Industry Spotlight

Dave and Buster’s makes progress on turnaround plan as same-store sales decline 4%
Tarun Lal, in his first full quarter as CEO, expressed optimism about the Back-to-Basics plan, with new menu launch improving traffic

Dave & Buster’s executive leadership team is optimistic about the path forward for the eatertainment company, despite ongoing same-store sales and revenue declines. Tarun Lal, in his first full quarter as CEO, provided updates on the company’s Back-to-Basics plan, which was first unveiled this past April.

Dave & Buster’s reported 4% same-store sales declines for the third quarter ended Nov. 4, with Lal stating that the company “saw sequential improvement in same-store sales each month,” and that October same-store sales were only down by 1% year-over-year. This pattern coincides with the full launch of the brand’s new simpler menu, which led to positive same-store sales on the food and beverage side for the month of October.

“The percentage of people who came into our stores to play games and then also eat food was significantly lower than in the past, and it has been our goal to return that number to historical levels,” Lal said. “This new menu, as well as a number of other food initiatives, is driving higher average checks through an improved product mix and stronger volumes in its first month, creating additional momentum in Q4.”

Besides the new menu, other aspects of the turnaround plan include a clearer marketing and media strategy, field operations and training improvements, store remodels, and game offerings, with an as-of-yet unannounced new games lineup slated for 2026.

Moving forward, Dave & Buster’s is planning to focus on growth through international franchising, with four international store openings planned over the next six months, and another 35 in the pipeline, in addition to planned domestic growth.

Currently in the first month of the fourth quarter, Dave & Buster’s is seeing similar traffic to October, and expects margins to grow, while same-store sales will likely remain flat.

For the third quarter ended Nov. 4, Dave & Buster’s reported revenues of $448.2 million, down by 11% from the third quarter of 2024. The company swung to a loss of $42.1 million or $1.22 per diluted share, compared with a loss of $17.5 million, or $0.45 per diluted share in the same quarter the year prior.

Dave & Buster’s ended the quarter with five new store openings across both the Main Event and Dave & Buster’s brands for a total of 241 company-owned stores portfolio-wide.

Contact Joanna at joanna.fantozzi@informa.com

Source https://www.nrn.com/eatertainment/dave-buster-s-makes-progress-on-turnaround-plan-as-same-store-sales-decline-4-

Sonic owner Inspire Brands reconfigures its leadership team
John Kelly was named brand president of Sonic and John Dawson was named president of U.S. development and the company brought in leadership to oversee its fast-casual Buffalo Wild Wings Go concept.

Inspire Brands announced several new executives on Wednesday, including a new brand president for Sonic and new chief legal and people officers along with a new head of U.S. development.

As part of the changes, Inspire is bringing in leadership to oversee its takeout-focused Buffalo Wild Wings Go concept.

Tristan Meline was named brand president of Buffalo Wild Wings Sports Bars, taking over for the retiring John Bowie. Meline had been the chain’s chief marketing officer and will now oversee the chain’s master brand and its sports bar business.

Leandro Gasparin, meanwhile, was named president of Buffalo Wild Wings Go, which now operates 200 locations. Gasparin had been the chief operating officer with Oakberry and had previously worked with Popeyes and Burger King.

John Dawson was named president of U.S. development and will oversee new restaurant openings, market planning, architecture and design, franchise sales, real estate and construction. He brings 35 years of leadership experience in multi-unit retail to Inspire, including stints at McDonald’s and Dunkin’ Brands.

John Kelly was named president of Sonic. Kelly had spent 25 years with Inspire and its fast-food sandwich brand Arby’s.

John Gill, meanwhile, was named president of Inspire’s company restaurants and had previously overseen corporate locations at Arby’s.

Dawson and Kelly will report to Scott Murphy, Inspire’s chief brand officer. Meline, Gasparin and Gill will report to Dan Lynn, chief commercial and restaurant officer.

Scott Catlett, meanwhile, was named chief legal and administrative officer. He comes to the company from Yum Brands, where he’d been chief legal and franchise officer and corporate secretary.

Kelly McCulloch was named chief people officer. McCulloch is joining the company from Walmart, where she’d been SVP of people.

“At Inspire, we have an unwavering commitment to invest in talent and resources to continue accelerating our momentum,” Paul Brown, Inspire Brands CEO, said in a statement.

Source https://www.restaurantbusinessonline.com/leadership/sonic-owner-inspire-brands-reconfigures-its-leadership-team

Marco’s Pizza expands leadership team with new CMO and CFO
PRESS RELEASE: The brand has appointed Steve Kennedy as chief marketing officer and Bill Schaffler as chief financial officer

TOLEDO, Ohio, Dec. 10, 2025 /PRNewswire/ — Marco’s Pizza, one of the nation’s fastest-growing pizza brands, announces the appointment of Steve Kennedy as Chief Marketing Officer (CMO) and Bill Schaffler as Chief Financial Officer (CFO). These key leadership additions enhance an already robust executive team, reinforcing the brand’s commitment to disciplined financial leadership and innovative, insight-driven marketing as it continues to grow across the U.S. and internationally.

“Our achievements start with our franchisees, and delivering world-class leadership is one of the most important ways we support them,” said Tony Libardi, Co-CEO & President of Marco’s Pizza. “Steve and Bill are extraordinary additions whose experience and leadership will strengthen every area of our organization.”

Driving Next-Generation Brand Strategy & Guest Engagement

With more than 25 years of experience in marketing, digital transformation, and consumer strategy, Kennedy joins Marco’s Pizza as Chief Marketing Officer, bringing a proven record of elevating brands through modern, data-driven marketing engines. Throughout his career, Kennedy has led marketing and digital strategy at some of the industry’s most recognized brands, including Domino’s and Nestlé USA, and most recently served as EVP & Head of Marketing at Noodles & Company, where he spearheaded brand strategy, digital modernization, and enhanced guest engagement.

“The momentum behind Marco’s is undeniable,” said Kennedy. “Consistent operational excellence and a disciplined approach to growth have created an exceptional foundation. My goal is to accelerate Marco’s growth by amplifying what makes us special – our quality, our people, our franchisees, and our authentic love for pizza – through bold, data-driven marketing that builds brand relevance, deepens guest connection and fuels unstoppable demand.”

Strengthening Financial Performance & Operational Excellence
A seasoned financial and operations leader with deep experience in high-growth restaurant and hospitality brands, Schaffler joins Marco’s Pizza as Chief Financial Officer, bringing a strong foundation in private-equity environments, multi-unit expansion, and enterprise-level financial performance. His background includes guiding financial strategy and technology modernization at Hopdoddy Burger Bar, leading brand and operational transformation as President & CEO of Ascension Coffee Company and driving systemwide efficiencies and growth in CFO roles at Nothing Bundt Cakes and La Madeleine.

Schaffler was also a co-founding partner and President of Black Box Intelligence, the industry’s insights platform for workforce, guest and financial performance. Schaffler replaces Jeff Rager, who is slated to retire at the end of 2025.

“What excites me most about Marco’s is the strength of the system, franchisees, operators, and leadership all moving in the same direction,” said Schaffler. “It’s a rare foundation for growth. I’m proud to join a brand that is committed to high performance and to building the financial and operational structure needed to support everyone across the organization.”

Franchise Opportunities
Prospective franchisees are increasingly recognizing the strength of the Marco’s Pizza opportunity, as Marco’s Franchise Disclosure Document reports $1.3M AUV for the top 25% of franchised stores in 2024.*

Source https://www.nrn.com/restaurant-executives/marco-s-pizza-expands-leadership-team-with-new-cmo-and-cfo

How Shake Shack plans to win market share in 2026
The burger chain has been an outlier in the fast-casual segment, showing strong results. At a Raymond James conference this week, CEO Rob Lynch explained what’s working.

It hasn’t been a great year for fast-casual restaurant chains. But one notable standout?

Shake Shack.

The New York City-based burger chain was one of the few fast-casual concepts to see positive traffic in the third quarter, and CEO Rob Lynch said those trends have continued into the fourth quarter.

In fact, in a fireside chat at the Raymond James TMT Consumer Conference in New York on Tuesday, Lynch said he’s expecting a strong 2026 for the brand, despite macroeconomic headwinds that are making younger and middle-income consumers a lot choosier about where they spend their dollars.

The former CEO of Papa Johns, Lynch joined Shake Shack about 18 months ago. Since then, he has set Shake Shack on a growth path. The nearly 380-unit chain is planning to quadruple its domestic unit count to 1,500 company-owned units.

This year, the chain expects to add 45 to 50 new restaurants—the most Shake Shack has ever opened in one year. And that number is expected to reach up to 60 in 2026.

That growth comes as the brand strengthens operations, Lynch said. Here are some of the initiatives that Lynch said will pay off with continued momentum:

Targeting the marketing
Shake Shack doesn’t have a footprint large enough to leverage national marketing, so the chain is working on very surgical and strategic investments in the top 20 markets where they expect to see the most return, Lynch said.

“We’re not all the way to bright,” said Lynch. “We still only invest 2.5% to 2.7% of revenue in marketing, which is significantly less than a lot of our peer group. But we’re making a lot of progress and we’re learning along the way.”

The focus will be on digital marketing, both social and Connected TV, that will find people within five miles of a Shack Shack to try to engage. “It’s about finding the right people, in the right spot at the right time,” he said.

The message? It will be all about Shake Shack’s made-to-order food and quality ingredients, he said. In the chain’s third-quarter earnings call, he said “Crackable” shakes will be on the menu lineup, as well as a French Dip Angus Sandwich, and a Baby Back Rib Sandwich, for example.

And Lynch noted that Shake Shack doesn’t yet have a loyalty program, which is currently in the works. That will help attract more teenagers, who Lynch said never want to spend money without earning points.

Discounting, but discounting less than others
Shake Shack in the third quarter reported success with app-based offers for $1 drinks, $3 fries and $5 classic shakes.

It’s discounting, sure, but Shake Shack is not planning to launch a $5, or even $10 meal anytime soon. Lynch estimates that 40% of sales in the quick-service world are from discounts. At Shake Shack, meanwhile, it’s “below single digits,” he said.

And, if discounts get customers in the door to try the food, it’s worth it, he added. “I feel great about our ability to leverage promotions to get our food into people’s mouths.”

Shake Shack has been investing in building traffic through its app, which is up 50%, and those contacts will roll into the loyalty program when it’s launched.

“That’s going to be a big improvement in our value perception,” he said. “We have an app that makes up less than 10% of our business today. That’s where we’re offering the biggest value, and it’s driving the traffic in there. And the lifetime value those app users is much higher than the occasional tourist or whoever comes in infrequently.”

Shake Shack has also been very disciplined about pricing, he said, despite higher beef costs.

The chain has also increased operating margins.

“How have we done that? Productivity,” he said. “We’re better operators today than we were six months ago, 12 months ago, six years ago.”

Operations and speed
One challenge for Shake Shack is that food is made to order. Still, Shake Shack has gotten faster, cutting one minute from service times, said Lynch.

And the chain has done that by becoming more efficient with labor. Restaurants used to ask the full crew to show up at opening at 10:30 a.m., for example, but the full crew wasn’t needed then because business didn’t get started for another hour. Now restaurants deploy more of those workers at peak times instead, which has helped speed service.

That move has also improved retention. Shake Shack six months ago had an average turnover of 90 days for hourly employees. That has increased to 180 days.

Other kitchen tweaks have paid off. The restaurants used to cook bacon on the flattop, which took needed cooking space away from burgers. So Lynch brought in ovens that could be used for cooking bacon to free up the space on the flattops to cook more burgers.

“It’s not rocket science,” he said. “These are not things that Elon Musk is going to invest in. But it’s transformative for our business. Operations is blocking and tackling.”

De-risking the supply chain
Lynch said Shake Shack has only scratched the surface on reworking its supply chain. That’s a big initiative for 2026.

His goal is to take the risk out of the supply chain, which has long been relying too heavily on single sources, he said.

“If that supplier gets hit by a hurricane or they just decide to go out of business, it disrupts our business,” he said. “So over the last six months, we’ve conducted RFPs across almost every facet of our business, and brought in multiple people to come in and compete for our business.”

That has resulted in better quality and price, he said.

Flexibility with growth
Shake Shack has seen more traffic challenges in larger urban markets, like New York and Washington, D.C.

“We’ve got great, high-volume restaurants in New York, very profitable, but not growing as rapidly as the resta of the country, and some of that is macro and some of that is micro,” he said. “We have some things to fix here.”

But elsewhere, the brand is going gangbusters, in regions like Florida, Texas, Arizona and the Midwest, he said. “So that’s where our new restaurants are growing.”

Texas, in particular, has responded incredibly well to marketing over the past six months, he said.

And international growth is another opportunity. Shake Shack’s 235 international locations are licensed, and Lynch said the chain has been very selective about the partners overseas.

The chain has developed some new smaller formats to give those partners more flexibility with real estate. And the brand has worked with then to develop menu items that fit better for specific regions, like a fish sandwich in Hong Kong, for example.

“That’s going to help our current front license partners grow, but it’s also going to allow us to go find new partners who are excited about markets that we haven’t penetrated before because of some of those barriers,” he said.

Source https://www.restaurantbusinessonline.com/operations/how-shake-shack-plans-win-market-share-2026

Arby’s Second-Largest Franchisee Expands to 344 Stores after Major Inspire Brands Purchase
The operator now owns units in 20 states.

Add AES Restaurant Group to the list of franchisees making major store acquisitions this year.

The Zionsville, Ohio–operator announced the purchase of 115 Arby’s restaurants across nine states, which expanded its total portfolio to 344 units in 20 states. AES is the second-largest Arby’s franchisee in the world.

The group bought the locations from parent company Inspire Brands. The locations come with over 2,000 employees and 18 area supervisors.

“We are proud of our long-standing relationship with Inspire and the Arby’s brand and are excited to take this next step in our journey with the brand,” John Wade, owner of AES, said in a statement. “This achievement is a testament to the hard work, dedication, and outstanding results of our team. Their relentless commitment to excellence drives our organization to thrive and expand.”

Earlier this year, the company also purchased 40 units in Florida, North Carolina, and Virginia.

AES, founded in 2004 by Wade, stands for “Attitude Equals Success.”

Wade previously worked for RTM Restaurant Group from 1993-2004—the largest Arby’s franchisee at the time—before becoming an operator himself by buying six restaurants in Indiana. Over the years, AES has completed several acquisitions and opened new stores, but the recent transaction with Inspire is by far its largest to date.

The newest fleet of restaurants will be operated by COO Robert Bird and VP of operations Michelle Carter, both of which have decades of experience.

“Welcoming more than 2,000 new team members into our AES Restaurants family marks an exciting new chapter for our organization,” Jay Bedrosian, president of AES, said in a statement. “We remain committed to providing every employee with the resources and tools they need to advance professionally and grow as leaders.”

AES is the latest example of a quick-service franchisee playing big in the M&A market. In late November, Papa Johns announced it sold 85 restaurants to Chris Patel of Pie Investments, which made him one of the pizza chain’s largest operators at over 150 outlets. He also agreed to develop another 52 units by 2030. Also, earlier this year, Eyas Capital acquired over 120 Bojangles restaurants from BOJ of WNC, the brand’s largest franchisee. Similar to Pie Investments, Eyas Capital signed on to develop over 40 additional units in Ohio.

Arby’s is the third-largest sandwich chain in the country in terms of U.S. systemwide sales, following Subway and Panera. It ended 2024 with 3,365 domestic locations, a net decrease of 48 year-over-year.

Source https://www.qsrmagazine.com/story/arbys-second-largest-franchisee-expands-to-344-stores-after-major-inspire-brands-purchase/

Not ready? McDonald’s AI-generated ad taken down after public backlash
McDonald’s has pulled a Christmas ad that was produced with artificial intelligence after the fast-food chain came under fire from much of the public.

The 45-second film was released publicly on McDonald’s Netherlands YouTube channel on Dec. 6. Comprising a sequence of AI-generated clips, the ad featured people having a tough time at Christmas – caught in bad weather, disastrous family dinners, a Christmas tree falling and burnt Christmas cookies. The song, “It’s the Most Wonderful Time of the Year,” became “the most terrible time of the year.”

The solution: “Hide out in McDonald’s until January’s here.”

However, it wasn’t the cynicism that rankled the public. Comments online were almost all negative, with people accusing McDonald’s of embracing “AI slop.” A large number of people called the ad “creepy” or “lazy,” with some decrying a future in which companies try to save a few pennies at Christmas by not hiring humans. Google LLC and The Coca-Cola Co. have faced a similar backlash after creating AI-generated ads.

“No actors, no camera team, no light, no sound, just probably one guy, alone in front of a computer battling with an AI prompt who steals the look and everything else from someone else,” said an Instagram user about the McDonald’s ad. “Welcome to the future of filmmaking.”

The advert was created by Dutch company TBWA\Neboko along with the U.S. production company The Sweetshop. Sweetshop Chief Executive Melanie Bridge seemed less than pleased with the criticism, writing in a statement that it took seven weeks to make the ad with up to 10 in-house AI and post specialists.

“We generated what felt like dailies — thousands of takes — then shaped them in the edit just as we would on any high-craft production,” she said in a post on Instagram that has now been removed. “This wasn’t an AI trick. It was a film… AI didn’t make this film. We did.”

“It’s fascinating that you’ve had to work so hard to make it not look like AI slop, but I’m afraid it’s still AI slop that’s really creepy to watch,” someone wrote in response. “Weirdly, it kind of gives me hope that AI just can’t replace human creativity! Here’s hoping.”

Nonetheless, according to data compiled by the social media management and analytics company Sprout Social, the recent surge of AI-generated ads has gained positive responses from 61% of the public. AI-entertainment is evidently divisive. It just seems those who aren’t in favor of it hate it.

“This moment serves as an important learning as we explore the effective use of AI,” McDonald’s told the BBC.

Source https://siliconangle.com/2025/12/10/not-ready-mcdonalds-ai-generated-ad-taken-public-backlash/

Foodservice Equipment

Beverage Industry Veteran Joins Middleby Beverage Group
Previously, the new hire worked for Coca-Cola, Cornelius and, most recently, as director of strategic accounts at Lancer.

Valorie Silvestri is the new vice president of sales for the Middleby Beverage Group, for which she will initially focus on commercializing the company’s new products from Lab2Fab and Newton CFV.

More broadly, Silvestri will be responsible for driving sales and executing strategies for new and existing Middleby brand drink dispense systems across the beverage portfolio. She will report to Korey Kohl, Middleby Beverage Group president.

“Valorie has built longstanding, trusted relationships throughout her career by truly collaborating with her customers,” Kohl says. “She has a proven track record of implementing successful commercial strategies, accelerating growth, and supporting major product and technology initiatives. With her expertise and deep knowledge base, I am confident she will excel in her new role.”

Source https://www.fermag.com/articles/beverage-industry-veteran-joins-middleby-beverage-group/

Walk-In Running Warm? 4 Quick Checks Before You Replace the Compressor
It might be every restaurant manager’s worst nightmare: opening up on a Monday morning only to discover that the walk-in cooler or freezer is running warm. The call comes in, panicked about lost inventory, expensive repairs, and days of downtime.

But before you quote a pricey compressor replacement, take a few minutes to run through these four quick checks. The pros know that condemning the compressor right off the bat is often a huge mistake. It’s frequently the victim, not the culprit, of a warm walk-in. Many restaurant walk-in “failures” aren’t actually compressor issues, but fixable problems that cost a fraction of the price.

This guide walks you through four of the most common root causes of warm walk-ins using a strategic diagnostic funnel, starting with the foundational rule: Airflow Before Charge (ABC).

Warm Walk-In Troubleshooting Guide
Check #1: External Airflow & Heat Rejection (The Condenser System)
Per the ABC rule, start with the most common and easiest airflow check: the external system’s ability to reject heat. If the condenser is blocked or the fan is failing, system pressures spike immediately. This causes the compressor to shut down, simulating a total failure.

Dirty Coils: If the outside condenser coils are caked with dirt, grease, or debris, that layer acts as a “thermal blanket,” trapping heat. This heat rejection failure causes pressures to shoot up dramatically, resulting in excessively high head pressure. The compressor then overheats and trips on its safety. High head pressure points directly to a dirty coil, and a simple coil cleaning often brings the unit right back to life.

Fan Motor Failure: If the condenser fan motor is locked up or dead, heat rejection instantly ceases. Pressure spikes so high, so fast, that the compressor’s high-pressure safety switch trips immediately. The unit appears dead, but the fault lies with a simple fan motor.

Check #2: Door System Issues (Thermal Envelope Integrity)
The second stage of airflow diagnosis involves preventing external air from entering the system. The door system is the walk-in’s thermal envelope. When this armor fails, the unit is subjected to continuous, chronic thermal stress.

Gaskets and Seals
Worn, cracked, or hardened door gaskets are one of the most frequent yet overlooked causes of a warm box. Use the dollar bill test: if you can slide a bill out easily when the door is closed, you have a critical leak. This relentless air infiltration doesn’t just waste energy—the warm air carries a massive latent heat load in the form of moisture. This moisture hits the cold evaporator coils and freezes instantly, creating an “ice monster” that completely blocks airflow and stops cooling. Compromised gaskets can increase the total energy load by 10% to 15%.

Closers and Hinges
Failures in door hardware often sabotage gasket performance. Worn hinges cause door sag, while a failed hydraulic door closer (often betrayed by oil leakage) prevents the door from reliably pulling tight and secure. This failure creates a high, continuous load—placing similar operational stress on the compressor as a minor refrigerant leak would. Replace faulty hardware quickly; it’s cheap insurance against costly compressor stress.

Check #3: Defrost System & Evaporator (Internal Airflow Blockage)
The final airflow check focuses on the system’s ability to manage ice accumulation and ensure air can pass over the evaporator. A faulty defrost system leads to ice accumulation, which is a massive blockage of airflow.

If the defrost timer or defrost heater is faulty, ice rapidly accumulates, restricting airflow and killing heat transfer. The critical diagnostic here is knowing your unit:

Walk-in Coolers typically use air defrost (off-cycle), where the evaporator fans continue running to melt light frost.
Walk-in Freezers require electric defrost. The evaporator fans must stop during heating, or they’ll blow melting water around as a mist, causing it to instantly refreeze elsewhere.
Specifically, check for improper wiring of the liquid line solenoid valve in remote systems. If powered continuously during defrost, it can cause a flooded start on restart—a direct path to catastrophic mechanical failure. Your service call must verify the integrity of the temperature controls and the defrost cycle timing. Also, check for simple internal evaporator coil fouling (dust or dirt), which restricts airflow and efficiency.

Check #4: Sealed System Diagnostics (ABC: Charge)
Only after systematically eliminating all airflow issues (Checks 1, 2, and 3) should the refrigeration pro connect the gauges, initiating the “Charge” part of the ABC rule. Low suction pressure is merely a symptom. The diagnosis relies on Superheat (SH) and Subcooling (SC).

This is the Subcooling Key to separate a leak from a restriction:

Low Suction Pressure with High Superheat: Classic sign of a starved coil. Now check the subcooling.
If Subcooling is Low (or Zero): Confirms a genuine low charge (leak). There isn’t enough liquid refrigerant to stack up in the condenser.
If Subcooling is Normal to High: Confirms a restriction (clogged filter drier, TXV). The liquid refrigerant is backing up behind the clog.
By analyzing these thermal signatures, you avoid the costly mistake of adding refrigerant to an already charged (but restricted) system.

Operational factors, specifically the frequency and duration of door openings, introduce a significant transient thermal load that can overwhelm any refrigeration system. Excessive traffic quickly subjects the unit to chronic overload, a condition that often mimics capacity failure. Installing a door monitor provides the data needed to shift the diagnosis from a component failure to a solvable operational issue.

Conclusion: When It Really Is the Compressor

Only after systematically eliminating airflow faults (condenser, evaporator), sealing the thermal envelope, and rigorously testing the sealed system via the Subcooling Key can you confidently diagnose a terminal compressor failure.

True compressor failure is typically indicated by:

Running non-stop but producing warm air (internal valve failure)
Grinding, rattling, or squealing noises (worn bearings)
Significant temperature fluctuations

It’s vital to remember that compressors rarely fail due to old age—they fail because of sustained external stress. Even when replacement is necessary, your job isn’t complete until the root cause is identified and repaired. Failure to do so means that shiny new compressor will rapidly follow the original unit into an early grave.

With these four quick checks, you protect your clients from unnecessary expense, deliver a first-time fix, and resolve that dreaded Monday morning emergency fast.

Fixed it? Stock up on replacement parts at AllPointsFPS.com so you’re ready for the next call.

Source https://www.fermag.com/articles/walk-in-running-warm-4-quick-checks-before-you-replace-the-compressor/

AeriTek Appoints VP of Sales, Director of Sales
AeriTek is the parent company of brands Imbera, Minus Forty, Torrey and QBD, with products including refrigerators/freezers, prep tables and coolers.

Kennesaw, Ga.-based AeriTek announced the expansion of its North American foodservice leadership team as it welcomes two: Sean McGrann as VP of sales, foodservice North America, and Anthony Tortoriello as director of sales U.S. and Canada, foodservice.

McGrann will oversee the overall foodservice growth strategy, guiding national and regional programs across AeriTek’s full portfolio, notes the release.

Tortoriello, meanwhile, will lead day-to-day sales execution and operator engagement. He will work closely with rep groups, consultants, dealers and specifiers.

“I’m excited to help operators strengthen performance and simplify the way they work,” Tortoriello says. “With a versatile North American–made portfolio, short lead times and products ready to ship today, AeriTek gives teams the reliability and efficiency they need right now. Add in low cost of ownership, excellent post-sales support, and an easy partnership experience, and operators can move forward with confidence knowing we’re built to keep their business running.”

In September, AeriTek announced its acquisition of Due North, which entails the Minus Forty and QBD brands.

Source https://www.fermag.com/articles/aeritek-appoints-vp-of-sales-director-of-sales/

Tabletop & FOH

A Theatrical Approach to Restaurant Design
There’s not a bad seat in the house at The Hell’s Kitchen restaurant at Foxwoods and that proved to be a key design challenge for ZDS Architecture and Samuelson Furniture.

As the ZDS team put it, “no matter where you sit in the restaurant, you have a direct view of the Fire versus Ice kitchen and bar.”

The two firms collaborated on the transformation of a 70,000-square-foot ballroom into an immersive, theatrical dining experience with a strategically raised and zoned seating to ensure unobstructed view of the Fire versus Ice kitchen as well as custom features including a chain-linked drapery over the bar forming Gordon Ramsay’s image.

The brand did not want a single obstruction in view of the celebrity kitchen. In the prefunction space, there was a lower-ceiling column grid that we had to work around. ZDS strategically designed the restaurant layout and fit over 200 seats so that not a single column is visible.

Eric Schall, Associate Principal and Project Manager and Robert Macaruso, Interior Design Director and Associate with ZDS told Modern Restaurant Management (MRM) magazine that the project was a learning curve and a big part of the design was figuring out how to marry both Foxwoods’ vision and Hell’s Kitchen’s brand standards into a cohesive and balanced design. They had to address the concerns of how Foxwoods operates a restaurant versus the requirements of the Hell’s Kitchen brand and select the details of materials, furniture, fixtures, and equipment.

From a site logistics standpoint, they had to deal with the existing infrastructure as well as tackling changes in an active resort. It wasn’t easy, they said, because they also had to work on three different schedules – Foxwoods, Gordon Ramsay’s team, and the contracting schedule.

Working closely with the project manager, they were able to overlap phases of work to meet deadlines. For example, while demolition was underway, ZDS submitted framing plans; as design approvals came through, they simultaneously managed permitting and cost reviews. At the same time, furniture was ordered in time to ensure delivery and installation aligned with the operational turnover.

While no filming actually happens at the restaurant, this project was inspired by the show, so they took the theatrical aspect of the experience seriously. With this being a theater kitchen, more thought was put into the experience than a typical kitchen floor plan.

The kitchen is split 50/50 between blue and red with the blue flame and red flame team logos. A key element we loved is the counter-height bar where a large party can sit, and a dedicated group of chefs will be allocated to serving the guests in that area.

Hanging over the guests at this table is a 10 to 12-foot-long chain-linked drapery that wraps around the shape of the bar. Each chain is in different colors that together form Gordon Ramsay’s full face and body.

Furniture was a key element of making the project come together. Samuelson provided different custom-designed style seating that zoned out the various seating options.

“It’s a large restaurant, so we were intentional about ensuring it felt high-end rather than resembling a cafeteria. The seating configuration almost gave the illusion of a box theater,” the ZDS team pointed out.

Ruth Chalfin Chasolen of Samuelson Furniture said they worked closely to bring the theatrical dining experience to reality.

“These pieces needed to be crafted with both detail and comfort, and to provide the intimacy that the design team envisioned. We produced meticulous upholstery detail with channel tufting to enhance the warm, intimate spaces on various seating levels.”

The banquette seating and arrangement at various levels and configurations throughout the venue are essential to the overall dining experience, and as a result, even the slightest detail is apparent. These distinctive details help maximize the experience of Hell’s Kitchen’s theatrical dining demonstrations and events.

To lean into the theater experience, the seats that are further away from the “action” are raised, allowing patrons to see the kitchen. Samuelson created square banquettes for casual dining at the center, positioned one riser higher than the circular banquettes in front. One riser below the circular banquettes are loose tables and chairs that go right up to the display kitchen.

“The banquette seating and arrangement at various levels and configurations throughout the venue are essential to the overall dining experience, and as a result, even the slightest detail is apparent,” Chasolen said. “These distinctive details help maximize the experience of Hell’s Kitchen’s theatrical dining demonstrations and events.”

In the private dining room, the team created two 15-foot-tall custom mirrors, adorned with a picture of the slash of a knife along with the symbolic pitchfork in metalwork. In addition to the custom mirrors, they created custom wallcoverings as an acoustic treatment to help control sound throughout the restaurant.

“These custom pieces are an example of the Foxwoods and Hell’s Kitchen team allowing us to use elements relative to the brands while creating new design features that were appropriate for the specialty dining room,” the ZDS team added.

In the bar area farthest from the kitchen, they placed high-top tables, and even at the bar—where patrons sit with their backs to the kitchen—they integrated glass walls to ensure clear views into the display kitchen

The difference between this restaurant and a regular one is that you’re taken on a journey from beginning to end—from the moment you enter, it should feel like an experience, according to ZDS.

“A special part of the design is a giant pitchfork lit on fire that sits at the entry of the building. When you enter the restaurant, you’re greeted by Gordon Ramsay’s hologram, and as you continue towards the host station, there is a dedicated gallery of the show’s past winners. Once you turn, that’s when you get a full view of the restaurant, so the progression to the main dining room almost feels like an ‘AHA’ moment when guests can finally take it all in.”

Source https://modernrestaurantmanagement.com/a-theatrical-approach-to-restaurant-design/

How America’s Top 100 independents are using people power to succeed
Top-grossing restaurants show how putting people first pays off, with memorable events, a staff-first culture and an eye on community.

This year’s Top 100 Independent restaurants generated a collective $1.96 billion in total gross food and beverage sales for 2024, with this year’s No. 1 ranked restaurant, Mila, in Miami, garnering $51,115,747 in gross food and beverage sales.

Despite rising costs and inflation, consumer restaurant spending rose steadily throughout 2024, and the National Restaurant Association now predicts an industry that will reach sales of $1.5 trillion and a labor force of 15.9 million by the end of 2025.

Costs were up across the board for operators in 2024. Food, rent, utilities, labor and tech costs rose, with full-service operators spending a median 36.5% of sales on salaries and benefits last year, according to the National Restaurant Association.

Independent restaurants in the Washington, D.C., area have faced major labor challenges due to efforts to eliminate the tax tip credit, according to John McDonnell, president and CEO of Clyde’s Restaurant Group, operators of Old Ebbitt Grill, The Hamilton, Tower Oaks Lodge, Willow Creek Farm, and Clyde’s of Gallery Place. Rising pre-tip wages, combined with inflation from Covid and the added pressure of tariffs, have made it increasingly difficult to manage costs. “Buying and staffing and holding your standards without passing it all on to the consumer is the biggest challenge, not just for us, but probably for just about every restaurant,” McDonnell said.

Even with these ongoing challenges, independent restaurants are finding ways to adapt and thrive, with many cities experiencing significant growth.

As markets like New York, Los Angeles, Dallas, Houston and Atlanta continue to expand, operators recognize that long-term success depends on building and maintaining their teams—a challenge and an opportunity.

Creating a culture of care to retain top talent
Turnover rates in restaurants are notoriously high, so investing in employees has become a strategic priority for many independent restaurants. Retaining reliable staff is essential for consistency and quality service, so operators are placing a greater emphasis on professional development, competitive compensation and fostering supportive work environments.

At Taste of Texas in Houston, owner Nina Hendee fosters a culture of support and personal development for the restaurant’s 230 staff members who serve 8,000 guests per week. “We pay for gym memberships and financial training, offer education scholarships and have a dozen counselors on staff,” said Hendee. “When life is overwhelming for these kids, they’ve got someone to talk to. I just want them to leave our employment better than they walked in the door.”

Methodology

RB’s Top 100 Independents ranking is a measure of the country’s highest-grossing independent restaurants. Only restaurant concepts with no more than five locations are considered “independents” for the purpose of this list. Rankings are based on gross 2024 food and beverage sales. Information was gathered through surveys and interviews.

Want your restaurant to be considered for next year’s Top 100 Independents list? Contact us at jonathan.maze@informa.com.

Some operators have found success in promoting stability for their teams. The h.wood Group employs a total of 270 staff members across its three Delilah locations on this year’s list. “We’ve done a really good job of keeping people happy for a long time,” said John Terzian, co-founder and co-president of h.wood Group. “We have people coming to us from other places saying, ‘I’m never paid on time.’ We never have those kinds of issues at our restaurants.”

Mila staffs 350 to 450 employees, depending on the season, and has deployed an innovative hiring tactic. Designed to enhance the Riviera feel of its properties, staff are recruited from Europe, and a management company is used to facilitate visas and relocation. Once hired, staff take part in daily tastings and regular mentorship programs to motivate them toward new opportunities, according to Marine Giron-Galy, partner and chief brand officer at Riviera Dining Group.

Ultimately, maintaining consistent sales is closely tied to a restaurant’s overall success. At Clyde’s Restaurant Group, McDonnell said it’s obviously easier to keep employees happy when you have a busy restaurant that’s making money for everyone. “Sales cures a lot of things; it allows you to pay more and for those in the front of house to make more,” he said. “We have an education system for soft-skills—days of workshops with role-playing scenarios. When all salaried people go through that, you end up with a consistent culture.”

Driving sales with entertainment, events and community engagement
In addition to memorable dining experiences and stellar service, top restaurants are finding new ways to entertain customers and connect with communities.

For example, beyond its experiential atmosphere, popular Sunday brunch and exclusive chef series, Mila’s MM Lifestyle membership club that launched in 2023 expanded in 2024 to grant members access to additional Riviera Dining Group venues all around Miami, with perks like priority reservations during peak hours. And when Mila diners want more, they get it. Founder and CEO Gregory Galy said sales really took off when Mila expanded its late-night hours until 4 a.m. Thursday through Saturday.

Events have played a significant role in boosting sales for Clyde’s Restaurant Group, with Old Ebbitt and The Hamilton experiencing notable year-over-year growth, driven not only by price, but by traffic growth. “We do late-night happy hours, strong pre- and post-theater traffic, and get a late-night industry crowd,” said McDonnell. The addition of new social media staff has helped to promote chef’s dinners, specials and events to a customer base that’s 30% tourists and 70% locals.

Other restaurants, like Delilah and Taste of Texas, have deepened community involvement with catered events and entertainment experiences. “You’re really winning or losing outside of your four walls,” said Terzian, who co-owns an annual chicken tender festival and participates in several other community events each year. “We’re really in people’s lives—catering their bar mitzvahs and their weddings.”

In addition to hosting popular wine dinners that help fund employee scholarship programs, Taste of Texas adopts families during the holidays and after weather-related disasters. And, since 1982, it has been an official museum, welcoming schoolchildren into the restaurant every school morning for a personal guided tour by Hendee, followed by lunch. “I started it as a way to give back to the community,” said Hendee, who averages around 160 tours per year. “But the end result has been that it makes raving fans out of 10-year-olds, and they come back throughout their life.”

Just as Taste of Texas demonstrates its commitment to employees and the community, other restaurants are finding impactful ways to support local causes and advance industry sustainability efforts.

With seasonality and sustainability top of mind, Clyde’s Restaurant Group is the largest provider of shell matter to the Oyster Recovery Partnership, a program that rebuilds oyster beds. Team members also have opportunities throughout the year to engage with the farming community through volunteering at field days, workshops and events as a partner of Future Harvest, a nonprofit dedicated to educating the next generation of Chesapeake Bay farmers.

These community connections can often lead to the next phase of growth for an operation.

Building momentum: How top restaurants continue to grow
A common theme among Top 100 independent restaurants is their commitment to growth and development. This approach not only creates opportunities for employees to advance within the organization but also brings fresh energy to emerging markets.

Multiple operators invested in significant makeovers ranging from bar and patio upgrades to lobby and restroom revamps, and complete décor overhauls, illustrating that strategic, well-publicized renovations that make sense operationally can enhance the guest experience and encourage repeat business.

Others are investing in growing store counts, such as Delilah, which is expanding into new territories this year. “Our GM, who was here at our place called The Nice Guy, just moved to Dallas to open a new Delilah location. So, people get to move, and they get to open their own restaurant,” said co-founder and co-president of h.wood Group, Brian Toll. “People see that and hear about it, and it gives people a path for the future.”

This focus on advancement, opportunity and improvement is seen at other restaurants, too.

At Mila, the challenge is always to be better than the previous year, according to Galy. Whether it’s the menu, design, guest experience or guest journey, Mila is always refining its approach. “After four or five years we’re challenged to reinvent ourselves a little bit each year,” he said.

Part of this reinvention involves embracing new technologies like AI, which is gradually becoming a part of Mila’s marketing, reservations and project management operations. “But at the end of the day, we work in hospitality,” said Giron-Galy. “This should never be lost; hospitality starts with the human touch.”

As restaurants adapt, innovate and navigate rising costs, many operators find that true success comes from becoming a meaningful part of their customers’ lives. “The hospitality business is the best business anywhere, and it’s fun to transition with the times,” said Hendee. “It’s really such a gift to be a part of a single owner-operator business right in the middle of the community.”

In an industry known for its challenges, the nation’s top independent restaurants prove once again that putting people first pays off for everyone.

Top 100 ideas to borrow
Independent operators shared clever ways they keep costs in check, guests engaged and teams motivated. Here are a few worth borrowing:

Multi-use space = double revenue: Oxford Exchange in Tampa, Florida, serves only breakfast and lunch, then transforms into an event venue at night, turning downtime into profit.
Farm-to-fork partnerships shield inflation: The Ranch at Las Colinas in Irving, Texas, leans on long-standing Texas producers to help keep pricing steady, navigating market volatility without sacrificing the guest experience.
The irresistible brunch tower: Oxford Exchange’s three-tiered tower of shareables—fried chicken, frittatas, bacon and smoked salmon—became a viral hit and a brunch staple.
Tech meets hospitality: Operators who added POS-integrated online ordering report smoother operations and happier guests.
Grow your own leaders: Haywire in Plano, Texas, supports the LEAD (Leadership, Exploration and Development) program to help train staff for lasting careers in hospitality.
Training for peace of mind: Fleet Landing in Charleston, South Carolina, conducts regular I-9 audits and ICE-preparedness training so employees always feel secure and supported.
Private events as profit centers: Several operators expanded private dining options this year to capture steady revenue from celebrations and corporate groups.

Source https://www.restaurantbusinessonline.com/operations/how-americas-top-100-independents-are-using-people-power-succeed

Why Neurodiversity-Friendly Restaurant Design Matters
By understanding and implementing neurodiversity-friendly design principles, restaurants can ensure an accessible and welcoming environment for all guests.

Neurodiversity refers to the diverse ways in which a brain can function and process information. Each person’s brain develops differently, and there are typical patterns and less typical, or neurodivergent, patterns. Adults who do not identify as neurodivergent are referred to as neurotypical.

Neurodivergence encompasses several diagnosable neurological differences, including autism, ADHD and dyslexia. According to a YouGov poll, an estimated 19 percent of Americans identify as neurodivergent. =

The Importance of Neurodiversity-Friendly Design
Many spaces present challenges for neurodivergent individuals. In fact, a reported 78 percent of families avoid travel altogether because the hospitality industry lacks appropriate inclusive measures for neurodiversity. Mealtimes can present challenges for those who struggle in new environments or with food-related sensitivities.

For example, an individual might experience overstimulation from the loud noises of a busy restaurant, the bright lights and the strong smells, which can lead to sensory overload. Someone with ADHD may find focusing on a conversation or a menu difficult in a busy environment with many distractions. A person with dyslexia may need more time to read and process the menu, and many people can benefit from a menu with clear, simple fonts and images.

Key Neurodiversity-Friendly Elements to Incorporate
By incorporating the inclusive elements into your restaurant, you can enhance accessibility and overall customer experience. Inclusive practices open the market to a wider range of customers, allowing them to enjoy your services and possibly enhancing customer retention and relationships.

Sensory-Friendly Lighting
Harsh overhead lighting can present a sensory challenge for many neurodivergent individuals. Consider softer alternatives, such as cove lighting, which conceals direct light sources and breaks up light. Avoid bright LEDs or flashing lights that may trigger patrons with epilepsy and cause general discomfort.

However, you must be careful not to keep the light too low so patrons can still see clearly and read menus. Consider individual table lamps that customers can brighten and dim as they need. This type of customization allows guests to adjust the environment for maximum comfort.

Sound Management
Loud environments and echoes can be unsettling for patrons. Consider soundproof materials such as acoustic panels on walls or absorptive booths, to break up loud sounds and make the space quieter.

Live bands, loud music and sporting events have their place in restaurants. Without compromising these elements, consider designating quiet spaces for those who still want to dine without excess noise.

Structured Layout
An organized layout is a key element of inclusive design that helps make a location feel safe and more understandable. Designate spaces in the restaurant to clearly define what each area is for, either by using different colors, floor patterns, walls or barriers to section them off. Clearly define and identify spaces for the bar, dining room, bathrooms, waiting areas and staff zones.

Consider applying the golden ratio to create an environment that’s visually appealing without being overwhelming. This means applying the 60-30-10 rule, where you would allocate 60 percent of the floor space to furnishings, with the remainder reserved for accents and negative space. In terms of design elements, you can pick one pattern for 60 percent of surfaces, a second one for 30 and a bold accent for the final 10 percent. This design approach can create a space that’s less overstimulating and still feels harmonious.

Clear Signage
Similar to a defined structure, having very clear and readable signs throughout the restaurant is very useful. Customers should be able to easily identify where the bathroom is located and whether or not it’s occupied.

When they enter the restaurant, guests should also immediately understand whether to seat themselves or wait to be seated. immediately available to assist.

Accessible Menus
Customers may struggle with menus for a variety of reasons. QR code menus are an example of the flexible and inclusive design options restaurants have incorporated while still offering physical menus for patrons who prefer them.

Sans-serif fonts, such as Calibri, are easier for customers with dyslexia to read. Larger fonts and images of the food can help people better understand menu items and what they’re ordering.

By embracing thoughtful design principles, restaurants can provide welcoming and inclusive destinations for the neurodivergent community. Invest in neurodiversity-friendly design to unlock a wider market and ensure a comfortable dining experience for every guest.

Evelyn Long
Evelyn Long, editor-in-chief of Renovated, has more than five years of experience analyzing office, hotel and retail design trends, with a particular focus on accessible spaces and resimercial offices.

Source https://modernrestaurantmanagement.com/why-neurodiversity-friendly-restaurant-design-matters/

Food & Beverage

Taco Bell parent Yum Brands gazes into its crystal ball with first-ever food trends report
The parent of Taco Bell, KFC and Pizza Hut joins dozens of forecasters to predict what consumers will be eating and drinking in 2026.

Every December, dozens of food and drink trend reports flood the universe. Predictions come in from food manufacturers, market research companies, wine and spirits brands, hospitality consultants and trendologists at large.

This year, Yum Brands, parent to Taco Bell, KFC, Pizza Hut and Habit Burger & Grill, compiled its own food trends report—a first for Yum and the only one we’ve gotten from a multibrand restaurant company. Why now?

“It’s exciting to uncover the trends behind ‘the next big thing,’ and Yum Brands and Collider Lab wanted to dig more into the ‘whys’ behind what’s trending. Collider Lab [Yum’s internal strategy agency] has long looked at why customers choose to come to our 62,000 restaurants, and why they crave what they do from our menus,” said Ken Muench, CMO of Yum Brands and co-founder of Collider Lab, in an email to Restaurant Business. “We’ve leveraged that curiosity and insight to guide our global strategy for years, and given the culturally resonant themes that have emerged, we felt like the results would be of interest to an external audience.”

The resulting 2026 Food Trends Report, released Wednesday by Louisville, Kentucky-based Yum, predicts what’s now and next in dining based on data and insights from its four restaurant chains and Collider.

While convenience is still valued, the report emphasizes the growing importance of personalization and experiences when choosing a restaurant. Mood and engagement will also play bigger roles in dining decisions. Three trends are highlighted that reinforce current shifts.

The me-me-me economy
Consumers seek meals that reflect their individual tastes. Solo orders are up from 31% in 2021 to 47% in 2025—a jump of 52%. Over half of these occasions are what Yum calls “premium” moments, falling in the $10-$30 range and over-indexing on treats like snacks and beverages. And personal-size pizzas are outperforming with Gen Z and millennials. The bottom line—24% of solo diners eat to satisfy a craving.

But the need to personalize doesn’t stop with singles; 31% want something to customize when eating as a duo. KFC’s new Saucy concept meets that desire with more than 4,000 ways to order for ultimate customization.

Choice therapy
Boxes and curated meal bundles are becoming symbols of control. Restaurants that let consumers create their own meals consistently outperform convenience-focused menus. At Taco Bell, Build Your Own Taco offerings generated 72% positive sentiment.

Consumers also love sauces, saying that sauces are 2.4x more likely to bring excitement to the everyday compared to other food items. At KFC, 71% of its top-performing menu item tests had specific sauces, reinforcing how influential customizable flavors have become. Dipping and drizzling gives consumers a sense of agency and discovery. Yum goes as far as to say that sauces can act as emotional pick-me-ups in moments of stress.

Vibe-mathing
Rising costs and endless choices are pushing customers to approach food through its emotional value rather than just price. Items that are aesthetically pleasing or feel uplifting are gaining fans. But 62% of consumers still equate good value with “something cheap and affordable”—a trend that will likely continue into 2026.

That said, “cool” is now the No. 1 attribute driving momentum for quick-service brands, even outranking craveable food, according to the report. People are especially craving “little luxuries,” with 68% choosing afternoon snack occasions on weekdays to deliver a mood boost.

Beverages are seen as one of these low-stakes indulgences with high emotional return, and Yum is all in with the expansion of Taco Bell’s Live Mas Café platform. The report states that “drinks are small but accessible joys, with 43% of specialty beverages purchased are standalone without the customer buying any food.”

“Our global footprint gives us unique visibility into the ever-changing ways people order and experience food,” said Muench. “The 2026 Food Trends Report helps us see where culture is headed and gives our brands a clearer path to creating more moments of joyful, flavorful ownership for our customers.”

Source https://www.restaurantbusinessonline.com/consumer-trends/taco-bell-parent-yum-brands-gazes-its-crystal-ball-first-ever-food-trends-report

Mondelēz launches sugar-free Oreos to ‘disrupt’ better-for-you snacking
The cookie took about four years to develop and is meant to “redefine what indulgence can look like,” according to the brand’s vice president of marketing.

Oreo is launching a sugar-free option as the world’s best-selling cookie brand aims to fill a void in snacking and better position itself among health-conscious consumers.

The cookie’s owner, Mondelēz International, worked for about four years to develop the Oreo Zero Sugar, which will be available in January 2026. The zero-sugar cookie has a “100% authentic OREO experience” that replicates the original, according to Michelle Deignan, vice president of marketing for the Oreo brand at Mondelēz.

“Until now, the sandwich cookie category has been relatively absent from the sugar-free snack segment,” she said in an email to Food Dive. “This gap presented an incredible opportunity for the OREO brand to step in and redefine what indulgence can look like.”

Even as people lower their sugar consumption, many still want to indulge in their favorite products. Those consumers often are turned off by the unavailability of sugar-free options or the taste profile of those on the market. Sugar is “the number one barrier” stopping some consumers from purchasing cookies, Deignan observed.

More than six in 10 Americans are concerned about how much sugar they consume, according to the International Food Information Council. “Low in sugar” has also ranked among the top three qualities consumers use to define healthy foods for the past three years.

Oreo was launched in 1912 and today is the most popular cookie sold in retail locations around the world. It’s a significant part of Mondelēz’s $36 billion in annual revenue, with Oreo sales topping $4 billion. An estimated 60 billion Oreo cookies are sold each year, a third of them in the U.S. alone, according to Mondelēz.

Deignan said the sugar-free line offers “a valuable opportunity to truly disrupt the [sandwich cookie] category” while providing more options for consumers who prioritize lower-sugar options. It also allows the brand “to reach entirely new audiences” who may not have considered the cookie category as a suitable option for their dietary needs.

Sugar-free Oreo versions have previously been launched in China and Europe. Deignan said Mondelēz incorporated insight from these markets to “refine its approach” with the U.S. version.

Source https://www.fooddive.com/news/mondelez-launches-sugar-free-oreos-snacking/806067/

Nutrient ‘maxxing’ on its way out
CHICAGO — Consumers are leaving behind protein-focused meals in the next year, according to new data from Mintel.
In its 2026 Food and Drink Predictions — US/Canada webinar, the food and beverage market research firm expanded on three industry predictions consumers will lean into.

As protein continues to reign supreme as an accessible “better-for-you” nutrient, consumers are expected to eventually start stepping away from “nutrient maxxing,” an informal term used to define the process of consuming specific food and beverages options to maximize intake of a specific nutrient. Instead, consumers will start opting into products and meals that offer a “dietary diverse” range of nutrients; but first, consumers are expected to start adding fiber “maxxing” to their diets in 2026, Mintel said.

A heightened understanding of consuming beneficial nutrients will lead consumers to more diverse diets by 2030, according to Mintel.

“Despite the focus on protein, the typical North American believes they are having their protein needs met,” said Joel Gregoire, associate director, Mintel Foods and Drink — Canada. “It’s in this context that Mintel predicts that there will be an evolution from focusing on a small circle of ingredients to more inclusive diets that incorporate benefits from a more diverse range of ingredients, broadening the spectrum of well-being as it relates to food and drink.”

“Retro rejuvenation,” the second trend prediction from Mintel, suggests that a return to tradition is in the cards for 2026. The data agency suggests there has been an increase in consumers looking to the past for comfort — particularly in traditional food and beverage ingredients and techniques. Food and beverage brands are expected to begin marketing their products as formulated with indigenous ingredients and traditional practices, such as a return to vibrant product packaging for canned foods.

“For consumers in 2026, nostalgia for ‘the past’ does not mean rewinding to a specific year or era,” said Melanie Zanoza Bartelme, associate director, Mintel Food and Drink. “Rather, it is seeking refuge from a volatile and artificially intelligent world in an idealized and romanticized view that life in the past was simpler.”

The final trend prediction from Mintel is an uptick in sensory options. Mintel predicts that food and beverage companies will elevate their products with “color, texture, aroma and other sensory elements” to make experiences more memorable. Additionally, these sensory elements will bring a level of assurance to underserved consumers, such as those with neurodivergences, elderly consumers and consumers using GLP-1 medications, Mintel said.

“The idea will be to provide memorable experiences still, but also to serve specific sensory needs for consumers who are underserved,” Gregoire said. “So, simply put, sensory experiences will increasingly be formulated with practicality and purpose in mind.”

Source https://www.foodbusinessnews.net/articles/29442-nutrient-maxxing-on-its-way-out

HVAC & Plumbing

HARDI files amicus supporting Washington voters’ efforts to protect consumer energy choice
Heating, Air-conditioning & Refrigeration Distributors International (HARDI) has filed an amicus brief urging the Court to uphold Washington Ballot Initiative 2066 (I-2066), supporting the measure’s protection of consumer choice in home and commercial energy systems.

In 2024, Washington voters approved I-2066 in response to the state’s ongoing efforts to restrict the use of natural gas in buildings. Under current energy codes, natural gas systems are already banned through many compliance pathways. Future regulatory plans would further restrict and ultimately eliminate fossil fuel options for consumers. I-2066 repealed those restrictions and protected consumers’ energy choices from future regulations.

This filing allows HARDI to provide additional context for the court to use in making a final decision. This case follows recent legal challenges claiming the Initiative violates a technical requirement of ballot initiatives, including a ruling that overturned the initiative earlier this year. HARDI asserts in its filing that these policies significantly limit consumers’ ability to choose the heating solutions that best meet their needs and that I-2066 meets the single-issue standard by protecting consumer choice.

“Ballot Initiative 2066 focuses on protecting the right of Washington’s homeowners and businesses to choose the HVAC systems that work for them,” said Todd Titus, HARDI’s director of state and public affairs. “Our members serve customers who depend on natural gas, electric, and hybrid systems. When regulations effectively remove one of those options, consumers lose. HARDI supports I-2066 because it protects long-term access to both natural gas and electric HVAC solutions.”

HARDI members distribute and sell electric and natural gas HVACR equipment across Washington. As Washington’s regulatory framework increasingly favors electric-only pathways, HARDI members face limits on the distribution of systems that many Washington residents still require for their geographic, economic, or building-specific circumstances.

I-2066 is intentionally comprehensive, designed to address current and future state-level barriers that would remove natural gas as an option in utilities, construction, appliance availability, or HVAC system installation. By countering these restrictions, the initiative ensures that the choice between natural gas and electric systems remains with the consumer, not with prescriptive state policy.

In its amicus brief, HARDI asks the Court to uphold I-2066 to preserve long-term consumer choice, maintain a competitive and functional HVAC marketplace, and prevent undue economic impacts on the thousands of businesses and customers who rely on a full range of energy options.

Source https://www.supplyht.com/articles/106949-hardi-files-amicus-supporting-washington-voters-efforts-to-protect-consumer-energy-choice

What Homeowners Expect and How Home Services Businesses Can Keep Up
Homeowners today make decisions about hiring home services providers faster than ever. They expect clear information, fast communication, and a simple path from their first search to a scheduled job.

To better understand how these expectations are changing, Scorpion surveyed 2,000 homeowners and ~1,000 home services leaders across the United States. The results show a widening gap between what customers expect and what many home services businesses can provide with their current systems and processes.

This article outlines the key trends shaping customer behavior and what local services companies can do to stay competitive in a market that rewards speed, trust, and convenience.

Homeowners Are Expecting More and Wanting It Faster
One of the clearest signals from the research is that the homeowner journey is no longer a simple Google search followed by a phone call. It has become a fast, multi-step process anchored by convenience and trust.

Homeowners rarely rely on a single search anymore. They look at Google, review social and reputation platforms, get referrals from neighborhood groups, watch YouTube videos, and ask different AI tools before choosing who to contact. A homeowner dealing with a leak, a broken appliance, or an unexpected repair may move between several of these sources in just a few minutes. Is your business showing up in all these places people are searching?

Trust also carries more weight. Our survey found that 87 percent of homeowners will not consider a business with less than a four star rating. Many look closely at the recency and frequency of reviews and favor businesses that use real photos over stock images. Younger homeowners also rely heavily on visual content (videos and photos) when trying to understand a home issue or compare providers.

Speed plays a major role as well. Nearly 9 in 10 homeowners expect a response within 24 hours, and urgent-need customers often make a hiring decision within hours (or even minutes). A slow response isn’t just a bad customer experience, it can cost a business the job.

What this means for businesses:
Homeowners want convenience, quick replies, and proof that your business is trustworthy before they decide to hire you.

Key takeaways:

Make sure your business shows up in all the channels where customers search
Replace stock imagery with real photos of your techs, trucks, and jobs
Emphasize video on your website and social media accounts
Automate review requests after every job
Offer multiple communication channels such as chat, phone, email, and text… ideally 24/7
Set a goal for response times measured in minutes, especially for time-sensitive jobs

Are Outdated Systems and Processes Holding Your Business Back?
Many companies are trying to meet modern expectations with outdated systems and disconnected processes. Home services business leaders are being pushed more than ever to compete, but many feel they are falling behind the increasing expectations of today’s consumer.

A majority of businesses say they struggle to differentiate themselves. In the research, 55 percent of leaders said they feel like they blend in with competitors.

Many companies rely on multiple vendors or platforms, which creates inconsistent messaging and makes it hard to understand what marketing efforts actually drive revenue. Teams want visibility into true performance, but often operate with a variety of reports from multiple vendors and not one clear single source of truth.

Some businesses use AI chat, automated follow up, and integrated CRM systems to communicate faster and track conversions more accurately. While others depend heavily on manual processes that slow down response time, increase errors, and make it easy for leads to fall through the cracks.

About two-thirds of leaders say they cannot clearly connect marketing spend to revenue. This makes it difficult to invest confidently or shift strategy when the market changes.

What this means for businesses:
Many companies are trying to meet modern expectations with outdated systems and disconnected processes.

Key takeaways:

Use fewer disconnected tools and look for integrated platforms that streamline operations and centralize data
Make it easy for people to do business with you through options like online chat and scheduling
Leverage technology and automation to reduce follow-up response times
Track the impact of your marketing, from initial search to completed jobs, using full-funnel analytics

Closing The Gap Between What Homeowners Want and What Your Business Can Deliver Will Be The Key To Success

The businesses that succeed in 2026 will be the ones that align their marketing and operations while keeping the customer experience front and center enabling them to not only deliver on, but exceed, homeowner expectations.

What alignment looks like:

Clear tracking between marketing activity and booked revenue
Visible presence across the channels where homeowners search
Frictionless, fast communication at any time of day or night
Consistent collection of recent reviews
Real photos and videos showing their team
A convenient experience for homeowners from first search to completed treatment
When these pieces work together, it builds trust with homeowners and gives them the confidence to hire your business. When these pieces aren’t aligned, homeowners move on to the next business.

Conclusion: Where Growth Will Come From in 2026
Homeowners expect a faster, clearer, and more reassuring experience than ever before. They look for reliable information before they call, they want quick responses when they reach out, and they want simple ways to book an appointment when they need help. For home services businesses, the path forward is not about doing more, but doing the right things in a connected and consistent way.

Growth in 2026 will come from alignment across every stage of the homeowner hiring journey. That means showing up where customers search, responding quickly through the communication channels they prefer, and using data to understand which marketing efforts drive the best jobs.

Scorpion creates that connected experience for home services companies. Our approach brings marketing and technology together so businesses can reach homeowners more effectively, convert more opportunities without adding more work to their team, and invest their budget toward what’s working to give them the best return.

To explore what this could look like for your business, visit scorpion.co/achr.

Source https://www.achrnews.com/articles/165571-what-homeowners-expect-and-how-home-services-businesses-can-keep-up

From Learning to Leading: AI Takes Smart Thermostats to the System Level
Smart thermostats have come a long way from the days of basic connected controls. The newest generations are powered by artificial intelligence (AI), giving today’s thermostats the ability to learn how buildings behave, anticipate comfort needs, and coordinate with entire HVAC systems. For HVACR contractors, AI-enabled controls are changing installation practices, customer expectations, and long-term service opportunities.

Changing Capabilities
Earlier generations of smart thermostats followed a simple logic: users set schedules, and the device executed them. AI is replacing those routines with dynamic learning.

“In the race to make homes more energy-efficient and comfortable, smart thermostats are leading the charge with AI-powered features that go far beyond simple temperature control,” said Peter Messenger of Air 1 Air Conditioning and Heating.

While traditional thermostats rely on fixed schedules to manage heating and cooling, today’s thermostats can learn user behavior, occupancy patterns, and building characteristics.

“Ecobee’s eco+ software, for example, fine-tunes temperature settings based on occupancy, electricity pricing, and even the cleanliness of the energy source,” Messenger said. “Nest’s Smart Schedule similarly learns preferences and suggests tweaks through the Google Home app.

AI is also enabling more granular, space-specific decision-making. Rami Noueir, strategic account executive at Verdant by Copeland, said AI is transforming smart thermostats “from simple, schedule-based devices into systems that understand how each space is actually used.”

Modern thermostats that use AI can learn how quickly each room heats or cools, detect occupancy, and understand users’ preferences throughout the day.

Source https://www.achrnews.com/articles/165590-from-learning-to-leading-ai-takes-smart-thermostats-to-the-system-level

Controls Engineering & IoT

Deliverect launches AI agent library for restaurant workflows
The tools support automated decision-making, adjust prep times and manage marketing activity across multiple channels.

Food technology software provider Deliverect has introduced an AI agent library to automate operational and marketing tasks for restaurant businesses.

Developed with workflow-automation platform n8n, the system allows restaurants to embed AI agents into their processes.

The tools support automated decision-making, adjust preparation times and manage marketing activity across multiple channels.

The AI agent library links Deliverect’s model context protocol (MCP) servers with n8n’s no-code automation engine.

This set-up allows restaurants to use live information from point-of-sale systems, delivery aggregators, customer relationship management tools and marketing platforms.

Deliverect co-founder and CEO Zhong Xu stated: “The restaurant industry is entering an age of intelligent automation. We’ve already connected millions of orders through our platform, but now we’re helping restaurants act on that data in real time.

“In partnership with n8n, our AI Agent Library gives every QSR [quick service restaurant] operator access to scaleable, customisable automation that can make proactive decisions across sales, operations and marketing. That’s a first, and transformative for the industry”

At launch, seven agent templates are being offered, covering use cases such as order throttling to help maintain target preparation times, digital menu changes to support online sales, automated marketing workflows and guest-support escalation to route service issues more quickly.

Operators can copy and adapt each agent to their own brand requirements, operating model and mix of sales channels, without developing AI tools in-house.

KFC was the first chain to implement the technology, using Dynamic Promotion Agent for a Secret Box Meal pilot in the Netherlands.

In that campaign, customers completed an online treasure hunt to obtain a code for a free meal.

Once a code was found, the AI agent built using Deliverect’s MCP server, and n8n’s workflow engine issued and activated the reward within KFC’s ordering app.

KFC Netherlands digital director Oussama Badidi stated: “This was one of our fastest and most effective digital activations. Deliverect’s AI agents allowed us to automate the entire promotion, from detection to delivery, creating a seamless experience for our guests while driving real business impact.”

Deliverect’s library has been structured for enterprise-scale use, including International Organization for Standardisation-aligned governance features, role-based access controls, audit logs and location-level safeguards.

Agents can be deployed across large estates within days via Deliverect’s APIs and n8n’s visual workflow builder.

The AI agent library is now available to restaurants on the Deliverect platform.

Public templates have been activated immediately and billed according to usage.

As well as using standard templates, operators can build customised agents on the platform to address their own operational and marketing requirements.

Source https://www.verdictfoodservice.com/news/deliverect-ai-agent-library/?cf-view

How Agentic AI Helps Restaurants Win the Labor Battle Without Losing Hospitality
By turning data into action, agentic AI helps restaurants optimize labor, ease operational stress, and keep human hospitality at the center.

Despite all the hype about AI and automation, the secret ingredient for a truly delightful and memorable restaurant experience still comes down to human hospitality. This was true when I opened my first Burger King restaurant 22 years ago, and it’s still true today. A recent Harri consumer survey found only 3 percent of respondents desire fully automated guest experiences.

But when it comes to filling those human roles, it’s becoming harder than ever to find and keep quality talent. More than three-quarters of restaurant operators say retaining employees is a significant challenge.

Given these facts, the biggest question operators are asking is how agentic AI can empower managers and employees to work smarter, faster and with less stress.

Running a restaurant means facing hundreds of decisions in a single shift with fewer employees, tighter labor budgets and nonstop operational pressure. Most managers spend their days in constant firefighting mode—reacting to callouts, crowd surges or schedule gaps—instead of leading their teams and improving the guest experience. There’s rarely time to pause and evaluate each decision.

This grueling schedule stretches supervisors thin, which creates a burnout cycle. These leaders are often too busy to dedicate much attention to their staff, which weakens team performance and employee satisfaction, translating to higher turnover. Managers are not immune to burnout either.

While AI can’t (and shouldn’t) handle guest interactions, agentic AI can help managers make informed decisions faster and recognize emerging problems before they happen. Unlike traditional AI tools that sit on the sidelines waiting for a prompt, agentic AI understands context and takes action.

In short, agentic AI delivers the long-awaited concept of the “ultimate restaurant manager assistant,” all-seeing, all-knowing and always-on. It helps managers navigate the high-frequency decisions and challenges that make the difference between shifts that are happy and profitable, versus stressed and loss-making.

It’s not just data—it’s direction

AI is touted for its data prowess. Need to find patterns in hundreds of hours of employee shifts or thousands of customer transactions? AI’s got the answer.

The problem is, restaurant managers don’t have time for data. They need solutions. Agentic AI goes beyond data analysis to both develop an initiative and take action.

Traditional AI can identify that labor costs are over target, but agentic AI addresses the issue by recommending specific shift adjustments and projecting the impact of these changes. These tools are context-aware, always on and embedded directly into existing tools to deliver the right advice at the right time. That’s where the time savings and real value unlock occur, which is the game-changer for our managers.

Here’s how agentic AI can help all levels of restaurant operations.

Managers: Real-time support for decision-making

Like any job, restaurant managers learn from experience. Veteran GMs instinctively know how to staff and what issues to prepare for. If a new supervisor has never dealt with Super Bowl Sunday, it’s hard to anticipate how the shifts will go.

AI agents act as “always on” veteran co-pilots for new managers, dramatically shortening the learning curve. They acquire pattern-recognition insights instantly, rather than over months or years, enabling them to perform at a higher level faster. This speed is vital in an industry with high turnover.

For the Super Bowl Sunday example, agentic AI uses historical sales patterns and real-time order pacing to recommend a staffing plan that includes bringing in an extra cashier for the 30-minute surge before kickoff and staggering fryer coverage to avoid bottlenecks at halftime.

Managers can also detect stress in the system as it happens. Is the drive-thru line backing up? Is the grill station output gradually slowing down during a shift? Agentic AI notices issues and suggests mid-shift staffing changes—such as moving someone from the counter to the kitchen—to reduce staff stress and improve customer service. As managers accept or adjust agentic AI’s recommendations, the system learns what works for each location.

When managers have questions, they can ask agentic AI using everyday language, like ‘who is approaching overtime?’ and ‘what’s driving my labor variance today?’ and receive specific explanations and solutions. This capability makes data insights accessible to everyone and fits into the rhythm of restaurant work. Managers get answers the moment they need them without a lot of legwork.

Agentic AI can realistically save four to six hours a week on administrative tasks for an individual manager, giving team leaders more time to spend on human connections – helping team members prepare high quality food and serve clients well. And when they can head off issues to prevent bigger problems,they experience much less stress.

Business: A compliant, high-performing operation

Most AI systems in restaurants are built around efficiency math: How can we do the same work with the fewest number of employee hours? But operators know labor is more than a cost—it shapes guest satisfaction, team stress and sales.

Agentic AI expands the formula to place every employee hour where it creates value. These tools can continuously forecast demand and automatically adjust schedules for managers to approve. Sometimes that means adding coverage to peak times to protect sales and prevent burnout.

It detects scheduling compliance infractions, such as missed breaks, Fair Workweek violations or overtime. For example, agentic AI can flag that a 17-year-old employee is scheduled to work a second consecutive shift, which is a violation of labor laws, and then automatically suggest a compliant schedule change before the issue arises.

When a supervisor attempts to make a manual schedule change that introduces a problem, the AI immediately issues a warning and offers a remedy before the schedule gets published. One McDonald’s GM we work with (in a complex compliance market) saves more than an hour on making schedules and reduces compliance warnings by 94 percent.

Employees: Consistency, calm shifts and better support

With Agentic AI scheduling, employees experience calmer, more predictable shifts. There are enough people on deck during busy times, and hours are distributed logically and consistently, building transparency and reducing frustration.

Staff also get more time with their shift leader, who is on the floor rather than stuck in an office. This builds camaraderie and a sense of belonging.

Hiring and onboarding become easier when agentic AI screens applications, schedules interviews and matches candidates to their ideal role. The technology also automates onboarding to ensure consistency and compliance. All of this adds up to employee retention in restaurants.

The market wants intelligent collaboration, not full automation. Agentic AI handles 90 percent of the rules-based decisions, leaving the judgment calls to managers. These tools clear the noise and surface problems and solutions within the workflow so managers can be leaders instead of firefighters.

Luke Fryer is the Founder and CEO of Harri, a leading technology platform transforming workforce management in the hospitality industry. With over 15 years of experience building and scaling successful companies in the food and beverage sector, Fryer is a seasoned entrepreneur and respected industry innovator.

Source https://www.qsrmagazine.com/story/how-agentic-ai-helps-restaurants-win-the-labor-battle-without-losing-hospitality/

Five tech trends for tomorrow
CHICAGO — Evolving technologies are being used in many ways — across many industries — to improve efficiency and performance, and executives at Kellanova believe five technology trends are set to shape the consumer packaged goods (CPG) landscape in 2026.

The first trend is Agentic artificial intelligence (AI), which Kellanova said can analyze real-time data, make recommendations and complete tasks without direct human involvement, leading to faster decision-making and greater operational efficiency.

Kellanova said companies are using the AI “agents” to automate repetitive tasks, streamline cross-departmental processes, and predictively respond to market fluctuations, thus freeing up human employees for “higher-value strategic work.”

“In 2026, we’ll see advanced algorithms driving even greater efficiency across supply chain management, demand forecasting, and inventory control,” said Ramesh Kollepara, global chief technology officer of Kellanova. “AI-powered personalization will allow brands to create tailored experiences that deepen engagement and loyalty. Machine learning will continue to transform product innovation – helping us anticipate consumer needs, spot emerging trends faster, and make smarter decisions. And with the responsible application of Agentic AI, we’re unlocking new levels of agility, cost efficiency and adaptability in an ever-changing market.”

The second trend is advanced analytics, which “provide deeper insights into preferences, behaviors, and trends — turning data into actionable intelligence,” Kellanova said.

The company said advanced analytics delivered a $1 incremental gross sales value (GSV) return for every dollar spent by the Kellanova Marketing Fund while increasing trade investment.

Kellanova noted that since it began using advanced algorithms to determine which products to promote, when to promote them, how deep to discount them, and for how long, salty snack promotions became 91% more effective from 2024 to 2025, proving that innovative strategy drives performance rather than budget cuts.

“Through data-driven marketing, we’re unlocking sharper segmentation, smarter campaigns and stronger ROI,” said Loretta Franks, chief data and advanced analytics officer of Kellanova. “Partnering across the business, we’ve built a market-leading capability, called ‘RGM Navigator’ that is powered by trusted data products and AI/ML models, providing optimized pricing and promotion insights, strengthening.”

A third trend set to take hold in 2026 is connected commerce, which Kellanova said brings together physical and digital touchpoints, also known as “phygital” experiences.

Kellanova said it designs every interaction, including in grocery stores and online markets, around convenience, continuity and connection.

“The future of retail is connected,” said Charisse Hughes, global chief growth officer at Kellanova. “We’re building ecosystems where physical and digital experiences work together — from interactive packaging that links to digital content, to data-driven in-store engagement.”

The fourth trend is digital intelligence powered by Internet of Things (IoT) sensors, predictive analytics and blockchain, also known as smart supply chains.

Kellanova said the smart supply chains are more reliable and transparent than standard supply chains, leading to improved consumer trust, better product traceability, verifiable sustainability claims and more informed purchasing decisions.

“Our goal is a supply chain that’s not just efficient, but smart and resilient,” said Rodrigo Lance, senior vice president of global supply chain at Kellanova. “By connecting data from sourcing to shelf, we can anticipate disruptions, improve transparency, and serve consumers with greater speed and reliability.”

The fifth and final technology trend identified by Kellanova involves sustainable technology, which the company defines as any advances in data analytics, materials science and packaging innovation that bring CPG companies closer to a circular economy.

Some sustainable technologies that Kellanova is relying on include innovative packaging, digital product passports and carbon-tracking tools.

“As a digitally driven, technology-forward organization, we’re embedding sustainability into every stage of our innovation pipeline,” said David Lestage, chief research and development officer at Kellanova.

“Whether it’s optimizing energy use in manufacturing or applying AI to food and packaging design to evaluate more sustainable ingredients and material choices, we’re demonstrating that what’s better for the planet is also better for business.”

Source https://www.foodbusinessnews.net/articles/29432-five-tech-trends-for-tomorrow

Jan/San & Disposables

OSHA Provides Provisions for Pending Complaints

The Occupational Safety and Health Administration (OSHA) faces an excess of safety and health complaints in the aftermath of the recent government shutdown, the U.S. Department of Labor reports. During its 43-day span, around 900,000 government workers were impacted, disrupting systemic operations that affect all aspects of industry, LegalUnitedStates shares. As business resumes, OSHA is now fielding a high volume of complaints filed during this period.

To safeguard workers and support staffing-related concerns for employers, OSHA is processing complaints, providing responses within a brief timeframe, and extending the assessment period for employers, Bloomberg Law says. As the shutdown impacted the agency’s ability to administer citations and provide the mandated 15-day period for company review, as the Occupational Safety and Health Review Commission stipulates, this time addendum will foster a fair process.

OSHA’s overall purpose is to promote safe and healthy workplaces, however administration budget proposals for 2026 may result in OSHA cuts to funding, around $50 million, and staff, about 223 positions, The National Law Review states. Similarly, the National Institute for Occupational Safety and Health (NIOSH), an organization within the Centers for Disease Control and Prevention (CDC), has reduced its staff by about 90 percent, CNS relays. The cutbacks will impact operations—such as workplace inspections and complaint responses—which could compromise the wellbeing of workers across the U.S.

Employers will play a significant role in light of these structural changes, as voiced by Lyons Simmons, and should integrate safety standards into the structure of their work environments.

Source https://www.cleanlink.com/news/article/OSHA-Provides-Provisions-for-Pending-Complaints–32378

PERIOD. appoints Jennifer Herrera as new Executive Director
Youth-led organization strengthens its leadership to advance menstrual equity and combat stigma

PERIOD., the global youth-driven organization dedicated to ending menstrual poverty and stigma, has announced the appointment of Jennifer Herrera as its new Executive Director. Herrera brings extensive experience in advocacy, strategic communication, and leadership, having most recently served as Vice President of External Affairs at the National Women’s History Museum (NWHM). In that role, she oversaw public affairs, marketing, partnerships, and media relations, led initiatives such as Women Vote, Women Win, and collaborated with the U.S. Mint on the American Women Quarters program to honor trailblazing women in American history.

Herrera also has deep roots in grassroots organizing, having built successful advocacy networks as the Virginia chapter leader for Moms Demand Action. Throughout her career, she has demonstrated a strong commitment to advancing women’s rights, equity, and civic engagement.

Upon assuming her new role, Herrera highlighted the significance of joining PERIOD. at a pivotal moment in its trajectory. She expressed long-standing admiration for the organization’s mission and emphasized her goal of strengthening and expanding its impact, noting the power of youth-led advocacy to drive lasting progress in menstrual equity.

Outgoing Executive Director Michela Bedard, who has been with PERIOD. since 2020, reflected on her tenure with gratitude. Bedard emphasized the global growth of PERIOD. chapters, the development of strong coalitions, and the support of donors and allies as key accomplishments during her leadership.

Over the past decade, PERIOD. has donated menstrual products to support more than seven million menstrual cycles, produced research and educational curricula to address menstrual stigma, and equipped new generations of young leaders with the skills needed to draft, pass, and implement policies that make menstrual products more affordable and accessible.

The Board of Directors noted that today’s menstrual movement is stronger than ever, driven by young activists and the organization’s expanding capacity under Bedard’s leadership. The Board recognized her dedication and wished her continued success in her future endeavors.

With Herrera now at the helm, PERIOD. aims to further amplify its impact. Bedard stated that she is confident the new Executive Director will guide the organization into a bold future, where women’s health and gender equality are championed with greater strength and creativity.

Source https://tissueonlinenorthamerica.com/period-appoints-jennifer-herrera-as-new-executive-director/

ISSA Elects John Swigart to 2026 Board of Directors
Spartan Chemical Company, a recognized leader in the formulation and manufacture of sustainable cleaning and sanitation solutions for the industrial and institutional market, today announced John Swigart was named Vice President/President-Elect to the 2026 ISSA Board of Directors.

During the ISSA North America Show, ISSA announced the individuals who have been elected to serve on the 2026 ISSA Board of Directors at the ISSA General Business Meeting on November 13th. Among the individuals was John Swigart, President, Spartan Chemical, who was elected as the 2026 Vice President/President-Elect.

“ISSA’s strength is the breadth of our community,” said ISSA Executive Director John Barrett. “The 2026 Board reflects that diversity of roles and experience, enabling us to champion member success across all segments while advancing cleaning as a critical investment in health and performance.”

“It is an honor to serve an association that has been instrumental in elevating our industry and supporting the people who work within it each day,” said John Swigart, President, Spartan Chemical Company. “Spartan has long been a proud member and supporter of ISSA, and this opportunity strengthens our ability to help advance the association’s mission. I am humbled by the trust placed in me and look forward contributing to the vital role ISSA plays in shaping our industry’s future.”

About Spartan Chemical Company

At Spartan Chemical Company, we make clean simple®. We are a recognized leader in cleaning and sanitation solutions for the industrial and institutional market. As a proud US employer, Spartan formulates and manufactures high quality products from our state-of-the-art facility in Maumee, OH and sells both domestically and internationally through a select network of distribution. Spartan’s products and services are used in building service contractor, education, food service and processing, health care, industrial, lodging/hospitality, and vehicle care markets,

About ISSA

ISSA is the leading trade association for the cleaning industry worldwide, with more than 10,500 distributor, manufacturer, manufacturer representative, building service contractor, in-house service provider, residential cleaning, and associated service members.
ISSA helps its members and their employees make valuable contacts through the industry’s largest cleaning shows. ISSA also helps increase members’ professionalism and success through its popular global website, www.issa.com, and by offering business tools, educational products, industry standards, publications, and legislative and regulatory services that specifically focus on the professional cleaning industry. It is through these initiatives that ISSA helps its members demonstrate the true value of clean to their varied constituents.

Source https://www.issa.com/industry-news/issa-elects-john-swigart-to-2026-board-of-directors/

Receive Global Foodservice News in your inbox

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

CLICK HERE