? Just get to the point; don't try to be fancy here. Forget the video, just show me the items and pricing.  Gregg Zinn: Yeah, intuitively for me, that customer response is obvious. They're trying to interact with a piece of data to place an order, and then all of a sudden it's gone and they're waiting. They have no idea how long it's gonna be before it comes back, and then they've gotta go find their spot on the menu again. So intuitively for me, we have always guided people against it. We've had customers asked to do it. Of course, our platform can do it. But it is not a good idea. Now, that being said, with digital menu boards and you've seen them in QSRs, there's a lot of visual space, so you can use a portion of that visual space to do those kinds of marketing techniques. One of the really interesting things that we had seen, so we did an observational study of a food court, working with a customer who had a restaurant, a pizza restaurant, and a food court. We did an observational study, and we saw that nobody looked up at the menu when they came over to the counter to order. They didn't care about the pricing, they didn't care about anything. They never looked up. But the menu boards were not being used properly to get people over to their restaurant as a choice. So what we recommended was: these really aren't digital menu boards in so much as they're digital billboards, and you need to use these as a “come eat pizza” sign, as opposed to thinking of it as a digital menu board. So we used some of the visual space as a “come eat pizza”, and we were able to draw some of that audience thinking maybe they'd go get Chinese food or Chipotle or another option over to them. So that's another way where you can impact outcomes by using the visual space as opposed to just menu boards.  What do you do with restaurants? I think about one up here, Tim Horton's here in Canada that started out doing coffee and donuts and pastries and now does endless kinds of food items, and they've got a menu list that's far longer than it was when the chain first started.  What do you do when you have customers who have like 40 SKUs and you've only got so much real estate on a screen?  Gregg Zinn: It's a big challenge, and it's a funny thing because, when I look at operations like that, I've never run a restaurant, but when I think of the ideal process to get customers through and order your food, I think of a business like In and Out Burger. They've got a very specific menu. People come there for those items. They love those items.  We have a lot of customers who have these extensive menus. I don't love it from an operations point of view, but from a presentation of the menu point of view, it's a matter of just being very organized in how you present that information so that you are able to get that broad menu into somebody's eyes, get them to where they want to order. If they want something that's savory as opposed to something sweet, get their eyes to that.  A good example of that is Dairy Queen has a pretty extensive menu, and they've got food and ice creams and just being able to segment that out. So on their drive-throughs, for example, we do a number of franchisees for Dairy Queen. On their drive-throughs, they've got one complete panel, that's just their sweet treats. They've got a middle panel that is promotion, key promotional items, LTOs and things like that, and then they have a right screen that is their savory items, their burgers and sandwiches and hot dogs and things.  The post that you have up right now about this Mastery series has to do with price anchors. That's not a term I know much about. What do you mean by that?  Gregg Zinn: It's another behavioral technique where you can establish a baseline in a customer's mind by putting an item that you don't really expect anybody to consume, but what it does is it creates a mental baseline of price expectation, so that you can have them pay a premium price for that second level item, without feeling like this is too expensive. So it really is a decoy. It's like look over here, this item is $30, but here's a really good value item at $22. It's so interesting to me because particularly in the past five years, pricing's gotten outta control, and, for so many reasons. Supply chain issues, obviously going back to 2020 with Covid but pricing has gotten crazy, and my favorite burger place in New York City, actually where I got engaged, when I got engaged, the burger was, yeah, I'm a huge burger guy, but it was my second date with my wife. We went there, and we're both burger people, and that's where I proposed ultimately.  You got engaged on our second date?  Gregg Zinn: Oh, no, we went on our second date to this burger place. Seven years later, we got engaged, but in that same spot, but the burger was like $6 at that point, and now it's like 18.  Oh, for God's sake.  Gregg Zinn: Yeah, and even the QSRs I go into sometimes, and I just think, who could afford $60 for a family of four?  It just doesn't seem like an affordable approach and I will tell you that from a pricing strategy point of view, all of the QSRs are recognizing this, and they're trying to adapt. We're already out of time, but I wanted to ask one more question, just around when you're going into a new customer and you start talking about what we've just discussed, kind of the science and the thinking behind it, are minds a little bit blown because they're wanting to do digital menu boards because it's a pain in the ass to change the print ones, and they haven't thought much beyond that? Gregg Zinn: We take it slow. It's been over 20 years and we've learned you can't just go in gangbusters and put all of these ideas in their heads about what's possible because it'll just confuse the situation. So we go slow with our customers. We meet them where they are. Fix the first obvious problem, and then you can go from there. Gregg Zinn: Yeah, and I've said it a number of times in this call if it's not practical, it can't be done.  All right. This was great. If people wanna find out more about SmarterSign and read these articles, they can find 'em on smartersign.com.  Gregg Zinn: They can, yeah. All the articles are there. In the resource section, right? Gregg Zinn: Yeah, and we've got a bunch of videos on our YouTube channel, of course, posting on other social channels like LinkedIn. But yeah, the primary source would be on smartersign.com.  Perfect. All right. Thank you, sir.  Gregg Zinn: Yeah, thank you so much. It was really nice talking to you and re-meeting you again.

On today's episode, we sit down with SG Ellison, the powerhouse behind a 360+ unit franchise empire and the first-ever Taco Bell Cantina. SG didn't scale by cutting corners—he scaled by investing in people, pushing innovation, and playing the long game. From buying his first 85 units to developing the highest volume Taco Bell in the world, SG's story is a masterclass in thoughtful, purpose-driven growth.In this episode, SG shares:-How he built a 360-unit portfolio across multiple QSR brands-The origin of Taco Bell Cantina and what made it work-How he retains top leaders after major acquisitions-What it means to grow with purpose—not just profit-Why franchisees need a seat at the table in policy conversations“Our purpose is to positively impact the lives of the team and the communities that we serve. And that's it.” If you're serious about scaling smart, leading with intention, and being the kind of franchisee brands fight to land, this episode is unmissable.

The three essential Go-To-Market strategies for restaurant tech companies by Paul Molinari of Popcorn GTM. The strategies include: defining your Ideal Customer Profile (ICP) to focus your efforts on specific restaurant segments; mastering the sales process through clear lead qualification and team alignment; and leveraging strategic partnerships with POS systems and complementary services to expand reach and enhance product value. These strategies are critical for restaurant tech vendors to succeed in the increasingly competitive and rapidly evolving hospitality technology landscape.~This episode is sponsored by: Gusto → https://gusto.pxf.io/PBN ~#1 rated HR platform for payroll, benefits, and moreWith Gusto's easy-to-use platform, you can empower your people and push your business forward. See why over 400,000 businesses choose Gusto.RestaurantTech #GTMStrategy #HospitalityInnovationGet Your Podcast Now! Are you a hospitality or restaurant industry leader looking to amplify your voice and establish yourself as a thought leader? Look no further than SavorFM, the premier podcast platform designed exclusively for hospitality visionaries like you. Take the next step in your industry leadership journey – visit https://www.savor.fm/Capital & Advisory: Are you a fast-casual restaurant startup or a technology innovator in the food service industry? Don't miss out on the opportunity to tap into decades of expertise. Reach out to Savor Capital & Advisory now to explore how their seasoned professionals can propel your business forward. Discover if you're eligible to leverage our unparalleled knowledge in food service branding and technology and take your venture to new heights.Don't wait – amplify your voice or supercharge your startup's growth today with Savor's ecosystem of industry-leading platforms and advisory services. Visit https://www.savor.fm/capital-advisory

Can drones solve some of the age-old issues with delivery? Naturally, there isn't one answer and it's a wide world of possibilities to explore. Tim Ridgely, VP of online ordering at Paytronix, joins QSR editorial director Danny Klein to paint a potential vision of the future and why some of these solutions might be closer to reality than operators realize.

Brian Lowe, CEO of BML, works with the some of the biggest brands in quick service and fast casual but also smaller brands. A common dominator across all, whether it's multi-unit franchisees or even a restauranteur/entrepreneur opening one location? They want to slay their grand openings. Brian joins QSR editorial director Danny Klein to discuss how brands, of all sizes, should approach this with their franchisees and the lasting impression a solid strategy has on building a following and affinity within the communities they serve and setting a tone for long term sales success.

QSR veteran Ned Lyerly, Ned Lyerly, CEO and Founder of Starheel Ventures, LLC, learned a new word on this week's episode – foodvenience! Ned, Harry Milloff and Carolyn Schnare discuss the balance between speed, quality, and operational efficiency in all forms of foodservice. Hear Ned's insights on menu design, drive-thru innovation, and creating exceptional customer experiences. With special guest: Ned Lyerly, CEO and Founder, Starheel Ventures, LLC Hosted by: Carolyn Schnare and Harry Milloff

Clutch Coffee cofounder and CEO Darren Spicer joins QSR editorial director Danny Klein to chart the journey of one of the drive-thru coffee segment's hottest brands—how it got started, what it took to become successful, and where growth is now taking the fast casual. We also get into the overall state of coffee and technology in this corner of the industry and what lessons can be learned from consumers, competitors, and everything in between.

Wendy Lund isn't just a powerhouse in healthcare marketing — she's also a longtime family friend, thanks to her working alongside my sister Lisa years ago -- also in healthcare marketing -- then becoming neighbors and "besties."  As a result, I also know Wendy is a longtime advocate for women's health, and is as passionate about promoting good information as she is about, well, her dog, Yogi! Yogi And that is one cute dog: spoiler alert in case you miss the video. As Chief Client Officer of Health@WPP, former CEO of GCI Health, and former Chief Communications Officer at Organon, Wendy has been a force in transforming how we talk about — and invest in — women's healthcare. In May 2025 she's being honored with the Pinnacle Award by MM+M for her leadership and impact. The Imperative for Information and Innovation around Women's Health - Health@WPP at SXSW  In yet another heartfelt, informative, and often funny conversation apropos Women's History Month, Wendy explains why Health@WPP believes wise innovation, factual and  frequent information around women's healthcare is an imperative. Those are the pillars driving that progress — and why that's not just good for society, but great for business.

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT All kinds of people in this industry are very aware that while there is lot of dodgy stuff, there is also lots of well made display technology available from Chinese manufacturers who have zero brand recognition outside of that country. Buy potential buyers don't tend to have the time or resources to make the big flights over the Pacific to visit China and directly source reliable manufacturing partners. And they really - if they're smart - don't want to just order stuff, and then cross their fingers and toes hoping the stuff shows up, lines up with what was ordered, works, and then meets necessary certifications. Jacob Horwitz saw an opportunity to create a new company that functions as something as a boutique digital signage distribution company that sources, curates and markets display and related technologies that its resellers can then take to market. Horwitz will be familiar to a lot of industry people for a pair of installation companies he started and ran the U.S. - IST and later Zutek. In both cases, he sold the companies, and he could have just retired ... but he didn't want to retire. Nor did his wife, because a Jacob with too much time on his hands would make her crazy. So he started Illuminology with a longtime industry friend and business partner Stephen Gottlich, who for many years ran the digital file for Gable. I caught up with Horwitz to talk about the origins and rationale for Illuminology, which is just spinning up but has some big plans. Subscribe from wherever you pick up new podcasts. TRANSCRIPT Jacob, it was nice speaking with you. You have started a company called Illuminology, which sounds like you started a cult, but I think that's not what it is.  Jacob Horwitz: Not yet, no, We hope it will be at some point, a good following, but first off, Dave, thanks for having me. It's been nine years since you and I first chatted on a podcast. I don't know if you realize that. It was December of 2016, and we had just finished, I think maybe the nationwide rollout of Burger King, you and I had a chat about that, and it's hard to believe nine years have gone by.  This was when you had IST?  Jacob Horwitz: Installation Service Technologies was a nationwide installation and service company, that was sold in 2018 and then a year later, I restarted a company called Zootech, and I was approached by a customer who was looking to be entrepreneurial and that company is now owned by Karen Salmon. It's a woman-owned business mow, and her father was the founder of Powerpoint of Sale. I took a couple of years off. I have a person that I have worked with for 30 years, my business partner, Stephen Gottlich. I think you've met Stephen, and he has been working with Gable Signs for the last 17 years and I think what Illuminology is now is a culmination of really two parallel journeys. Stephen took a traditional sign company 17 years ago down a path of innovation, and Gable went from a bending metal traditional sign company to a visual solutions company my background, which has been installation and service for the last 20 years, brings together two people who are a little bit older than when you and I first talked nine years ago.  It was probably 60 pounds ago when I talked to you for the first time. I'm a little gray or a little wiser and a little bit older. So the two of us come from really parallel journeys in different areas of digital signage, and we wanted to create something a little different in the United States. We'd seen some business models and other parts of the world that seem to be working. So we wanted to create a marketplace that would expand digital signage to companies interested in expanding their scope of business. So we focus a lot on traditional sign companies other technology-type companies, and installation companies. They all have some type of footprint in the verticals with technology but they're not carrying digital signage.  So we thought, how do we expand digital signage to reach a lot more people? And we've come up with this business model.  So for people who are completely unfamiliar with it, how do you describe it in your elevator pitch? Jacob Horwitz: The easiest way to describe it is to think of us as a traditional distributor of digital signage to authorized resellers. Much like a Blue Star, B&H, except that we're very boutique, and we're very focused, and we're very passionate. Stephen and I are not, we've been fortunate in business. I'm 65, Stephen is 70-ish, so we know we don't have a lot of time to build something that's going to take years and years, but we wanted to build something special.  So you would be like, an Almo or those kinds of companies, but much more focused specifically on digital signage?  Jacob Horwitz: … And being able to support them differently. So take a digital traditional sign company, next month, we'll be at the International Sign Show in Las Vegas, the USA, and a lot of those people are digital, but it's amazing how many fast signs, and banners to go, those types of places that are selling digital signage today and have no idea what digital is. They're very old and traditional.  I think of it if you sold typewriters or telephones a couple of decades ago and you didn't evolve in the IP phones and computers, you're probably not in business anymore. So we're taking a lot of those types of sign companies. We have a course called Illuminology University. We take them through an 8 to 10-week course. These are live training classes and curricula we put together to train them about what is a sign in digital singage, what's LED, what's LCD, what is GOB versus COB, just really teaching them about the industry and they have a lot of reach in the verticals that traditional people selling digital signage today don't have. The other thing that makes us unique. When you go to traditional companies like Blue Stars, you don't have everything available under one distributor. We have an experience center that's opening next week in Kansas City. It's a supermarket of visual solutions, so you'll be able to see not just LED or LCD, but you're also going to see light boxes, you're going to see different kiosks, you're going to see where AI comes into play with digital signage, you're going to have a good understanding in our experience center of the programmatic side of how things can be monetized with a digital retail network. I think that because of the 30 years that Steven and I have been involved in technology and in the last twenty in digital signage, we can be much more of a boutique to help people with a wider range of solutions, not just a traditional 55-inch monitor, but LED posters, you had on your blog a few weeks ago that digital desk, which is part of our showroom, so I think it's about innovation. I think it's about a wider range of solutions, and it's hopefully in our last chapters of life, having a lot of fun with our partners.  So I assume if I call or contact one of the larger distributors who do unified communications, do all kinds of different things, and I start asking them about it, I'm a POS company, I have a customer who's asking me about menu boards and things like that. I don't know where to start.  If you talk to a larger distribution company, they have a sheet or a system that lists all the stuff they have and they can rattle off, here's what we have, what do you want, whereas you're saying because you're much more focused on this area and you have an experience center, people could come in and you can try to find something that's tailored to their needs as opposed to what we have.  Jacob Horwitz: Yeah, I think that all those traditional distribution models are very good at taking orders and taking money. A couple of them even have some departments where they're trying to help you with that consultive part of the business but I think at the end of the day, from my installation side, conservatively, we installed well over 400,000 displays in every kind of vertical you could imagine when I owned IST.  We did the new SoFi Stadium. We did all of their point of sale. Arlington Stadium, we did all of their digital assets when Daktronics had contracted us. And Stephen has done every kind of hardware installs you could think of when he was with Gable. So I think that being able to work with a company and be there to hold their hand too, we've already gotten on a plane and gone to sales calls with our partners. You're not going to get that from a traditional distributor. We work and do the RFPs with them. We work with them on pricing and quotes. So it's a little bit different than just trying to take an order so I think that's what makes us unique and the education and our school of hard knocks, you know, god knows, we've made an awful lot of mistakes in 20 years So I think we're gotten pretty good at what we do.  So are you selling strictly third-party stuff, or are there products that fall under the Illuminology brand or a related brand?  Jacob Horwitz: We've been going back and forth for a decade now to China. Stephen and I's first project together, was Simon Properties, 250 malls, and one of the largest media networks for digital out-of-home in the country, we designed the kiosk 10 years ago that they were still using and running in their malls, and that was a factory direct where we worked directly with the factories, built a kiosk, and were able to give Simon an amazing solution, especially where technology was 10 years ago.  So through that experience and over the last decade, we've met absolutely the best factories in China. There are a lot of stereotypes of what a Chinese factory could look like, and until you go and you see the automation and the technology there, God knows you've done it. You've been all over the world. It's not what a lot of people think. So we work directly with factories. We are creating two brands. There are more later on in the year, we are white labeling or branding our product. There'll be a line of displays called LightScapes, and then there'll be a line of kiosks called EasyOSK. So these are part of our longer-term business plan to have a brand. So you're not just saying, well, we bought these from some factories in Taiwan Korea Vietnam and China. We work very closely with the factories. We work very closely with people like AUO who are on the display side, and the panel side, and we will have some things that are unique within that brand. It will not just be the same product that everybody can buy. But because we're doing factory direct because we've got ten-year relationships with these factories, and they know Stephen and me well. We've been going except during COVID several times a year to China. I think that we're able to buy from them at incredibly good pricing and pass those savings on to our resellers. So what if you had a Chinese manufacturer that's strong domestically in that country and has a lot of them trying to come to the U.S. or over to Europe and say, here we are, and not get anywhere, would you sell their product under their brand or would it have to fall under one of your brands? Jacob Horwitz: No, we sell generic products as well. So for example, that desk that you talk about, I was in that factory last month. The person who owns that factory is a very small equity owner within Illuminology because we've known her for ten years and anything that comes from any factory out of China, she will go do that quality check before it ever hits the container to get over here. So she's a very instrumental part of our business over there, but we sell some of the stuff out of her factory as a generic product. It's not necessarily branded with LightScapes. It might be branded with Illuminology, but when you go look at the certification tags and serial numbers, it's still her company name on it, whereas LightScapes and EasyOSK are true white-labeled products that are going to be unique to us. Does that get around any regulatory issues in terms of what can come over from China if it's coming through you?  Jacob Horwitz: The regulations that are driving everybody in our industry crazy right now are the tariffs. But, to us, I think some of the big things that you don't see out of Chinese companies are the right approvals. We're very focused right now on our products being a UL or UL equivalent. There are five or six laboratories that are like MET. That is exactly like UL. It's UL-approved. We had a very large factory send us apart to test and they looked at it yesterday and we already rejected it because the power supply was not a UL-approved power supply. We said, we're not even going to test it.  So I think that those are things that are not regulatory from the U.S., but they're important to us, from a safety side, especially when you're working with enterprise tier one customers, they, have to have the right certifications, but I think the only thing that's causing us headaches is not the regulatory side, but, trying to figure out the right pricing with tariffs and how we handle that. Cause it's changing by the day.  Jacob Horwitz: Every time I look up, I'm afraid to look at the TV to see if it's higher or whatnot, but all of our pricing that we post to our dealers today is a landed cost from Kansas City. So it's including if we had inbound shipping or we had tariffs, we don't want our resellers to have to worry about that and they know that this is the pricing and if the tariffs go away, then we can lower that price. But if it goes crazy, they need to be prepared. We're working closely with some factories right now in Taiwan, Korea, and others in Vietnam so that we have a backup solution because right now the lion's share is coming from China.  If it's touched in Taiwan or touched in Vietnam, but with Chinese components, does that make a difference? Jacob Horwitz: Yeah, we just had that problem. We had ordered some stuff that came in from Canada, and this was before the Canadian tariff of 25%. This was two-three weeks before that, and we got a bill for tariffs, and we were talking with the U.S. Customs and the experts at DHL and UPS, and it turns out, if you're buying something from, for example, the great area of Canada, where you're sitting at home, but the company we bought it from manufactured their part in China when they ship it to us and their commercial invoice to U.S. Customs asks the company in Canada, where the country of origin it was manufactured and even though I bought it from Canada, had no idea that the part I ordered was not manufactured in Canada, we got hit with that 20 percent tariff on that product, and that surprised us. We didn't think it through or understand and the hard part is even when you talk to the absolute top people at U.S. Customs at the borders that are doing this, they're not even sure hour by hour what the rules are. So it's been hard.  We had another container come in and we had, I think, a $7k or $8k tariff. This is when it was 10%, but it landed in the U.S. before the tariff started and they still would not release it without us paying the tariff. Two days ago, we got that money back from U.S. customs. They realized they shouldn't have even charged it. It was before the date the tariff started. But unfortunately, by the time we released it, they held it hostage for a bit. So it's a hard situation, but we're going to work with other countries and I think that everybody's in the same boat, and I think in terms of pricing, our distribution model is much like the traditional guys. It's on a very low margin. So we have to have a lot of resellers that are looking to expand their business. So I'm curious about markets like Vietnam and India, which I keep hearing about, having gotten into electronics and being alternatives to Korea, Taiwan, particularly China, is that industry, particularly on the display side, mature enough now to buy products from there?  Jacob Horwitz: Since September, I've visited sixteen different countries across the world, I think on three or four continents and getting ready for the right factories and the right things and just enjoying travel at the same time, and the one thing that surprised me is how far behind the U.S. is compared to a lot of parts of the world and how much digital signage you see. Also, when you talk to these people what they're paying for digital signage throughout other parts of the world is far less money than the U.S. customers paying us companies for digital signage. The margins in Asia and Europe are much thinner than the traditional margins that resellers have been getting in the U.S.  Our motto, and you see it across our website, is “The Best for Less”, and we have tried to find the best factories in the world and be able to give it at a price that is not greedy. That's a win for us, for our resellers, and most importantly for the companies that are trying to buy and put that digital signage into their business so they can inspire and tell a story to their customer. And I think that even in the smallest towns of Vietnam, you still see digital outdoor LEDs on the sides of buildings and you go into the shopping malls and it's far more digital than you see here. So that was interesting to me as I've got to travel the world in the last four months. Is it a function of cost or awareness?  Jacob Horwitz: I'm not sure, but I'm assuming first it's a function of cost because where they're working on margins that are so much less, it allows that to get into people's businesses, and when you're charging $1k for a 55-inch commercial grade LCD, 500 nit monitor, it's a barrier to entry. So we're trying to brand something and bring something to the market where we can be 20% less to the end user than a lot of the traditional things, and we think we've accomplished that. The tariffs hurt us a little bit, but they hurt everybody by and large. So I think that's really why the U.S. is slower. I don't want to use the word greed. I own businesses, but people have tried to get margins that I don't think you can get anymore, and I think that you're going to have to find other ways to monetize your business through the installation side, through the content side, and I think that it's also helping companies. It's a big part of what we do. I think of Chris at Stratacash, he has a whole area where he helps monetize their solutions and it's helped, and we're looking at that closely. We're working with three or four companies right now where we can have our resellers work directly with them and educate their end users on how they can monetize the solution, through advertising in certain verticals. Not all verticals are conducive to digital out-of-home, but most are.  So that's an important part of how we're going to help move products into places that normally maybe couldn't afford to put the right solutions in. I assume that there are all kinds of people in North America, the U.S. in particular, who are aware that they can buy stuff via AliExpress or whatever. But they've heard enough to know, yes, you can pay substantially less, but you have to cross your fingers when it shows up.  Is Illuminology positioned as a safe harbor way to do it? Like we're doing the sourcing, we've figured that part out so we could pass on those savings without all the worry. Jacob Horwitz: Look to me, those sites are a lot like a box of chocolates. You never really know what you're going to get when that product shows up. As I said, even with the sample we got from somebody yesterday not being the right display, UL, and approvals, we're not going to be a website where you can buy whatever you want. It's going to be very focused on innovation. It's going to be the same factories. As I'm sure you've seen I get if I get one I get at least three emails every day from some Chinese factory trying to sell you whatever and everyone is a nickel cheaper than the other and I think that's just Pennywise and quality foolish.  So we're not going to be that it's going to be the best for less, and if we can create this supermarket of visual solutions, and it's a great product and the pricing can hit the street to an end user, double-digit, less expensive, and we are distributing through companies that have reached where the traditional resellers aren't touching, then we think that will help expand digital signage across the U.S.  So these would be reached to like the sign companies you mentioned, maybe the point of sale technology companies, those kinds of companies?  Jacob Horwitz: I have a guy I talked to a couple of days ago who sells medical devices. Nothing to do with digital signage. He's out there every day selling blood pressure machines or whatever medical devices he's selling and in the last few days, I've probably talked three times to him now about the opportunity he has to do stuff in the medical world because he's already out there calling on places to put in screens and some LED posters. And, so I think it's all kinds of places that maybe haven't even thought about incorporating digital signage into their end-user business, and these people are now educating why being able to tell a story through digital is so much better than a static sign.  So yeah, it's been enlightening to see all the different verticals you can all of a sudden make inroads that you never thought about. Yeah. So many companies are just going down the same familiar path of chasing QSRs, chasing retail, and I've always advised people to look at those other kinds of companies that already have established trust with your target vertical who supply other things to them and partner with them. Jacob Horwitz: Yeah, it's been interesting. When I was doing the installation side, we did a lot of QSR, McDonald's, Burger King, Sonic, Del Taco, that type of stuff, and a lot of them have seen a few of the first initial posts we've done and they're calling and asking more of what we can do and I'm excited just about window technology whether that be an LED, a double-sided LCD hanging in the window of a fast food restaurant is so much more effective than printing two breakfast sandwiches for $5 and shipping it out to the store, hoping the manager puts it in the window during the promotional time. Half the time, three weeks after the motions are over, they still have that digital thing in there saying breakfast sandwiches or the static poster thing, and then at 10:30 when breakfast is over, they're still talking about breakfast sandwiches instead of talking about Value meals or other desserts or other things they could be buying during dinner. So it makes nothing but sense to have those assets in there.  But the people who are buying their outdoor digital menu board don't even offer that product. So we feel that a supermarket with a full set of solutions, in a C-store to be able to do a stretch screen and a gondola and still do their monitors over their register and doing their digital menu board and having things that inspire people to walk in from the pump into the C-store, we have that full range of product where a lot of people just don't have a full range of offerings to that.  When you say a full range of products, is it purely display technology, or does your supermarket have other things?  Jacob Horwitz: We do light boxes, which are just an aluminum extruded frame that hangs on a wall with backlit LED, but it's a fabric, you see them in every airport. So we do a lot of light boxes, and that's a very affordable and very effective solution. It's a static display, but it pops.  We are doing music. We have partnered with CloudCover. CloudCover is owned by SiriusXM, I believe, and Pandora, because we think that it's part of the whole experience, it's touching all the senses of when you go into that business, we think music is a really important part of branding your business. So there are several out there that are there. We've hitched our ride there on the software side. Because we have to support the dealers, we have, we offer two software platforms, and it's because of relationship and stability and they're the best. There's a saying, if you're the smartest guy in the room, you're in the wrong room and so we've partnered with people that make me where I am not even close to the smartest guy in the room. We love working with Navori. We think Jeffrey Weitzman is amazing. So we offer to our partners and we've worked aggressively to have a good distribution model in Navori to our partners and potential end users. So if I'm sitting in a room with Jeff Hastings, I'm not the smartest guy in the room anymore. So we offer BrightSign, and BrightAuthor, and the players we go with are either the Navori or the BrightSign players, and we offer that CMS. They're not. The cheapest CMS, you had a great interview with Alistair and what they're doing and I listened to you last night. So there are a lot of options, but we have to support the dealer network. So to be able to have a dealer that wants to go off and do a different CMS, we support that. They can send us software and we'll test it to make sure, particularly if it's going to be SOC, that what they're using is going to run properly on that version of Android. So we'll support them that way or just before we order the product, we'll go into our lab and throw that on, but we can't support that dealer network on how to use the CMS. We have BrightAuthor and Novori, and we're good, and then we have two full-time people thatwho NOVA certified. So on the LED side, we're no, we have NOVA-certified experts, so we can help them with Novastar. So we can support that, but we can't support every CMS. So we encourage them, especially if they need a 4-a-month CMS, then I think that Alistair is a great solution, and there are a lot of those types of companies out there. But that won't be us. We'll have a couple of CMS, we'll have the music solution and we hope we can create a visual experience and a sensory experience that when they walk into an end user that's bought a product through one of our resellers, that product's inspiring consumers to spend more money. You and Stephen are hands-on with this, but how many other people do you have working with you?  Jacob Horwitz: Oh gosh, I've tapped into a lot of my old employees in a lot of years, so Stephen and I have known each other for 30 years. For us, it's more passionate at this age. It's certainly not about really the money. This is because your wife said you need to do something.  Jacob Horwitz: After years of being in the house and driving her crazy every 10 minutes, she made it clear I will either go find a job, or I'll have to support her next husband. So that had a little bit to do with it. But Stephen and I are wired the same way. It's about quality. It's about good solutions. It's never been about trying to make money on this. I think it's helping people. The people that I've brought in, I have a Project Manager who worked for me starting 15 years ago, and now she's ahead of our marketing, Becca, and she's been with me for a decade and a half. The girl in my accounting department has been with me for over 15 years. I have a fragment in the house Legal who is my full-time in my old business and they've all been around at least 10 or 15 years. My CIO has been with me since 1999. So he was in college when he started. So we've got a good, like Stephen and I, that these are not newbies to this industry. One of my Project Managers started with me when we first talked nine years ago when she was a Senior Project Manager for Burger King. So, everybody that I've surrounded myself with so far, there's been at least a decade of hitting the shows, doing the installs, and that school of hard knocks. So have you got 20 people, 40 people? Jacob Horwitz: Right now, we're a team of maybe ten or eleven people. I have three people coming in next week for interviews after the experience center is open that are all industry veteran types and we're just getting started. The idea started in September. I went to Infocomm and then maybe I saw you and just started feeling the waters. We were going to launch in early January or February. We're a month old. The container of our showroom sat in Long Beach for six weeks before it got. It took longer to get from Long Beach to our offices than it did from China to Long Beach. So we're just getting started. But we're going to stay in a boutique. We don't want to be all things to all people.  Right, and they can find you online at Illuminology.com?  Jacob Horwitz: Illuminology.com and there's an online brochure of the product and we thank you. And Dave, I said this to you the other day, but I want to say it again. I need to thank you because, for everybody I've ever hired for the last decade, the first thing we have them do is go through your podcast and your blogs and learn about the industry, and what you do for us is so valuable and I mean that with all sincerity.  Thank you.  Jacob Horwitz: We hired a new sales guy and he started a month ago. He called me yesterday and said, Do you know this Dave Haynes guy? He didn't know, he did not know I had a podcast today. He goes, I am learning so much from him. And, I go, yeah, I'm chatting with him tomorrow. So thank you for what you do as well.  Thank you. That's very kind.  Jacob Horwitz: Very well deserved. So thank you for the opportunity to share our story and we look forward to working with the people in the industry, to help and expand digital signage into places that can be more like your Europe where it's everywhere. All right. Thank you!

CMO Anne Pritz and VP of Operations Patric Knapp join QSR editorial director Danny Klein to discuss how Bobby's Burgers by Bobby Flay set out to break the fast casual mold, from culinary innovation to service. The brand is ramping up franchise development as it hits its stride, striking a balance between customer experience, convenience, and all the while, staying true to the vision of its famous namesake.

With a career spanning finance, operations, and brand leadership, Liz Williams knows a thing or two about shaking up the quick-service restaurant (QSR) industry. She discusses the art of brand reinvention, sharing how El Pollo Loco is modernizing its look, embracing technology, and staying true to its bold, citrus-marinated flavors. Liz unpacks the growing consumer demand for fresh, high-quality fast food, the power of digital engagement and customer loyalty, and the delicate balance between innovation and preserving what makes a brand iconic.Key Takeaways:Liz shares how El Pollo Loco is modernizing its restaurants, with half of its locations undergoing a redesign to enhance customer experience and brand consistency.The sauce matters! El Pollo Loco's Salsa Verde has developed a loyal following, leading to discussions on potential retail expansion.Liz explains the company's buy-over-build tech approach, partnering with Google, Olo, and Quickserve to optimize operations and streamline customer service.QSR vs. fast casual – El Pollo Loco is redefining its market position by combining QSR speed and convenience with fast casual quality and fresh ingredients to appeal to evolving consumer preferences.Hot takes: Liz plays “Hot or Not,” sharing her thoughts on limited-time offers (LTOs), celebrity-owned restaurants, and the growing sauce trend shaping modern foodservice. Trivia challenges and restaurant-themed games highlight how El Pollo Loco is using interactive content to engage customers and build brand loyalty.The branding playbook – Liz and the team discuss the power of storytelling, brand clarity, and how to communicate a strong identity to consumers.Thank you for tuning in to Hospitality Hangout, brought to you by Branded Hospitality Ventures. Stay connected for more captivating stories, industry trends, and expert insights shaping the future of hospitality. Episode Credits:Produced by: Branded Hospitality MediaHosted by: Michael Schatzberg, JImmy FrischlingProducer: Julie ZuckerCreative Director: Adam LevineShow Runner: Drewe RaimiPost Production: Three Cheers Creativewww.thehospitalityhangout.com

The trade war between Canada and the U.S. is evolving fast, and its impact on investors is undeniable. In this episode, we break down the latest developments, including the U.S. granting automakers a temporary exemption and potential carve-outs for agricultural products. Simon shares his critical take on the Canadian government’s counter-tariffs and why they could hit the most vulnerable Canadians hardest. We also discuss the broader market implications—how uncertainty leads to hesitation in home purchases, business investments, and overall economic activity. But where there’s uncertainty, there’s opportunity. We look at TFII and BRP, two beaten-down stocks that might be worth watching, and highlight five Canadian stocks that should see little impact from tariffs on their businesses. Finally, we shift gears to the state of retail investing, looking at how the rise of DIY investors post-2020 has shaped risk-taking behavior. Are retail investors making smarter moves, or are we heading toward more speculation with the rise of event contracts and private equity products? Tickets of stocks/ETFs discussed: AEM.TO, ABX.TO, FNV.TO, WPM.TO, QSR.TO, FTS.TO, IFC.TO, L.TO Check out our portfolio by going to Jointci.com Our Website Canadian Investor Podcast Network Twitter: @cdn_investing Simon’s twitter: @Fiat_Iceberg Braden’s twitter: @BradoCapital Dan’s Twitter: @stocktrades_ca Want to learn more about Real Estate Investing? Check out the Canadian Real Estate Investor Podcast! Apple Podcast - The Canadian Real Estate Investor Spotify - The Canadian Real Estate Investor Web player - The Canadian Real Estate Investor Asset Allocation ETFs | BMO Global Asset Management Sign up for Finchat.io for free to get easy access to global stock coverage and powerful AI investing tools. Register for EQ Bank, the seamless digital banking experience with better rates and no nonsense.See omnystudio.com/listener for privacy information.

In this eye-opening episode of The Restaurant Report, Abhinav Kapur, founder and CEO of Bikky, reveals how AI and data analytics are reshaping the restaurant industry. From voice ordering systems to customer retention strategies, Kapur shares insights gained from analyzing 350 million guest profiles across major brands like Bojangles and Dave's Hot Chicken. Learn why 80% of guests never return after their first visit, how the remaining 20% drive up to 75% of revenue, and why automation concepts like Sweetgreen's Infinite Kitchen are delivering dramatically improved profit margins. Whether you're running a QSR, fast casual, or traditional restaurant, this conversation offers practical guidance on using data to thrive in today's challenging market.~This episode is sponsored by: Gusto → https://gusto.pxf.io/PBN#1 rated HR platform for payroll, benefits, and moreWith Gusto's easy-to-use platform, you can empower your people and push your business forward. See why over 400,000 businesses choose Gusto.#RestaurantTech #AIinHospitality #CustomerRetentionGet Your Podcast Now! Are you a hospitality or restaurant industry leader looking to amplify your voice and establish yourself as a thought leader? Look no further than SavorFM, the premier podcast platform designed exclusively for hospitality visionaries like you. Take the next step in your industry leadership journey – visit https://www.savor.fm/Capital & Advisory: Are you a fast-casual restaurant startup or a technology innovator in the food service industry? Don't miss out on the opportunity to tap into decades of expertise. Reach out to Savor Capital & Advisory now to explore how their seasoned professionals can propel your business forward. Discover if you're eligible to leverage our unparalleled knowledge in food service branding and technology and take your venture to new heights.Don't wait – amplify your voice or supercharge your startup's growth today with Savor's ecosystem of industry-leading platforms and advisory services. Visit https://www.savor.fm/capital-advisory

Charles Miller, RVP at Biscuitville, joins QSR editorial director Danny Klein to explore the story and culture of the category icon. How does the brand continue to win on labor and retention? How is it navigating the balance between hospitality and technology? We get into that and a whole lot more.

955: How can AI revolutionize the $2B+ quick-service restaurant (QSR) industry? In this episode of Technovation, Wendy's CIO Matt Spessard joins Peter High to reveal how the company is leveraging AI, automation, and digital transformation to enhance customer and crew experiences. With 7,000+ locations worldwide, Wendy's is redefining fast food with FreshAi, its AI-powered drive-thru assistant, developed in partnership with Google Cloud. Matt shares how this cutting-edge technology is boosting order accuracy, improving speed, and optimizing crew workflows. Plus, he discusses how Wendy's revamped CRM, loyalty program, and mobile-first strategy led to 40% growth in digital revenue in 2024.

This is a very special episode. We are showcasing some of the amazing benefits of joining the live events over at Restaurant Unstoppable Network. Eric and two network members are joined by Dillas CEO Kyle Gordon for some metoring on scaling a QSR business. Want to join the live events to ask the experts your questions and gain valuable knowledge and mentorship? Click here: restaurantunstoppable.com/live  As a student at the University of Texas, Kyle Gorden developed a romance…with quesadillas. In 2006, At the age of 23, Kyle decided to pursue his dream to open his own restaurant– not just any restaurant– a quesadilla restaurant. He did what I would advise anyone to do; he sought out a mentor and employment with a high-performing restaurant team. For Kyle, the high-performing team was Raising Cane's. Kyle went on to spend 7 years with Raising Cane's before leaving to open his dream quesadilla restaurant, Dillas in 2013. Today, there are 11 Dillas locations, with plans to have 27 by the end of 2025. Join the Restaurant Unstoppable Network TODAY! Restaurant Unstoppable - EVOLVE! - Eric of Restaurant Unstoppable is now taking consultation and coaching calls! Book a consultation today! Schedule your call to become UNSTOPPABLE! Check out the website for more details: https://www.restaurantunstoppable.com/evolve Today's sponsors: US Foods: US Foods is hosting the event of the year, Food Fanatics 2025. August 19-20, 2025, at the Mandalay Bay, Las Vegas, NV. Network with over 5,000 Industry peers. Attend Zouk nightclub reception, expert breakout sessions, Keynote speeches, musical performances, and dramatic demonstrations, and sample the latest on-trend dishes. The Clock Is Ticking! Be Ready to Register on April 16 for Food Fanatics® 2025. To learn more, visit www.usfoods.com/foodfanatics2025 Meez: Are you a chef, owner, operator, or manage recipes in professional kitchens? meez is built just for you. Organize, share, prep, and scale recipes like never before. Plus, engineer your menu in real-time and get accurate food costs. Sign up for free today and get 2 FREE months of invoice processing as a listener of the Restaurant Unstoppable Podcast. Visit getmeez.com/unstoppable to learn more. Restaurant Systems Pro: When you join Restaurant Systems Pro through February of 2025, They will handle your 2024 books at no charge. Here's what you get: Organization of all invoices and expenses;AI Scanning of products so you know the usage; Reconciling your accounts; Tracking inventory and labor costs; and Providing detailed P&L reports Head to RestaurantUnstoppable.com/RSP and be sure to mention this special offer.   Let's make 2025 the year your restaurant thrives. Today's guests recommends these tools: Field Day Thanks for listening! Rate the podcast, subscribe, and share!  We are on Youtube: @RestaurantUnstoppable

Chad Coulter, founder and CEO of Biscuit Belly, a growing fast casual franchise out of Kentucky, joins QSR editorial director Danny Klein to discuss how he went from a Doctorate in Pharmacy at the University of Georgia to launching a paint-and-sip business to eventually creating Biscuit Belly with his wife, Lauren Coulter. The brand's single-shift mode has allowed for greater profitability and reinvestment into the business, along with being more attractive to top talent in a tight labor market. But there's a lot more to this story. 

Jacob Karnes, founder of Waves Business Coaching and the author of Master Your First Job, spent more than a decade with Chick-fil-A—both in-restaurant and at the corporate level. He joins QSR editorial director Danny Klein to discuss lessons in leadership he picked up along the way, as well as how to nurture culture and outperform expectations, in all aspects of restaurant life.

The food-delivery company's VP of brand discusses the business' 20-year history and how it stays front of mind for consumers.Episode TranscriptPlease note, this transcript  may contain minor inconsistencies compared to the episode audio.Damian: I'm Damian FowlerIlyse: And I'm Ilyse Liffreing. Damian: And welcome to this edition of The Current Podcast.Ilyse: This week, we're delighted to talk with Marnie Kain, the VP of Brand and Creative at Grubhub.Damian: Grubhub recently celebrated its 20th anniversary. It was founded in Chicago in 2004, and it was the pioneer food delivery service. A forerunner to the booming e commerce delivery sector.Ilyse: Two decades on, the business has scaled. It now has a 375, 000 restaurant partners in over 4, 000 U.S. cities.Damian: Marnie joined the company in September 2023, just as it was planning its big birthday celebrations.Ilyse: So Marnie, can you tell us about the challenge of marketing this brand, having joined just Grubhub in 2023?Marnie: Well it was a very easy decision to make to go to Grubhub. I had spent a number of decades on the [00:01:00] agency side, working with clients across many different categories. And one thing I learned is that it's really fun to work in a category that you enjoy. And who doesn't love food and the delight and joy of delivery that it brings?So I was able to really unmask my experience across many sectors like CPG, mass retail, QSR, casual dining, health and wellness. travel and so on and really bring that expertise and experience to the table to solve some really interesting challenges in a very crowded landscape.Ilyse: Now, it is interesting with your background because, like you said, you've been across agencies for a long time. What would you say is the differentiating factor being brand side now?Marnie: Well, being brand side you definitely have greater visibility to the complexities of the business. I think you [00:02:00] believe you understand that when you're on the agency side, but what you have visibility to is far less than what really goes on. And it is challenging to sell things in across the organization because there are many stakeholders, cross functional decision making and priorities that aren't necessarily brand marketing.Ilyse: Now let's talk about Grubhub's marketing strategy a little. So the delivery service sector has become quite competitive as you know. As all consumers know, we have lots of choices. How do you think about differentiating Grubhub in this space and maintaining that market shareMarnie: We really look at it from a consumer standpoint and what's meaningful and relevant to our customers. What conveniences do they need? What are their pain points? What categories do they need delivery from? So we're [00:03:00] expanding even beyond restaurants into categories like grocery, convenience, and others that will soon come. So it's really about being in service of the customer and their needs.As far as what is differentiating about us, it's really about tapping into and building upon what they see as valuable. So one of the biggest ways that we're offering value, outside of just everyday value that are always available on the app, are through partnerships like the one we have with Amazon.Ilyse: Maybe you could tell us a little bit more about the partnership. Andhow Grubhub really works with brands and what platforms it chooses when it comes to those types of partnerships.Marnie: Well, Amazon is a great example of really understanding what's important to consumers. Obviously, Amazon delivers pretty much everything, but what they [00:04:00] don't deliver is food from restaurants. And so the synergy between the two delivery giants is quite clear. The opportunity was to really bring added value to Amazon Prime customers, and that is what we've done. So our Amazon partnership initially launched before my time in 22 and, what you would get as an Amazon Prime member is the ability to get one year of Grubhub Plus for free, which is our membership service that essentially provides $0 delivery fees which is our premier benefit, additionally $5 cash back on pickup orders, priority delivery and other exclusive offers.This past May, we built on the initial success and really deepened that partnership to bring added value to consumers and greater sales for our restaurant partners by making the benefits ongoing to [00:05:00] Amazon subscribers. So Prime members get - as long as they're a Prime member - $0 delivery on Grubhub. Additionally, what's really unique, is that you can shop on Amazon for Grubhub. There's actually a tile on the grocery tab that you can go through and actually link your Grubhub account, get your $0 delivery benefit and start shopping, straight within the Amazon app.Ilyse: I really didn't know that.Damian: That must really help you, in terms of partnerships like that must be a big help in terms of scaling.Marnie: It really is. We started, as early days for Grubhub, we were really looking to help restaurants scale. 20 years ago, restaurants delivered their menus by putting them in mailboxes in the neighborhood and also keeping them available outside of their restaurants. And that was their scale. Now they have access to so many consumers [00:06:00] through Grubhub which originally was a tech powered menu aggregator and ultimately a tech powered order system for restaurants.Today, it's really a three-sided business model where we service restaurants and continue to help them scale, but we also support a very large driver community that makes a living working for Grubhub as well as bringing new conveniences every day to consumers.Damian: Let's talk about that a little bit. You mentioned that how it started and you joined the company just as Grubhub was probably thinking about its 20th birthday in 2024. what was the sort of nature of the thinking around how it was going to mark this important anniversary?Marnie: I think the important thing when you consider that it was our 20th anniversary, is that, it's really all about what we can do for our customers. They are perhaps [00:07:00] interested in the fact that we've been around for a long time - we're the O. G in the category and that means we stand by our product and our reliable brand - but mostly they just want what they want, when they want it. They want value. They want to know that we have the restaurants that they're interested in. So the first thing we did was offer literally 20,000 offers to our customers, free items that they could get from restaurants like McDonald's, Popeye's, Pizza Hut, Wendy's, Panera, Taco Bell. We also offered 20 percent off several other restaurants and convenience stores, and we celebrated this under the banner of 20 years of deals because that's really what Matters to consumers and the value is something that we continue to pursue through partnerships like Amazon, where they're saving over three hundred dollars annually on [00:08:00] not paying for delivery for delivery fees on Grubhub.So when I think back to 2004, it's hard to believe some of the other things going on at that time. MySpace was the most popular social media. That's crazy. Mark Zuckerberg had just launched the Facebook at Harvard. Google was beta testing Gmail. Shake Shack opened its first and best, if you ask me, location in New York City and OutKast had the number one song, which was Hey, yeah, if that matters.Damian: I remember that.Marnie: It really is amazing how much changes in 20 years and even as a third-party delivery industry, that industry has changed so much from aggregating menus, and actually the delivery part of the business didn't even start until [00:09:00] 10 years into those 20 years.Damian: Wow. And he also started in Chicago as a local concern. And obviously you've built up a national presence since then. Can you talk a little bit about that?Marnie: Yeah, Grubhub did launch in Chicago in 2004, and it was the brainchild of the two founders and was about aggregating menus and fully in service of restaurants.it's beginnings are even technically before that because, the brand acquired the Seamless brand which started in 1999. But that acquisition happened in 2013. Each part of our evolution, we've [00:10:00] constantly been looking for new ways to bring value, to bring selection, to bring better service and speed to our customers.Ilyse: And now, what innovations do you see Grubhub making even in the near term to stay on top of like emerging trends and industry changes? Obviously, A. I. Is everywhere and I know that's one thing apps like Grubhub are looking into and experimenting with, but maybe even across creative. So I'm curious about that.Marnie: Yeah, I think that one area of excitement for us and great innovation is our campus business. So what many people don't know is that Grubhub's campus business started about six years ago with the acquisition of an Israeli based tech company called Topenia. And, today we work with more than 360 universities and, nearly 5 million students.And what's really interesting about this [00:11:00] partnership is that it's not superficial. It's not just: download the app and you be like a regular customer on our app. They actually, depending on the university, have their dining dollars go directly through Grubhub. So when you arrive at school, one of the first things you have happen at orientation is you are told to sign up for Grubhub and link your dining dollars.And One of the schools where my daughter actually goes is our flagship school, Ohio State University, and that is probably the most robust version of our campus partnership where we actually have the food from the campus restaurants and dining facilities delivered by robots, and I will tell you that it's pretty cool. The robots are available at a number of colleges and as we think about the future of the category, I think it's scratching the surface on what might be readily available as ways that we can you know [00:12:00] sort of buck the speed of, how we currently deliver in urban areas by bicycle and motorbike and, you know, in the suburbs by car.So I think, drone delivery or robot delivery could be on the horizon. I also think, creatively thinking about our different categories of delivery, we have an opportunity to create more curated and exclusive experiences. There are a lot of competitors that deliver from a lot of the categories that we deliver in, but it's really about how we combine our categories and verticals of delivery to create unique experiences that you can't find anywhere else.Damian: How important is what's going on in culture to the way you position yourself in market?Marnie: I think that culture is really driving everything and we do a tremendous amount of paid and organic social where we aim to capitalize on cultural moments. So, you know, as we see people talking about either the brand, or about [00:13:00] food, or about Charlie XCX, or whatever it is, that we can tap into and follow a meme, or join in the conversation.It's really important to be agile and to be able to get out there fast and just have a voice. It doesn't mean we necessarily have to create an entire campaign that taps into that cultural moment. But what we've learned is, it's really important to be in the conversation in order to drive relevance.It is a very crowded marketplace and there are many people spending a lot of money, many competitors, but we find that influencers are really helping us, to really speak to our customers in a moment when they're, craving food, wanting to order food and we've seen terrific engagement from the programs that we're doing as well as increased brand perceptions.And that's the other thing about partnerships, whether it be with Amazon or influencers [00:14:00] across the gamut, we really look to partner with others that help improve our brand perception and lift all boats.Damian: As you look ahead to later this year and beyond, what are the priorities for you as a brand? Is it a question of scaling, building more couriers, building more restaurants, building more consumers? What's the kind of game plan if it could look big picture?Marnie: Big picture, there's so much opportunity in this category to continue to grow, to delight consumers, and also to meet their needs.So, creating more intuitive and using AI elements of the app is really important. We have a ton of data about our consumers because they're in our ecosystem, but really leveraging that data using AI and creating more intuitive experience and more seamless experience in the app is definitely a priority.Also, as I [00:15:00] mentioned, more curated and exclusive experiences. How can we capitalize on this very unique mix of retailers essentially available on our app to create experiences that you can't find anywhere else? Partnerships is definitely a priority. How can we continue to leverage that and sort of aggregate value for customers.And finally, speed is really important and even distance of delivery because people are looking for the restaurants they love, they're looking to get them, when they want them. Ilyse: that note, with all those preferences and consumer habits that obviously leads to a lot of data that you have within the app, and you briefly mentioned, using AI to make that consumer experience a little easier on the end consumer.Can you talk about how that works with AI a little bit and perhaps maybe do you on the creative end tap that [00:16:00] data for future campaigns?Marnie: Really, we are exploring and experimenting with A. I. And we don't have the answer or the end of that story to share yet, but we all experience it on a daily basis being online and everybody's using chat GPT to write their speeches or whatever but in the case of food delivery, it really will allow us to become more intuitive, and that's really the key because people are looking for shortcuts. They're looking for brands that get them and know them and that understand their pain points and their inflection points.The other thing that we're doing, and this isn't necessarily using our own data, is finding opportunities for moments or milestones where we really can make a difference in people's lives. One example of this that you may have seen is we had launched in August of 2024, a special delivery campaign, which was targeted [00:17:00] at expectant moms, and we provided them based on their engagement and signing up their first meal after giving birth.And that was really based on the insight that as you're expecting, there's a lot of things you can't eat and you crave these things, whether they're sushi or believe it or not, deli meat,  and a lot of things that could, could cause a bacteria or, an infection for the baby. So at the point where the baby is born, the first thought is, what am I going to eat?And we were able to meet that need with a special delivery from Grubhub. So it's really about using data to get into what's important to consumers as opposed to just for data's sake.Marnie: We have a ton of data about what consumers order and actually, every December, we produce some stats about where the trends are going and even some personal stats as a [00:18:00] Grubhub Plus member that you might receive about your own ordering habits. which can be very interesting because many of our employees find out that their kids are doing most of their ordering and they get surprised quite a bit. But one of the things that really surprises me is that the most ordered convenience store drink is not Diet Coke, which a lot of people guess. Not Celsius, which a lot of people guess. Interestingly, I know, it's Dr. Pepper.Marnie: Another one I'm always am surprised by is the fastest growing pizza topping.Ilyse: Pineapple? Marnie: Bingo. Yes, pineapple is the fastest growing pizza Ilyse: Not in New York. Marnie: Those are my two favorites.Damian: I like that, yeah. You should have a Grubhub quiz. Marnie: We'll get one to you. Ilyse: Is it like a Spotify [00:19:00] wrapped kind of thing?Marnie: It's exactly like a Spotify wrapped where you can learn about what you order. and then also what America's ordering. So it, it serves as a way to tap into the cultural zeitgeist.Ilyse: Very funDamian: Alright, perfect. Thank you so much. Marnie: Thank you again for having me. Marnie: And that's it for this edition of The Current Podcast.Damian: We'll be back next week, so stay tuned.Ilyse: The Current Podcast's theme is by Love Caliber. The current team includes Kat Vesce and Sydney Cairns.Damian:  And remember, Marnie: There lot of competitors that deliver from a lot of the categories that we deliver in, but it's really about how we combine our categories and verticals of delivery to create unique experiences that you can't find anywhere else.Damian: I'm Damian.Ilyse: I'm Ilyse.Damian: And we'll see you next time. And if you like what you hear, please subscribe and leave us a review. Also, tune in to our other podcast, The Current Report.

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