Industry Spotlight

Key tailwinds for the restaurant industry in 2026
While the expectation is modest growth, some factors such as lower gas prices, tax cuts, and the FIFA World Cup could provide a much-needed boost

During a recent interview at the annual ICR Conference in Orlando, William Blair analyst Sharon Zackfia said that although the industry saw some improvement in December compared to a curveball-filled 2025, most outlooks remain conservative.

“This is good. As an analyst, you don’t want to see a lot of Pollyannas. (You want to see) prudent outlooks,” she said. “Hopefully things will get better, but there is still some uncertainty.”

Prudent is, indeed, good, and no doubt this environment is still tough. One operator recently told me that it hasn’t been this challenging for the industry since the Great Recession in 2008-09, inclusive of the 2020 COVID year. That’s because during COVID, everyone was going through the same thing, consumers were more forgiving of operators trying to stay afloat, they were also seeking comfort through restaurants, and it was a definitive crisis. Now, the industry and its consumers are increasingly bifurcated and selective, there’s very little room for forgiveness if an experience isn’t up to par, and there seem to be mini crises or threats of crises regularly.

“The best I can expect is that maybe this year is more apples to apples — just getting used to the noise. It may not get quieter, but at least it will be comparable,” Zackfia said. “Maybe we don’t have a worse news flow than we had in 2025.”

In other words, it’s smart not to be too Pollyannish, but we think finding reasons for optimism is never a bad thing. Here are some green shoots for the industry to look forward to this year.

Major events
Super Bowl Sunday, Valentine’s Day, and March Madness always generate sales and traffic lifts for the industry, especially full-service concepts. This year, we can also bank on the significant potential of the FIFA World Cup, in which the United States is a host country in June and July. The FIFA World Cup is largely considered the biggest sporting event in the world, and the organization expects a record 6.5 million total attendees across 104 matches in Canada, Mexico, and the United States. That’s not counting the billions more who plan on watching the event remotely. In 2022, the World Cup reached 5 billion fans.

Tax relief
In 2026, there will be several tax relief measures introduced as part of President Trump’s “One Big Beautiful Bill,” signed into law last year. These measures are expected to reduce taxable income among most middle-income earners, families, and seniors, which could bolster spending among lower-and-middle-income consumers who have pulled back from restaurants the most throughout the past year-plus. Bloomberg Intelligence expects these tax-law changes, as well as more anticipated Federal Reserve interest-rate cuts, to benefit quick-service chains such as McDonald’s and Taco Bell.

Gas prices are down
In December, U.S. gas prices fell below $3 per gallon, marking its lowest level since 2021. According to the U.S. Energy Information Administration, Americans use about 135 billion gallons of gas per year, and every 50-cent increase results in a $68 billion impact on consumer spending. Conversely, lower gas prices boost consumer disposable income and lead to more spending at restaurants and other leisure activities.

A favorable lap
2025 didn’t go as anyone expected, with traffic and sales softer than forecast and driven by every factor imaginable — wildfires, blizzards, widespread illness, tariffs, the federal government shutdown, lower immigration levels, name it.

“We’re lapping a lot of crap, so there should definitely be easy comparisons this year,” Zackfia said. “But my job would be so simple if it was only about comps. There are a lot of crossroads right now. It is just a market-share slug fest out there.”

Some sentiment improvement
The National Federation of Independent Business Index showed a rise in small business optimism in December with a score of 99.5 as respondents reported they expect better business conditions and less uncertainty this year. Though the index is 5.3% lower than a year ago, it remains above the 52-year average of 98.

Further, consumer confidence rose sequentially in January to 54, versus 52.9 in December. According to the University of Michigan Consumer Sentiment Index, this slight improvement was driven by lower inflation expectations. However, and to maintain a pragmatic-versus-Pollyanish tone, the index remains low compared to historical levels (reaching the 90s in the late 2010s, for instance).

That said, the restaurant industry has been swimming upstream against several factors throughout the past five-plus years, many of which have been unprecedented (COVID, historically high wages and beef prices, historically low labor levels, etc.). So, while the tailwinds that are expected in the coming months may not be robust, they’re tailwinds, nonetheless, and we’ll take it.

Contact Alicia Kelso at Alicia.Kelso@informa.com

Source https://www.nrn.com/restaurant-insights/key-tailwinds-for-the-restaurant-industry-in-2026

Denny’s completes $620M sale following shareholder OK
The acquisition by TriArtisan Capital, Yadav Enterprises and Treville Capital takes the diner chain private for the first time since 1997.

Denny’s stock is officially off the market.

The diner chain on Friday completed its sale to a group consisting of TriArtisan Capital Advisors, franchisee Yadav Enterprises and Treville Capital Group, making it a privately held company again for the first time since 1997.

Included in the sale was Keke’s Breakfast Cafe, the 78-unit breakfast and lunch concept Denny’s acquired in 2022.

The price was $6.25 per share, or approximately $620 million, a 52% premium compared to Denny’s closing stock price on Nov. 3, when the deal was announced.

Spartanburg, S.C.-based Denny’s is the third-largest family-dining chain in the country and one of the 40 largest restaurant chains overall. It has more than 1,400 locations and generated $2.6 billion in U.S. sales in 2024, according to Technomic.

Denny’s management including CEO Kelli Valade will remain in place, although the board was dissolved and replaced with TriArtisan CEO Rohit Manocha and Yadav CEO Anil Yadav.

The sale process hit a speed bump last month when two shareholders sued Denny’s, arguing that it had not provided enough details about the deal for shareholders to make an informed vote on whether to approve it.

The company responded with some additional background, and that was apparently enough to satisfy squeamish shareholders. They overwhelmingly approved the acquisition Friday, with 39.5 million shares voting in favor of the sale compared to just 178,000 against.

Denny’s new owners have considerable restaurant experience. TriArtisan owns P.F. Chang’s and had large stakes in TGI Fridays and Hooters, while Yadav is an operator of Denny’s, Jack in the Box and TGI Fridays restaurants and also owns Del Taco, Taco Cabana and Nick the Greek.

Prior to the acquisition, Denny’s had been working on a turnaround plan aimed at reviving sales and traffic. It also planned to close about 90 underperforming locations last year. In its final earnings report, Denny’s recorded a same-store sales decline of 2.9% for the quarter ended Sept. 24.

The smaller Keke’s has been a consistent bright spot, with same-store sales growth of 1.1% in Q3 and four new restaurant openings.

“Denny’s is an iconic piece of the American dream, with a renowned brand, a strong franchise base and loyal customers,” Manocha said in a statement. “Our team has significant investment experience in the restaurant industry, and our acquisition of Denny’s builds on our success with other full-service restaurant concepts. We look forward to working with Kelli and the rest of the Denny’s team and franchisees to provide resources and support the Company’s long-term strategic growth plans.”

Source https://www.restaurantbusinessonline.com/financing/dennys-completes-620m-sale-following-shareholder-ok

Fat Brands, burdened with heavy debt, declares bankruptcy
The owner of Fazoli’s, Round Table Pizza and several other brands is seeking Chapter 11 debt protection. The company’s whole business securitization was “starving the business.”

Fast-food restaurant chain collector Fat Brands declared bankruptcy on Monday under a mountain of debt and after it was unable to come to an agreement with its bondholders.

The company owes $1.45 billion in securitized debt, most of which is through a series of whole business securitizations (WBS) taken out in 2020 and 2021 to fund several acquisitions. Yet those securitizations left the company without enough funds to cover its costs, effectively “starving the business,” according to a court filing this week.

The company has hired a chief restructuring officer, John DiDonato, the managing director of Huron Consulting Services, along with a deputy in Abhimanyu Gupta. It has also appointed a pair of independent directors that will evaluate strategic alternatives to restructure the business.

The company, which also placed into bankruptcy each of five subsidiaries created to take out debt, is asking for mediation to negotiate with its bondholders.

Court filings describe a company that was increasingly burdened with its debt and took increasingly desperate attempts to fund its day-to-day operations.

Securitizations such as those at Fat Brands are set up so that the assets are placed under separate entities and the corporate management team is appointed as “manager” and paid a fee to fund operations.

Yet, according to DiDonato in a court filing, Fat Brands’ management fee covered only 80% of the costs of the business.

Fat Brands planned to grow its way through that challenge, but the economy, including inflation, made that more difficult.

“The management fees do not cover the operating costs in ordinary industry conditions,” DiDonato wrote in a court document. “And, in recent years, industry conditions have been anything but ordinary due to inflation and persistent economic uncertainty.”

Fat Brands in court documents said that the trustee of its securitizations had instituted a “manager termination event,” which could have placed control of the company’s assets under a different entity, though that step was never taken.

According to court filings, Fat Brands took out several other secured loans guaranteed by various assets, most of which come with interest rates in the mid-teens. The company and its various subsidiaries owe $47.35 million under such loans.

The company also owes $104 million in various unsecured debt and has $25 million in tax liabilities.

“To address this deficit,” DiDonato wrote, Fat Brands “had no choice but to look to non-securitization debt, unspent advertising costs, common and preferred equity raises and the sale of additional securitization notes that had been retained or purchased by debtors.” The company said in a court filing that it used $8.6 million in “unspent advertising costs as an additional source of liquidity.”

“Ratcheting penalties” from that debt also made matters worse. Fat Brands has paid $72 million in penalty interest and amortization payments since 2022, according to court documents.

The company had little cash, including just $2.1 million in unrestricted cash as of Jan. 23 and another $19.9 million in cash held under “restricted accounts” not under its control.

In a note sent to employees, seen by Restaurant Business, CEO Andy Wiederhorn called the bankruptcy filing “a proactive step to restructure our finances, reduce debt and position us for sustainable growth.”

“The market conditions over the past few years have been difficult, creating challenges in restructuring our debt, which we took on to strategically grow the Fat Brands portfolio,” he said.

Fat Brands started out as Fatburger, owned by Wiederhorn, until 2017 when the company acquired Ponderosa and Bonanza and went public that year through a so-called mini-IPO. It mostly acquired small brands at super-low prices until 2020, when it started using a series of securitization financings to acquire some $900 million worth of restaurant chains.

It acquired Johnny Rockets and Round Table Pizza owner Global Franchise Group, along with Fazoli’s and Twin Peaks, and later Nestle Toll House Café and Smokey Bones. Fat Brands’ various restaurant chains have 2,200 locations and 7,500 locations.

The company spent much of the past couple of years fighting federal tax charges that were dropped last year. Fat Brands accumulated $85.5 million in legal costs fighting those charges, according to court documents.

But while Wiederhorn and Fat Brands were able to emerge from those charges, it was unable to escape the reality of its debt burden and the increasing difficulties associated with the economy and its cash position. Same-store sales at its restaurant chains have declined for eight straight quarters.

Twin Peaks, which it spun off in an IPO last year, has seen same-store sales fall for four straight quarters.

The companies have been subject to a series of lawsuits in recent years in state and federal court, from shareholders, lenders and franchisees of its various brands. Franchisees from both Round Table Pizza and Hurricane Grill and Wings over misuse of marketing funds.

Fat Brands is the third major restaurant company using securitization financing to file for bankruptcy over the past two years, following TGI Fridays and Hooters. Both of those casual-dining chains have since emerged from bankruptcy with new owners.

Fat Brands recently gave three top executives, two of whom are Wiederhorn’s sons, large raises and retention bonuses to remain with the company through June should it file for bankruptcy.

Wiederhorn himself at the ICR Conference said that negotiations on the debt were “painful and slow” and also stressed that the debt all rests with the brands themselves and is not guaranteed by the parent company.

Source https://www.restaurantbusinessonline.com/financing/fat-brands-burdened-heavy-debt-declares-bankruptcy

Service improvements, and the Bearista cup, drove Starbucks sales last quarter
The coffee shop giant said its domestic same-store sales rose 4% in the period, its best performance in two years, as the holiday product launch and its new service model drove higher transactions.

Apparently, the key to Starbucks’ performance was in a glass bear cup.

The coffee shop giant on Wednesday reported its best domestic sales results in two years, coming from both loyal and non-loyal customers alike, boosted by a strong holiday product launch and the company’s service improvements.

Same-store sales increased 4% in the U.S., including 3% traffic. The company credited a strong holiday launch, driven by strong demand for the chain’s glass “Bearista” cup in November. Customers kept coming into the chain’s coffee shops throughout the period.

The company generated traffic growth from members of its Starbucks Rewards loyalty program for the first time in two years. But traffic from non-members of that rewards program improved even more, company executives said.

“We have a plan, we’ve been working the plan, and our plan is working,” CEO Brian Niccol told investors on Wednesday.

The quarter was a crucial one, both for Niccol and for Starbucks, as the company has faced consistent questions about its performance for the past two years among investors and others. Starbucks changed marketing, refocused the company on in-store service and restructured the corporate functions since Niccol took over as chief executive in 2024.

Starbucks’ efforts have cost the company profitability, as investments in service and remodels have eaten into margins. Operating margin in North America, for instance, declined 480 basis points last quarter, to 11.9% of revenues.

Yet executives have long maintained that improving sales and traffic was more important. “The topline will come first, and earnings will follow,” CFO Cathy Smith said on the earnings call.

Last quarter, Starbucks’ fiscal first period, was also the first full quarter in which the company had deployed its “Green Apron” service model, which featured investments in store labor to improve traffic and therefore sales.

The model led to improved brand performance across a number of metrics, including brand affinity scores.

Niccol said that traffic to the company’s coffee shops increased all day, but the performance was strongest in the morning, a crucial time of day for a brand that sells mostly caffeinated beverages.

Just as crucial to the company was improvements in its less-frequent customers who are not members of its Starbucks Rewards program. The company has 35 million members of the program, and growing, but its declining sales from less-regular customers was seen as a red flag.

The company shifted its marketing to broaden its scope and capture more customers. The Bearista cup helped drive that business last period. “You have to win both with Rewards customers and the lighter, infrequent customer,” Niccol said.

Also crucial for Starbucks was improvement in China, where mounting competition had dogged the chain over the past few years. Same-store sales in that market rose 7% last quarter.

Starbucks’ stock rose 7% in premarket trading on Wednesday.

Source https://www.restaurantbusinessonline.com/financing/service-improvements-bearista-cup-drove-starbucks-sales-last-quarter

Chipotle’s new CMO on how the brand’s latest ad meets consumer trends
“Choices” contrasts daily prep at the fast casual Mexican chain with images of nuggets in fryer baskets and frozen burger patties on a conveyor belt.

Chipotle launched a new national TV ad on Jan. 25 that juxtaposes the brand’s all-natural ingredients with the frozen, factory-produced food of some fast food competitors, per details shared with Marketing Dive. Created by agency Venables Bell & Partners, the campaign will run across video channels.

The 15-second “Choices” contrasts daily prep at the fast casual Mexican chain — chicken and fajita vegetables on the grill, fresh avocados being smashed for guacamole — with images of nuggets in fryer baskets and frozen burger patties on a conveyor belt. Soundtracked with “Choices” by rapper E-40, the imagery changes to match the song’s “yup” and “nope” lyrics.

The ad continues Chipotle’s long-running marketing focus on its real ingredients, a message that has become even more resonant as the “Make America Healthy Again” movement continues to call out ultraprocessed foods and artificial ingredients and has lead to changes in the food industry.

“From a brand standpoint, it’s not a new message, but I think the trend right now, more than ever, is that consumers really care about what goes into their food,” said Stephanie Perdue, Chipotle’s interim CMO. “You can see that in social media: whether it’s in the news or whether in the grocery store, people care more than ever if there are artificial flavors and colors or preservatives in their food, what goes into the food, the thought that goes into the food, where it’s from, and how it’s made.”

The competitive tone of the ad, which implicates unnamed fast food restaurants, is also not new for the brand. Chipotle in 2011 made waves with “Back to the Start,” an animated ad that called out industrial food production, and for years has activated around the Scripps National Spelling Bee by challenging kids to spell its ingredients and the complex ones used by competitors.

“This ad definitely is making you think about the food that you eat, and our values,” Perdue said. “We really care about using 53 ingredients, being really transparent about that and making the food fresh. Chicken fingers, chicken nuggets… where do those come from?”

Marketing changes
“Choices” is the latest effort during an active marketing period for Chipotle. The brand recently partnered with the PGA Tour and EA Sports College Football 26, and released new episodes of its “Unwrapped” video series featuring winter-sports athletes. Last month, Chipotle debuted a high-protein menu and new snack offerings at a time when many consumers are prioritizing protein.

“We’re on air now with our high-protein menu, really reinforcing [Chipotle] as a place for clean protein,” Perdue said. “This [ad] is almost like a second chapter to that story… this spot is complementary to that campaign.”

The launch of the high-protein menu, inclusive of snacks and smaller entrees, has allowed Chipotle to communicate its value proposition without resorting to value offers in the “four-for-four” mold, Perdue explained, especially as economic headwinds continue to drag on its business.

“Chipotle thinks about their values differently than just price value, and that’s where this new ‘Choices’ ad plays a role, because there’s value in eating fresh food. There’s value in eating food that’s not hiding additives or preservatives. It’s another way to talk about value in a way that’s not exclusively defined by price,” the executive said.

The “Choices” effort is one of Chipotle’s first under Perdue, who this month was appointed interim chief marketing officer after the departure of award-winning Chief Brand Officer Chris Brandt. Previously Chipotle’s vice president of brand marketing, Perdue has been at the chain since 2018, spent more than 12 years at competitor Taco Bell and is looking to continue the marketing that has made the chain a category leader.

“What I’m looking to do now in the CMO role is continue to tell a breakthrough story about Chipotle and really accelerate innovation… This year you’re going to see Chipotle really double down on menu innovation and different occasions. That’s really exciting, and it’s a place that we haven’t been for the past several years,” the executive said. “The brand is very unique, and that’s what’s really exciting, from an advertising standpoint.”

Source https://www.restaurantdive.com/news/chipotle-new-cmo-on-how-the-brands-latest-ad-meets-consumer-trends/810473/

Was RaceTrac’s Potbelly deal an anomaly or the start of a new M and A trend?
C-store operators looking to acquire a QSR brand face several potential risks, experts say. But the upside could be tremendous.

Convenience retailers have spent the past several years investing in new foodservice staff, equipment and menu items to elevate their on-site grub and better compete with restaurants. Besides proprietary programs, the industry has increased its partnerships and franchise opportunities with QSRs to make stores more of a food-focused destination.

Until last year, the thought of a c-store operator acquiring a QSR brand felt unfathomable. That changed overnight when RaceTrac acquired sandwich QSR chain Potbelly for $566 million in late 2025.

The deal rattled the convenience retailing industry — not just because of the size and scale of the move, but because of its implications. How might this acquisition change the way in which c-store operators level up their food games? Instead of spending the time and effort to build an in-house offering from the ground up, can a retailer go out and buy out a QSR brand?

Which leads to a single question that’s top of mind as 2026 gets underway, and one that industry experts across the board can’t seem to fully agree on. Was RaceTrac’s acquisition of Potbelly an anomaly, or the start of a wave?

A move out of left field
Josh Benn has spent the past two decades managing mergers, acquisitions and divestitures for food retailers and restaurant operators, from Twin Peaks Restaurants and Fazoli’s to Superior Grocers and Morton Williams Supermarkets.

Benn, who is global head of consumer, food, restaurant and retail investment banking for advisory firm Kroll, said that although RaceTrac’s purchase of Potbelly “came out of left field,” he “wouldn’t be surprised at all” if more c-store operators followed suit. He pointed to national and super regional retailers that are upping their food operations and have the capital for splashy acquisitions.

“RaceTrac’s move worked because of its scale, leadership commitment and long-term food ambition. Without those ingredients, an acquisition like this introduces more risk than reward.”

Mendy Meriwether – Principal and vice president of foodservice for NexChapter

“To have a better food offering for some of these players that are not Wawa or Sheetz or even Buc-ee’s… it definitely makes sense to me that they can add another amenity and bring more people in to spend more money and generate more margin,” Benn said.

Meanwhile, Robert Hampton, an industry consultant who was recently named chief technology officer at Yesway, said it’s entirely possible that another c-store retailer buys a restaurant in 2026. That type of acquisition could help c-store operators expand into adjacent markets and increase their footprint, he said.

Other experts feel that RaceTrac’s acquisition of Potbelly isn’t indicative of what’s to come. Mendy Meriwether, principal and vice president of foodservice for c-store advisory firm NexChapter, said a c-store retailer acquiring a QSR brand “is a very specific strategic move that only makes sense under the right conditions.”

Meriwether, who spent over 20 years leading foodservice and QSR programs at Wawa and EG America, added that most c-store retailers are better off building strong in-house food programs or partnering with restaurant brands to elevate their offerings.

“RaceTrac’s move worked because of its scale, leadership commitment and long-term food ambition,” Meriwether said. “Without those ingredients, an acquisition like this introduces more risk than reward.”

Dennis Ruben, executive managing director for c-store M&A advisory firm NRC Realty & Capital Advisors, said he’s not extrapolating too much from RaceTrac’s purchase. Although certainly an intriguing move that could create ripple effects in the industry, Ruben said he doesn’t think any hard conclusions can be made from the one transaction.

Instead, he thinks RaceTrac’s acquisition will force food-focused c-store operators to take a hard look at their earnings and do a cost-benefit analysis on whether acquiring a QSR brand is right for them.

“The question is, do those numbers make sense as opposed to trying to develop an organic foodservice program?” Ruben said. “Is it easier to buy it from somebody else that’s already developed it, or try to do it on your own?”

Risks and considerations
If a c-store retailer was looking to buy a QSR brand, numerous factors would play into picking a target — notably geography and product offering, multiple experts said.

Benn pointed out that a c-store retailer might want to buy a QSR brand that specializes in a food or beverage offering that the retailer doesn’t already excel in. For example, Casey’s General Stores would be better off acquiring a burger brand than a pizza brand, he said.

“The question is, do those numbers make sense as opposed to trying to develop an organic foodservice program?” Dennis Ruben – Executive managing director for NRC Realty & Capital Advisors

Meanwhile, targeting a QSR brand with a similar geographic footprint could be advantageous because the retailer’s consumers already know the restaurant. However, this could also risk cannibalizing visits to the restaurant, Ruben said.

“If you get a Burger King a half a block away from one of the convenience stores, does it make sense to integrate it into the convenience store?” Ruben said. “Probably not.”

Cannibalization isn’t the only risk at play for the convenience retailer. Several experts interviewed for this story said the operational complexities of running a restaurant — and how they differ from a convenience store — would present a major challenge.

Meriwether called out the different labor model, supply chain discipline and innovation cadence compared to convenience retail. A QSR program is less flexible than building a c-store food program in-house, she said, since proprietary offerings allow retailers to design specifically for their customers, their store formats and their economics.

She also said retailers face the risk of distraction, as leadership could get “pulled away from the core business if the restaurant brand becomes a parallel priority rather than a complementary one.”

“Finally, brand dilution is real,” she said. “If the experience doesn’t translate cleanly into the c-store environment, both brands can suffer.”

‘The real value shows up over time, not overnight.’

It’s no secret that many QSR brands have struggled with profitability in recent years. Chains such as Kentucky Fried Chicken, Boston Market, Wendy’s and Papa John’s have all faced losses and store closures. Last year, Pizza Hut’s parent company hinted that the pizza chain might be up for sale, and experts agreed that a national c-store chain would make a worthy buyer.

Although he would not call out any QSR brands in particular due to confidentiality reasons, Benn said “there’s a whole lot” of restaurant chains that would make sense as targets for a c-store retailer.

“Whether it’s a chicken, pizza or burger brand, there definitely are assets that I think could be interesting,” Benn said.

Meriwether said that if another one of these deals were to happen, it would likely involve a convenience retailer buying a smaller, focused concept as opposed to a large chain such as Potbelly. She added that QSR brands with compact footprints, simplified menus and strong off-premise appeal translate best to the convenience environment.

“Regional concepts with loyal followings can be easier to integrate and test locally before scaling,” she said.

Despite the risks, the potential upside of adding a QSR brand could be tremendous. Meriwether emphasized speed and credibility, noting that acquiring a QSR brand would provide “immediate access to proven recipes, processes and brand equity.”

However, even with the hype after RaceTrac’s ambitious move, Meriwether doesn’t foresee other retailers jumping to buy a restaurant chain. Instead, she expects the industry to watch how RaceTrac might apply Potbelly’s food systems, menu discipline and brand thinking into its c-stores.

“The real value shows up over time, not overnight,” she said.

Source https://www.restaurantdive.com/news/racetracs-potbelly-deal-spark-new-play-c-stores/810309/

Wahlburgers plots expansion at Home Depot, Bass Pro Shops
The burger chain is building units in airports, retailers and hotels this year, which will help it rebound after Hy-Vee ended its partnership last year.

Dive Brief:
Wahlburgers plans to accelerate its growth in 2026 through a focus on non-traditional locations, the company said in a press release Monday.
The burger chain will expand at Home Depot locations, airports, hotels and Bass Pro Shops this year.
The push will help the company stabilize its storebase a year after Hy-Vee ended its partnership with Wahlburgers, which led to the closure of 79 restaurants.

Dive Insight:
Non-traditional locations are a key part of Wahlburger’s growth strategy and the brand has previously opened locations in casinos, ballparks, racecourses and military installations. Last year, it opened a unit at the Detroit Metropolitan Airport, as well as a counter-service location at the Pearl Harbor Naval Base.

This year, it will add an existing Wahlburgers Wild restaurant to its company-owned portfolio at Big Cypress Lodge, where it will also will operate The Lookout at the Pyramid, The Fishbowl, Mississippi Terrace, The Den Bar & Lounge as well as banquets and in-room dining.

“We’re excited about the momentum we’re building nationwide and are committed to growing Wahlburgers in a thoughtful, strategic way,” CEO Randy Sharpe said in a statement.

Its expansion at Home Depots is unusual even, among QSRs focused on nontraditional growth. The chain partnered with Adaptiv Provisions to create Wahlburger trailers that operate outside select Home Depot locations. Three locations are operational in Rockledge, Stuart and Vero Beach, Florida, according to the press release. More locations are planned for this year. The menu at these locations includes Our Burger, Smashburger, BBQ Road Burger, Chrispy Chicken Ranch, shakes and breakfast items.

Wahlburgers has also partnered with Bass Pro Shops, and will open at the retailer’s locations in Irvine, California, and Sayreville, New Jersey in 2026. This partnership will add high-traffic, retail locations to the chain’s portfolio.

The chain said it is also focused on menu innovation this year and plans to “evolve its menu and limited-time offerings with smash-forward innovation and strong value propositions.”

Several other chains have moved toward non-traditional growth in recent years. Last year, Zaxbys said it intended to develop more non-traditional units after it signed its first agreement to open at a military base. The chicken chain is considering franchised units in high-volume, high-traffic locations like universities, travel centers and airports. Huddle House launched several new prototypes last year, including a 500- to 1,200-square-foot format designed for airports, colleges, malls and travel centers.

Correction: A previous version of this article incorrectly mentioned the opening of a Wahlburgers at Big Cypress Lodge in Memphis, Tenneseee. Wahlburgers is taking over the management of food and beverage options at the resort where it already operates a restaurant.

Source https://www.restaurantdive.com/news/wahlburgers-non-traditional-growth-home-depot-bass-pro-shops/810457/

Foodservice Equipment

Wasserstrom Acquires Breckenridge Kitchen Equipment & Design
The deal will boost Wasserstrom’s equipment project management capabilities and kitchen design offerings.

The Wasserstrom Co. has acquired Breckenridge Kitchen Equipment & Design, based in Huron, Ohio. In a Jan. 27 release, Wasserstrom states that the acquisition will help strengthen its equipment project management capabilities and further its ability to offer advanced kitchen design while broadening its market reach to a more expansive customer base.

“From our first conversation, it was clear that Breckenridge shares our commitment to excellence in foodservice facility planning and execution,” says Brad Wasserstrom, president of Wasserstrom, in the release. “We have long admired their work and are eager to see what our combined teams can achieve together.”

Breckenridge, founded in 1935, specializes in the planning, design and furnishing of foodservice facilities throughout the U.S., with a focus on hospitality, healthcare, education and restaurant markets. Post-acquisition, it will continue to operate from its current headquarters.

Richard Pohl, founder and president of Breckenridge, says, “We are exceptionally pleased to have the opportunity to join forces with one of the premier dealers in the food service industry. We believe that our capabilities mesh perfectly with the Wasserstrom approach to customer service and project management.”

Wasserstrom, based in Columbus, Ohio, distributes foodservice equipment and supplies to restaurants, hotels and other foodservice establishments nationwide. In 2025, it earned the Taco Bell Star Award and Cava’s Service Vendor of the Year Award.

Source https://www.fermag.com/articles/wasserstrom-acquires-breckenridge-kitchen-equipment-design/

TriMark Opens Pittsburgh Showroom
TriMark USA has opened a showroom in its Pittsburgh location. Similar to the dealer’s Cleveland branch, the facility measures approximately 1,400 square feet and serves as a showcase for a variety of equipment ranging from commercial foodservice equipment to tabletop items.

TriMark ShowroomThe Pittsburgh showroom has space for designers to showcase and workshop concepts, conduct vendor demonstrations and more. It is also equipped with a test kitchen, where operators can test equipment to see how it supports their menus.

TriMark reported annual revenues of $2.2 billion in 2024, making it the second-largest foodservice equipment and supplies dealer in the country, per FE&S 2025 Distribution Giants study.

Source https://fesmag.com/topics/the-latest-news/23377-trimark-opens-pittsburgh-showroom

Chrane Foodservice Solutions To Represent Thermo-Kool
Chrane says the addition expands its ability to deliver equipment solutions and manufacturer support across the region.

Effective Thursday, Feb. 12, Chrane Foodservice Solutions is set to start representing walk-in refrigeration manufacturer Thermo-Kool.

The new partnership spans the Texas and Oklahoma markets.

Chrane says the addition expands its ability to deliver equipment solutions and manufacturer support across the region.

“Thermo-Kool represents an exceptional strategic fit for Chrane and where we are organizationally headed,” says Chris East, principal of Chrane Foodservice Solutions, in a release. “Thermo-Kool is widely recognized as the market leader in walk-in innovation, product quality, reinvestments and customer experiences, positioning the brand for continued scale and meaningful product enhancements. Their leadership team is a collection of quality individuals we know, trust, and work exceptionally well with. Thermo-Kool is also deeply trusted as the brand of choice by many of our key consultants, end-users, and dealer partners across our core markets, with distinct opportunities for strategic growth.

“This opportunity is further strengthened by familiarity within our own organization,” he adds. “Several Chrane team members have represented Thermo-Kool in prior roles, bringing firsthand knowledge of the product, people, and the value it consistently delivers.”

Source https://www.fermag.com/articles/chrane-foodservice-solutions-to-represent-thermo-kool/

Tabletop & FOH

QSRs Can Turn Downtime Into Training Time
In quick-service restaurants, time is everything, especially when it comes to training new employees in high-turnover, leanly staffed environments. The old industry saying goes: “If you’ve got time to lean, you’ve got time to clean.” But today, more brands are giving that motto a modern twist: “If you’ve got time to lean, you’ve got time to learn.”

Instead of pulling new hires off the floor for long training sessions that slow down operations, more QSRs are finding ways to use quiet moments between rushes to build skills right on the job. With the help of digital tools, even a few spare minutes can become an opportunity to teach, reinforce, and support without slowing the team down.

Training in the Gaps
In theory, onboarding in a QSR should cover everything from menu builds to safety protocols, POS systems, and customer interactions. But in practice, that kind of comprehensive training is rarely possible. With lean staffing and fast-paced shifts, new employees are often expected to hit the ground running, learning on the fly and shadowing coworkers who may be just as stretched. That improvisational approach has a cost. More than half of QSR employees leave within their first 90 days, often citing a lack of training or support. And every departure adds pressure to already overburdened teams.

But rather than trying to force full-scale training sessions into already packed schedules, some QSRs are taking a different approach: using the quieter moments that already exist to build knowledge bit by bit. The lull between meal rushes, the short pause while waiting for fries to finish, the reset between shifts – these natural gaps in the workday are being reimagined as quick, focused learning opportunities.

With the right tools, even a few minutes of downtime can reinforce good habits, boost confidence, and help new hires feel more prepared, without ever leaving the floor.

Learning in the Flow of Work
What makes today’s digital training tools effective isn’t just their format – it’s their fit. They’re designed for the same fast, fragmented environment employees already operate in, turning ordinary pauses into purposeful learning.

Microlearning platforms built for frontline teams let managers assign short, role-specific modules that can be completed on a mobile device in under five minutes. These bite-sized lessons might be quick video walkthroughs, interactive checklists, or brief quizzes, and reinforce key procedures while keeping employees active on the line.

These micro-lessons often focus on one task at a time – like how to wrap a burrito correctly, avoid common cross-contamination errors, or explain limited-time offers to customers. Some operators rotate “daily quick tips” by station: hygiene protocols on Monday, upselling phrases midweek, and closing checklists on Friday. Others build short video demos into shift-change handoffs, giving new team members just-in-time reminders before the next rush.

Some tools take it a step further, embedding training directly into the physical space. Digital signage near prep stations or sinks can cycle through safety prompts, prep tips, or time-of-day reminders. POS systems can offer AI-driven nudges, suggesting upsells during slower periods or reminding cashiers about specials and combos during peak hours. Even QR codes above beverage stations can link to 60-second refreshers on cleaning protocols, or “how-to” videos playing while waiting on the fryer.

These aren’t just convenient – they’re contextual. Training delivered in the exact moment and place it’s needed is far more likely to stick. Instead of being treated as a separate activity, these tools embed learning into the daily rhythm of the shift. That mindset shift, from formal sessions to in-the-moment reinforcement, helps new hires build competence and confidence without slowing the team down.

Rethinking Downtime
Using downtime for training isn’t just about filling empty minutes. It’s about building a more capable, confident workforce without disrupting daily operations. When learning becomes part of the shift instead of a break from it, training stops feeling like a burden and starts becoming second nature.

The long-term payoff goes well beyond faster onboarding. Continuous, bite-sized support helps reduce early attrition by giving new hires the reinforcement they need from day one. It also strengthens performance across teams, ensuring core standards don’t slip in high-turnover environments.

And perhaps most importantly, it creates resilience. When training is continuous, built-in, and adaptable, restaurants are better equipped to respond to new menu items, safety updates, or service changes without pressing pause.

For brands looking to get started, the best first step is to identify natural lulls in the daily schedule: times when employees are present but underutilized. From there, start small: post a QR code above the beverage station that links to a quick cleaning refresher, or introduce a short weekly video with customer service tips during shift changes. The goal isn’t to overhaul your training overnight. It’s to make learning a consistent part of the workday, one moment at a time.

Downtime will always be part of the QSR day. The difference lies in whether you’re wasting it or letting it work for you.

Emily McCue Baldeschwiler

Source https://modernrestaurantmanagement.com/qsrs-can-turn-downtime-into-training-time/

Digital PR for Restaurants: Trends, Tips, and Strategies for 2026
If you’re in the marketing world and know what SEO is, you may have heard of digital PR.

Digital PR has picked up in popularity over time, especially with the introduction of AI tools like ChatGPT, Perplexity, and Gemini. This is because search engines have gotten much smarter about how they analyze backlinks and brand mentions, and those things factor into even local SEO rankings.

While many agencies sell digital PR for the backlinks, this goes beyond links. Digital PR is about building real awareness through the audiences that journalists and bloggers reach. It’s about getting on websites and digital outlets that your potential customers are reading.

In this article, I’ll explain what digital PR is and then walk through how to build a campaign.

What Is Digital PR?
Digital PR is the practice of earning online coverage from outlets such as websites, blogs, internet news outlets, podcasts, and more.

That coverage can take many forms:

Mentions in online news outlets.

Features on food blogs or city guides.

Quotes in trend articles.

Inclusion in “best of” or seasonal roundups.

For restaurants, digital PR works best when it connects what you do in the real world with something timely or interesting online. That might be a new menu concept, a community initiative, a unique data point, or a fresh take on a food trend.

With digital PR, you’re not trying to place a link. You’re trying to tell a story that’s worth publishing for the outlet you’re pitching.

How Is Digital PR Different from Traditional Restaurant PR?
Digital PR still shares the same goal as traditional PR, but it operates in a much more flexible media environment. The difference isn’t in the type of work that needs to be done. In digital PR, you still need press releases, outreach, and relationships.

The difference is in the targeting.

Traditional PR focused on print publications, broadcast outlets, and long editorial calendars.

Digital PR centers on online journalists, independent bloggers, and digital publications that publish continuously rather than monthly or quarterly. Once outreach begins, stories can go live within weeks, and coverage is often shared, syndicated, or linked to over time.

Another major difference is how relationships are built and maintained. Traditional PR relied heavily on formal pitches and established media hierarchies. Digital PR involves ongoing relationships with bloggers and online journalists who manage their own platforms and audiences. These writers value relevance, speed, and useful assets like images, data, quotes, and ungated resources. Coverage is more conversational and niche-focused, reaching highly targeted audiences rather than broad, generalized ones.

So investing in traditional PR for your restaurant might get you TV and magazine placements, while a digital PR investment will get you featured on local blogs, listicles (for example, “best restaurants near me” articles), and online news outlets.

Keep in mind, though, that many mainstream media outlets are online now as well. TV stations, radio stations, and traditional magazines also have websites. It’s possible that your digital-focused story could land you more traditional media placements as well as a byproduct of the work. Journalists do pass these things around!

Which Is Better for Restaurants: Traditional PR or Digital PR?
It depends on where your customers actually spend their time.

If your customers still watch the evening news, read local magazines, or listen to the radio on their drive to work, traditional PR can still make sense.

If they’re discovering new places through food blogs, online articles, YouTube reviews, or Google searches, digital PR will usually deliver more impact.

Most restaurants benefit from a mix of both. But if you have to choose one, follow your customers’ habits. Showing up where they already look for dining ideas is how your story gets noticed and remembered.

How to Build a Digital PR Campaign for Your Restaurant
If you’ve decided that digital PR is worth your time, this will walk you through how it really works.

Digital PR can sound confusing and complicated. As is the case with traditional PR, not every story will result in placements, but it works best when you follow a clear process.

Here’s how to approach it step by step.

1. Define the Business Objectives
Start by getting specific about what you want out of the campaign.

For restaurants, common objectives include:

Increasing local brand awareness before a new opening.

Driving foot traffic during a slow season.

Supporting expansion into a new neighborhood or city.

Building authority for catering, private events, or delivery.

Rank higher in local search (in Google, ChatGPT, etc.)

Your objective will shape the type of story you pitch. A restaurant trying to attract weekday lunch traffic needs a very different angle than one launching a second location.

If you skip this step, you’ll end up chasing coverage that looks good but doesn’t move the business forward.

2. Research Your Audience
This step is less about demographics and more about digital behavior.

You need to know where your customers already spend time online, because digital PR only works if your story shows up in places your target audience actually reads.

Start by mapping out your customers’ online habits:

Do they read local news sites to find events and openings?

Are they following food bloggers or TikTok creators for recommendations?

Do they rely on city guides, Reddit threads, or neighborhood Facebook groups?

Are they searching Google or ChatGPT for “best brunch near me” or “date night restaurants”?

Your answers will determine where you pitch. A restaurant that draws tourists should think about travel and city guide sites. A neighborhood spot may benefit more from local publications, community blogs, and regional newsletters.

You can also reverse-engineer this research. Explore questions like:

Who has already written about similar restaurants?

Which outlets show up when you search for cuisine-related keywords?

What content gets shared and discussed in your local market?

The goal isn’t to be everywhere. It’s to show up in the few places your customers trust when they’re deciding where to eat. When you understand where your audience hangs out online, the rest of your digital PR strategy becomes much easier to execute because you know your target.

3. Research the Outlets
Once you know where your customers spend time online, the next step is understanding the outlets themselves.

Every blog, publication, or online media outlet exists for a reason. If you don’t understand what they’re trying to accomplish, your pitch will feel off, no matter how good the story is.

Start by asking a few simple questions:

What are the bloggers or journalists in this niche trying to accomplish?

What type of content do they write, and why do they write it?

Why do people read blogs in this niche in the first place?

Spend time actually reading the outlet. Look at recent articles, headlines, and formats. Some writers focus on discovery and trends. Others aim to be practical, helping readers decide where to eat this weekend. Some are driven by SEO, while others are building a loyal local audience.

Pay attention to patterns:

Are articles list-based, interview-driven, or review-heavy?

Do they prioritize local relevance, visuals, or quick recommendations?

Are restaurants framed as experiences, value options, or cultural spots?

When you understand the outlet’s purpose and its audience’s expectations, you can shape your story to fit naturally into their content.

At that point, you’re no longer pitching a restaurant. You’re helping them create something their readers already want to read.

4. Develop a Story Idea
Strong digital PR starts with creating moments that are actually worth covering. Focus on ideas that give writers something new or timely.

Some story ideas that are common for restaurants include:

Hosting exclusive press events like tastings, kitchen tours, or chef-led demos.

Collaborating with local chefs or food creators on limited-time menus or guest appearances.

Running themed nights tied to trends, pop culture, movies, or sports instead of generic DJ events.

Partnering with local charities or hosting fundraisers to create community-driven stories.

Announcing big updates like a new location, chef, expanded patio, or major menu overhaul.

Creative promotions, such as a reworked happy hour or late-night concept.

Digital PR can also tie into content marketing with ideas that include story-heavy graphic elements, such as:

Releasing a data-backed infographic, such as “How Dining Habits Changed in [Your City] This Year,” using anonymized order data, booking trends, or customer surveys to reveal shifts in what, when, and how locals are dining.

Publishing a citywide dining map, like “The Most Popular Neighborhoods for Dining in [City]” or “Where [City] Eats After 10 PM,” visualizing real customer traffic, reservation patterns, or late-night demand across the metro area.

The goal isn’t to promote everything. It’s to choose the ideas that feel timely, relevant, and useful to the outlet’s audience.

Sometimes, you get in the door with a more creative story. After that, you can pitch them something more promotional later when they trust you.

5. Write a Press Release to Support the Story
Not every pitch needs a press release, but having one helps you stay organized.

Your press release should:

Lead with the most interesting point, not your background.

Clearly explain why the story matters now.

Include a short quote from an owner or chef.

Keep the length tight and skimmable.

Think of the press release as reference material. Many journalists won’t publish it directly, but they’ll use it to understand the story quickly. Avoid hype. Facts and clarity work better than big claims.

If you want to learn more about writing press releases, Backlinko has a guide.

6. Write a Supporting Email Template
Your pitch email matters more than the press release.

Keep it short. Most editors decide in a few seconds whether to keep reading.

A strong pitch email:

Opens with a relevant hook and personalizes based on their recent work.

Explains the story in two or three sentences or three bullet points.

Makes it clear why their audience would care.

Offers to provide more details or data

Personalize whenever possible and wherever possible. Even a single line showing you know what they cover can make a difference. Lots of people are using AI to write their emails for them. It’s okay to use AI to assist you in your writing, but make sure you check the email and that personalization is from you, not the robots.

7. Build a Media List
A media list is simply a targeted list of people you’ll pitch.

Focus on quality over quantity. At Ranko Media, when working on outreach in our digital PR agency, we’ve found that the optimal list size is around 50 contacts. Data from other sources support this.

When getting your list together, include:

The outlet name.

The writer or editor’s name.

Their beat or focus area.

Their email address (journalists prefer being pitched via email over social media).

Update this list over time. Digital PR compounds when you build real relationships instead of starting from scratch every campaign.

8. Pitch the Media List
When you pitch, timing matters. Journalists and bloggers are most likely to respond Avoid sending pitches late at night or on weekends unless you know the outlet works that way. Early weekday mornings often perform best.

Be prepared for:

No response (they may still publish your story, though.)

Polite rejections.

Requests for more information.

Follow up once, then move on. Persistence helps, but pestering hurts your reputation. PR statistics show that, on average, you’ll probably win less than five percent of the contacts you reach out to.

If you land coverage, thank the writer and share the article. That small step goes a long way!

Digital Done Well
Digital PR isn’t a shortcut, and it isn’t just about backlinks as it’s typically sold.

For restaurants, it’s a way to show up where people already spend their time reading, planning, and deciding where to eat. When done well, it supports SEO, brand awareness, and real-world traffic all at once.

The best campaigns start with clear goals, strong story ideas, and realistic expectations. Focus on relevance, not scale.

If you consistently tell stories that matter to your local audience, digital PR becomes less about chasing coverage and more about earning it.

Nicholas Rubright

Source https://modernrestaurantmanagement.com/digital-pr-for-restaurants-trends-tips-and-strategies-for-2026/

The Hidden Restaurant Staffing Crisis
Restaurants are known to be physically and emotionally taxing environments with staff under constant pressure to produce. This atmosphere is one of the reasons staffing is reported to be a continual struggle for operators.

Dan Simons, co-owner of Farmers Restaurant Group, implemented policy-level mental health support, including free online therapy for all employees and their families to lower stress, reduce turnover, and improve safety. The group includes eight Founding Farmers restaurants in DC, Maryland, Virginia, and Pennsylvania, a distillery, Founding Spirits. and a catering arm for a total of more than 1,500 employees.

In this conversation with Modern Restaurant Management (MRM) magazine, he discusses why he believes prioritizing a human-centric culture is essential for restaurant success.

How would you define the “hidden burnout” crisis in hospitality and how is it different from the everyday stress that is common in the industry?
Servant leadership and all jobs in hospitality inherently require that we put the needs of others above our own. This is what those of us who work in this industry love doing. It creates warm, wonderful, intrinsic benefits. And, yet, it means that when we put ourselves last, day in and day out, we can lose sight of what we, the individual, need.

For most workers, the “daily stress” of the job isn’t actually viewed as stressful. What is distressing (the negative version of stress, in my view) is when compounding negative factors batter workers, managers, and chefs relentlessly — margin erosion, societal strive rolling through the front doors and spilling onto the table and the server, legislation or ideology that pits worker vs. manager (even though most of the time, in my experience in both roles, that relationship is actually positive), staffing levels amidst decades of ineffective immigration policy. The distress can push a hospitality person to reach the point where it just isn’t worth it anymore.

Why is this issue important to you?
I love my teammates, and I love the camaraderie inside and outside our restaurants with our colleagues at other places. We are a deeply human industry. It isn’t actually ever food or drink that touches a diner’s heart — it is the work of the humans who produced and presented that food or drink that has touched that diner’s heart.

We are a deeply human industry. It isn’t actually ever food or drink that touches a diner’s heart — it is the work of the humans who produced and presented that food or drink that has touched that diner’s heart.

One reason some restaurants make magic is that they keep their teams together; low turnover, fully-staffed, fully-trained, fully-performing — this recipe allows for the team to gel, and the magic to be made. So the issue of caring for our people is paramount; we must care for each other and ourselves so we can care for others, for the long term.

Is this crisis worsening and what can be done to combat it?
I’m not sure it is worsening; I think it depends on the restaurant and the city it is in. As with many topics, we can improve by replacing ideology with logic. When people with influence and power actually choose to listen, distill, collaborate, and look for common ground, rather than closing their ears tightly and opening their mouths widely. With a logical, centrist approach to issues outside the restaurant, we can reduce some of the distress inside. We can have policies that help employees and companies with things like child care and health insurance, and we can do this without demonizing businesses or demonizing workers who need support.

That’s all outside the restaurant; inside the restaurant, we can celebrate Chefs, Managers, Workers and Leaders who are doing exemplary things to support one another — we can make these the restaurant stories that maybe the media would retell and magnify, rather than holding up and celebrating the wrong people, doing the wrong things, and fanning the flames of negativity. Maybe food writers could write about the amazing people doing the work, and stop desperately hunting clicks with slash-and-burn criticisms that miss entirely the reality of the humans pursuing their craft. And yes, the topic I raise in every conversation: we can make discussion and support for mental health in the workplace as normal and common as taking inventory or pouring wine.

What are some examples of the business costs of mental exhaustion in restaurants?
Well, you don’t want your air traffic controller exhausted or wishing they weren’t at work, because then planes crash. While far less dramatic, the same is true — exhausted servers ring up orders wrong, which means cooks need to remake food on the fly, and guests are upset (rightfully so)…and if you think restaurants aren’t life and death, you are wrong. Food safety is a restaurateur’s most important topic. Literally, more important than service, flavor, and profit.

When cooks are exhausted, treated unfairly, or lack role models who care, food safety standards slip. Just Google Jack in the Box and food poisoning if you want to know what happened… and if you think that was a long time ago, realize these lapses can happen anywhere, any time, and they do — even though, thankfully, they are not widespread or as tragic as the J.i.B. situation. Just think of the cost to the business — from recooking food ordered or made wrong, to paying for hospital bills for diners who got it, to ER bills for cuts, slips, and falls when employees are distressed and unable to lock in with the focus their role requires.

How is Founding Farmers addressing this issue, particularly on the policy level?
We focus on the intersection of strategic and tactical — the two elements that shape how we build and sustain our human-centric culture. We offer free mental health benefits to our employees (and their family members) — access to licensed therapists. We offer free massage — sounds strange, but yes, it’s a thing. We normalize talking about mental health by teaching classes on the subject, by providing mental health first aid training, and by bringing in guest speakers to educate our chefs and managers on mental health and tactical ways to engage and support our staff.

We normalize talking about mental health by teaching classes on the subject, by providing mental health first aid training, and by bringing in guest speakers to educate our chefs and managers on mental health and tactical ways to engage and support our staff.

Most importantly, we LISTEN. We listen through our employee surveys, we listen through our Voices at Work meetings, we listen, and develop programs and policy through our Council on Culture, made up of employees and outsiders to ensure we have comprehensive perspectives.

What should other restaurant groups be doing to protect their staff?
First, I’d say lots of restaurant groups care deeply about their people and are already doing many positive things. I can’t give advice; I can only share my perspective. I think any leader, namely me, can Listen More. We can ask our people what is stressful, what is distressing, and what solutions would really help them. The more we listen, the more our tactical solutions come from the inside out, and the bottom up, rather than the assumptions that often flow from the elevated positions of authority.

My favorite benefit is Paid Time Off. It gives people the #1 thing they need, physically, mentally, spiritually — time to unplug from work, reconnect with themselves, with a viable financial way to take the time. For the large groups, they can invest more in Manager/Chef Training on the soft skills; they can invest money to get them off the shift, and into meeting rooms and classrooms, and not some useless check-the-box video, but actually engaging classroom environments, with role plays and safe environment discussions. The stronger groups have better Managers/Chefs, and the workers will have a better experience.

What can indie restaurants do to better support staff mental health?
Listening More is free, so a restaurant co any size can elevate by doing this. Survey Monkey is free; WhatsApp is free — asking questions, and then immersing in the answers, and looking to give the employees solutions and support that they want is where it starts to make an impact. Because, by asking the questions, we are normalizing the answer. Don’t ask “Do you want help with your mental health?” Instead, ask “Do you ever have days where you just don’t feel like you can get yourself out of bed?” Forming groups at work for people to talk and discuss and support each other — while they are on the clock, and scheduled for the “round table discussion” — sure, it costs some labor dollars, but the ROI is clear, but it lowers turnover costs.

What impact has Founding Farmers experienced since redesigned benefits and what is the staff response?
This is not new for us — we’ve had elements, tactical and strategic, that bring this culture to life since our first Founding Farmers opened in September 2008. We’ve learned a lot along the way, so we’re always evolving, always testing and trying new things, and measuring them, to figure out what creates value for our people, and thus, our enterprise. We know the staff response, because they vote with their feet — having turnover at half the industry average is an endorsement, and yet in my view, it’s still far too high, and we can always do better for our people, and thus, our business.

Source https://modernrestaurantmanagement.com/the-hidden-restaurant-staffing-crisis/

Food & Beverage

Cookie Plant Blast Kills 5 Workers
Investigators believe that the overnight explosion started near the facility’s ovens.

An explosion and fire at a cookie plant in Greece killed five workers and injured seven earlier this week, according to local authorities.

The Associated Press reported that the blast occurred during the night shift at the Violanta production facility in Trikala, located in central Greece. The resulting blaze took fire crews hours to put out and destroyed the building.

The bodies of four workers were recovered from the premises, and a fifth was discovered later. All of the victims were female night shift workers, the report indicated.

Seven others, including a firefighter, were hospitalized; none were in serious condition, the AP reported Tuesday.

Authorities said that they suspected that the blast started near the plant’s ovens, which run 24 hours per day.

Violanta produces whole wheat cookies, chocolate‑sandwich cookies, cereal bars and other products for distribution throughout Greece.

Source https://www.foodmanufacturing.com/safety/news/22959474/cookie-plant-blast-kills-5-workers

Early Warning for Wine Spoilage Glows in the Dark
A “living biosensor” allows wineries to catch problems before flavor and quality are damaged.

New research, led by Hebrew University PhD student Yulia Melnik-Kesler under the guidance of Professor Yael Helman and in collaboration with Professor Oded Shoseyov, has developed a new biological sensor that can detect wine spoilage at an early stage, potentially saving producers and consumers from costly quality losses.

The study was published in Microbial Biotechnology.

Wine spoilage is often caused by the buildup of acetic acid, the compound responsible for vinegar-like smells and sour flavors. Once acetic acid levels rise, the fermentation process can stall and the wine may become undrinkable. Current methods for measuring acetic acid rely on laboratory techniques such as gas chromatography and liquid chromatography, which are expensive, slow, and require liquid samples. These limitations make it difficult for wineries to monitor fermentation in real time and react before damage is done.

To address this challenge, Helman’s team created a living biosensor made from engineered bacteria that glow in response to acetic acid. The system uses a natural bacterial regulator called YwbIR, originally found in Bacillus subtilis, which, once transcribed in the biosensor, activates a light producing gene when it detects acetic acid. When acetic acid is present, the biosensor emits a measurable luminescent signal, allowing accurate quantification of the compound.

In laboratory tests, the biosensor showed a strong and linear response to acetic acid levels between 0 and 1 gram per liter. This range is critical for winemakers, as spoilage typically begins when levels reach approximately 0.7 grams per liter. At these spoilage-relevant concentrations, the signal increased by five to eight times, providing a clear warning long before the wine becomes undrinkable.

One of the most important breakthroughs is that the sensor works not only in liquid, but also in the air above the wine. This means it can detect volatile acetic acid in the headspace of a wine bottle or fermentation tank without opening it. In tests with commercial red and white wines, the biosensor successfully distinguished normal wine from wine that had been artificially spoiled by added acetic acid, producing a clear increase in light output within two hours.

Unlike many electronic or optical sensors, the new biosensor remains reliable even in high alcohol environments. It functioned accurately in wines containing up to 14.5% alcohol, a condition that typically interferes with conventional detection systems.

Beyond wine making, the researchers believe the technology could have much wider applications. Acetic acid is an important indicator in many fermentation-based industries, including food production and biofuels. It is also emerging as a biomarker for certain diseases, meaning future versions of the biosensor could potentially be adapted for noninvasive medical diagnostics, such as breath analysis.

“This system allows us to detect acetic acid in real time, without complicated equipment or sample processing,” said Helman. “It opens the door to affordable, on site monitoring of fermentation quality and, in the future, may even support medical diagnostics based on volatile biomarkers.”

Source https://www.foodmanufacturing.com/safety/news/22959359/early-warning-for-wine-spoilage-glows-in-the-dark

These food and beverage marketing trends will drive cravings in 2026
There are some surprises from the latest forecast from the creative minds of FoodMix, including fiber’s time to shine, healthy boundaries for AI, a cynical view of sustainability and more.

FoodMix Marketing Communications, the Chicago-based food and beverage marketing agency, turned 25 this year and is once again releasing its predictions for the trends that will make consumers’ cravings hit the hardest.

Spoiler alert: Today’s consumer is clear-eyed and increasingly sober, so don’t try to pull any funny stuff.

“Today’s consumers expect more from the foods and beverages they choose — more transparency, more nutrition and more meaningful experiences,” says Dan O’Connell, CEO and founder of FoodMix. “The brands, operators and retailers that will thrive in 2026 are those that will innovate with purpose and be quick to respond to how consumers eat, drink and live.”

A few key trends we noticed right away: A sobering uptick in mocktails, the ability to detect greenwashing in sustainability claims, setting healthy boundaries with AI, a new appreciation for fiber and more.

Designer produce
Accelerated innovations in produce will score big with consumers, according to the FoodMix predictions. “It has been an industry discussion for years; the answer is meeting consumers’ unmet needs for value-added and culinary forward produce,” said Nadine Baarstad, SVP Industry Relations for FoodMix.

Time for marketing to get “so for real right now”

Millennials and Gen Z in particular are super leery of cause-related marketing campaigns and sustainability claims as well. The fix? Get detailed. “Share the why behind the cause, the stats behind the contributions and how it all connects back to the company’s mission, vision, values and brand,” said FoodMix VP Account Service Rachel Hansen.

2026 will be the Year of Fiber
That bold (and hearty) claim is posed by FoodMix Public Relations Director Lisa Ptak, who points out the average American just isn’t getting enough fiber. “Women require 25 grams and men require a whopping 38 grams per day. Fiber is a driver of digestive health, weight management (satiety) and blood sugar control. Aren’t these related health problems why America is on weight loss drugs?”

Sober takeover
Are Americans leaving behind their era of getting sloshed? According to FoodMix Associate Creative Director Jeremy Anderson, “mocktails are ordered more frequently at the restaurant I own. This is clearly a trend that beverage brands, retails and foodservice operators can capitalize on.” The cherry on top of the Shirley Temple? The margins are great.

Hyper regionality continues, gets more specific
A self-described “traveling foodie,” FoodMix Senior Account Executive Miguel Molina predicts more regionalization of global flavors: “Think smoky moles of Oaxaca or the distinct numbing Mala spice of Sichuan street food.” More mashups, like Korean pizza with gochujang and kimchi or Lebanese coffee are on the way.

Nice try, AI
Creative people will be setting boundaries with AI, not the other way around, predicts Chris Miller, FoodMix’s VP Creative director. “We believe there is magic in what a group of collaborative people can dream up — driven by unique insights and precise strategy. AI currently is, and will continue to be, a way to help drive execution more than create original ideas. It’s a tool — a powerful one no doubt, but still something that helps executive an idea versus creating it.”

Source https://www.foodservicedirector.com/food-beverage-trends/these-food-and-beverage-marketing-trends-will-drive-cravings-in-2026

Energy drinks surge ahead with better-for-you options and new audiences
Clean formulations, innovative formats and social media trends drive growth in the $15.5B c-store segment

Energy drinks, the undisputed pacesetter of the convenience-store cold vault, are finding renewed vim and vigor with new products and new audiences.

Not only are the leaders of the energy space—Red Bull, C4, Monster, Rockstar and others—helping fill the retail pipeline with compelling new arrivals, but a new breed of energy players is taking center stage to provide both core drinkers and new users with more reason to get energized.

The advent of clean, sugar-free and better-for-you energy is the overarching headline, furnishing the segment with a health halo after dealing with concerns over higher caffeine levels in formulations impacting younger consumers.

To add more bandwidth to the energy offer, the emergence of mixes and pouches is attracting new users across gender and demographic lines. Energy mixes and pouch formats provide convenience and personalization along with the energy boost.

Speaking about the energy boost that’s bound to continue into 2026, beverage industry participants believe marketers “have been smart to capitalize on better-for-you trends in a category that for a long time was hyper-focused on men, college students and blue-collar workers,” said Duane Stanford, editor and publisher of Norcross, Georgia-based Beverage Digest.

The evolution toward “trendy ingredients, such as adaptogens, was inevitable: marketers across all beverage categories are cleaning up labels and capitalizing on social media-driven health and wellness trends,” said Stanford.

Stanford notes that smaller suppliers have driven much of the innovation.

“Upstarts drive most of the game-changing innovation because they’re nimble and have less to lose,” Stanford said.

Burst of energy
The consolidated category encompassing non-aseptic drinks, shots and mixes in c-stores grew 7.9% for a 52-week period ending Sept. 7, according to Circana.

The $15.5-billion c-store market saw non-aseptic drinks gain 8.5% in dollars, with energy drink mixes up a whopping 99% over the year period. Energy shots lost 6.7%.

A greater level of vigilance on the part of consumers about the foods and beverages they consume manifested post-pandemic. This paved the way for cleaner, functional energy to receive better trial in c-stores.

“Our research shows that about 60% of consumers currently read food labels on a regular basis,” a significant increase from pre-COVID-19 times, said Sally Lyons Wyatt, global executive vice-president and chief advisor of consumer goods and foodservice insights for Chicago-based Circana.

“We can’t pinpoint what came first: the public attention to higher levels of caffeine (in energy drinks) or that manufacturers understood that consumers were seeking more alternatives with energy. One way or another, it’s led to a new level of category innovation,” Lyons Wyatt said.

A “confluence” of three trends has triggered a higher level of new and intriguing arrivals within an already-prolific energy category.

“Consumers are reading more labels, watching sugar and seeking benefits beyond caffeine, which created demand for transparent formulas such as zero sugar, natural flavors, L-theanine, electrolytes and adaptogens,” said Richard Laver, founder and CEO of Austin, Texas-based drink brand Lucky Energy.

The category has also “splintered into new occasions: workday focus, gaming, pre-workout, afternoon slump: this invited formats beyond 16-ounce cans to 12-ounce sachets/mixes and pouches,” said Laver. “Add social-led discovery and GLP-1 (glucagon-like peptide) era calorie consciousness and you get a flywheel where better-for-you and better targeting keeps pulling more shoppers in.”

Laver also points to “distribution and manufacturing barriers” being razed post-pandemic as a third vital trend. “Amazon lowered the cost of trial and DSD (direct-store-delivery) networks opened doors for challenger brands with true velocities,” said Laver, whose Lucky Energy brand offers a portfolio of options that boast zero sugar, zero calories and five health-focused ingredients.

New recruitment
Be it via healthy formulations, social media or distribution-related means, new energy drinks are being tested by a new breed of consumer. The significant rise of retail coffee prices due to higher tariffs and less-than-optimal weather conditions for coffee growers conspired to make consumers seek their daily caffeine boost from alternative sources, said Lyons Wyatt.

“Consumers are making choices about where they want their energy boost to come, and some have switched from coffee to energy drinks,” she said.

Stanford of Beverage Digest reinforces this trend towards java. “Coffee drinkers have increasingly moved to energy drinks. They more and more want their coffee cold and fizzy,” he said.

Younger generations are increasingly open to adventurous tastes and innovative formats—and social media influence has had a significant impact, said Jacob Jordan, category insights manager for major U.S. c-store distributor McLane Co. Inc., Temple, Texas.

“At the same time, there’s a growing emphasis on product quality. Manufacturers that deliver BFY [better-for-you] options, offering not only great taste and excitement but also added functionality, are best positioned for long-term success,” said Jordan.

The numbers bear out the continued upward trajectory of energy, which had been growing incrementally within its core and beyond. Energy in the c-store cold vault has delivered uninterrupted dollar and unit growth that traces back more than a decade, if not longer.

Widening the ‘tent’
Expanding to attract a new breed of energy consumers is a mission that Lucky Energy “has been intentional about,” said Laver. “We leaned into gender-neutral, lifestyle-forward branding: our white cans and clean design aesthetic signal accessibility to invite women, professionals and wellness-minded shoppers.”

Other suppliers have developed nuanced strategies, be it through energy line extensions or across their multiple brand lineup. At Keurig Dr Pepper Energy Brands, Burlington, Massachusetts, each of its four brands offers a distinct point of difference to appeal to a wide range of consumers, said Justin Whitmore, president of Keurig Dr Pepper Energy Brands.

“Bloom (Sparkling Energy) is a female-forward offering, C4 Energy offers functional performance focus, Ghost is a mainstream appeal while Black Rifle has an unapologetically American positioning,” said Whitmore.

This delineated strategy has helped KDP grow from near-zero market share to more than 7% of the U.S. energy category in just a few years, said Whitmore, adding that nearly three-quarters of Gen Z and two-thirds of millennials try new beverages monthly.

“More than 60% of energy drink consumers purchase at least once per week, and the category continues to add millions of new households each year,” said Whitmore. “There remains significant headroom for growth relative to more mature liquid refreshment beverage segments.”

Make the space work harder
There’s a lot at stake; thus, retailers are constantly seeking to right-size an ultra-robust category from a category management standpoint. “The answer isn’t to keep expanding the cold vault but to make the space work harder,” said Laver of Lucky Energy.

Using automated data, consumer feedback and wholesale-distributor input, retailers can calibrate sets, “indexing to velocity, giving space in proportion to what actually moves, but regularly run incrementality checks so slower-turning ‘new’ brands that bring in different shoppers don’t get cut too soon,” said Laver.

“Showing up with the right product at the right price and making a strong case for shelf space (is essential). Our DSD network, strong brand portfolio and deep consumer insights” enables the team to carry this out, Whitmore of KDP Energy said.

Stanford of Beverage Digest calls this period “one of extreme culling. The most efficient retailers demand that brands earn their space with velocity and they cut quickly those that can’t (earn their space),” said Stanford.

Source https://www.cspdailynews.com/beverages/energy-drinks-surge-ahead-better-you-options-new-audiences

HVAC & Plumbing

HVACR Manufacturer’s Summit Brings Global Industry Leaders Together to Confront the Growing Workforce Readiness Gap

The National HVACR Education Conference will host a landmark session this March designed to redefine how the next generation of HVACR professionals are trained. The HVACR Manufacturer’s Summit: Preparing the Workforce for the Systems of Tomorrow will unite the world’s leading HVACR manufacturers on one stage with a shared mission: to confront the growing disconnect between modern HVACR technology and workforce preparedness.

Panel Participants Include:

Bosch Home Comfort Group
Daikin Comfort Technologies
Fujitsu General
Lennox Industries
LG Electronics
Midea
Mitsubishi Electric Trane HVAC US
Rheem Manufacturing
This is not a future-tech discussion. It is a readiness check. The HVACR industry is undergoing the most significant technological transformation in its history. Low-GWP refrigerants, inverter-driven and variable-speed systems, intelligent controls, connected diagnostics, and high-performance heat pumps are no longer emerging. They are the new standard, and the pace of change is accelerating faster than educational systems can adapt.

Across Europe, R-290 monobloc heat pump systems are already standard. In commercial refrigeration, CO₂ (R-744) systems are now the dominant growth technology. These are not experimental technologies; they represent the direction of the global HVACR industry today. The question is not if these systems will become part of the U.S. market, but how many will be installed this month, and how prepared our workforce is for this change.

Yet a growing disconnect exists between what manufacturers are engineering, manufacturing, and selling through HVACR distribution today, and what many training programs HVACR facilities are teaching. While legacy equipment will remain in the field for years, new equipment requiring entirely new skill sets is now the standard.

Manufacturers and employers consistently report that most graduates entering the workforce today are unprepared for the systems they encounter on day one. To confront this challenge, a group of the world’s leading HVACR manufacturers; companies that normally compete fiercely for market share, are uniting on one stage with a single shared mission: To ensure the next generation of HVACR professionals is equipped with the foundational skills that the future demands.

This landmark summit brings together global manufacturing leaders to deliver a unified, candid call to action for HVACR education. Together, these industry leaders will share real-world insights on how today’s equipment is being designed, what skills technicians are lacking, and what educators must prioritize to close the growing readiness gap. Expect open, candid dialogue about what is working, what is not, and what must change.

This is more than a panel. It is a turning point. If you are an instructor, trainer, or program decision-maker responsible for preparing the next generation of technicians, this session will challenge assumptions, clarify priorities, and equip you with the insights needed to future-proof your program.

Attend this summit, because the systems your students will be working on tomorrow are already being built and installed today.

Learn more and register here. https://site.pheedloop.com/event/EVEPCOXJHXNUZ/home/

Source https://hvacinsider.com/hvacr-manufacturers-summit-brings-global-industry-leaders-together-to-confront-the-growing-workforce-readiness-gap/

From Jobsite to Instagram: How HVACR Influencers Are Recruiting Gen Z
When they’re not busy at their day jobs, installing and servicing equipment or managing a
contracting business, three Millennial HVACR professionals are using social media to build the
next generation of technicians.

Patrick Finley, Jessica Bannister, and Ben Poole are among the influencers on Instagram, TikTok,
YouTube, and other platforms vital in attracting people to HVACR, which has a shortage of trained
workers and is projected to need more than 40,000 new technicians each year for the next eight
years, according to the U.S. Bureau of Labor statistics.

The folks in Gen Z — defined as people born between 1997 and 2012 — are a prime audience for
influencers. People in that age group are developing career skills and looking for direction, or are
sometimes in the early stages of work life without being settled into a career just yet.

“Attracting Gen Z to the HVACR industry is essential to replacing a rapidly retiring workforce and
addressing a growing skills gap,” said Bannister, a technician at Cam Cool Refrigeration Inc. in the
Vancouver, Canada, area. Bannister is also the co-chair of Women in HVACR Canada.

“As experienced technicians leave the trade, decades of hands-on knowledge are at risk of being
lost, creating service delays, higher costs, and added strain on remaining workers,” she added. (The
Job Bank of Canada forecasts an annual shortage of HVACR technicians in that country through
2031.)

“Experienced technicians are aging out faster than new ones are coming in, and that gap continues
to widen every year,” said Finley, who services commercial HVAC, refrigeration, and cooking
equipment in the Indianapolis, Indiana, area for General Parts Group. “At the same time, demand
isn’t slowing down — it’s increasing.”

Poole runs Crafted Comfort, a contracting firm he founded in Austin, Texas, but spends much of
his time on his influencer project, @hvactactical, which includes a presence on major social media
platforms, HVAC Tactical magazine, and the annual HVAC Tactical Awards, held the opening night
of AHR Expo.

“Attracting members of Gen Z to the trades is important because they’re at a stage in life where
starting or pivoting into a career is still very accessible,” Poole said. But, he added, “Our focus is on
attracting all generations. The trades have more than enough opportunities to go around, and great
minds and capable hands come in every shape, size, and age.”

HVACR influencers use social media to illustrate the variety of jobs and challenges technicians
encounter, the importance of HVACR work, and the skills, benefits, and opportunities that come
with an HVACR career.

Finley said he highlights the job’s variety and quick pace, and the satisfaction that comes with
hands-on mechanical work.

“One day you’re troubleshooting refrigeration, the next you’re working on cooking equipment,
HVAC, or controls,” said Finley (@commercial_kitchen_chronicles). “You’re in different
environments, meeting different people, and solving real problems that matter.”

“I create entertaining, short-form TikToks and reels that show the real day-to-day of HVACR work,
break stereotypes, and highlight that these are essential, AI-proof, highly skilled careers that will
always be in demand,” said Bannister, who posts as @hvacjess.

Poole said HVAC Tactical offers “culture-driven moments that pull the next generation toward the
trades,” and that it’s focused on attraction rather than recruitment.

“When you build unique platforms and experiences, people don’t need to be convinced — they
want in,” he said.

The rewards of a career as an HVACR technician, such as pay, job security, portable skills, and
opportunities for advancement, are especially appealing to Gen Z, Finley and Bannister said.
“Gen Z is very aware of the cost of living, student debt, and long-term stability. This industry offers
solid pay, strong job security, and the ability to earn while you learn, without taking on massive
college debt,” Finley said.

Finley said Instagram is the best place for him to reach a younger audience, particularly those in
Gen Z.

“The short-form, visual nature of the platform makes it easy to showcase real, day-to-day work in
the trades, and that seems to resonate well with younger viewers who value authenticity and quick,
engaging content,” he said.

“My engagement patterns — comments, messages, and conversations — clearly show that
Instagram is where I connect most consistently with Gen Z,” he added. YouTube, he said, reaches a
wide age demographic and is effective for longer content, such as training videos and in-depth
conversations.

Instagram is the primary platform for HVAC Tactical, Poole said, and content posted there is
automatically shared to Facebook (Meta is the parent company of both). Demographic data, he
said, shows that Gen Z makes up between 35% and 40% of the HVAC Tactical audience.
Bannister said TikTok, Instagram, and YouTube are her go-to platforms.

“TikTok tends to have the highest concentration of Gen Z viewers,” she said. “Instagram has a
more mixed demographic, with a solid portion of Gen Z but also a lot of Millennials, while
YouTube skews a bit older overall but still captures younger viewers who are looking for deeper
educational or day-in-the-life content.”

Matt Jachman

Source https://www.achrnews.com/articles/165741-from-jobsite-to-instagram-how-hvacr-influencers-are-recruiting-gen-z

Study: Heat Pumps Three Times More Efficient than Boilers
French study shows heat pumps lead the way in efficiency, sustainability

As heat pumps become increasingly popular among consumers, more studies are highlighting their
capabilities, including one from France that compares their efficiency with that of boilers.
According to a recent study from the French Environment and Energy Management Agency, or
ADEME, heat pumps are up to three times more efficient than oil or gas boilers.

“Heat pumps are indeed a source of purchasing power gains, energy efficiency, and improved trade
balance, when they replace imported fossil fuels,” the agency said in a press release.

The agency conducted several studies over two years to assess heat pump performance during the
heating season. Specifically, they tracked 90 air-to-water heat pumps and 10 geothermal heat
pumps recently installed in single-family houses to replace gas or oil boilers.

They also studied the heating consumption of households that installed air-to-air heat pumps in
place of all or part of their heating appliance.

Heat pump efficiency was measured by the Seasonal Coefficient of Performance. When this reaches
a value of two, the pump provides twice as much energy as the electricity it consumes.

The study recorded an average coefficient of 2.9 for air/water heat pumps, and 4.3 for water/water
heat pumps.

Looking for quick answers on air conditioning, heating and refrigeration topics?

France aims to achieve carbon neutrality by 2050, looking to reduce building sector emissions
from 45 metric tons to 30 metric tons by 2030. Using heat pumps to decarbonize heating is one of
its solutions.

“Accelerating the energy transition also means giving households the means to better control their
energy bills,” said Sylvain Waserman, chairman and CEO of ADEME. “Heat pumps are an
increasingly preferred solution in this respect.”

Will the U.S. Follow Suit?
France is among the leading installers of heat pumps, and demand in Europe is expected to grow in
the next decade. Whether the United States will follow this trend remains to be seen, though heat
pumps are on the rise.

Heat‑pump shipments now outpace gas and oil furnaces, outselling gas and oil furnaces by 30% in
2024, and in four of the last five years. Heat pump shipments surpassed gas furnaces in 2022 and
continue to do so, with roughly one‑third of U.S. homes already having a unit.

In its 2025 Contractor of the Future survey of 1,000 contractors nationwide, the ACCA reports 45%
of all contractors’ heating source for new and replacement systems is heat pumps.
In 2024, 42% of households now rely on electricity for heating, according to a recent analysis from
the U.S. Energy Information Administration.

Meanwhile, a study from the American Council for an Energy-Efficient Economy last July shows
that window-mounted heat pumps provide a lower-cost option for decarbonizing large,
multifamily buildings in most cases.

“Heat pumps — especially cutting-edge technologies like window-mounted models — offer the
most cost-effective and scalable way to fully decarbonize heating in apartment buildings,” said
Steven Nadel, executive director of ACEEE.

Contractors are following suit. The ACHR NEWS’ 2025 contractor survey shows that in the last
decade, heat pump sales have increased. In the past two years, they’ve eclipsed gas furnace sales
for the first time.

Contractors surveyed said the frequency of heat pump installations increased by 58% versus three
years ago, compared to 46% in the previous survey. Of that 58%, 18% said they’ve “increased
greatly.” About 71% predict heat pump sales to increase in the next three years.

What the Consumer Wants
Despite all this, heat pumps have yet to gain widespread traction in the U.S.
Last November, voters in Washington approved of ballot measure I-2066 that prohibits state and
local governments from restricting access to natural gas, suggesting consumers aren’t ready to give
up gas systems just yet.

Consumer perception of heat pumps is another factor. Myths about cold-climate performance
persist, despite studies like the ADEME and others proving otherwise. Similarly, consumers may
have preconceived notions about noise levels.

The ADEME’s opinion noted that nearly a third of installations do not provide the expected results
due to imperfect settings or sizing. This emphasizes the need for contractors to properly
understand heat pump operations and installation methods.

Ultimately, though, consumers are going to want the option of a heat pump. This freedom of choice
is, in part, what drives HARDI’s industry advocacy efforts to prevent outright bans on gas systems,
said Todd Titus, director of state and public affairs for HARDI.

“We want distributors to be able to provide whatever products the contractors need to provide to
the customers because everyone’s situation is different,” he said. “One person might have the
better benefit of a heat pump, another person might have the better benefit of … a gas furnace
heater. So being able to have that opportunity and not do a blanket ban or blanket prescriptive
prohibition is a better tactic.”

Chris Gray

Source https://www.achrnews.com/articles/165740-study-heat-pumps-three-times-more-efficient-than-boilers

Controls Engineering & IoT

PAR Technology to buy Bridg to unite loyalty and in‑store data
Since 2012, Bridg has helped grocers, convenience stores and QSRs link in-store purchases to privacy compliant customer profiles.

Foodservice technology provider PAR Technology has entered an agreement to acquire shopper intelligence and identity resolution platform Bridg from Cardlytics.

As agreed, PAR Technology will acquire all Bridg’s assets for $27.5m, subject to purchase price adjustments. The consideration will be paid in PAR Technology common stock, with a total purchase price of up to $30m.

The acquisition aims to link loyalty and in‑store transaction data for restaurant, retail and consumer packaged goods (CPG) operators, expanding PAR’s capabilities in data‑driven customer activation and measurement.

PAR Technology CEO Savneet Singh said: “Adding Bridg will propel us toward delivering the industry’s most complete and intelligent platform, built to unlock 1:1 customer connections at scale.

“As we connect data seamlessly across every touchpoint, we will redefine what insight-driven execution looks like and empower brands to move faster, operate smarter, and achieve stronger profitable growth in a marketplace that will only become more competitive.”

Bridg’s Identity Resolution platform can convert in‑store transactions into customer profiles, linking previously unidentified shoppers to a brand’s first‑party data.

PAR Technology plans to leverage this capability with the goal of unifying loyalty and non‑loyalty transaction data for retail, restaurant, and CPG clients.

By combining Bridg’s identity resolution with PAR’s loyalty and customer engagement tools, the companies intend to provide full‑funnel visibility into customer activity, including previously anonymous transactions.

The integration is designed to enable brands to activate offers for a broader set of shoppers, personalise customer journeys at scale, and attribute marketing and media spend to in‑store and other transactions using deterministic purchase data.

The unified data set is expected to support closed‑loop attribution models, allowing retailers, restaurants, and CPG companies to measure the impact of campaigns and media across most customer interactions and transactions.

Bridg has provided identity resolution services to the retail sector since 2012, working with grocery, convenience, and quick‑service restaurant operators to connect in‑store purchases to privacy‑compliant customer profiles.

The transaction is expected to close in this quarter, subject to customary closing conditions.

Last month, PAR Technology introduced Smart Passes, a wallet-based loyalty tool for restaurants.

Source https://www.verdictfoodservice.com/news/par-technology-buy-bridg/?cf-view

Wireless Headset Maker Unveils Future-Ready Cloud Interface for Quick Service Restaurant Drive-Thru Operations
A Dallas tech firm is introducing a new cloud-based audio interface for automated order taking (AOT) which will give U.S. quick service restaurant (QSR) providers a practical pathway to future cloud-enabled drive-thru operations.

Quail Digital, which designs, develops and manufactures digital wireless headset communication systems and is maker of the professional-grade Pro9 QSR headset system, is this month unveiling the P9AI audio interface — a new hardware solution designed for cloud-based order taking at the drive-thru speaker post.

Crucially, the P9AI interface is fully back-compatible with all existing Pro9 systems, allowing operators to adopt future AOT technology without needing to invest in additional hardware today. This approach gives QSR brands flexibility as companies can deploy Pro9 now or activate cloud-based order taking when the business is ready, rather than paying for technology that may not be immediately used according to makers Quail Digital.

For operators considering AOT in the future but not ready to deploy it immediately, this back-compatible architecture can represent a saving of up to $2,000 per site, compared to systems that require full AOT-ready hardware upfront says the manufacturer.

Tom Downes, Founder and CEO of Quail Digital, said: “Advances in SIP connectivity, voice AI and agentic AI mean headsets are no longer single-purpose tools. Through built-in APIs, they are becoming an integral interface for restaurant operations – from enabling cloud-based order taking at the speaker post, to answering external calls, directing staff activity and generating real-time voice instructions from multiple data points to improve operational efficiency.

“Cloud-based order taking is widely expected to become more common over the next few years as deep learning continues to improve order accuracy, handle language and dialect variation, and as economic models evolve to support brands transitioning to automated order taking as a way to redeploy staff more effectively.

“The Quail Digital P9AI interface is a compact, plug-in device that delivers cloud SIP connectivity and dynamic voice AI functionality, without forcing operators into premature upgrades. This future-ready design reflects Quail Digital’s commitment to giving QSR operators control over when and how they adopt new technology.

“Being based in Dallas, Texas, and recognized internationally for innovation, Quail Digital is focused on building practical, future-proof systems that allow operators to evolve at their own pace – without compromise.”

Source https://restauranttechnologynews.com/2026/01/wireless-headset-maker-unveils-future-ready-cloud-interface-for-quick-service-restaurant-drive-thru-operations/

AI Skepticism

Here’s something nobody saw coming: The generation most skeptical of artificial intelligence (AI) isn’t the one who doesn’t understand it. It’s the one who understands it best.

Every new technology faces resistance. The internet? A fad. Smartphones? Unnecessary. Social media? A waste of time. But tech skepticism has always followed the same pattern—older workers resisted, younger workers embraced, and eventually the skeptics retired, and adoption became universal.

Not this time.

The tech skepticism script has flipped
Traditional technology skepticism was driven by unfamiliarity. Baby Boomers didn’t grow up with computers. Gen X had to learn the internet as adults. They resisted because the technology was foreign. As digital natives entered the workforce, resistance faded.

AI flips this script entirely.

Those of Gen Z who express skepticism toward artificial intelligence equal 62%—higher than any other generation. Another 16% explicitly don’t want AI on their phones, compared to only 9% of older users. A total of 49% believe AI will harm their critical thinking skills.

This isn’t ignorance. It’s educated wariness. Gen Z grew up watching social media algorithms manipulate behavior, mine personal data, and damage mental health. They understand how “engagement optimization” created filter bubbles and monetized attention at the expense of well-being. They’ve seen technology companies prioritize profit over users—and they figure (correctly) that it will keep happening.

When it comes to AI, Gen Z isn’t asking, “How does this work?” They’re asking, “Who does this benefit, and at what cost?” And they can spot AI-generated content instantly. Years of exposure to algorithmic manipulation have given them sophisticated internal detectors.

The impact for B2B sellers
You already know that generational dynamics in business-to-business (B2B) selling have gotten complex. Older salespeople struggle to connect with younger buyers who communicate differently and research differently. Younger salespeople face challenges selling to executives who expect traditional relationship-building. AI adds another layer of complexity to this already delicate situation.

Consider this common scenario: Your sales team deploys AI-powered email outreach, chatbots for qualification, or AI-generated proposals. The goal is efficiency—reach more prospects, respond faster, scale the process. But when that AI touches a Gen Z buyer, it triggers immediate skepticism.

An AI-written email isn’t just impersonal—it’s a signal that you chose efficiency over authenticity. An AI chatbot isn’t helpful; it’s a barrier between the buyer and real human expertise. An AI-generated proposal tells the buyer you couldn’t be bothered to understand their specific situation.

Here’s the mismatch: Millennial and Gen X sales leaders view AI pragmatically as a productivity tool (which can, and should be, used correctly). They don’t realize their AI-enhanced outreach is actively repelling their youngest prospects. They see time savings. Gen Z buyers see corporate shortcuts that signal low prioritization of genuine relationships.

Authenticity is everything–and this time, you can’t fake it
When buyers doubt the authenticity of your communication, they doubt the authenticity of your company.

This hits B2B particularly hard because business relationships depend on trust. B2B buying decisions involve long-term commitments, significant investment, and organizational risk. Buyers need confidence that you’ll deliver, support, and stand behind your product over time.

AI-generated content undermines that confidence. When a prospect receives an AI-written email, the subtext reads: “This company would rather automate than understand our needs.” When an AI chatbot handles initial qualification, the message becomes: “Our time is more valuable than yours.” When an AI system generates proposals, buyers wonder: “If they’re using AI for this, where else are they cutting corners?” And guess what? These messages are correct interpretations.

Gen Z interprets AI deployment as a values statement. They’ve watched tech companies claim to prioritize user experience while optimizing ad revenue. They’ve seen platforms promise connection while fostering division. If your technology serves your interests at the customer’s expense, trust evaporates.

AI skepticism will age in, not out
Here’s the critical difference: Internet skepticism aged out. AI skepticism will age in.

Gen Z is entering the workforce now. Within a decade, they’ll hold senior leadership roles. Their sophisticated understanding of AI’s capabilities and limitations will shape how organizations approach artificial intelligence. And their skepticism isn’t going away; it’s informed by direct experience with technology’s dark patterns.

The choices you make today about AI deployment will determine whether future decision-makers view your organization as trustworthy or opportunistic. Companies that use AI thoughtfully, transparently, and in service of genuine customer value will differentiate themselves. Those who deploy AI primarily for internal efficiency will find themselves shut out as skeptical buyers gain purchasing authority.

What you should do
Don’t abandon AI. Use it, but use it well. The technology offers legitimate value for data analysis, research, ideation, and productivity. But deployment must be strategic.

Distinguish between internal AI use and customer-facing AI deployment. Are you using AI to analyze customer data and identify patterns? That’s smart. Are you using AI to generate customer communications? That’s dangerous. The former enhances human decision-making. The latter replaces human connection.

When AI does touch customer interactions, be transparent. Don’t try to make AI-generated content indistinguishable from human communication. Acknowledge the tool’s role while demonstrating human oversight. Let prospects know that AI helped research their industry, but a human shaped the insights specifically for their situation. Remember, AI is your intern, not your manager, salesperson, or decision maker. As an intern, it’s great. It has a high IQ, it has 20 degrees, and it has no street smarts whatsoever. Your job is to give it the street smarts.

Most importantly, recognize that generational differences in perceptions of AI aren’t temporary. Gen Z’s skepticism reflects a permanent shift in how buyers evaluate vendor authenticity. Companies that double down on genuine human relationships, transparent processes, and customer-first values will thrive. Those that view AI primarily as a cost-cutting tool will become irrelevant to the generation they’re trying to reach.

The question isn’t whether to use AI. It’s whether you use it in ways that build trust or destroy it. Gen Z’s skepticism provides the answer—and it’s not going away.

Troy Harrison

Source https://www.issa.com/articles/ai-skepticism/

Jan/San & Disposables

Beyond the Barrier: The State of Hand Protection in 2026
Integrating worker well-being directly into the food safety ecosystem.

As we settle into 2026, the days of viewing hand protection as a mere commodity — or a simple box to check for OSHA compliance — are behind us. We know this because we at Nelson-Jameson are having these conversations with food manufacturers every single day.

For decades, this industry faced a compromise: prioritizing worker safety often meant sacrificing dexterity, while prioritizing comfort could leave workers vulnerable. Today, however, the conversation has shifted from simple barrier protection to “precision safety.” We are no longer just covering hands; we are integrating worker well-being directly into the food safety ecosystem.

As we evaluate the food manufacturing landscape in 2026, key trends have emerged that define a modern, holistic approach to hand protection. But first, let’s look at some recent data that reinforces what we see in conversations with customers:

Growth in food manufacturing: The food and beverage segment is showing the highest growth rate among end users for industrial safety gloves, rising 5.71%. This demand is driven by the vital role gloves play in hygiene, food safety, and worker protection across production and packaging, according to Research and Markets.

Cut-resistance dominance: Cut-resistant gloves account for the largest market share by functionality, with 44.86% in 2025, according to Mordor Intelligence. The industry is clearly focused on protecting workers from sharp tools and machinery.

Preventability: It is estimated that over 70% of arm and hand injuries could have been prevented with the right PPE, according to ngwa.org.

Reduction potential: Proper use of PPE can reduce workplace injuries by up to 60%, specifically decreasing incidents of hand injuries and chemical exposures, according to OSHA.

Now, let’s look at three specific areas of focus on hand protection that have emerged and define a modern, holistic approach.

1. The Dissolution of the ‘Goldilocks’ Dilemma
For plant managers, the “Goldilocks” dilemma is a bit of a physiological contradiction. Heavy-duty gloves offer high protection but can cause hand fatigue and reduced dexterity, leading to dropped tools and even slower production. On the other hand, thinner gloves offer comfort but can lack cut or thermal resistance.

In 2026, material science has largely solved this trade-off. We are seeing the market trend toward ultra-thin, high-gauge technologies (such as 21-gauge liners) that offer significant cut resistance (ANSI Level A4 and above) without the bulk.

This is critical because the data has proven that “over-protection” is a safety risk in itself. When a glove is too stiff or heavy, it taxes the hand muscles and reduces tactile sensitivity. This leads to what we call the “cost of distraction.” A worker focused on their own hand fatigue or dermatitis, is a worker distracted from critical food safety protocols. Today’s PPE standards prioritize “second-skin” ergonomics, ensuring that compliance is driven by comfort rather than enforcement.

2. Unifying Worker and Product Safety
The food manufacturing industry recognizes that worker safety is food safety. These are not siloed concepts – they are inherently linked.

We now view hand injuries through the lens of the “Domino Effect.” A laceration on the production line is never just a recordable injury; it is a potential immediate contamination event. It introduces biological hazards (bloodborne pathogens) and physical contaminants (lost bandages or glove fragments) into the product stream.

In 2026, best-in-class facilities are using gloves that serve a dual purpose: protecting the hand from the environment and protecting the environment from the hand. This includes:

Zone Control: Rigorous color-coding of PPE to prevent allergen cross-contact between raw and finished product zones.

Foreign Material Control: The standardizing of durable materials that resist shedding, and the use of metal-detectable or X-ray visible PPE to ensure any failure is caught immediately by detection systems.

3. From ‘Guesstimation’ to Data-Driven Hazard Analysis
Historically, glove selection was often based on purchasing legacy—buying a specific SKU because “that’s what we’ve always used.” In today’s regulatory climate, this approach is insufficient.

The state of hand protection today relies on formal, data-driven hazard analyses. Facilities are moving toward precise chemical permeation data rather than generic “chemical resistant” labels. We are seeing a push for audits that match specific glove polymers to the exact breakdown times of the sanitation chemicals and fats present in a specific facility.

Furthermore, this data-driven approach is solving the issue of “SKU bloat.” By conducting proper assessments and hazard analyses, facilities are finding that a single, high-performance, multi-hazard glove can often replace three or four inferior specific-use gloves. This streamlines inventory, simplifies employee training, and ensures the right glove is always available for the right task.

The Future is Integrated
As we look ahead, the integration of technology—such as touchscreen-compatible gloves that allow workers to interface with digital quality control systems without removing their PPE—is becoming standard.

However, the core lesson of 2026 is that hand PPE is an investment in operational continuity. By utilizing advanced materials and data-driven selection, food manufacturers are protecting their most valuable asset—their people—while simultaneously safeguarding their brand. In this era of precision safety, a protected hand is key to the foundation of a safe food supply.

Schineen Wilkinson is the Product Manager for MRO Products at Nelson-Jameson, a leading distributor in the food processing industry.

Source https://www.foodmanufacturing.com/home/article/22959394/beyond-the-barrier-the-state-of-hand-protection-in-2026

WEKO highlights the role of controlled fluid application in tissue paper quality
The company’s solutions act on stages such as ply bonding, embossing and print preparation, influencing performance and sensory perception of the final product

In the tissue paper industry, small adjustments in the production process can generate significant impacts on the final product quality. Characteristics such as softness, bulk, strength, embossing definition and print quality are increasingly decisive for brand competitiveness. In this context, controlled fluid application has consolidated itself as a strategic solution, and this is precisely where the technologies developed by WEKO come into play.

Specialized in non-contact spray application systems, WEKO offers solutions for the tissue sector that enable precise intervention at different stages of the process, directly influencing paper performance.

PLY BONDING: GREATER STRENGTH WITH PRECISE CONTROL

Multiplied tissue products require efficient bonding between plies to ensure mechanical strength and stability during use. According to WEKO, its systems enable the controlled application of liquids between paper layers, promoting more uniform and consistent adhesion.

This approach contributes to the production of stronger multilayer papers without compromising important sensory characteristics such as softness and flexibility. Precise control of fluid quantity and distribution reduces excess and prevents negative impacts on the production process.

EMBOSSING AND BULK: PROCESS EFFICIENCY AND ENHANCED SENSORY PERCEPTION

Another critical point in tissue production is the formation of embossing and paper bulk. WEKO points out that controlled moistening of the material facilitates the embossing process, allowing embossing creation with a lower need for mechanical pressure.

The result is a product with greater bulk perceptible to the touch, improved visual appearance and enhanced softness perception—attributes valued by the end consumer. In addition, reduced pressure in the process can contribute to lower equipment wear and greater operational stability.

PRINT QUALITY: PAPER PREPARATION MAKES THE DIFFERENCE

Printing on tissue paper presents specific challenges due to the nature of the material. According to WEKO, paper preparation through controlled moisture application improves ink acceptance and reduces printing defects.

This treatment contributes to sharper patterns, greater design definition and higher visual uniformity of the finished product. For manufacturers focused on aesthetic differentiation and visual identity, this factor becomes an important strategic ally.

TECHNOLOGY APPLIED TO PRODUCT PERFORMANCE

By acting directly on critical process variables such as bonding, embossing, bulk and printing, WEKO solutions demonstrate how precise fluid application can raise the quality standard of tissue products. More than a specific improvement, this approach integrates process efficiency, technical performance and sensory perception.

For process engineers, industrial managers and product development teams, this type of technology represents a relevant tool for optimizing production lines and meeting the growing demands of the tissue market.

Source https://tissueonlinenorthamerica.com/weko-highlights-the-role-of-controlled-fluid-application-in-tissue-paper-quality/

Kimberly-Clark reports operating growth in 2025 and expects higher earnings in 2026
The company delivered gains in volume, productivity and profitability, supported by its transformation strategy, portfolio innovation and cost discipline

Kimberly-Clark Corporation (Nasdaq: KMB) reported its financial results for the fourth quarter and full year 2025, posting improvements in volume, operational efficiency and profitability in line with its innovation-driven growth model.

During the fourth quarter, the company recorded net sales of US$4.1 billion, with organic sales growth of 2.1%, mainly driven by a 3.0% increase in volume and product mix. Gross margin reached 35.9%, while adjusted gross margin stood at 37.0%, in line with the prior-year period.

Adjusted operating profit for the quarter totaled US$629 million, representing a 13.1% year-over-year increase, supported by productivity savings and lower marketing, R&D and administrative expenses. Adjusted earnings per share rose to US$1.86, up 24% compared with the fourth quarter of 2024.

For full-year 2025, Kimberly-Clark reported net sales of US$16.4 billion. Despite the impact of divestments and foreign exchange, organic sales increased 1.7%, driven by a 2.5% rise in volume. Adjusted operating profit reached US$2.7 billion, while adjusted earnings per share totaled US$7.53, up 3.2% year over year.

In North America, annual sales reached US$10.8 billion, supported by organic growth of 1.8% and a 2.6% increase in volume. Personal Care value market share improved by 20 basis points, while volume share rose by 90 basis points during the year.

International Personal Care posted quarterly sales of US$1.4 billion, with organic growth of 4.5%, driven by higher volumes and improved portfolio mix, particularly in infant care.

The company generated US$2.8 billion in operating cash flow during 2025 and returned US$1.8 billion to shareholders through dividends and share repurchases. Total debt ended the year at US$7.2 billion.

Looking ahead to 2026, Kimberly-Clark expects organic sales growth to be in line with or above category averages, estimated at approximately 2%. The company also forecasts double-digit growth in adjusted earnings per share from continuing operations, supported by higher equity income, stable net interest expense and an adjusted effective tax rate of approximately 23%.

Kimberly-Clark continues to advance its strategic transformation, including the acquisition of Kenvue and a portfolio shift toward higher-growth, higher-margin personal care categories.

Source https://tissueonlinenorthamerica.com/kimberly-clark-reports-operating-growth-in-2025-and-expects-higher-earnings-in-2026/

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