T H E
MRLA Magazine OCTOBER 2026 | A Publication of the Michigan Restaurant & Lodging Association
Pure Michigan’s
VOL 93, NO. 2
th
Anniversary A Campaign Built To Last On A Budget That Never Does p16
PLUS:
Unveiling Pure Hospitality: Discover HTIM’s New Course Offering Turning Today’s Guests Into Tomorrow’s Regulars
Table of Contents
4
6
8
Chairman of the Board’s Message
We Are The MRLA R Hirt Jr. Co
Capitol Correspondence Rep. Will Snyder
11
12
14
Government Affairs The 103rd Legislature Is Starting Its Closing Shift, But the MRLA Is Prepping For The Next Term’s Rush
Ask The Experts Business Succession Planning: Why Waiting Is the Biggest Mistake
Unveiling Pure Hospitality Discover HTIM’s New Course Offering
16
23
24
Pure Michigan’s 20th Anniversary A Campaign Built To Last On A Budget That Never Does
We Are The MRLA Charlie’s Bar and Grille
Turning Today’s Guests Into Tomorrow’s Regulars Marx Layne
27
29
32
We Are The MRLA The Siren Hotel
Teaching The Teachers How Michigan Hospitality Foundation Creates Stellar Hires
Restaurant Training Software: What to Look For Shifty
THE MRLA MAGAZINE | 2 | OCTOBER 2026
New Members Restaurant
Pryors BBQ House LLC RCJC Ventures LLC Superior Coffee Roasting Co., Inc. Table No. 2 Restaurant Trailhead Bar, Restaurant and Campground Ye Olde Saloon
Restaurant 7 Brew Coffee Antonio’s Restaurant & Pizzeria Bev’s Bagels Biggby Coffee/Just Coffee Beans Brighton Bar & Grill Brome Modern Eatery/Jamil Collect Carmela’s Culinary Creation Cloverleaf Bar & Restaurant Corktown Hospitality Group Flour & Flame Full House Diner Governors Quarters HORIZONS Conference Center Kitchen Little Lakeville Inn Los Galanes Milano Bakery & Café Northern Lights/Louie’s Sports Bar & Grill On the ROCKS Smoke House & Tiki Bar
Lodging
Candlewood Suites Southfield – Detroit Courtyard by Marriott Albion Hampton by Hilton Alpena Holiday Inn Express & Suites Muskegon Holiday Inn Express & Suites Oscoda Holiday Inn Express & Suites Sterling Heights Home2Suites Hyatt House MGM Grand Detroit Mount Bohemia Ski Resort
Residence Inn by Marriott Traverse City Stone Hotel & Cottages of Interlochen Center for the The Dearborn Inn The Siren Hotel TownePlace Suites by Marriott Grand Rapids Wyoming Tru by Hilton Battle Creek
Nonprofit
Forest Hills Public Schools Frederik Meijer Gardens & Sculpture Park Livingston County Health Department Mt. Holiday
Allied
Ann Arbor T-Shirt Company Charara Insurance Agency Community Pest Solutions DeAngelis Diamond Construction
Decisely Insurance Services, LLC Down Inc Fairway Packing Gordon Construction Services Grand Ice LLC Heytruffle másLabor Michigan Craft Beverage Council Owner.com Palitality Solutions LLC Pure POS, Inc. RobotLAB Detroit Romeo Bravo Software Safety 101, LLC Sheridan Realty & Auction Company ThinkReservations West Michigan Kitchen Exhaust Specialists LLC Windemuller, Inc. Zters Commercial Waste Services, Inc
Thank You to Our Corporate Partners C
orporate sponsors support the endeavors of the Michigan Restaurant & Lodging Association (MRLA) in a variety of ways. From general sponsorships to funding events, meals, marketing materials, and more, the MRLA graciously thanks to those who help keep the Association strong.
Platinum:
Silver:
Bronze:
Supporting:
Nolan Kamer Agency
View our corporate partnership opportunities at mrla.org. For more information on how you or your organization can become a corporate sponsor of the MRLA, including the Michigan Hospitality Foundation and the Michigan Restaurant & Lodging Association Political Action Committee (MRLA PAC), call 800-968-9668. MRLA.ORG | 3 | OCTOBER 2026
Dear MRLA Members,
B
y the time this message reaches you, the results of the November election may still be unknown. What we do know, however, is that the decisions made by voters this fall will have a significant impact on the future of Michigan’s hospitality industry for years to come. Earlier this year, I shared that one of our primary goals as an association was to strengthen the business climate that supports hospitality’s success. Since then, we have seen firsthand just how important that mission is. From ongoing conversations surrounding tipped wages and earned sick time to debates over tourism funding, workforce development, and economic growth, the issues affecting our businesses are increasingly being decided far beyond the walls of our hotels, restaurants, attractions, and entertainment venues. As business owners and operators, we focus every day on serving guests, supporting our teams, and creating memorable experiences. Yet the environment in which we operate is shaped by elected officials whose decisions directly impact our ability to grow, invest, and compete. That is why engagement in the political process matters.
Chairman of the Board’s
Message
Shaping the Future of Michigan Hospitality BY Peter Beukema
Chairman of the MRLA Board of Directors
I encourage every MRLA member to take the time to review the recommendations and endorsements of MRLA’s Government Affairs Committee and Political Action Committee before casting your ballot. These endorsements are not made lightly. Throughout the election cycle, industry leaders dedicate countless hours to meeting with candidates, reviewing voting records, evaluating policy positions, and assessing whether elected officials have consistently supported Michigan’s hospitality industry. The candidates recommended by MRLA have demonstrated a commitment to policies that help businesses succeed, create jobs, encourage investment, and strengthen Michigan’s tourism economy. They understand the importance of preserving opportunities for hospitality employees, supporting small businesses, and promoting a regulatory environment that allows our industry to thrive. While every voter ultimately decides for themselves, I encourage you to make an informed decision and consider the candidates who have shown a track record of supporting hospitality and advocating for the issues that matter most to our industry. This conversation is particularly important as we celebrate the 20th anniversary of Pure THE MRLA MAGAZINE | 4 | OCTOBER 2026
Michigan. For two decades, this iconic campaign has helped showcase the best of our state and attracted millions of visitors to Michigan communities. The success of our hotels, restaurants, attractions, and destinations is directly tied to our ability to promote Michigan as a premier travel destination. Unfortunately, we were disappointed to see funding for Pure Michigan reduced in the latest state budget. While the program remains one of the most effective tourism marketing initiatives in the country, its future success depends on continued support from policymakers who recognize tourism as a powerful economic driver. This is another example of why advocacy and elections matter. The decisions made in Lansing have real consequences for the businesses and communities we serve. At its core, hospitality is about people. We create opportunities for team members building careers, provide gathering places for families and friends, and help create memories that last a lifetime. Whether someone is celebrating a milestone, enjoying a weekend getaway, attending a conference, or simply sharing a meal together, our industry plays a meaningful role in the lives of millions of people every year. That is why I believe each of us has a responsibility to be engaged—not only in our businesses, but also in the future of our industry. Whether through voting, participating in advocacy efforts, supporting the PAC, or simply staying informed on the issues, our collective voice is strongest when we stand together. As we head into the busy holiday season, I want to thank each of you for your continued commitment to hospitality and for the work you do every day to serve guests across Michigan. It has been an honor to serve as your MRLA Chairman, and I remain optimistic about the future of our industry. Together, we will continue advocating for policies that support hospitality, strengthen Michigan’s tourism economy, and create opportunities for businesses, employees, and communities to thrive. Thank you for your support, and best wishes for a successful and profitable season ahead.
Peter Beukema, CHA MRLA Chairman
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We Are the MRLA
Owner Name: Tom DeVries
R Hirt Jr., Company
for our cheese selection, we source a wide variety of products from all over the world. Our business was born in 1887, when Rudolph Hirt Jr. opened a food stall in Detroit’s Central Market with his life’s savings. For five generations, we have continued to grow and evolve with the food industry, working tirelessly to meet our customers’ needs every step of the way.
Company: R Hirt Jr., Company City: Detroit Year Founded: 1887 Website: www.rhirt.com MRLA Member Since: 1998 What is your business’ niche/specialty?
Why is the MRLA important to you and your business?
We are a specialty food distributor located in the Eastern Market. We deliver to customers throughout Michigan. While we are most known
The MRLA is a great source of information for restaurants in our area. R Hirt is proud to support an organization that advocates for our customers.
What would you like to highlight about your company? 1
2
Customer Service: Our number one priority is always meeting the needs of our customers. Our in-house sales team is available via phone or email to assist with orders, questions, and recommendations. We also have a team of sales representatives available to see customers in person. Quality Products: We offer a premium selection of cheese, pasta, meat, crackers, beverages, oils, nuts, dried fruits, ingredients, and so much more.
3
Convenience: You can pick up same-day orders at our will call counter until noon, Monday-Friday. Need it delivered? Our delivery minimum is just $300.
4
Vendor Partners: We have longstanding relationships with our vendors. We work with them to offer promotions and new items throughout the year.
5
Community Hub: Customers from every corner of the greater Detroit food scene arrive at our will call counter to start their day. It is a place to shop for quality ingredients, network with peers in the industry, and see familiar faces.
THE MRLA MAGAZINE | 6 | OCTOBER 2026
I believe strongly the State of Michigan needs to lean in harder and promote Pure Michigan more. — R E P. W I L L S N Y D E R
Capitol
Correspondence A CONVERSATION WITH REPRESENTATIVE WILL SNYDER
1
Representative Snyder, you’re a founding member of the Michigan Hospitality and Tourism Legislative Caucus. Tell me why you joined the caucus and where you see opportunities for the caucus going into 2027?
I joined the Tourism Alliance because I
2027. I just recently introduced a bill to
know how important tourism and
make Travel Michigan a Type 1 Independent
hospitality are to both Michigan's economy
Agency. I think that there will be plenty of
and especially lakefront communities such
discussion about how we can create an
as my own in Muskegon. I think this is a
ongoing, permanent funding stream for our
very exciting time for the caucus going into
iconic Pure Michigan campaign.
With decades of experience, we are trusted advisors to the hospitality industry. We provide comprehensive support in liquor licensing, labor and employment, tip pooling, Department of Labor investigations, business counseling, expansion, franchising, real estate, and intellectual property. Let our experience be your guide to success.
THE MRLA MAGAZINE | 8 | OCTOBER 2026
2
promote Pure Michigan more. This bill, I Muskegon is a tourism town in its
Labor and Economic Opportunity.
hope, gives an opportunity to do that by
own right, with the lakeshore,
What was your motivation for
separating it out and making it part of its
marinas, and seasonal visitors.
introducing this legislation and how
own independent agency and developing a
How does representing that district
will House Bill 6246 help the tourism
permanent funding stream through funding
shape your interest in this issue?
industry in Michigan?
created in the bi-partisan short term rental package. I hope that it strengthens
Representing Muskegon shapes my interest
I think it is time that we put tourism funding
in a lot of ways. I know how important it is to
at the same priority level as other forms of
have a thriving tourism economy, whether
economic development. I think all too
it's at Michigan’s Adventure, the Muskegon
commonly, it's easy to cut tourism funding
Winter Sports Complex and Luge Park, or
when cuts need to be made because it
one of the over 30 cruise ships that make
doesn't involve shovels in the ground in big
Muskegon a port of call every summer
grand openings, but tourism funding helps
season. Growing up here, you also
keep visitors coming to Michigan to
understand fundamentally the beauty, the
experience each of our four seasons, which
majesty of Michigan, and the need to
keeps our communities vibrant and changing
protect our Great Lakes and dunes. I get the
just like seasons.
desire and efforts to show these features off and let others experience and enjoy what it's like to spend a summer here in West Michigan.
3
You recently introduced legislation that would take the Travel Commission and Travel Bureau out of the Michigan Economic Development Corporation and create an independent Type 1 agency within the Department of
4
Pure Michigan built real brand
Michigan's tourism and hospitality industry, and we'll be able to see the effects when we’re not having a fight over funding when it comes to budget season. The only path I see to restoring and improving the budget for Pure Michigan is by coming up with a long-term solution, and I think that is likely related to short term rentals. However, I am open to other funding streams as long as they provide permanent funding.
5
Last question, what is your favorite cocktail and your favorite dive bar?
equity nationally. Where does this bill leave that program, and do you
I’m a simple guy from a hard-working
see a path to restoring or growing its
blue-collar town so I’ll take a Jim Beam and
marketing budget?
water or a Bud Select. So many local spots to choose from, but Bob Hi Lanes and Paddy's
Pure Michigan has been a tremendous
Pub are two places I’ve been known to have a
success, and we see an incredibly high return
few adult sodas. Joel runs a great little bar
on our investment back to the state with the
inside his bowling alley and has a great
campaign. I believe strongly the State of
cheeseburger lunch special. Plus, he’s a great
Michigan needs to lean in harder and
supporter of mine!
MRLA.ORG | 9 | OCTOBER 2026
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The 103rd Legislature Is Starting Its Closing Shift, But the MRLA Is Prepping For The Next Term’s Rush A
G O V E R N M E N T
A F F A I R S
U P D A T E
A
s anticipated, Lansing lawmakers spent most of 2026 laser focused on the mid-term elections. As a result, not much policymaking took place. That can be both beneficial by preventing bad laws from passing, and challenging for securing MRLA’s legislative priorities. Here’s an industry status update.
Tip Pooling One of the challenges with the lack of policymaking is that we still don’t have a solution to tip-pooling. MRLA has worked with lawmakers to introduce House Bill 4492 that would allow restaurant owners and operators to require their tipped employees to share gratuities with other employees, commonly known as tip-pooling. This was legal and common practice prior to unintended consequences that arose from the Improved Workforce Opportunity Wage Act – the law that preserved the tipcredit. The bill passed the Republicancontrolled House of Representatives in January but has remained stalled in the Senate Committee on Labor ever since. MRLA will continue to advocate for House Bill 4492 and your ability to require tip-pooling.
Budget and Workforce Development This year we saw the budget come together and pass on July 3rd, just after the legislatively imposed July 1st deadline. Overall, the budget was slightly smaller this year with the loss of federal Covid-19 money. Several one-time spending programs were reduced or discontinued, pilot programs ended and earmarks slashed. Many new spending programs were out of the question. Even with all these headwinds, MRLA was able to secure $900,000 for ProStart and Hospitality and Tourism Management, the Michigan Hospitality Foundation’s high school training and workforce development programs. This was a huge win for our industry after the programs had their funding zeroed out in last year’s budget. On the broader budget, the big takeaway for your business is no new taxes.
MI Tourism Forever Agenda On the 20th anniversary of the Pure Michigan campaign, the state cut funding for the program from $17 million to $9 million – the least amount of funding the program has ever received when adjusted for inflation. At the same time, we are also being outspent by neighboring Midwest states such as Minnesota, Wisconsin and Illinois in their tourism marketing programs. The MRLA has joined the Michigan Hospitality and Tourism Alliance in calling for a dedicated and secure funding stream that ensures the future success of the travel and tourism industry in Michigan. Travel and tourism generate more than $3.6 billion in state and local funding every year for the state but has no secure or dedicated state investment to guarantee the future success of the industry. The MRLA and Michigan Hospitality and Tourism Alliance are asking for an investment of $75 million annually to maximize Michigan’s most MRLA.ORG | 11 | OCTOBER 2026
powerful economic development tool and ensure an appropriate return on our collective investment in the state. Of the $75 million, $50 million would go towards Pure Michigan, $15 million would go to attract large special events to the state (such as the NCAA Men’s College Basketball Final Four), and $10 million to independent operations. A multitude of dedicated funding opportunities to finance the Michigan Tourism Forever Agenda are available to policymakers. For instance, the $75 million could be fully funded by dedicating just 0.7% of existing sales tax revenue or by incorporating tourism into any future sales tax expansion proposals. If the travel and tourism industry is going to continue to drive economic growth in Michigan, it needs to be a priority and protected by a dedicated and secure funding source instead of being treated like an afterthought.
Ask the Experts PROFESSIONAL GUIDANCE AND INFORMATION IS PROVIDED BY LEADING INDUSTRY PARTNERS
Visit the MRLA Legal Center for more professional insight.
Mark Burzych,
Fahey Schultz Burzych Rhodes PLC
Business Succession Planning: Why Waiting Is the Biggest Mistake Many hospitality business owners assume succession planning is something to address when retirement is approaching. In reality, the most successful transitions begin years, and often decades, before an owner is ready to step away. More than an exit strategy, succession planning helps preserve business value, prepare future leaders, minimize tax consequences, and position the business for long-term success.
retires, becomes disabled,
challenges, financing issues,
passes away, or decides to
and pressure to sell on
sell. It answers practical
unfavorable terms. Starting
questions about future
early allows owners to
ownership, management,
gradually transfer
financing, and how the
management
business will continue
responsibilities, implement
operating with
tax-efficient ownership
minimal disruption.
strategies, develop future
The biggest mistake business owners make is waiting until they are ready to retire. By that
leaders, and structure the business to maximize long-term value.
point, valuable planning opportunities may
For hospitality businesses, succession
At its core, business succession planning
have been lost. A late-stage transition can
planning is especially important because
addresses what happens when an owner
create unnecessary tax burdens, valuation
relationships often drive success.
THE MRLA MAGAZINE | 12 | OCTOBER 2026
A restaurant, bar, hotel, or entertainment venue depends on key employees, customer loyalty, vendor relationships, and operational knowledge built over many years. Succession planning helps protect those assets by addressing leadership, ownership, and continuity before a transition occurs. The process often includes developing future leaders, documenting key procedures, evaluating business value, reviewing governance documents, and coordinating with an estate plan. No owner should navigate this process alone. Effective succession planning typically involves a team of trusted advisors, including an attorney, CPA, financial advisor, insurance professional, and valuation expert. While assembling that team requires an investment, the cost is often small compared to the value preserved through proactive planning.
A thoughtfully executed succession plan can
transition most successfully are rarely the
reduce taxes, avoid costly disputes, protect
ones that planned the fastest. They are the
business value, and provide peace of mind for
ones that planned the earliest.
owners and their families. The businesses that
Restaurant turnover is expensive
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Systems Create Expectations, People Create Trust, and Recovery Creates
M
Loyalty
ichigan welcomes more than 131 million visitors a year. Ask any of those visitors what they remember from their trip, and the answer is almost never the reservation system that worked seamlessly or the marketing campaign that brought them in the door. Visitors remember the staff member standing in front of them when something went wrong, and how that person made them feel, like the front desk agent who secured a room last minute or the bell stand attendant who chased down luggage that didn’t arrive with the guest. THE MRLA MAGAZINE | 14 | OCTOBER 2026
This October, the Hospitality Training Institute of Michigan (HTIM) is launching Pure Hospitality, a new frontline training course built entirely around those critical, vacationmaking moments. Pure Hospitality is an online, self-paced course that takes about two hours to complete. A cumulative, scenario-based assessment concludes the course, and learners must score at least 85% to earn their certificate. Once completed, every chapter stays unlocked as a refresher, something a manager or team member can return to when needed. Pure Hospitality will be the frontline service certification previously included within HTIM’s 12-week Hospitality Business Management program, and it will also be offered as a standalone course for operators who want to train their teams without committing to the full four or 12-week programs. Each path leads to the same service-based certification and will better prepare participants for careers in the hospitality industry on a flexible timeline.
experience, the frontline worker becomes the
business and employee, at $40 for MRLA
steady point they look for, the way a
members and $50 for non-members, to fit
lighthouse marks the shore. Four habits carry
the real training budget of an entire team.
that standard through all seven chapters of the course, including ownership, calm, generosity,
For MRLA members already enrolled in
and follow-through, and the course is candid
HTIM’s 12-week Hospitality Business
about what it’s measuring. Guests will run into
Management program, nothing’s changing.
a sold-out room, a delayed order, or a missed
Future enrollees will participate in and
reservation at some point. This training
receive the Pure Hospitality certification,
provides tools to ensure that guests feel
included as part of the 12-week program.
supported and cared for in that moment, so
For everyone else, Pure Hospitality is now
employees can own the challenge and
available as a standalone course, ready for
contribute to a solution, rather than deflecting
any hospitality worker who needs
from the problem. As the course describes it,
preparation before Michigan’s next wave
systems create expectations, people create
of guests arrives.
trust, and recovery creates loyalty.
“Guest Service Gold offered a solid introduction to guest service,” said Amanda Smith, executive director of HTIM. “But Pure Hospitality was built specifically for Michigan. It speaks directly to the situations Michigan hospitality workers face, using stories from the people who have lived them.” Those stories are the heart of the course. Learners will hear from Grace Keros, thirdgeneration owner of American Coney Island in downtown Detroit, who shares why her family has maintained the same recipe for 109 years and why she still believes a guest needs a real person taking orders rather than a robot. They’ll also hear from Amy Zehnder Grossi at Bavarian Inn, who meets a difficult guest with one grounding question: what else might be going on in that person’s life? And they’ll hear John Melcher at Crystal Mountain share what it means when long-tenured staff and returning guests recognize each other by name, year after year. The course builds a simple framework called the Lighthouse Standard. It’s built around the idea that when a guest has a difficult
That framework plays out across seven efficient chapters that cover everything from staying grounded when systems fail to serving in your own authentic style rather than being tied to a script. Staff from all corners of the state will benefit from learning more about how hospitality, as an industry, is elevated when teams remove barriers so no guest feels isolated, and hospitality leaders from all backgrounds have shared stories about how their teams excel at noticing small details that can turn an ordinary visit into an extraordinary story that brings guests
Pure Hospitality launches in October, and MRLA members can learn more about enrollment, group pricing, and how the course fits into HTIM’s 12-week Hospitality Business Management program through the Hospitality Training Institute of Michigan at
back again and again. HTIM priced the Pure Hospitality course to make this training accessible to every MRLA.ORG | 15 | OCTOBER 2026
HTIM.COM
Pure Michigan’s F
rom the depths of the television, a commercial beckons. As gentle, sweeping music plays, a familiar voice invites you to slow down and enjoy the simple life. Family. Good times. To play one more round of golf, to roast one more marshmallow, or to hit one more ski slope.
Pure Michigan was born amid hard economic times in the state.
Meanwhile, panoramas of sand dunes, blue waters, color-shocked fall foliage or the serene winter
Michigan’s economy bottomed out
woods roll across the screen. “That’s pure Michigan,” the voice says, the sound of a warm smile evident. “Your trip begins at Michigan.org.” The Pure Michigan campaign turns 20 years old this year. The original ads, set to the theme of Cider House Rules and narrated by Michigan-born actor Tim Allen, are immediately recognizable to generations of
in the 2000s, and the Big Three automakers – Ford, General Motors
Michigan residents. It’s spawned parodies and tributes across the internet as Michiganders have made it their own. But despite the campaign’s now iconic status, funding for the tourism initiative has fluctuated wildly during the last two decades and has been at the mercy of elected officials, economic winds and political tides.
and Chrysler– had lost considerable market share. In the spring of 2006, GM offered a buyout to all its hourly workers, with an estimated 13,500 Michigan workers accepting the offer. Shortly after, Ford made a similar offer to its employees. Five auto plants in Michigan closed, including GM’s Lansing Stamping Plant and Ford’s Wixom Assembly Plant.
THE MRLA MAGAZINE | 16 | OCTOBER 2026
th
Anniversary A Campaign Built To Last On A Budget That Never Does
As of 2006, Michigan had lost one in four of its manufacturing jobs since 1999, according to the 2006 Economic Report of the Governor. “While the auto sector will remain critical to Michigan’s economy, other paths to prosperity need to be fostered and developed for Michigan’s economy and workers to thrive again,” the report said.
Resort Association. Grand Rapids promoted
The campaign grew, and Granholm approved
itself as the “Gateway to the Playground of a
$45 million over three years, transferred from
Nation” and Traverse City called itself the “Heart
the 21st Century Jobs Trust Fund, to support
of the Nation’s Playground.”
its growth. The 21st Century Jobs Trust Fund
After World War II, the state pivoted to “Tourist Empire of the Inland Seas,” and then in the 1960s, Michigan went back to the more playful “Water Wonderland” and later
It was that same year that then-Gov. Jennifer Granholm would unveil a plan during the Mackinac Policy Conference to rejuvenate the state’s economy. Alongside proposed investment in alternative energy, life science companies and homeland security industries, Granholm announced a new travel promotion: “Pure Michigan.”
“Water-Winter Wonderland,” which now
Pure Michigan wasn’t the first tourism campaign by the state.
million visitors from cities like Chicago,
In the 1920s, the slogan “Playground of a Nation” was coined by the Michigan Tourist and
features on the back of some Michigan license plates. In the 1980s, the state introduced the Yes! Michigan campaign and paired it with a catchy jingle: “I am Michigan. Yes, Michigan. The feelings forever.” In 2006, Pure Michigan received $25.5 million in the state budget. The ads drew 1.3 Indianapolis and Clevland during its first
was financed through Michigan’s share of the payments from the national 1998 tobacco Master Settlement Agreement and was created to support a variety of economic development, community revitalization, entrepreneurial, and tourism promotion. In the early days, Pure Michigan was running in tandem with the state’s Upper Hand campaign, another tourism promotional campaign, which launched in 2005. Michiganborn actor Jeff Daniels was the spokesperson. In 2009, Pure Michigan went national with a $10 million cable television push.
year, according to reporting from the Kalamazoo Gazette in 2008.
MRLA.ORG | 17 | OCTOBER 2026
Continued on p.18
As part of a release announcing the campaign, George Zimmerman, former vice president for Travel Michigan, said it was time for the country to get to know Michigan.
campaign generated $12.2 in state tax revenue for every $1 invested.
“There are millions of Americans who know little or nothing about the vibrancy, heritage, culture and entertainment in our great cities, the sandy beaches and stunning overlooks along America’s longest fresh-water coastline,” he said in the release.
“Out-of-state money spent in Michigan is one of the sweetest deals we can get,” said Justin Winslow, president and CEO of the Michigan Restaurant & Lodging Association. “We already have the attractions–now it’s just a matter of marketing it. You get enough people to visit on a vacation and the money they spend at restaurants or hotels is then
It would be a shame if another state began to see the benefit of a state tourism marketing campaign that we pioneered and abandoned because they saw value in it that our state government didn’t. — JUSTIN WINSLOW
During 2020, the year of the COVID-19 pandemic which caused a screeching halt to tourism, funding was cut entirely. When funding was restored in 2021, it was a modest $15 million– the lowest level of Pure Michigan funding since 2010. In 2022, lawmakers increased the funding back up to $30 million, but most of that funding was from federal COVID relief money. Only $10 million of the state’s General Fund was invested in Pure Michigan in 2022 and in 2023, though federal dollars kept the funding above $30 million. In 2024, Pure Michigan funding came solely from the General Fund and ended up halved to $15 million. In 2025, funding was ballasted by federal dollars and pumped back up to $30 million. For the current fiscal year, funding for Pure Michigan, once again, fell to $16 million. “I’m not a marketing person, but if you build any ad campaign… you need consistency,”
used by the business to pay local property taxes. Those property tax dollars are used to repair local roads and benefit their school system, which leads to more businesses opening, because it’s somewhere that employees would want to live and send their children to school. This effect compounds on itself. … Tourism, business expansion and increasing revenue all go hand in hand.”
The investment was a massive success. The next year, the state saw a $2 billion increase in visitor spending, including 21% more out-of-state visitor spending. Despite Pure Michigan’s demonstrated return on investment, the Legislature could not agree on a long-term funding source for promotion.
Still, no permanent funding source has ever been identified. Funding for the program has been the result of yearly budget negotiations regarding how much money can be allocated out of the general fund.
Granholm and Democratic lawmakers argued for a rental tax on cars rented near airports to fund Pure Michigan, but Republicans balked at what they saw as a tax increase. Instead, in 2010, the Legislature agreed to pull $9.5 million from the general fund to pay for short-term funding. Later that year, after the fall campaign had to be dropped due to lack of funding, the Legislature and Granholm agreed to spend another $10 million from the 21st Century Jobs Fund to advertise through the winter and spring seasons. Year after year, return-on-investment studies show that for every dollar spent on Pure Michigan, an average of $3 comes back to the state between 2006 and 2010. In 2024, the
Snyder said. “When you’re targeting out-ofstate travelers, whether that be the Chicago market or anywhere out of the state to come to Michigan, people need to see that more than once: ‘Pure Michigan.’ … When your budget is not consistently funded at the same levels, it’s hard to build that repetition.” Winslow agreed. “A state’s tourism economy needs to be nurtured, and there is no ability to pause the cashflow and expect it to still be there if we decide to turn the faucet back on again,” he said. “If we go years without building the marketing and public image of Michigan’s
“It’s basically been all general fund dollars,” said Rep. Will Snyder, D-Muskegon, who chaired the appropriations subcommittee that oversees funding for Pure Michigan last term. Snyder also has introduced legislation, HB 6246, this term that would create a permanent funding mechanism for Pure Michigan.
tourism features, that won’t just come back
Between 2011 and 2013, Pure Michigan was funded at approximately $25 million each fiscal year. In 2014 and 2015, that number bumped up to $29 million. It jumped to $33 million in 2016 and gradually increased to $36 million in 2019.
“There is no industry, no corner of the state, that
after a year of fully restored funding levels.” And the tourism industry has far-reaching effects across every sector of the state’s economy, Winslow said, especially as Michigan grapples with a declining population.
is not affected by fewer people living here,” he said. “That might mean you have fewer employees in manufacturing jobs, or fewer farm workers producing our food, or fewer students bringing per-pupil dollars to a district…
THE MRLA MAGAZINE | 18 | OCTOBER 2026
We’re bleeding resident, jobs, and ultimately money to other states. We can’t begin to right that path if we can’t at least get out-of-staters to step foot in Michigan first.” And Pure Michigan is something the state can bet on, no matter the state of the economy, said Kelly Wolgamott, vice president of Pure Michigan and Travel Michigan. “It’s a calling card that helps Michigan stand out on a national and global stage, and sparks curiosity about what it really means to be a Michigander,” she said. “No matter what challenges the broader economy faces, Michigan’s natural beauty, culture, and communities remain a consistent and accessible draw for residents and non-residents alike, making tourism one of the most durable assets the state has.” Even amid funding uncertainty, Pure Michigan has found ways to bring new perspectives to the campaign. In 2023, Pure Michigan launched a summer, fall and winter season campaign, “Fresh Voices” with Detroit poet laureate Jessica Care Moore. “This is a city on a river. A city connected by our Great Lakes. Every inch of Michigan flows past Detroit,” begins Moore’s poem, ‘I am Detroit summer,’ which is featured in the summer ad and is accompanied by shots of Hart Plaza and Moore driving a classic car across the bridge to Belle Isle. “Back of my daddy’s ride. Top down. Cruising up East Jefferson headed to that water.” Moore was the first person besides Tim Allen to voice a Pure Michigan campaign, and the Detroit native said she was thrilled by the opportunity to bring a fresh lens to what Pure Michigan means. “I’m a Black girl from the west side of Detroit,” she said. “That’s a different perspective than Tim Allen, in all the best ways, to bring some balance to the lens.”
Protecting Michigan Restaurants & Hotels “Locally”
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As she approached the campaign, Moore said she wanted to introduce people to her Michigan. “I want to go to the neighborhood. I want to go to the congregation. I want to go to Belle Isle. I want to go to Livernois,” she said. “Then, as the seasons change, we went up north, and I made it a point for ‘Falling for Michigan’ to include Ottawa… it is a destination and a resort town for Black people.” Moore said working on the Pure Michigan campaign was meaningful for her because it meant she got to see herself and other people like her reflected while promoting the state.
The
EXPERIENCE MATTERS
“They felt seen, and that meant a lot to me,” she said. “Detroiters are Michiganders, too. We’re part of the story.” Writing that story was easy, Moore said, as it’s the story that she’s telling all her life. “I love the state and the city that I’m from, so writing about it is easy,” she said. “They didn’t tell me what to write. They wanted the authentic voice of me and where I came from.”
MRLA.ORG | 19 | OCTOBER 2026
than just West Michigan. It’s more than just Up North. This is really a statewide thing.” There’s plenty to highlight across the state, Snyder said, with the NFL Draft in Detroit a few years ago, and the Grand Prix returning to the city. “Pure Michigan…should just continue to highlight all of our attractions across both our beautiful peninsulas,” he said. There’s more of Michigan to feature, Winslow said. “If you’re selling the same thing after 20 years with no updates… buyers get tired of it and move on to the next thing,” he said. “It would be a shame if another state began to see the benefit of a state tourism marketing Moore said her hope is that when people see
“Embedded into everyday life on license
campaign that we pioneered and abandoned
her Pure Michigan ads, they get a fuller
plates, welcome signs, social media, and
because they saw value in it that our state
picture of what the state is like, and maybe
more,” she said “Many people don’t even think
see themselves here, too.
government didn’t.”
of it as a travel brand anymore because it is
“When I don’t see myself reflected in a space, I don’t feel comfortable,” she said.
Michigan, and residents feel a great personal
Looking ahead, Snyder said he’s optimistic
sense of ownership through Pure Michigan.”
about the future of Pure Michigan.
“So, it’s important that that’s what people see. Because that’s what
few years ago, the Winter Sports
No matter what challenges the broader economy faces, Michigan’s natural beauty, culture, and communities remain a consistent and accessible draw for residents and non-residents alike, making tourism one of the most durable assets the state has.
Park and Luge Complex in
— KELLEY WOLGAMOTT
they’re going to see…we have culture here.” Synder has seen the benefits of Pure Michigan investment first-hand in Muskegon. He said a
Muskegon was featured in a Pure Michigan winter ad. “It was a great ad that my community
Part of the back-and-forth for funding, Snyder
Earlier this year, Snyder introduced HB 6246,
absolutely loved, which helped drive that
acknowledged, is political. There’s long been
which would make Travel Michigan an
year-round tourism economy here in
a pull between Michigan’s Up North– less
independent agency within the Department
Muskegon,” he said. “What we’ve seen at the
densely populated, home to many of the
of Labor and Economic opportunity. The bill is
Winter Sports Park because of that was a
scenic vistas featured in Pure Michigan ads
tied to HB 6027, which would create new
huge increase in visitors. Even in a down
and traditionally Republican– and the Detroit
regulations for short term rentals, which
winter when they had to get creative…
metro area, which is a more densely
would provide Travel Michigan, and Pure
populated urban and suburban landscape
Michigan, with a permanent mechanism for
which, traditionally, leans Democratic.
funding. Under the bill, that would be about
because we were lacking snow.” Now, Pure Michigan is more than a tourism campaign— it’s a cultural symbol, said Wolgamott.
“It should not be an Up North versus Metro
$40 million for the program each year.
Detroit type of thing,” Snyder said. “Tourism
“Maybe we can make this less of a political
means a lot to my district… but it’s more
fight and battle moving forward,” Snyder said.
THE MRLA MAGAZINE | 20 | OCTOBER 2026
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We Are the MRLA
Charlie’s Bar and Grille
Owner Name: Jodi Wilterdink Company: Charlie’s Bar and Grille LLC City: Grand Rapids Year Founded: 1996 Website: charliesbarandgrille.com MRLA Member Since: 1996 What is your business’ niche/specialty? Locally owned and operated. Women owned, locally sourced products. Food made from scratch, fresh, never frozen, seafood! Homemade sauces, soups and locally made breads.
Why is the MRLA important to you and your business? We value that the MRLA always keeps us informed. Through their various communication channels, they are always keeping us in the know on new and important findings, updates and facts in the restaurant business.
What would you like to highlight about your company? 1 Our company is locally owned and operated by family. We are three women in business for 30 years! Charlie, my mother, started Charlie’s Bar and Grille 30 years ago with myself, Jodi. We pride ourselves on family and friendships. Many of our employees have worked with us for over 15 years, loyally and happily. 2 We make our food from scratch: Homemade mozzarella sticks, burrito sauce, enchilada sauce, hand shredded cheese, homemade soups and chili. 3 Our salmon is fresh on ice from Nova Scotia. Scallops are fresh, never frozen or injected, on ice, u-8 size. The biggest you can get. All of our bread is locally baked from Schnitz Bakery and Van’s Pastry Shoppe. 4 Our customers—I cannot say enough about the friendships we have made. Most support us daily. Some have generations of love for Charlie’s. 5 Our staff. It brings us to tears every time we think about the people; the love, support and commitment from them on a daily basis. They are friends, family and the best people we know.
MRLA.ORG | 23 | OCTOBER 2026
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Turning Today’s Guests Into Tomorrow’s Regulars CAPTURE. ENGAGE. REPEAT.
T
he final months of the year offer Michigan’s hospitality industry an important opportunity. Restaurants welcome holiday gatherings, year-end celebrations and family traditions, while hotels host travelers, events and guests visiting from out of town. The immediate goal is obvious: deliver a great experience and make the most of the season. But there is another opportunity that can pay dividends long after the holidays are over: turning more of today’s guests into tomorrow’s regulars. The fundamentals aren’t new. Building customer relationships, staying connected, creating compelling content and giving people reasons to return have always mattered in hospitality. What has changed is the number of ways operators can do it and the ability to connect those efforts more strategically. The National Restaurant Association’s 2026 State of the Restaurant Industry report found that 61% of adults consider dining out essential to their lifestyle, even as consumers manage tighter budgets. The report also points to loyalty programs as an important factor influencing restaurant choices. The opportunity isn’t necessarily finding the next marketing trend. It’s making the fundamentals work harder. Capture. Engage. Repeat.
Jim Grandahl 207.395.6539 james.grandahl@directv.com michigan.dtv-sra.com ©2026 DIRECTV. DIRECTV and all other DIRECTV marks are trademarks of DIRECTV, LLC. All other marks are the property of their respective owners.
By Michael Odom
Capture the Relationship Hospitality businesses invest considerable resources getting customers through the door. Once they’re there, don’t let the relationship end when the check is paid or the guest checks out. THE MRLA MAGAZINE | 24 | October 2026
Email databases, loyalty programs, reservation platforms and social media remain valuable ways to turn an individual visit into an ongoing relationship. The key is making it easy and worthwhile for customers to stay connected. A guest might join an email list to learn about upcoming events. A diner may follow a restaurant after enjoying a visit. A loyalty program can provide another reason to return. A hotel can stay connected by sharing upcoming events, seasonal packages or reasons to experience the destination again. But capturing a relationship isn’t simply about collecting contact information. Hospitality remains personal. New 2026 research from Toast and Resy reinforces that point. In a national survey of 1,500 adults who dine out or order in at least twice a month, 48% said being remembered by restaurant staff was what made them feel most valued. Only 22% pointed to pointsbased rewards. Technology can help maintain the connection. It doesn’t replace it.
Engage With Something Worth Their Attention Building an email database or gaining social followers accomplishes little if customers don’t have a reason to pay attention.
That’s where compelling content and strategic communications matter. Hospitality businesses have an inherent advantage: they are visual, experiential and filled with people and stories. Professional photography can showcase food, spaces and experiences. Short-form video can introduce a chef, bartender or hotel team member. Email can provide early access to an event, seasonal menu or special experience. Social media can keep the business visible between visits. Then there is earned media. A new chef, expansion, innovative concept, milestone anniversary, community initiative or informed perspective on an industry issue may present a legitimate media opportunity. Not everything a hospitality business does is news, however, and not every communication belongs on every channel. Effective communication requires understanding what is genuinely interesting, who should hear about it and the best way to reach them. That’s where experienced communications counsel can add value. An operator may see a
Media relations, social media, email marketing, photography, videography and community engagement become more valuable when they reinforce one another. At Marx Layne & Company, this is an important part of how we approach communications: identifying strong opportunities and determining the right combination of earned, owned, social and digital communications to extend their reach. The objective isn’t simply more content. It’s making the right content work harder.
new menu, event or partnership. A
Repeat What Works
communications professional should also be
Finally, pay attention to what works.
asking: Is there a larger story? Can it reach another audience? Is there a media or visual opportunity? How can it be extended through other channels? The tactic should follow the opportunity, not the other way around.
Make Good Content Work Harder Communications efforts shouldn’t operate in isolation. A television interview can become social content, be shared through email and provide third-party credibility long after it airs. Photography and video from a successful event can fuel future content. A community partner can introduce the business to another audience. Earned media can be amplified across digital channels. One strong story can work in multiple ways.
Which emails generate engagement? Which events lead to reservations or inquiries? What stories attract media interest? What brings customers back? Then use that information. Repeating doesn’t mean recreating the same promotion. It means understanding why something worked and building on it.
reason to return. Strong photography and video captured during a busy season can fuel future communications. An email database built during the holidays creates a direct connection when operators have something worth bringing customers back for. None of these tools are new. And that’s the point. Sometimes the greater opportunity is getting more value from the fundamentals that have consistently worked. Capture the relationship. Engage customers with something worth their attention. Repeat and amplify what works. Then keep giving them reasons to come back. Michael Odom is senior vice president at Marx Layne & Company, a Detroit-area public relations and digital media agency. He provides strategic communications counsel to hospitality businesses and organizations, including media relations, digital and social media strategy, content development, reputation management, community engagement and crisis communications.
That becomes particularly important as hospitality businesses move from the busy year-end season into the traditionally slower first months of the year. The audience you wish you had in January is the audience you can begin building in October, November and December. A customer introduced to a restaurant through a holiday gathering can become a regular. A hotel guest visiting family can be given a MRLA.ORG | 25 | OCTOBER 2026
Learn more at MarxLayne.com
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We Are the MRLA
Owner Name: Ash Hotels
The Siren Hotel
MRLA Member Since: 2022
Detroit. We combine thoughtful design, historic architecture, local culture, and approachable hospitality to create a place that appeals to both visitors and Detroiters. Our focus is on giving guests a stay that feels personal and memorable, with spaces and experiences that reflect the character of the city rather than following a traditional hotel formula.
What is your business’ niche/specialty?
Why is the MRLA important to you and your business?
The Siren’s specialty is creating a hotel experience that feels distinctly connected to
The MRLA gives us an important connection to the broader hospitality community across
Company: The Siren Hotel City: Detroit Year Founded: 2017 Website: thesirenhotel.com
Michigan. As an independent hotel, being part of an organization that brings together hospitality professionals allows us to share ideas, learn from others, stay informed on issues affecting our industry, and continue growing as a business. It also gives us an opportunity to contribute to and support the hospitality industry here in Michigan, while building relationships with people who understand the unique opportunities and challenges of our work.
What would you like to highlight about your company? 1
The Wurlitzer Building: The Siren is housed in the historic Wurlitzer Building, a former piano and organ factory in the heart of Downtown Detroit. The building’s original character is an important part of the guest experience and gives the hotel a setting with a story that is uniquely its own.
4
Siren Cafe: Located in the lobby, The Siren Cafe gives the hotel a casual, everyday point of connection with the neighborhood. It offers coffee, pastries, and a welcoming place to start the day, meet someone, or take a break while exploring Downtown Detroit.
2
The Guest Rooms: Our rooms are designed to feel individual rather than standardized. Different layouts, details, and finishes give each stay its own character, while the overall design balances the building’s history with a more contemporary approach to hospitality.
5
Our Place in Downtown Detroit: Location is a major part of the experience. Being in the heart of Downtown puts guests within easy reach of Detroit’s theaters, restaurants, sports, cultural institutions, and growing creative community, while allowing the hotel itself to serve as a home base for discovering the city.
3
Candy Bar: Candy Bar is one of the hotel’s signature gathering spaces, known for its intimate atmosphere, thoughtful cocktails, and distinctive design. It serves as both a destination for hotel guests and a place where locals come to spend an evening. MRLA.ORG | 27 | OCTOBER 2026
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Teaching the Teachers Inside Michigan's Push to Graduate Hospitality's Next Workforce
A
t 17 years old, most students aren't getting an education in how to build a food and beverage menu for a wedding, how to run a golf course's day-to-day operations, or how to keep a small business financially solvent. But this summer, teachers across Michigan were not only absorbing these lessons, but also how to teach them and leave an impression on students.
Across three programs run
same: build a pipeline of
attitude and customer service. In September,
under the Michigan Hospitality
graduates that operators
Restaurant Ready instructors and workforce
Foundation — ProStart,
actually want to hire.
partners gathered for "Cooking Up Workforce
Restaurant Ready and Hospitality & Tourism Management (HTM) — educators spent June, July and
Restaurant Ready is the program's front door for many of Michigan's most vulnerable
Connections," a workshop built around a single question — how do you get an employer to say yes?
into September at farms, golf
young people — at-risk youth,
The day mixed strategy with metaphor.
courses, culinary labs and
individuals with special needs,
One session, a culinary lab built around a
industry headquarters,
and justice-involved adults
taco bowl, cast rice as the foundation of a
absorbing the hands-on
working toward
program, protein as job training, vegetables
knowledge they will need to
independence. It partners
as support services, and toppings as
pass down to students who, in a few years,
with community-based organizations to
could be standing behind a hotel front desk,
teach the fundamentals that employers will
running a banquet, or working a restaurant
not compromise on: personal responsibility,
line. The goal behind every training was the
communication, industry-specific skills,
MRLA.ORG | 29 | OCTOBER 2026
employer partnerships — a reminder that a workforce pipeline, like a good meal, only works when every layer is built with intention. Continued on p.30
Another tackled the unglamorous barriers that sink good intentions, from transportation
Snack brands count on us to keep little traditions going.
and childcare to ongoing coaching and case management, while a speaker from inside a state correctional facility pushed the room to think differently about what underserved populations bring to a kitchen, not just what they need. By mid-afternoon, instructors were being timed: thirty seconds to sell their program to a room of employers, no notes. ProStart, Michigan's culinary arts and restaurant management program for high schoolers, took a different route to the same destination. In early August, ProStart teachers boarded a bus in Grand Rapids for a two-anda-half-day immersion most of their students will never forget hearing about. The itinerary read more like a supply chain tour than a teacher conference: an Angus farm, a meat market tour, a feedlot, then two full days inside Gordon Food Service's world headquarters in Wyoming, Michigan. There, at a beef lab run in partnership with Halpern's Steak & Seafood, teachers rotated through stations most had never taught with real authority before — how beef is graded prime, choice, select or standard, how a cut's value shifts with its marketing and nutrition profile, and how to remove silver skin and season a cut before it reaches the flame. They worked through management case studies, sat through a financial literacy exercise from a Michigan credit union, and heard from Jeff Yingling, Director of Undergraduate Studies at Michigan State University's Hospitality Business Program, on the philosophies instructors should use to teach the pillars of hospitality. The days also covered ProStart's college-credit pathway and a session, fittingly, on building buffet lines that wow a crowd. HTM educators spent two days in June at a golf course in Ann Arbor, chosen because golf,
classroom exercise turning that pitch into a lesson plan. Yingling returned for a second audience, and statewide golf organizations closed out the two days with a look at how the sport fits into a district's broader hospitality pathway — ending, fittingly, with nine holes for anyone who wanted to test what they had just learned. “The talent pipeline is strong in Michigan because of our dedicated educators. Their dedication to continuing education, giving up some of their precious summer to learn, and willingness to share ideas among their peers make Michigan's programs some of the strongest in the country. We are looking forward to another strong school year,” said Amanda Smith, Executive Vice President of Workforce Development at the Michigan Restaurant & Lodging Association. Each of these organizations tries to outdo itself year over year, bringing new and sometimes surprising lessons to students in hopes of leaving a lasting impression on their careers. Through the detailed trainings their teachers received this summer, students in Restaurant Ready, ProStart and HTM classrooms will graduate knowing how to sell a special event, how to stay financially literate in business, how to grade a cut of beef, and how to build a buffet line worth talking about — a toolkit assembled one training at a time, aimed at making sure Michigan's restaurant and hotel operators have somewhere reliable to turn when it is time to hire. That, in the end, is the quiet promise behind all three programs. Long before a graduate ever sends a resume, a teacher somewhere in Michigan has already sat through the beef grading lecture, run the taco-bowl case study, or walked a golf course's back-of-house with a notepad in hand — so that when an operator finally meets that graduate, the hard part has already been taught.
more than most people realize, is a hospitality business in its own right. Course leadership walked teachers through what it takes to run the operation and the qualifications they look for in staff, while the director of operations spoke to the realities of a career path few classrooms cover at all. An event planner led a session on selling special events, followed by a THE MRLA MAGAZINE | 30 | OCTOBER 2026
To learn how your business can work with a local program as an internship site, classroom speaker, or apprentice sponsors, please contact Amanda Smith at asmith@mrla.org.
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RESTAURANT TRAINING SOFTWARE
WHAT TO LOOK FOR
R
estaurant training software should make your shifts easier, not add one more thing to babysit. If you are tired of a new hire learning your POS (point of sale) mid-rush, or a great trainer leaving and taking half your standards with them, you are not alone. Most “training programs” are really a mix of tribal knowledge, a few documents in a drive, and a binder that gets opened on day one and never again.
At Shifty, we think about training the way you think about service: it has to work in the real world. Phones in pockets. Five minutes between tasks. Managers doing ten things at once. So below is an operator-friendly checklist you can use to compare platforms and pick something your team will actually use.
Why most restaurant training software fails once the rush hits A lot of tools labeled as training were built for desk jobs. They assume long attention spans, quiet time, and a manager who can “follow up later.” In a restaurant, later turns into next week, then next month, and the habits you wanted never really land.
If you are seeing inconsistent execution across shifts, that is usually not a motivation problem. It is a system problem. You need training that is mobile-first, role-based, and measurable, plus the operational followthrough that keeps standards from drifting.
THE MRLA MAGAZINE | 32 | OCTOBER 2026
RESTAURANT TRAINING SOFTWARE CHECKLIST: START WITH THESE NON-NEGOTIABLES Before you get pulled into feature lists and pretty dashboards, pressure-test the basics. If the product does not fit the way your team works, it will sit there like an unused QR code on the host stand. • Can your team use it on a phone, fast? If it is clunky, you will see it in completion rates. • Can you assign by role and location? Front of house (FOH) and back of house (BOH) need different paths. • Can managers see what is done and what is not? Assigned is not the same as completed.
2
That is why we built Shifty Training & Onboarding around Training Paths: structured, role-based sequences you can assign by position and location. You can pair those paths with Shadow shift checklists and quick Pop Quizzes and Knowledge Checks, so “we trained it” turns into “we can prove it stuck.” 1. New hire onboarding: safety, basics, your standards, and what they need to survive week one.
• Can you scale standards across locations? Growth should not mean rebuilding training from scratch.
2. Role readiness: station skills, menu knowledge, modifiers, allergens, and comps & voids rules.
1
“Mobile-first” does not mean “we also have an app.” It means the phone experience is the main event: quick logins, big tap targets, and content that works in short bursts. Your team should be able to knock out a module before pre-shift, or review a spec while they are setting up a station. • Works in low signal areas: kitchens, basements, and walk-ins do not care about your Wi-Fi.
• Knowledge check results that highlight common miss areas like allergens, modifiers, or cash handling rules.
A server does not need the same onboarding as a prep cook. A bartender needs drink specs, ID checks, and steps of service behind the bar. Your dishwasher needs safety, chemical handling, and close procedures that keep your kitchen ready for the next day.
• Can you document compliance? Food safety and alcohol service need an audit trail.
Mobile-first restaurant training software that fits into real shifts
Look for: • Completion views by role and location so you can spot patterns, not just one person struggling.
Role-based Training Paths that match FOH and BOH reality
• A manager-ready snapshot that tells you what to coach today.
4
Compliance you can document without turning training into paperwork
Food safety, allergen awareness, and alcohol service are not “extra credit.” They are the stuff you get asked about when something goes wrong. You need a clean trail that shows what was assigned, when it was completed, and who signed off.
3. Lead and manager development: coaching habits, openings and closings, and how to run the floor.
If you want a credible north star for what good looks like, use the FDA Food Code guidance to sanity-check your internal expectations. Then make sure your platform makes it easy to update training when your processes change. If you 86 an ingredient or adjust an allergen procedure, you want the update to move faster than the grapevine.
Tracking and reporting that shows you what is really happening
Micro-learning that helps people remember under pressure
3
5
Here is what you already know: assigned does not mean completed. Completed does not mean understood. And a quick verbal rundown at lineup does not mean it will show up during Saturday dinner.
Long videos feel productive until you try to complete them around openings, breaks, and covers. Micro-learning is more realistic: short lessons that repeat the right information until it becomes automatic.
You want reporting that helps you coach early, not autopsy later. In practice, that means managers can pull up a view before service and see who is behind, who missed a knowledge check, and what needs attention.
In Shifty, that is where the Flashcard Learning System, quick modules, and short Knowledge Checks shine. You can reinforce the right behaviors after day one, especially in the first 30 days when new hires are still finding their footing. Continued on p.34
FORMAT
RESTAURANT EXAMPLE
WHY IT WORKS
Flashcards
Menu ingredients, allergens, pairings, modifiers
Repetition builds recall when it is busy
Short modules
Opening walkthrough, station setup, steps of service
Easy to finish before or after a shift
Pop Quizzes & Knowledge Checks
Five questions after a Shadow shift
Shows what to coach next shift
• Bite-sized learning: think 3 to 7 minutes, not 45. • Minimal typing: if it feels like homework, people will skip it.
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the difference between “we think everyone knows” and “we know everyone is trained.”
Multi-location control: one set of standards, not five versions of the truth
For multi-unit teams, prioritize: • Templates and version control so updates do not turn into a copy-paste mess.
If you operate multiple locations, training drift is expensive. One store teaches sanitizer concentration one way, another does it “how we always did it,” and now you have inconsistency you can taste. Or fail an audit on.
• Multi-Location Rollups to compare completion and readiness across units. • Fast publishing so changes land everywhere before the next shift.
Restaurant training software should help you publish standards centrally, allow reasonable local nuance, and report across locations so you are not guessing. That is
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How to run a demo of restaurant training software without getting fooled Most demos are calm. Your restaurant is not. So when you evaluate tools, ask questions that mimic a rough week: callouts, a new hire, a manager who is already behind, and a menu change you need to roll out fast. 1. Can a new hire start and finish their first module in under two minutes? If login is slow, adoption will be too. 2. Show role-based assignment for FOH and BOH. Ask how roles are created and how many clicks it takes.
Training tied to daily operations so it actually gets used
3. What does a manager see at 4:00 PM before service? You want a Manager Dashboard that flags who is ready and what to coach. 4. How do Shadow shifts work on a phone? You want guided checklists, not a clipboard that disappears. 5. How fast can you publish a menu update and retrain everyone? Think allergens, specs, and seasonal features. 6. How do you support multi-location standards? Ask for a live example of pushing an update to every store.
Training lives or dies by whether it shows up in the flow of work. If someone is not trained, you should not schedule them as the closer. If a new hire keeps missing modifiers, you want that visible before you put them on your busiest section. This is where an operations platform earns its keep. Shifty brings training, communication, scheduling, and standards together, so managers are not bouncing between five tools. You can also bake your expectations into daily execution with Checklists with Photo Proof, which helps you verify the work without hovering.
The part people skip: training is content plus follow-through If you have ever rolled out training, felt good for a week, then watched things slide back, you have seen the gap. Content alone does not hold standards. Follow-through does. That means clear expectations, routines that reinforce them, and a way for managers to verify the work. We built Shifty around one idea: consistency is culture. When Training Paths, Shadow shifts, and checklists work together, your standards stop relying on one superstar trainer. They start showing up on every shift, at every location, even when you are not in the building.
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FAQ: RESTAURANT TRAINING SOFTWARE
What matters most for multi-unit and franchise operators?
What is restaurant training
Look for central templates, version
software, and how is it
control, Multi-Location Rollups, and
different from a generic LMS?
fast publishing. Your goal is standards that hold, even when
Restaurant training software
leadership changes at a location.
is built for a deskless, shift-based team. You can deliver training on
Should you pick a big course library
phones, assign by role, and track
or build your own training?
completion and understanding so
If you need to launch quickly, a library can
managers can coach before the
help you cover fundamentals. If your edge is
next rush.
your recipes, service style, and brand voice, you will want strong creation tools so training matches
How do you know your r
how you actually run the restaurant.
estaurant training is working? You should see completion, knowledge check performance, and readiness by role and location. On the floor, it looks like fewer repeat mistakes, faster ramp to productivity, and less manager time spent reteaching the same basics.
Will my staff actually use restaurant training software? They will if it is quick, mobile-first, and clearly connected to success on the next shift. If the tool feels like extra work, they will treat it that way.
CONCLUSION Picking restaurant training software is less
If you want to see what “built for the
about buying features and more about
floor” looks like, start with Shifty’s
choosing a system your team will use when
restaurant training and operations
it is busy. Prioritize mobile-first delivery,
platform. You will get training and
role-based Training Paths, real tracking,
onboarding that fits into real shifts,
compliance documentation, micro-learning,
plus the standards and follow-through
and multi-location control.
that keep your operation consistent.
To learn more about industry standards and effective solutions, you can read this in-depth guide on restaurant solutions and their benefits. Ready to improve team performance? Contact Shifty’s team today for a customized demo and see how you can transform training at your restaurant.
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