FSR January 2026

NO. 145

FULL-SERVICE RESTAURANTS : SETTING AMERICA’S TABLE

THE MARTINI RESURGENCE

HEALTH ON THE MENU

FROM SERVER TO COO

PARTY FOWL’S COMEBACK

®

PLUS BRITTANY SNYDER IS MAKING WAVES AS ONE OF THE YOUNGEST EXECUTIVE CHEFS ON THE LAS VEGAS STRIP

BREAKOUT BRAND OF T HE Y E AR

ALL EYES ON TOM’S WATCH BAR LED BY CO-CEOS BROOKS SCHADEN AND SHANNON McNIEL, THE EVOLVED SPORTS BAR CONCEPT IS LEADING WITH $7M AUVS AND A THOUGHTFUL APPROACH TO GROWTH

CONTENTS 24

FSR January 2026 No. 145

AS TOM’S WATCH BAR EXPANDS, ITS GOAL IS TO CREATE “FAN SANCTUARIES” THAT UNITE PEOPLE THROUGH THOUGHTFULLY DESIGNED SPACES AND ELEVATED EATS.

24 All Eyes on Tom’s Watch Bar The evolved sports bar concept with $7 million AUVs is FSR’s Breakout Brand of the Year. Led by co-CEOs and industry vets Brooks Schaden and Shannon McNiel, Tom’s Watch Bar has 20 locations open in major sports cities across the U.S. C HEF S & IN G R ED IEN T S

11 ‘Steaking’ Her Claim on the Strip Executive chef Brittany Snyder is heating up Las Vegas with nostalgic charm and modern steakhouse flair as one of the youngest chefs in her league.

16 The Rise of Health on the Menu

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As diners’ habits shift in a healthfocused world—fueled in part by appetite-suppressing medications like Ozempic—full-service restaurants are rethinking what the future of the menu looks like, from smaller portions to nutrientforward dishes. L I Q U ID IN T EL L I G EN C E

19 The Martini Revival

TOM’S WATCH BAR / DINER ROSS STEAKHOUSE

A full martini resurgence is underway, and beverage leaders are pairing renewed respect for tradition with showier, experience-driven service.

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CONTENTS

®

FSRmagazine.com January 2026 No. 145

35

EDITORIAL VP, EDITORIAL DIRECTOR: FOOD, RETAIL, & HOSPITALIT Y

Danny Klein

40

VANDELAY HOSPITALITY GROUP / THE BIG BISCUIT

dklein@wtwhmedia.com FSR EDITOR

Callie Evergreen

cevergreen@wtwhmedia.com QSR EDITOR

Ben Coley

bcoley@wtwhmedia.com

ASSOCIATE EDITOR

Sam Danley

sdanley@wtwhmedia.com SENIOR EDITOR, WIRL

Satyne Doner

sdoner@wtwhmedia.com

FIR S T CO U R SE

7 Bringing Back OldSchool Hospitality While QR codes and AIpowered efficiency dominate headlines, the CEO of Barcelona Wine Bar is doing something radically countercultural: bringing restaurants back to their roots by prioritizing warmth, conversation, and community over convenience.

8 The Appetizer Economy New data shows value-conscious consumers are starting to skip dessert and trade entrees for appetizers to save money.

B AC K O F H O USE

35 From Server to COO WOMEN IN LEADERSHIP A

former server turned C-suite exec for multiple big-name restaurant brands like Topgolf and now Vandelay Hospitality Group, Gen Gray’s

leadership playbook centers on humanity, consistency, and the courage to grow beyond your comfort zone.

SVP, AUDIENCE GROW TH

Greg Sanders

gsanders@wtwhmedia.com

CO N T E N T S T U D I O

37 Party Fowl Bounces Back

VP, CONTENT STUDIO

ON THE RISE With industry

WRITER, CONTENT STUDIO

vet Scott Taylor at the helm of Party Fowl, the Nashville hot chicken chain is regaining momentum after a couple challenging years of setbacks and restructuring.

Peggy Carouthers

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Drew Filipski

dfilipski@wtwhmedia.com WRITER, CONTENT STUDIO

Ya’el McLoud

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Abby Winterburn

40 Leading with ‘Mise en Place’

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BEHIND THE SCENES Marita Swift has helped expand The Big Biscuit to nearly 30 locations across the Midwest. Learn how she leads by asking important questions, engaging her team, and setting them up for success using a culinary-inspired philosophy.

ART DIRECTOR

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Welcome

Connection Over Convenience

Callie Evergreen EDITOR

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cevergreen@wtwhmedia.com FSRmag @FSRmagazine

On the Cover Our January cover spotlights the coCEOS of Tom’s Watch Bar, Brooks Schaden and Shannon McNiel, who are leading the evolved sports bar concept with a long-term growth mindset. Schaden —with experience at Merrill Lynch, ABN-AMRO, and Smashburger—focuses on the brand’s finances and strategic growth and development. McNiel—shaped by decades at Texas Roadhouse, Bubba’s 33, Cheddar’s Scratch Kitchen, and Darden—leads operations, training, and people development. They were promoted to coCEOs in November 2024.

TOM’S WATCH BAR

HAPPY NEW YEAR! Welcome to the first issue of 2026. Hopefully we’re all well-rested and refreshed from the holiday season, however you chose to celebrate. I’m feeling especially grateful to have spent some quality time with family and loved ones back in Minnesota, despite the 36+ hours in the car to drive there from North Carolina then back home again. This is also the time of year when many people are reflecting on the progress they’ve made in their personal and professional journeys, and setting fresh annual goals or New Year’s Resolutions. I’m focusing on finding a better balance between movement, work, and rest, while acknowledging the improvements I’ve made over the past year. I’m also working on giving myself (and others) grace when goals aren’t met, while staying focused on the why behind those goals to try and get back on track. When people think of New Year’s Resolutions, many think of diets and health-conscious goals. Diet culture is going through its own transformation as we see appetite-suppressing meds like Ozempic becoming more popular, and we’re witnessing the impact at restaurants, where full-service operators are rethinking what the future of the menu looks like amid shifting diner behavior. Smaller portion sizes and tapas-style offerings are taking hold, while nutrient-forward and protein-packed dishes are gaining traction. Read more about the path forward for menus on PAGE 16. If the theme for last month’s issue was longevity—how brands and leaders stay grounded in their identity while evolving for what comes next— then the theme for this month’s issue would be connection, and getting back to the basics of true hospitality. One example is a story about a former server turned c-suite exec for multiple big-name brands, who credits her time as a server for helping her to understand “humanity and hospitality, and how they’re so closely connected … People remember the food and beverages, but ultimately, when they leave the experience, what really sticks is how you made them feel.” Read more of Gen Gray’s story on PAGE 35. Then we have our cover story on our Breakout Brand of the Year, Tom’s Watch Bar, and how the leaders are creating a network of “fan sanctuaries” across the country where everyone feels like they belong (PAGE 24). While they’ve integrated game-changing tech to allow for crazy volumes (like $40,000 made in one hour on a $93,000 day), the co-CEOs haven’t strayed from the original mission of the brand: connecting people to each other over a shared passion in an elevated environment. I think we could all take a piece of inspiration from this story. “We’re building something bigger than screens and venues,” says co-CEO Shannon McNiel. “Tom’s Watch Bar is where passion finds its people … We’re not just showing the game—we’re elevating it. And we’re just getting started.”

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First Course

TOM McGOVERN

Adam Halberg has been with Barcelona Wine Bar since 2008, when the restaurant group only had five locations in Connecticut. Now, Barcelona Wine Bar has grown to more than 20 locations across the country—without losing its independent, local vibes.

Bringing Back Old-School Hospitality BY EMMA SCHMALZ

Barcelona Wine Bar is doubling down on people-first hospitality amid tech advancement. F S R M AG A Z I N E .CO M

145First Course.indd 7

WHILE QR CODES and AI-powered efficiency dominate headlines, the CEO of Barcelona Wine Bar is doing something radically countercultural: bringing restaurants back to their roots by prioritizing warmth, conversation, and community over convenience. Adam Halberg wants guests

to understand that at its core, Barcelona Wine Bar is an immersive gathering spot for folks to eat, drink, hang out, and truly connect face-to-face with people. “We’re a place to meet people, we’re a place to try new foods, a place to try new drinks. I know that sounds a little bit

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First Course

THE

‘Appetizer Economy’ VALUE-CONSCIOUS CONSUMERS are starting to trade entrees for appetizers across the U.S., with many even skipping dessert to save some money. New data from Buyers Edge Platform— based on more than $74 billion in annual spending across 200,000+ restaurants—reveals that appetizer orders jumped 20% in the last eight months.

According to the company’s recent analysis, the topgrowing appetizers are: ๶ Mozzarella sticks, up 36% ๶ Pickle chips, up 35%

๶ Cheese curds, up 33%

๶ Jalapeno poppers, up 20% ๶ Cheese bites, up 17%

ADOBE STOCK

maybe overly romantic or throwbacky, but, when we talk about what Barcelona is, it’s really what we describe first,” he tells FSR editors on a recent episode of The Restaurant Innovator Podcast. At first glance, Barcelona Wine Bar is a Spanish tapas restaurant. However, the restaurant’s main identity is all about being “fundamentally old school”— which, in this day and age, feels innovative. Halberg wants his diners to feel like they are a part of a community. He believes that Barcelona Wine Bar is popular not only because of the great food, but because of its authentic hospitality and elevated dining experience. Halberg envisions Barcelona Wine Bar as an escape from the outside world, including from diner’s phones. The pandemic changed a lot for the restaurant industry, and Halberg feels that there is a hunger for face-to-face interaction, and he doesn’t want technology to interfere with that. He wants to give people back the ability to flex their socializing muscles. “We’re building restaurants that I oftentimes describe as cinematic. You feel like you have walked into another world. You are fully transported. And then while you’re there, you get to completely immerse yourself in the energy and the music and all the things that you see around you, and all these cool people and everything else,” says Halberg. “So we have to be careful that the technology doesn’t do what in theater you would call breaking the fourth wall.” While he doesn’t reject technology outright, Halberg believes it should remain invisible. “If you walk up to a host stand and somebody looks at the iPad instead of looking at you in the face, then it’s hurting the experience,” he says. As for what's next, Halberg says the BWB team typically opens one to two restaurants per year—but they're mainly focused on finding the right neighborhoods where they can integrate seamlessly into the community. TO LEARN MORE, CHECK OUT ‘THE RESTAURANT INNOVATOR’ ON ALL PODCAST PLATFORMS.

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F S R M AG A Z I N E .CO M

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CULINARY INSPIRATION AND STORIES FROM INDUSTRY TRAILBLAZERS MENTIONED IN THIS SECTION DINER ROSS STEAKHOUSE INDIGO ROAD HOSPITALITY GROUP OLIVE & FINCH

• • •

• • •

Chefs & Ingredients A STANDOUT OFFERING AT DINER ROSS STEAKHOUSE IS THE BONE MARROW BITES, WHICH HIGHLIGHT CHERRY-BRAISED SHORT RIB, PICKLED ONION, AND CHIVES.

‘Steaking’ DINER ROSS STEAKHOUSE

Her Claim on the Strip

BY SATYNE DONER

Executive chef Brittany Snyder is heating up Las Vegas with nostalgic charm and modern steakhouse flair. F S R M AG A Z I N E .CO M

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FROM A VERY EARLY AGE, Brittany Snyder wasn’t the type of child who wanted to play outside, scrape her knees, or get dirty. Her mother made her a deal: if she wasn’t going to go outside, she’d have to help in the kitchen. So from age 3 on, all she can remember is wanting to cook with her mom. “It was just me and her in the kitchen every night. I always remember helping out during the holidays, and those were such

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good memories,” Snyder sion inspired me,” Snyder recalls. “We’d have cookie says. “If you’re passionate bake-offs, all 10 of my cousabout what you’re doing, ins in the kitchen making if you love what you do, ONE INGREDIENT different sweet treats to it’s always going to shine take home. It was crazy, but YOU’RE OBSESSED WITH through in your cooking. RIGHT NOW: Lemon I was always right there in To be in this industry, to the middle of it.” rise above the challenges, ONE CLASSIC DISH That deep-rooted connecyou have to absolutely fall YOU’LL NEVER GET tion to family has remained in love with your craft.” TIRED OF: Steak a constant throughout SnyFormal mentorship der’s life. After graduating GO-TO LATE-NIGHT BITE was hard to come by in from college in Denver, she those early days, but SnyAFTER A LONG SHIFT: moved to Las Vegas to be der found it under chef Jalapeno poppers Anthony Hervé at The closer to them. Within a week, she landed her first FAVORITE FOODIE CITY: Cosmopolitan, where cooking job on the Strip at she worked as a chef Las Vegas a small fine-dining French tournant. She soaked up restaurant in the infamous Monte Carlo everything, from his cooking style to his casino (which has since been rebranded leadership approach. as Park MGM). She was instantly drawn Snyder went on to build nearly a in by the lights, the energy, and the decade of experience in some of Las sense of possibility; that’s where her offi- Vegas’ top kitchens, serving as execucial culinary journey began. tive sous chef at Aria Resort & Casino, She wasn’t intimidated by the high- executive chef at Unidine, and chef de pressure, high-profile kitchens, though cuisine at The Cosmopolitan. it felt worlds away from her mother’s Now, as executive chef at Diner Ross cozy home kitchen. As a young chef, Steakhouse, she is one of the youngest that intensity energized her and fueled chefs in her league, leading one of the her ambition. “The drive and the pas- most sought-after restaurants on the

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DINER ROSS STEAKHOUSE (2)

PART OF CHEF BRITTANY SNYDER’S VISION WAS TO MODERNIZE THE MENU AT DINER ROSS STEAKHOUSE WHILE PRESERVING THE 1970S-ERA NOSTALGIC DINER CHARM.

Las Vegas Strip. Diner Ross opened at The LINQ Hotel in 2024 and has continued to evolve with the changing demands of the Strip. The “finer diner” rebranded as Diner Ross Steakhouse in September 2025, shifting toward a classic diner-style menu with a strong steakhouse backbone—elevated but without the white tablecloth. Snyder has led that evolution, calling it the opportunity of a lifetime. “I’ve been given so many great opportunities, and I’ve worked so hard to be where I am. I’m so grateful to those who have put their trust in me,” Snyder says. “The team at Diner Ross Steakhouse trusts me to do the best I can and take my team as far as we can go.” Her menu honors classic American fare while introducing bold, modern interpretations—popovers paired with her homemade butter, a playful take on a classic cocktail with the Dirty Martini Salad, and a variety of steak cuts ranging from a New Zealand New York strip to a ribeye from Japan. In this high-volume, high-energy setting, she brings to life a menu that combines steakhouse staples with theatrical spectacle, delivering both comfort and creativity in every dish. F S R M AG A Z I N E .CO M

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DINER ROSS STEAKHOUSE (2)

A standout offering includes A5 and When developing new dishes, rein- was a child helping her mother cook. She the Gang, a steak flight of wagyu from venting old ones, or analyzing trends would never ask her team to do somethree different countries: New Zealand, and flavor profiles, Snyder takes an thing she wouldn’t personally do. As a Australia, and Japan. There’s also the organic approach. Her philosophy is servant leader, if it’s a busy night, she’s 36-ounce dry-aged tomahawk steak and rooted in technique, emotion, and mem- right by their side, cooking on the line. seafood tower, and bone marrow bites ory—creating dishes that are both com- This level of trust isn’t built overnight; it’s highlighting cherry-braised short rib, forting and unexpected. built through consistency and purpose. pickled onion, and chives. “I believe menus should develop nat“I lean on my team a lot, and to make Part of Snyder’s vision was to mod- urally. Nothing should ever feel boxed sure they trust me means everything ernize the menu while preserving the in so rigidly,” Snyder says. “Chefs might to me because I’d be nowhere without them,” Snyder says. “Every person requires a different hand, whether that’s firmer or more independent. You need to understand your team and the type of leadership they require … one style doesn’t work for everyone.” As Vegas dining continues to evolve alongside guest expectations, so does Diner Ross Steakhouse. Guests expect more than ever, and Snyder is prepared to exceed those expectations through her unexpected, playful menu; showmanship; and the restaurant’s transformative atmosphere. “Your environment has ever y t h i ng to do w it h IN THIS HIGH-VOLUME, HIGH-ENERGY approachability in fine dining,” she SETTING, SNYDER BRINGS TO LIFE A MENU THAT COMBINES STEAKHOUSE STAPLES WITH notes. “When you walk into Diner Ross THEATRICAL SPECTACLE, DELIVERING BOTH Steakhouse, it’s like you’re transported COMFORT AND CREATIVITY IN EVERY DISH. to the 1970s, and the level of food you’re 1970s-era nostalgic diner charm. Some being served alongside premium enterof that comes from the setting—the tainment is a bonus, as performers walk diner itself feels nostalgic before custhrough the dining room every night. tomers even look at the menu—but it’s It’s a sight you won’t see anywhere else.” also about balancing comfort, familiarSnyder sees herself as essential to ity, and surprise in the food. Diner Ross Steakhouse’s story for the “Our surroundings [at Diner Ross long haul. She looks forward to remainSteakhouse] have given us something ing as creative and open as she can, conspecial when it comes to reimagining tinuing to make her mark on the Strip the menu. Steaks have always been our go in thinking a menu should be this and shape her culinary legacy. top sellers, and that’s what the clien- way and that a dish is going to come out “We’re always going to keep pushing tele wanted … so I personally wanted to exactly one way. But when you open the boundaries,” Snyder says. “We’re lean into that and show people different yourself up and let your own creative always going to keep developing, trying cuts, different aging styles, meat from juices flow with the ingredients you’re to do more unexpected things, bringdifferent countries,” Snyder says. “Our using, you might come up with some- ing ideas to Vegas that people haven’t steak flight is a very new idea with high- thing unexpected, yet 100 times better seen before.” end steaks, but when you pair it with a than what you originally pictured.” She adds, “I’m going to keep pushing potato au gratin that everyone loves, you In the kitchen, Snyder tries to be as the envelope and just constantly evolve strike a comfortable balance.” hands-on as possible—just like when she with the times.”

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12/12/25 3:46 PM

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CHE FS & ING RE DIE N T S NOW SE RV ING

The Rise of Health on the Menu BY SATYNE DONER

Shifting diner behavior is reshaping portions, pricing, and the path to profitable menu innovation. THE INDIGO ROAD HOSPITALITY GROUP HAS EXPERIENCED A DECLINE IN THE AMOUNT OF FOOD BEING CONSUMED, THOUGH NOT NECESSARILY IN CHECK AVERAGES. FOUNDER AND CHIEF VISIONARY OFFICER STEVE PALMER ATTRIBUTES THIS TO THE COMPANY’S NICHE IN FULL-SERVICE, CASUAL FINE DINING.

AS DINERS’ HABITS SHIFT in a health-

focused world—fueled in part by appetite-suppressing medications like Ozempic—full-service restaurants are rethinking what the future of the menu looks like. Smaller portions, tapas-style offerings, and nutrient-forward dishes are on the rise, challenging operators to innovate without compromising flavor or hospitality. But this isn’t about turning a menu “lite” or offering low-calorie choices. For GLP-1 users, the pressure points center

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on a loss of muscle mass and bone den- thing has to taste exceptionally well.” sity, as well as slowed gastric emptying, Demand for seed-oil alternatives which results in consumers who feel less has risen dramatically in the past year, hungry and eat less frequently. For res- whether for perceived health benefits or taurants that capitalize on indulgence simply better flavor. Many restaurants and overconsumption, full portions are are switching to beef tallow to meet now reduced to just a few bites. shifting consumer preferences and post“This isn’t diet culture, it’s perfor- ing “no seed oils” on social media to capmance culture,” says Sri Divel, founder italize on the trend. of The Culinary CMO. “We are definitely “I think we’re going to see a rise in ferusing high-quality ingredients—avo- mented, cultured, and pickled foods,” cado oil, seed-oil-free, all of those types Divel continues. “People know that when of things—but the protein and every- they’re on [a GLP-1], they also have to F S R M AG A Z I N E .CO M

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CARRIE TURNER (4) / OLIVE & FINCH

NOW SE RV ING CHE FS & ING RE DIE N T S care for themselves … So when it comes aren’t leaving with boxes, but they are taurants are now designing menus that to the plate, it does have to be big and choosing higher-quality meals because do the same with fish and chicken. For bold in flavors, but also very precise in of the perceived health benefits. This Berkowitz, this isn’t about automatically what you’re serving.” shift extends beyond food and into bev- celebrating cost savings—it’s an opporThe Indigo Road Hospitality Group erage programs. tunity to elevate the center of the plate. has experienced a decline in the amount “We’ve seen a trade-off in alcohol “Now I get to concentrate and spend of food being consumed, though not nec- because a lot of these GLP-1s make you more time focusing on the center of the essarily in check averages. Founder and feel not so good when you’re drinking. plate, using higher-quality products, and chief visionary officer Steve Palmer attri- Instead of having three martinis, they making this a part of the dining expebutes this to the company’s niche in full- may opt for one, but it’ll be top-shelf rience,” he says. “The value perception liquor,” Berkowitz says. “We’re selling must be there to keep your check avermore zero-proof drinks for sure … and ages. Maybe you can’t do three ounces of we use a lot of freshly squeezed, organic this high-end product, but you can use juices and vegetables, and you can still one ounce, and you better make sure it charge a premium for that level of qual- looks and tastes amazing.” ity compared to liquor.” The bottom line: Food can’t feel like a By adding ingredients like turmeric compromise. It must be health-forward and ginger to zero-proof cocktails, oper- while still craveable and memorable. And ators like Berkowitz have been able to for GLP-1 users experiencing changes in taste or sensory perception, the ability to customize their meal matters deeply. “The trick is to coerce as much flavor as you can into your menu without adding too much fat,” Berkowitz says. “We’re focusing on a lot of citrus juices, herbs, and some chilies to give our dishes a wow factor. We also offer salads in two different sizes with eight protein options.” Perhaps most critical in configuring menus for a new wave of customers is training teams who can educate and accommodate them. Divel has noticed guests aren’t asking, “I’m on Ozempic. What can I eat?” Instead, they’re looking for high-protein and low-carb options— and an educated staff equipped with knowledge of sourcing, food trends, and nutritional needs can instantly build trust. “We are fortunate to be ingrained in our hyperlocal food scenes, adding to the THE BOTTOM LINE: FOOD CAN’T FEEL LIKE A education of our staff by taking them to COMPROMISE. IT MUST BE HEALTH-FORWARD the farms, to the fishmongers, seeing WHILE STILL CRAVEABLE AND MEMORABLE. the way that the food is being treated,” service, casual fine dining. maintain the same price points as alco- adds Palmer. “They will convey that to “We’ve seen people eat less, but they’re holic beverages. Leaning into the idea of the guest and build trust. It’s all intereating better in terms of premium qual- food as fuel—where every sip and bite connected to your story, and that ties ity and price,” Palmer says. “Check aver- counts—Berkowitz calls this the cus- back to your integrity and the quality of ages and the actual price per person have tomer’s caloric, or nutrient, budget. what you’re doing. [With the rise of GLPnot declined, despite seeing split entrees The rise of health-conscious dining 1s] they are not necessarily identifying and similar practices.” has spurred creativity not just in plate that upfront, but you’re definitely startBrent Berkowitz, COO of Denver- sizes, but also in offering multiple sizes. ing to see a more precise curation of food based fine-casual concept Olive & Finch, Just as a traditional steakhouse may offer … and all of that hinges on their trust of has noticed similar behavior. Guests steaks in six-, 12-, or 24-ounce cuts, res- the operators and of your restaurant.” F S R M AG A Z I N E .CO M

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TRENDS AND CREATIVE APPROACHES TO SPIRITS, WINE, AND BEER. MENTIONED IN THIS STORY SOCIAL 45

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SEXY ROMAN

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Liquid Intelligence

A NEW GENERATION OF GINS, BETTER VERMOUTHS, HIGHERQUALITY BITTERS, AND A FRESH APPRECIATION FOR ELEGANT GLASSWARE SET THE STAGE FOR THE MARTINI’S RETURN TO FORM, PUSHING THE CATEGORY BACK TOWARD TECHNIQUE, BALANCE, AND TRADITION.

The

Martini ADOBE STOCK

REVIVAL

BY SAM DANLEY

A full martini resurgence is underway at F&B establishments. F S R M AG A Z I N E .CO M

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WET OR DRY, dirty or clean, the martini

has long stood as the pinnacle of mixed drinks. After years of bar trends cycling through one classic after another, the spotlight has finally swung back to the martini. The result is a full-scale revival.

This resurgence looks different from the “neo-tini” wave of the 1990s and early 2000s, when almost any drink could be given the suffix as long as it arrived in a V-shaped glass. Drinks like the Lemon Drop and Cosmopolitan

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“I think there’s a resurgence of vodka-based and the gin-based martinis as a whole, with plays on different garnishes and different presentations. There’s an elegance and refinement to that type of cocktail. It’s really beautiful, simple, and boozy in its traditional aspect.”

sic V-shaped glass. “I think that’s a more elegant presentation of these cocktails,” Henesy says. “It’s similar to a champagne flute in the way that it gives you the opportunity to take the nose of the drink or the bouquet, and really get that juniper from the gin or some of the olive, some of the dirtiness, some of the acid from a dirty martini.” Beyond the classics, few drinks are riding the wave harder than the espresso martini, which continues to climb in popularity. Social 45’s Nitro Espresso Martini—a nitrogen-infused blend of cold brew, vodka, vanilla, and salt—is a

popular choice among guests, reflecting a broader push toward cold brew builds, flavor pairings, and nitrogenation for a frothy texture that adds another layer of indulgence. Bartenders across the country also are finding new ways to keep the caffeinated favorite front and center with spirit swaps like scotch for added depth. The martini’s versatility allows it to absorb adjacent beverage trends. Social 45’s Blueberry Matcha Martini channels coffeeshop culture with a blend of gin, coconut rum, matcha, blueberry, and vanilla, tapping into a flavor profile that surged on social media. At the

SOFITEL NEW YORK / SEXY ROMAN

dominated sprawling “martini menus,” many of which didn’t feature a classic build at all. That approach continued into the early aughts, until the craft cocktail movement reintroduced bartenders to the fundamentals. A new generation of gins, better vermouths, higher-quality bitters, and a fresh appreciation for elegant glassware set the stage for the martini’s return to form, pushing the category back toward technique, balance, and tradition. Today, operators are digging into the drink’s history while layering in modern touches, yielding menus that honor the original template without being confined by it. “I think there’s a resurgence of vodkabased and the gin-based martinis as a whole, with plays on different garnishes and different presentations,” says Shaun Henesy, director of food and beverage at Sofitel New York, the U.S. flagship of Paris-based Sofitel Hotels & Resorts. “There’s an elegance and refinement to that type of cocktail. It’s really beautiful, simple, and boozy in its traditional aspect.” Henesy notes that well-executed classics are easier to find than ever, but the martini also serves as a strong canvas for stories, concepts, and creative flourishes. That philosophy helped shape the beverage program at Social 45, Sofitel New York’s new bar and bistro that opened last fall. Henesy says his team set out to blend the energy of New York City with the sophistication of Paris, a theme that carries through decor and the menu, including the signature Sofitel N5 Martini made with gin, a vermouth house blend, champagne cordial, and a homemade N5 perfume spray. “It’s a traditional recipe, but then we add in a little bit of champagne cordial to give it that French influence, with just a spritz of perfume over the top of it,” Henesy says. “So, it’s kind of a New York cocktail at the foundation, but with a trip to Paris.” The drink is served in a coupe, a choice gaining traction as operators lean toward softer silhouettes and better aromatic expression over the clas-

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LIQ U ID IN T E LLIG E NCE same time, broader flavor trends skewing toward briny, spicy, and umami notes are pushing bartenders to rethink the dirty martini with ingredients like caper brine, miso-infused water, feta brine, and pickled vegetables. Smaller formats are gaining traction as well. Sip-sized martinis that are closer to a shot than a full pour are giving guests a lighter entry point. At Macchialina in Miami Beach, for example, martinis can be ordered as full-size drinks or as the 1.5-ounce “Bambini Tini,” described on the menu as “a sessionable way to start your night off right.” The format also helps operators control costs while offering guests a chilled, concentrated sip before shifting to lower-proof choices. Even the tequila boom has found its way into the martini conversation. The Mexican Martini, a Texas-born offshoot of the margarita with olive brine and pimento-stuffed olives, offers bars and restaurants another access point for agave fans—though it stretches the definition of a martini about as far as the neo-tini era once did. Guests typically aren’t overly concerned with those distinctions, though. For most people, a drink is less about strict classification and more about what it conveys, says Travis Strickland, chief operating officer at Alliance Hospitality Group, which operates over a dozen high-end concepts across California and Arizona. “It’s the way you feel when you hold the MARTINI CART AT SEXY ROMAN IN SCOTTSDALE, ARIZONA

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glass,” he says. “You feel sophisticated. You feel like it’s the beginning of an experience of a night out. I think that’s really what people are looking for. They want to feel dressed up and sophisticated and sexy and fun. That’s how they feel when they’re holding a glass and drinking something that’s called a martini.” Alliance Hospitality’s newest concept, Sexy Roman, an Italian nightspot in Scottsdale, Arizona, doubled down on that sentiment when it opened last year with a martini menu built around rare spirits and dramatic garnishes. The lineup includes options like The Provocateur, made with vanilla-infused vodka, passionfruit liqueur, and a touch of prosecco, served alongside flambéed passionfruit and sparkling lime dust. The Midas Touch pairs vodka and limoncello over a sphere ice cube, topped with lemon-drop gummy bears coated in gold flake. The Stiletto Espresso layers vodka, Italian coffee liqueurs, cold brew, and a vanilla smoke bubble guests pop tableside with a golden espresso bean. Sexy Roman takes things a step further with what it calls “Scottsdale’s most theatrical cocktail service.” Guests summon a martini cart with a button at their table, signaling a mixologist to arrive and guide them through a made-to-order experience. They can select from the restaurant’s lineup of elevated martinis or customize their own for a completely personalized drink. The return of the tableside martini cart has been gaining momentum across the country for years. Many upscale bars and restaurants have embraced a similar approach, from Silver Lyan and Medina in Washington, D.C.; Holbrook House, Bar Crenn, and State Bird Provisions in San Francisco; and Borgo and Chateau Royale in New York, to name a few. The appeal stems from the desire to offer guests a more interactive, premium experience, one that highlights craft and presentation. Social media has only amplified that interest, and in the post-pandemic era, more diners are gravitating toward service elements that feel thoughtful, immersive, and unique. “At this level of dining, and especially

in cities that have a vibrant restaurant scene, people are treating going out to eat as their primary form of entertainment,” Strickland says. “There’s a theatrical component that people are almost expecting at this point.” Developing Sex y Roman’s cart required careful planning. Strickland’s team iterated through several design revisions to ensure the cart’s layout, movement, and tools could support a seamless tableside performance. They also needed a clear way for guests to request the service and for staff to track demand throughout the dining room. “There’s a kind of scarcity component to this,” Strickland says. “If you give that to every single table just as part of your normal dining experience, it almost loses a little bit of its allure.” The solution was a custom lamp on each table, featuring a hand-drawn martini emblem embedded in a button. When pressed, the lamp glows red, signaling to servers that a guest wants the cart. “In a dimly lit dining room, it’s really dramatic and fun,” Strickland says. “People press that button and then they’re immediately smiling.” The cart itself is wrapped in widegrain hardwood and brass, with a recessed nitro blast chiller at its center that flash-cools imported Italian martini glasses and releases a plume of chilled vapor for added theater. Strickland notes that even with a tougher economic backdrop, interest in these premium moments hasn’t waned. Guests may be more selective with their spending, but when they choose to go out, they still look for something memorable. With that in mind, Strickland suggests zeroing in on one or two standout elements when upgrading a martini or a broader beverage program, and says teams exploring more theatrical service should be deliberate about the kind of experience they want to create. “You have to be careful not to just rush to put something tableside in the dining room if it hasn’t been fully curated,” he says. “Figure out what that ‘wow’ is going to be, and then shape the product and the experience around that.”

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THE TOGETHER S W O M E N I N R E S TA U R A N T L E A D E R S H I P

Join the movement of women reshaping the future of the restaurant industry at the Women in Restaurant Leadership: Together Summit. This three-day event is all about bold conversations, powerful insights, and purposeful networking that fuels the growth and success of women leaders across the industry. WHAT TO EXPECT

WHY ATTEND?

•Visionary Speakers:

•Innovative Leadership:

•Hands-On Workshops:

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Hear from trailblazing women who are changing the restaurant world, sharing strategies and stories that inspire action. Gain practical tools to overcome real challenges, enhance your leadership, and drive business success.

•Next-Level Networking:

Connect with driven, like-minded women ready to collaborate and empower each other.

Discover fresh perspectives and actionable ideas to enhance your leadership in this evolving industry. Engage in meaningful discussions that inspire personal and professional growth.

•Collaborative Impact:

Be part of the conversations that tackle today’s challenges— diversity, equity, and work-life balance—and shape tomorrow’s solutions.

Who Should Attend? If you’re a woman in the restaurant industry— whether you’re an owner, chef, manager, or emerging leader— this summit is for you.

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WOMENLEADRESTAURANTS.COM

UMMIT

FEBRUARY 25 - 27, 2026 CHARLESTON, SC

FEBRUARY 24, 2026

FEBRUARY 26, 2026

6:00 pm - 8:00 pm

6:30 am - 7:30 am

6:00 pm - 7:00 pm

Pre-Event Happy Hour: Sips With Satyne

WiRL Partners Toast SPONSOR THANK YOU RECEPTION

FEBRUARY 25, 2026 9:00 am - 7:00 pm

Registration & Information Desk

PRE-CONFERENCE WORKSHOP -

10:00 am - 11:00 am

Grow Viciously: Building a Career Inside a Brand on the Rise

DOINITA LEAHU | Vicious Biscuit, KATIE DEPOPPE | Vicious Biscuit, KATE BYRD | Vicious Biscuit, AMANDA PARKER | Vicious Biscuit, AMANDA KAHALEHOE |

Vicious Biscuit

PRE-CONFERENCE WORKSHOP -

11:00 am - 12:00 pm

Leaders as Learning Architects: Rethinking How We Teach, Measure, and Coach LINDSEY HALSON | Bojangles, KATHRYN MURROW | Bojangles

11:30 am - 12:30 pm 1:00 pm - 3:00 pm 3:00 pm - 4:00 pm 4:00 pm - 4:30 pm

Early Arrival Lunch

Mentorship Mixer: WiRL x GLEAM OPENING ADDRESS:

Welcome to WiRL

TONI RONAYNE | The C Society

5:00 pm - 7:00 pm

The Gatsby Gala

6:30 pm - 9:00 pm

Dinner Your Way

PRESENTED BY OLO

Self-Defense with Satyne

Ghost and Graveyard Walking Tour SPONSORED BY SYNERGYSUITE

7:00 pm - 9:30 pm

Registration & Information Desk

7:30 am - 8:45 am

Headshot Studio

7:45 am - 9:00 am

Breakfast

8:00 am - 9:00 am

CHART’s Live Ask My Peers (LAMP): LAMP Returns, Vol.3

9:00 am - 10:00 am

Opening Keynote

10:00 am - 10:30 am

Networking Break

Own Your Evolution: Rewriting the Career Playbook TONI CALDERONE | Pastanito Fresh Pasta Fast, KAYLA DILLON | Erik’s DeliCafé, LISA GUTIERREZ | Dos Hermanos, KELLI ALLDREDGE | Chicken N Pickle, JENNIFER LOPER | C3 Brand Marketing, ERIN LEVZOW | Board Member | Strategic Advisor | Advocate, HEATHER McINTYRE Senior Director of Corporate Affairs | Panera Bread

Main Squeeze Juice Co.

KEYNOTE SPEAKERS:

RACHEL RICHAL | Buffalo Wild Wings, MYISHA SMITH | Pacifica Hotels

TABASSUM ZALOTRAWALA | McDonald’s U.S.

Culture Can’t Wait: Mentorship, Inclusion & Communication That Sticks

Enterprise Value: Unlocking the Financial Acumen That Grows Your Business

JEN JAFFE | BJ’s Restaurants & Brewhouse, REBECCA BROWN | 7 Brew Coffee, JERICHO LOPEZ | J&J Marketing Studio, MARY CAMP | HR Technology, Talent, and Engagement Leader, ALAYNA SULLIVAN | Olo, RHONDA LEVENE | Ziosk, JILL WAITE | Portillo’s Hot Dogs

JASMINE CHIARAMONTE | DIG, ASHLEY ROBINSON | The Seaker Group, KATIE GRISSOM | Nuveen;

Claiming Your Space: Speaking with Authority, Visibility & Confidence

The Human Side of High Performance: Leadership That Lifts

TENYSE WILLIAMS | Verified Consulting, DEVON CROOM | Chickfil-A Corporate, A’YSHA CALLAHAN | UofL MBA Candidate, OLIVIA ROSS | El Pollo Loco, MARIA RIVERA | RC Hospitality Group, LAUREN SELMAN | IFBTA

KATIE LOVE | Sonny’s BBQ, ALICIA MOWDER | Swensons Drive-In Restaurants,

KYLA HANAWAY-QUINLAN | Feast & Fettle, LIZ DITRAPANO | ICR, SUZIE TSAI | Bonchon, AMY HOM | Barcelona Wine Bar, NICHOLE ROBILLARD | Red

Lobster

12:15 pm - 1:15 pm

Lunch and Learn

1:15 pm - 2:00 pm

Networking Break

Board Member | Barcelona Wine Bar,

DANA ZUKOFSKY | Franchise & Hospitality Practice, LILAH TAHA-RIPPETT | First Watch, CAREN PRINCE | Firebirds Wood Fired Grill

Marketing with Meaning: Leading with Brand Values in a Results-Driven World

Tabassum Zalotrawala SVP GLOBAL RESTAURANT DESIGN & US CHIEF DEVELOPMENT OFFICER

McDONALD’S U.S.

MELISSA FRY | Twin Hospitality Group, Inc., KRISTEN CORRAL | Tacotarian, JENIFER KERN | Qu, SRISHTI HANDA | Dave’s Hot Chicken, ANNE PRITZ | Bobby’s Burgers by Bobby Flay, ALICE CROWDER | Krispy Krunchy Chicken, LYNDSEY PATEL | Gastronauts Food Group | On Your Mark (OYM)

2:15 pm - 3:00 pm Leading Like a Mother: Real Talk on Balance, Boundaries & Breaking Barriers

Habits, Boundaries, & Self-Talk: Leading When You’re at Capacity

EMILY WILLIAMS KNIGHT

TAWANDA STARMS | Din Tai Fung North America, CATARINA BILL |

3:00 pm - 3:30 pm

MARRIOTT

JENNIFER DODD

11:30 am - 12:15 pm

| Texas Restaurant Association, KRISTEN HOHL | SPB Hospitality, KATHLEEN BUSH | Red Robin, CASEY HALBACH | Intentional Talent Solutions, AVERY MEETRE | LRA PR, BROOKE HLUZA | Dazos

CHARLESTON

Pouring Into Yourself: A Morning with Jennifer Dodd

3:30 pm - 4:15 pm 6:45 pm - 9:00 pm

Southern Smoke Foundation, JENN JOHNSTON | FAT Brands, JENNIFER DODD | Main Squeeze Juice Co., ALEXIS PARRA | Nékter Juice Bar, JULIE ZUCKER | Branded Hospitality

The WiRL Innovation Playbook: Turning Vision Into Action LINDA CHADWICK | Rita’s Italian Ice, AMANDA KAHALEHOE | Vicious Biscuit, ALLIE HASKELL | NorthStar, KELLY ESTEN | Toast, LIZ SEELYE | StarryEyed Strategy, BRANDY BLACKWELL | Executive Marketing Advisor

A Seat at the Table: How Datassential Built a High-Growth, Women-Led Leadership Team Closing Keynote

JULIE FUSSNER | Culver’s Franchising System, LLC

WiRL Awards Dinner/Closing Reception SPONSORED BY SANDY ALEXANDER

Julie Fussner

CHIEF EXECUTIVE OFFICER

CULVER’S FRANCHISING SYSTEM, LLC

Are You Ready To Lead The Change?

CHARLESTON, SC / FEBRUARY 25 - 27, 2026

Unite. Elevate. Lead.

The Women in Restaurant Leadership event will take place at the

9:00 am - 10:00 am

10:30 am - 11:15 am

OPTIONAL ACTIVITY:

Haunted Jail Walking Tour

BREAKFAST EDUCATIONAL SESSION -

SPONSORED BY ZIOSK

OPTIONAL ACTIVITY:

7:00 pm - 9:00 pm

ELEVATE. EDUCATE. EMPOWER. FEBRUARY 27, 2026

7:30 am - 5:00 pm

PRE-CONFERENCE ACTIVITY:

Historic Daytime Carriage Tour

WOMEN IN RESTAURANT LEADERSHIP

TOM ’ S WATCH BA R

ALL EYES ON

TOM’S WATCH BAR

BREAKOUT BF RTHAENYDEAR O

Meet the chain that’s evolving and setting itself up for success for years to come: Tom’s Watch Bar. The evolved sports bar concept has expanded to 20 locations boasting $7 million AUVs and annual revenue over $100 million. And though co-CEOs Brooks Schaden and Shannon McNiel see plenty of room for expansion, they’re maintaining a thoughtful, sustainable approach to growth. BY CALLIE EVERGREEN

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TOM'S WATCH BAR

TOM ’ S WATCH BA R

W

ith aspirations of being “better than a ticket to the game,” Tom’s Watch Bar is building the next evolution of the sports bar and the future of watch parties. “If you think about the experience of going to a game, it's great, but the cost is expensive, and you're sitting side-by-side,” says Brooks Schaden, co-founder and co-CEO

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A MENU OF ELEVATED SPORTS-BAR FAVORITES KEEPS GUESTS FUELED DURING EVERY BIG MOMENT. FRESH, CHEF-CRAFTED PLATES OFFER SOMETHING FOR EVERY FAN, FROM SHAREABLE APPETIZERS TO PREMIUM ENTRÉES.

of the rising concept. “If you want to get food, you’ve got to leave and go get really average food up in the stadium. And maybe it's good, maybe it's not, but you have to leave the game for 15 minutes.” The idea with Tom’s Watch Bar was to create a place for passionate fans to get together and have an experience where they say, “I don't want to go to the game. I want to come to Tom's.” And despite that bold ambition,

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TOM ’ S WATCH BA R the brand has had no trouble attracting partnerships with major sports organizations. “One of the nice things—and one of the reasons the teams have grown to develop strong relationships [with us]—is that it’s great on game days,” Schaden says. “But when the team’s not in town, and they’re not in town half the time, how do they continue to create that experience next door, across the street, in the suburbs, with their fans when the team’s not even there? I think it’s a really great kind of complementary partnership.” The company estimates it served 2.5 million fans and hosted more than 600 watch parties in 2024, driving restaurant-level margins up over 25 percent. Add that to an annual revenue of $100 million and $7 million AUVs, and you’re looking at a growth concept you simply can’t ignore—even if you’ve never heard of it. The brand has 20 locations open in major sports cities across the U.S., including venues at Coors Field in Denver, Mohegan Sun Resort/Casino

in Connecticut where the WNBA Connecticut Sun play, at the Vegas Strip in the NY NY Hotel and Casino, and in Minneapolis, located in proximity to the Target Center (Timberwolves/ Lynx) and Target Field (Twins). Up from 13 locations at the end of 2024, Tom’s opened its doors in Los Angeles, Seattle, Phoenix, Cincinnati, San Diego, and Milwaukee, with more on the horizon.

THE LIGHTBULB MOMENT When the idea for Tom’s Watch Bar was first forming, the co-founders took note of all the not-so-great stereotypes surrounding sports bars: The sticky floors. The stale beer. The necessity of calling the bar to check if they’re playing a certain game. “Nobody’s really done anything to upgrade the concept of the sports bar in a long time,” says Schaden. And even though the category is crowded and well-established, they saw room to create a more modern, upgraded experi-

ence that meets the needs of changing consumers where they are today. That means tapping into fantasy leagues, sports betting, and making it easier to watch a wider variety of sports from the WNBA to international soccer to UFC/combat sports. “Access to content has just become so much more pervasive. Even just the WNBA, so many people are much more familiar with it, and Caitlin Clark and just the attention that she’s brought to the sport,” Schaden lists. “Formula 1, UFC, and combat sports is one of our biggest days every month.” With these differences in the way people watch sports, the team “started going to the lab to create something better. And it’s not just about TVs,” Schaden notes, though that is a big differentiating draw. A key piece was designing each restaurant so no matter where someone is sitting, they can see all the games they could possibly want to see on any given day. Tom’s Watch Bar offers a 360-degree viewing experience with more than 100 screens showing a curated sports pro-

TOM'S WATCH BAR (3)

CO-CEOS BROOKS SCHADEN AND SHANNON McNIEL

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TOM ’ S WATCH BA R gramming schedule of college, pro, and international sporting events. Another major differentiator— rarely seen in the bar space—is Tom’s curated programming schedule. Much like a movie theater, each location publishes weekly “showtimes” for sports events. Fans know exactly what will be on the biggest screens, which games get priority, and how the venue is structured around the sports calendar. Internally, this requires an intense “battle-planning” process every Sunday and Monday, where they’ll ask: • Which events will anchor each day? • Where should each game be shown? • What niche sports or emerging trends need screen real estate? • How does the schedule affect staffing, bar setup, and menu pacing? “The other big observation was that sports fans are passionate, and it's a community, and I think that's the underlying theme that we try to keep with everything we do—that sports is a community, and people want to come out to watch with other fans,” Schaden says. “You can watch whatever game you

want on your phone, on your iPad, at home, you can get whatever you want. People are coming out to Tom's because we're creating a different experience that draws in other people.”

TEAMWORK MAKES THE DREAM WORK As co-CEOs, Schaden and Shannon McNiel bring deeply complementary skills. Schaden—with experience at Merrill Lynch, ABN-AMRO, and Smashburger—handles finance, growth, and development. McNiel—shaped by decades at Texas Roadhouse, Bubba’s 33, Cheddar’s Scratch Kitchen, and Darden—leads operations, training, and people development. Though there’s a fairly clear divide in those responsibilities, they stay in constant communication and have a “healthy understanding that this business, probably more than any I've ever seen, requires a really strong balance

between what we often call the threelegged stool,” Schaden notes. “It's got to be right for the consumer, it’s got to be right for operations, [and] it’s got to be right for the shareholders.” Teamwork may make the dream work in this case, but it’s not uncommon in the broader business landscape for egos and competition to get in the way of sharing a title, even if there are shared goals and values. “This doesn't work for everybody, for sure,” Schaden says. Though both have been instrumental to the company since its inception in 2014, Schaden initially started out as the brand’s CFO, while McNiel began as COO. They were promoted to co-CEOs in November 2024, succeeding cofounders Tom Ryan and former Quiznos CEO Rick Schaden (Brooks’ cousin) who remained as active advisors and board members. “Shannon and I have been working together very closely in the trenches of building this business since the very beginning. There’s just kind of a natural division where I know what he's doing. I know what he's thinking,” Schaden

TOM’S WATCH BAR PAIRS ELEVATED GAMEDAY DISHES— LIKE AHI TUNA TOWERS, BIRRIA TACOS, AND LOBSTER MAC— WITH CLASSICS LIKE WINGS AND BURGERS.

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TOM ’ S WATCH BA R says. “More importantly, we've built this implicit trust. We’re friends and brothers just as much as we are coCEOs, so this arrangement really works because we are able to operate as one. I have an incredible amount of trust for what he does, and I know that he can do it better than anyone I've ever seen. And to have that kind of partner is truly an asset for us, and invaluable from a business and personal perspective.” This collaborative approach enabled them to build the foundation for Tom’s Watch Bar and turn their dream into a reality, and their commitment to constant improvement has fueled the brand’s forward momentum and growing fan base. Another important part of Tom’s model is its Operating Partner program, which replaces the traditional GM structure—and reflects the influence Texas Roadhouse has had on the industry and on McNiel. These leaders have ownership stakes, aligning incentives with the brand’s long-term success. This alignment has created a highly collaborative field leadership team that shares best practices, even across distant markets. “Our operating team is truly like a brotherhood, sisterhood, like I've never seen,” Schaden highlights. “When we get together for our conferences, the connection that we have amongst all of our operating team is really incredible. They do a great job of sharing best practices, what's working here, what didn't work here. It's really a multifaceted system to make sure that we can consistently pull off what we're trying to do around the country.”

ELEVATED EATS Another piece that makes Tom’s Watch Bar stand out is the focus on elevated food beyond classic sports bar fare. Though they do still have burgers, wings, and plenty of appetiz-

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TOM ’ S WATCH BA R ers, the menu kicks it up a notch with offerings like the ahi tuna tower with sticky rice, avocado, sesame seeds, and crispy onions topped with a drizzle of truffle oil; the butter-poached lobster & shrimp mac & cheese; slow-braised birria beef tacos with diced onions, melted cheddar jack cheese, fresh cilantro, and served with consommé for dipping; and the Asian teriyaki glazed salmon salad served with almonds, pineapple, sesame seeds, mint, green onions, and white balsamic vinaigrette. The goal was creating a menu with enough diversity that everyone feels comfortable, without trying to be all things to all people—a delicate balance, especially when your guest demographics change by the daypart. “There’s a really big difference in our crowd when it’s Saturday at noon for a baseball game, versus Saturday at 9 p.m. and it’s a UFC fight,” Schaden points out. “We wanted to make sure that the venue, the layout, the space, the hospitality, and the menu and the drinks are all catered towards and accommodate that.”

TOM'S WATCH BAR

MEETING THE MOMENT AND KNOWING YOUR CORE GUEST A crucial part of knowing your brand identity is also knowing what you’re not; for example, Tom’s Watch Bar isn’t the place for 21-year-olds looking for a $3 beer night at a dive bar, Schaden notes. “There's a time and a place for that, and there's nothing wrong with that. But I think, more than anything else, the other thing I've learned in this business and business in general—decide who you are and make the main thing the main thing, and don't deviate from it.” “That's really what we're trying to do, is to say, I know we are a sports bar. These are what sports fans want. Let's stay engaged and communicate with them to find out what they like and what they don't like, and keep adjustF S R M AG A Z I N E .CO M

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TOM’S WATCH BAR DELIVERS A 360-DEGREE VIEWING EXPERIENCE WITH MORE THAN 100 SCREENS, AND IS DESIGNED SO EVERY SEAT IS “THE BEST SEAT IN THE HOUSE.” GUESTS GATHER AROUND MASSIVE STADIUM-STYLE SCREENS FOR THE NEXT EVOLUTION OF THE SPORTS-VIEWING EXPERIENCE.

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ing and molding it so that we're taking care of what we know our core guest is,” he adds. At the same time, they recognize Tom’s Watch Bar isn’t just a place for sports fans, but for any group of passionate people who want to watch something together in a comfortable space that serves elevated food—which includes lovers of reality television. That inclusive environment is part of the reason why women make up half the emerging chain’s customer base, despite sports bars being historically male dominated. Case in point: One of their “Love Island” watch parties last summer resulted in a line of 250 people out the door. The first event held in Sacramento drove a nearly 900 percent rise in sales and made $30,000 in a single night during an otherwise slow season, after the Super Bowl and before March Madness. Throughout last summer, Tom’s rolled out “Love Island” events across all locations, complete with DJs, influencers, and even cast appearances. Attendance routinely beat most traditional summer sports events, and the lavender lemon drop martini overtook beer and

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wings as the top seller on event nights. Tom’s is no stranger to wild traffic swings; a Denver location once jumped from $2,000 one night to $220,000 two days later during baseball’s opening week. But that operational readiness became a secret weapon as “Love Island” fans packed locations nightly, filling the dining rooms with an energy usually reserved for playoff games. The big lesson, Schaden says, is whether it’s sports or reality TV, people want to connect with other enthusiasts. Late last year, the brand hosted a “Survivor” night in San Diego. And now, Tom’s plans to expand programming into new fandoms, from slap fighting to dog surfing to the next breakout reality hit. “We can curate any event in our restaurants, and we do this at a high level,” notes McNiel. “We're able to reach large groups. We're able to reach their fans that also love reality TV, and then we're on a run rate of 1.2 million of our internal database.” McNiel’s approach to successful watch parties is anchored by three pillars. The first is partnering with local teams (like the Minnesota Timberwolves) to engage fans directly. The sec-

ond is leveraging a network of college alumni groups to drive regular attendance. The third is collaborating with a large base of internal vendors who work closely with major sports leagues like the NFL, NBA, and MLB teams to create added value and host events. Looking ahead, McNiel acknowledges industry challenges such as rising costs and shifting consumer expectations, but emphasizes staying disciplined, focusing on operational excellence, and utilizing automation and AI for smarter forecasting and scheduling. His guiding principle: deliver strong value by combining quality product and experience, managed with efficiency and tradition. “In 2026, restaurants do face a highstakes balancing act,” he says. “You’ve got rising costs, shifting consumer expectations, but not all those pressure points really deserve panic. I think our operators will continue to lean into automation. AI forecasting and scheduling has been a big unlock. You know, these are trends Brooks and I are watching very closely.” He adds, “We have a team right now that understands product plus experi-

TOM'S WATCH BAR (3)

FROM PLAYOFF GAMES TO “LOVE ISLAND” REALITY TV FINALES, TOM’S WATCH BAR TURNS EVERY EVENT INTO A HIGH-ENERGY WATCH PARTY.

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ence divided by price equals value. What I mean is, we are going to stay focused on servers and stations, quality drink, food fast, and we're going to stay disciplined to good old-fashioned restaurant running. I preach it every day to our field team, and that is our motto in 2026.”

OPERATIONS & TECH: BUILT FOR $40K HOURS For McNiel, technology is an operational game-changer. The bar often has drinks ready before the server even leaves the table, driven by the efficiency of the handheld tablets, he notes. “When you walk into our restaurant, you'll have a genuine smile … but you're probably getting an employee [placing a] drink in your hand from one of our modular bars at the front door. This is another strategy for us to sell more, sell faster. Traditional restaurants in casual-dining space have one service station at every bar. We have two. What does that mean? It means that you're getting double the number of drinks made twice as fast, F S R M AG A Z I N E .CO M

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and that's a big unlock for our business.” Speed also isn’t limited to the front of house. Behind the kitchen wall, state-of-the-art equipment cooks burgers in two minutes, and similar investments in efficient and easy-to-use tools have ultimately resulted in ticket times less than 10 minutes. From the earliest days, the team knew they needed “fast ticket times” and a supply chain that “allowed for really fast recovery,” says Schaden. As the concept grew, they quickly realized traditional restaurant models wouldn’t suffice. “When we’ve got 1,000 people in our LA Live location, you can’t have servers trying to fight through the crowd and go back and forth to the kitchen,” Schaden explains. “So we very quickly moved towards a requirement to have handhelds on servers, and we’ll have drink and food runners [and] we have technology for ordering and routing things into the kitchen.” The brand regularly sees volume spikes that would break almost any traditional system. The most extreme example happened this past fall, when the team recorded “a $40,000 hour in

Minneapolis on a $93,000 day. I'll just pause and let that sink in,” McNiel notes. “That's unheard of in the restaurant industry.” The need for efficiency shapes menu development; every SKU had to earn its place by hitting the time standard and surviving UFC nights to playoff crowds. “We have very, very tight guardrails on; it has to be able to get out in less than 8 minutes, because we can’t afford in these kind of environments to have long ticket times,” Schaden notes. “It’s crowded. We need to make sure we’re taking [care of] folks during these times.” As volumes increased, the team realized traditional layouts were slowing them down, which forced a total redesign of the guest-flow model. Booths and banquettes gave way to moveable furniture and stools for more flexibility. Rails, high-tops, and video-wall zones replaced formal sections, allowing fans—who may be strangers at first— to engage with each other and high-five when their team scores. In addition to these redesigns, the evolved prototype saw a smaller kitchen footprint while the dining room expanded to fit more people. That

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TOM ’ S WATCH BA R

BUILDING A NETWORK OF ‘FAN SANCTUARIES’ At the heart of Tom’s Watch Bar’s disciplined expansion is a hyper-selective real estate strategy built around sports density, consistent nighttime traffic, and true partnership potential. Rather than casting a wide net, the team evaluates markets at the block level, studying

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THE BEVERAGE LINEUP SPANS LOCAL CRAFT BEERS, PREMIUM SPIRITS, AND CREATIVE COCKTAILS DESIGNED FOR BIGGAME ENERGY.

fan behavior, event calendars, foot-traffic patterns, and the strength of nearby sports franchises. They pursue only AAA sites—often owned by teams, casinos, or entertainment-district developers—because those locations naturally align with their all-day, multi-sport use case. That means saying no far more than they say yes. It also means being patient. Many of these spaces never hit the open market, and deals take time. But that measured approach ensures every new unit opens with built-in demand, strong landlord alignment, and a clear path to become a city’s central “fan sanctuary.” Even with massive white space ahead, Tom’s Watch Bar’s leaders say their expansion philosophy is rooted in restraint, alignment, and picking only the right opportunities. As Schaden puts it, “we could open 50 stores next year. We see that much opportunity. Our challenge is really more to restrict ourselves to say, ‘let’s make sure that we’re going to do the stores that make sense.’” “We've all seen it over and over again, people that move too far, too fast, and there's nothing worse than an earlystage opening a bad location that's failing, and now 90 percent of the resources are dedicated towards that one store,” he adds. Rather than chasing a number for the sake of growth, the team focuses on win-

ning markets block by block. Schaden mentions opening seven or eight stores is a reasonable target for next year, but the team isn’t tied to hitting a specific goal. “We don’t have to hit eight. We could do two, we could do four. We are going to do the number of stores that are right for the company … that match with the staffing plan and the bench that Shannon has in place and fits with the resources that we have,” Schaden says. McNiel echoes the discipline behind every real estate decision, emphasizing that rapid growth only works if the operational backbone stays strong. “We’re not trying to stub our toe,” he says. “We never lose sight of the fact that the foundation matters, and we've got to have a bench strength, and we've got to make sure that the fundamentals of each restaurant we open [are there] … I learned a long time ago that the people come first, and then you build the concrete. You’ve got to have people, and that's something that we're very cautious of, is to make sure that we grow responsibly.” For him, that foundation is built long before a lease is signed—through talent pipelines, market-by-market support structures, and opening teams that can deliver the Tom’s experience from day one. He notes that a great site is meaningless if the people and systems behind it aren’t ready, and that disciplined growth means resisting the tempta-

TOM'S WATCH BAR (2)

choice came with trade-offs. By designing for peak moments—baseball opening week, UFC nights, playoff runs, and the surprise “$40,000 hour”—the team knowingly created a space that can feel oversized during slower stretches or shoulder seasons. But that’s the reality of a sports-driven business model. Meeting game day demand means strategic scheduling and supply. “We can’t just say, ‘Wednesdays are typically this.’ It’s all based on what the sports schedule is,” Schaden shares. “I often use the example of Denver during opening baseball week. I think we literally did $2,500 in sales on Wednesday, and we did $250,000 sales on Friday. And if you don’t know that and do your research and plan your whole business around it, there’s going to be big, big trouble.” “It is one of the other things that’s really unique is not just planning the schedule—we have to plan our whole business around it, our marketing around it, but also the operators really have to plan their staffing, their ordering, the supply chain,” he continues. “Everything has to be built off that, so we have to be really, really good at the at the planning and forecasting based on those events.” All of this is powered by a culture that champions innovation and adaptability. “AI forecasting and scheduling has been a big unlock,” McNiel adds. “We’re going to stay focused on servers and stations, quality drink, food fast, and we’re going to stay disciplined to good old-fashioned restaurant running.”

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TOM ’ S WATCH BA R tion to chase every shiny opportunity. The goal isn’t just planting flags—it’s ensuring every new Tom’s can thrive on opening night, during peak sports calendars, and five years down the road. At the same time, the brand ’s national potential is unmistakable. Schaden notes, “the white space for this brand is massive… sports fans are everywhere.” The opportunity isn’t limited to traditional sports hubs or major league cities—Tom’s has found that passionate fan bases exist in nearly every market, from suburban entertainment districts to casino resorts to mixed-use developments springing up around newly revitalized arenas.

What excites the co-CEOs is the universality of the occasion: people simply want a place to gather, cheer, debate, commiserate, and celebrate—a scalable idea that can be tailored to the energy and identity of each city. Whether that passion is for the local NFL team, the WNBA’s breakout season, or even reality-show finales, Tom’s sees itself as a connector—one that’s capable of uniting fans in environments thoughtfully designed to amplify those shared moments. “I think we find ourselves in this really unique place that we've provided a place and a venue where everyone wants to get together, to come

“WE’RE BUILDING SOMETHING BIGGER THAN SCREENS AND VENUES. WE’RE CREATING A NETWORK OF FAN SANCTUARIES. PLACES WHERE EVERY GAME MATTERS. EVERY TEAM HAS A HOME. EVERY FAN FEELS LIKE THEY BELONG ... AND WE’RE JUST GETTING STARTED.”

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watch a live event. That isn't going away,” Schaden notes. “The challenge and the pressure that I feel is as that continues to grow, what do we have to make sure we continue to do that we're providing a good experience for the guests?” “We’ve got a great restaurant business. We make a lot of money off of it. Our F&B is great. The hospitality is great, and that's all part of it. But more than anything else, longer term, as we get bigger and bigger, we're creating our own audience of millions of different sports fans that come in and sit down with us for two or three hours and share in their time at our venues,” he continues. “How else do we continue to engage with folks and activate with other things, whether that's games and giveaways and teams and partners or whatever else it might be? I think that's the really exciting part about where I see this going as I take a big step back. It’s not just a restaurant, but how do we view ourselves as a venue where we bring people together over a common passion?” Together, the co-CEOs are steering the brand with both ambition and discipline—expanding only where the concept can thrive, partner deeply, and become the go-to home base for fans across the country. Their vision is to create rooms that light up with collective energy no matter which team or fandom takes center stage. As Tom’s Watch Bar continues to grow, the goal isn’t simply to plant more flags. It’s to build more communities of fans brought together under one roof, and to create more moments that make people feel like they’re a part of something bigger than themselves. “We're building something bigger than screens and venues,” McNiel adds. “We're creating a network of fan sanctuaries. Places where every game matters. Every team has a home. Every fan feels like they belong, whether you're cheering for a power five school, a UFC underdog, or just your hometown WNBA, Tom's Watch Bar is where passion finds its people ... We're not just showing the game—we're elevating it. And we're just getting started.”

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Women in Leadership BY SATYNE DONER

From Server to COO

VANDELAY HOSPITALITY GROUP (2)

A former server turned C-suite exec for multiple big-name restaurant brands, Gen Gray’s leadership playbook centers on humanity, consistency, and the courage to grow beyond your comfort zone. GEN GRAY HASN’T FORGOTTEN where she started. Her career now spans industry giants—Maggiano’s Little Italy, Brinker International, Topgolf, and now Vandelay Hospitality Group, where she serves as COO. But before all of that, she was a server climbing her way up the ranks. Name a job inside a restaurant’s four walls, and chances are Gray has done it. That firsthand experience fuels not only her commitment to the guest but her deep empathy for the people working the front lines today. “Starting as a server helped shape my understanding of humanity and hospitality, and how they’re so closely connected,” Gray says. “People remember the food and beverages, but ultimately, when they leave the experience, what really sticks is how you made them feel.” In those early days, she was mentored by industry legend Doug Brooks, former CEO and president, and current chairman of the board for Brinker InternaF S R M AG A Z I N E .CO M

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GRAY JOINED VANDELAY HOSPITALITY GROUP IN OCTOBER, LEADING DAY-TO-DAY OPERATIONS, GUEST EXPERIENCE, PEOPLE AND CULTURE, TRAINING, AND NEW OPENINGS FOR 23 RESTAURANTS.

tional. She admired his ability to connect with people— to remember their stories, their family’s names, birthdays, and anniversaries. He wrote handwritten notes to employees and was deeply committed to internal development and the promotion of his people. Brooks himself started as an hourly teammate and manager, and his people-first leadership style became a north star for Gray as she, too, rose from hourly to the C-suite. “The P&L is what prints as a result of the behaviors of your people. Whether you’re a single-unit operator or scaling a global organization, it’s important. It’s part of the business,” Gray says. “But I

start with the team. Are they engaged? Do they feel like they’re connected to a bigger purpose? Team engagement is innately connected to a great guest experience, and [staff] caring deeply leads to more sales and profits.” While serving as global COO and CPO at Topgolf Callaway Brands, she played a pivotal role in the company’s growth, expanding from approximately 30 venues with $200 million in revenue to more than 100 venues. As a leader driving growth, she learned to be a great storyteller—not just of the brand but of the culture you want to create around you. At Topgolf, that meant bringing inclusivity and fun to a sport not known for being approachable or affordable, and building a space where employees felt extremely

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VANDELAY HOSPITALITY GROUP (2)

Women in Restaurant Leadership

connected to the mission. “When thinking about scalability, you want to hire for hospitality. You can train the technical skills and details of service and food execution, but you’ve got to have people who care. This translates across any industry, but in hospitality, it’s the most important,” Gray says. “They’re bringing your culture and your business to life.” Gray joined Dallas-based Vandelay Hospitality Group in October as COO, leading day-to-day restaurant operations, guest experience, people and culture, training, and new-venue openings for 23 restaurants across Texas and California, as well as new concepts set to debut in Scottsdale, Arizona, this year. The brands under Vandelay’s portfolio range from approachable American eateries to high-end dining spots, including Hudson House, Drake’s Hollywood, El Molino, Jack & Harry’s, and more. She feels deeply connected to the key differentiators that set Vande-

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real time—expanding Vandelay into new markets and strengthening the talent pipelines to ensure there are enough leaders ready to rise to the occasion and deliver the exceptional experience she expects. She says it’s the right moment in her career to mentor the next generation and create a sense of ownership. “Ownership starts with self-accountability, and that mentality is part of the structure of how I was brought up in this industry. I think of every little detail— from the back door where products are being delivered to the plate it’s being served on. From where the guest first meets us online, to their experience walking through the front door, all the way to the time they pay their bill,” Gray THE CONCEPTS RANGE FROM says. “We’re either helping ourselves and AMERICAN EATERIES TO HIGH-END our teams build credibility along the way, DINING SPOTS, INCLUDING HUDSON HOUSE (PREVIOUS PAGE), DRAKE’S or we’re not, and we intend to turn that HOLLYWOOD, EL MOLINO (LEFT), credibility into guests who want to come AND JACK & HARRY’S (ABOVE). to Vandelay for a lifetime.” lay apart—a timeless heritage For Gray, being a restaurant operaand an authentic experience tor (at any level) is no longer just about that focuses on the details: the execution. It’s about being an integrator weight of the glassware, the of change. In this modern era of hospiwarmth of the dining room, the tality, operators must connect culture quality and consistency of the to strategy to yield performance. And food and beverages. despite the rapid advancement of techThere’s also a consistency of feeling nology, operators still need to have hosVandelay seeks to create. Gray believes pitality in their hearts. That foundation there’s a way to operationalize that feel- of leadership is something she seeks to ing and bring it to life authentically— protect and promote. without it becoming robotic or formulaic. “As women in leadership, we believe “You can create a ton of structure around we should check off every box before we recipe execution and culinary excellence even speak up, and that’s just not the and timing standards around service, but case anymore. I believe that you should at the same time, you want your team say yes before you feel ready and prepare to feel motivated to have an authentic for the job that’s next for you, so when experience with their guests,” Gray says. the opportunity comes, you’re the obvi“ These things are tied together. ous choice,” Gray says. “The science of Whether you’re running one restaurant building high-performing teams boils or 100, it all comes back to the consis- down to having diversity of thought … tency of the structure you create around it builds the most dynamic and successyour systems, the personalities you hire, ful teams in our industry. And along the and the polish you create around the way, the goal should always be to never experience as a whole,” she continues. lose the magic.” “You can have the best operational strategy in the world, but if the team doesn’t feel seen, supported, or heard, those systems go to waste.” In this next chapter for Gray, it feels like she’s building something iconic in F S R M AG A Z I N E .CO M

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On the Rise BY EMMA SCHMALZ

Party Fowl Bounces Back

R&R BRANDS

With industry vet Scott Taylor at the helm, the Nashville hot chicken chain is regaining momentum after a couple challenging years of setbacks. FOR PARTY FOWL, bankruptcy isn’t a bad word. “You hate to use that term, but OVERCOMING it’s what it was,” says Scott Taylor, CEO BANKRUPTCY, OR “THE B WORD” AS of the restaurant’s parent comTAYLOR COINS IT, pany, R&R Brands. “What’s hapIS MAINLY ABOUT ESTABLISHED: 2014 KEEPING PEOPLE pened is it’s been restructured. COFOUNDERS: Austin EXCITED. IF PARTY It’s in a better place. The brand FOWL CAN MAINTAIN Smith & Nick Jacobson ITS MOMENTUM has been more refined and HQ: Baton Rouge, LA AND BUILD A defined, and the laser focus is CULTURE ROOTED ANNUAL SALES: IN COLLECTIVE a little clearer now.” STRENGTH, SUCCESS $3.5M AUV Taylor, former CEO of WalkWILL FOLLOW. 2026 PLANNED On’s Sports Bistreaux and OPENINGS: 4 Cherry Bounce Hospitality, entire company. 30 years,” says Taylor. stepped in to lead the brand The timing of Smith and Jacobson launched Party in October 2024 when his company these expansions paired with the pan- Fowl in 2014 as hot chicken started to acquired Party Fowl out of bankruptcy. demic put pressure on Party Fowl and become all the rage. The idea of the brand Now CEO of R&R Brands—which was forced the brand to go into debt. has always been to provide customers formed in July 2025—Taylor said he Two years after filing for Chapter 11 with a fun time. Party Fowl may not be appreciated Party Fowl’s mission and bankruptcy protection, the Nashville- the first to do hot chicken, but Taylor values, and welcomed the partnership based hot chicken chain is getting back believes that the brand has a unique into R&R’s group of brands, which also on track with three stores currently open edge when compared to its competitors. includes Cody’s Original Roadhouse, in Nashville, Donelson, and Nashville “We’ll give them their respect and difSanta Fe Cattle Co., multiple franchise International Airport, and four new loca- ference because [the other brands are] the locations of Walk-On’s, and more. tions planned for 2026. pioneers, but we’re legit with our natural Like most restaurant brands, the Taylor gives credit to the two found- heat and then we combine that with this COVID-19 pandemic heavily impacted ers, Austin Smith and Nick Jacobson, for really fun atmosphere,” Taylor continues. Party Fowl. The old Party Fowl locations starting something special. “The found- “The boozy slushies are great because the were profitable and had minimal long ers were amazing guys, because they chicken’s hot, [and] the only way to tame term debt. Then the chain opened new came up with something that’s fantas- hot chicken is with a nice, cold slushy.” locations in March 2020, just as the pan- tic, that lives 12 years later. So thanks to Keeping the menu fun and innovative demic disrupted the restaurant indus- them, we’re here. We want to carry the has been integral to Party Fowl’s cometry, creating a financial burden on the legacy forward for hopefully another 20, back. Signature, unique slushy flavors F S R M AG A Z I N E .CO M

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On the Rise

R&R BRANDS

like the “Willie Pop,” which is inspired by the classic rocket pop or the Bourbon Bushwacher, set the brand’s bar program apart. Taylor also emphasizes that even though there are boozy options, Party Fowl restaurants are meant to be a good time for the whole family. “Everybody can coexist, but you can live a little on the edge and have some

good times,” says Taylor. “I love my Bushwhacker with a screwball peanut butter whiskey bottle or two. Makes the Bushwhacker kick a little different.” Party Fowl is expanding its involvement in the communities it’s located in, hoping to partner with fraternities’ philanthropies and cater different Greek life events in the future. Taylor wants Party Fowl locations to become people’s main spot they stop at before a night out or to watch the big football game–a restaurant centered around having fun. Quirks like letting Party Fowl servers decide if a table is “fun enough” to get a shotski is a quintessential part of Party Fowl’s values. “One of our ideas we hope to do is, with our Greek partners, go to these

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little college towns and try to set the world record for the longest shotski, which doesn’t exist pretty much in every town we’re going to but figure out a way to raise money for their philanthropic arm,” says Taylor. The Party Fowl’s new mascot Coop—a play on the cartoon Foghorn Leghorn but wearing a fraternity letterman jacket—is

One of Party Fowl’s other biggest challenges was an oversized menu. A part of the brand’s growth strategy is going back to basics and prioritizing quality over quantity. Chicken tenders remain one of the brand’s top sellers, so having jumbo tenders paired with original spice levels is one of the keys to success, says Taylor. The name is a play on words, which KEEPING THE is another advantageous element of MENU FUN AND the brand, says Taylor. “If you’re an old INNOVATIVE ON school, college guy like me, you say ‘party BOTH THE FOOD AND BEVERAGE SIDE foul’ if somebody didn’t finish their shot, HAS BEEN INTEGRAL or somebody changed music,” Taylor conTO PARTY FOWL’S COMEBACK. tinues. “So the name kind of tells you that it’s going to be fun.” Levels of spice include Southern Fried, Mild, Medium, and the “Poultrygeist”— the brand is big on puns. Other menu items include cheese curds, house-made poutine, and smashburgers, which Taylor explains caters the menu to different tastes. The new Party Fowl locations also incorporate the “quality over quantity” idea. Smaller locations with more efficient operations is another one of the brand’s main focuses as it opens more restaurants. “We found out we can achieve what we need to, in a lot of cases, in a third of the size of a [original] building. And so that’s been really exciting, take some of the pressure off,” continues Taylor. “The another tactic being employed by Party small footprint growth is great.” Fowl to connect with the Greek commuOvercoming bankruptcy, or “the B nity across different campuses. word” as Taylor coins it, is mainly about Reconnecting with guests was only keeping people excited. If Party Fowl can part of Party Fowl’s comeback story. The maintain its momentum and build a culcompany’s internal structure had to be ture rooted in collective strength, sucrebuilt following its Chapter 11 filing, cess will follow. and Taylor remembers those early con“Offense wins games,” he says, addversations as the Party Fowl team began ing that offense is also “more fun. Let’s mapping out their path forward. start swinging the bat, let’s start run“We might have lost our way for what- ning plays.” Taylor believes having team ever reason, or just got hit the wrong way members who are enthusiastic about or hit too hard by the headwinds that working and showing up brings a reswere out there, but, I think part of it was taurant to life. just going back internally saying ‘we are Next steps include opening up more freaking awesome,’ and internalizing locations at Louisiana Tech, University this desire to win,” Taylor explains. “Our of Florida, Fayetteville, Arkansas, and mantra is, ‘we’re going to show Nashville more, and expanding the brand’s growth that a rooster can fly.’” post-bankruptcy. F S R M AG A Z I N E .CO M

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Behind the Scenes

MARITA SWIFT

ROLE: VP, Strategic

Growth

BRAND: The Big Biscuit LOCATIONS: 30 FOUNDED: 2000 HQ: Prairie Village, KS

BY CALLIE EVERGREEN

Leading with ‘Mise en Place’ How do you apply the idea of mise en place with your team beyond its culinary context?

What are the important questions you’re asking yourself (and your team)?

From a leadership perspective, I have to make sure that my team has their mise en place— that they have the organization that they need, the technology they need, the support, the regular meetings to collaborate. That is my job as the leader of a department: make sure my team is set up for success with all those tools and systems, and where there’s a deficit, helping them say they need it.

Some questions I’ve asked myself: What do I really want to do? What am I really good at? [Those] help me identify what my personal strengths and interests are, to help guide against burnout. Some of the things I ask my team: What can you control right now? What can you implement today that would make a change? How can you benefit the company through an action that you can take? What are your personal goals?

How do you approach building culture across different generations? Humans need purpose, recognition, connection, stability, safety, and you have to highlight them and bring them up more than you correct them. It’s really important. Anytime someone does something that’s awesome, to say, ‘That’s awesome, you’re awesome at that.’ Building them up, setting them up, appreciating them, recognizing them, spending a lot more time on the positive, laughing at yourself, being vulnerable—I think goes a really long way with people in general.

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How do you encourage engagement across your team? Prioritize spending time with them, and giving space for an organic dialogue that’s not necessarily structured around a topic. I want to have a relationship first, so they have a trusting relationship [versus] someone that’s just demanding things of them. I think that’s how you build relationships where you can work with knives and fire and gas and be able to get through a shift together—there’s a bonding that has to happen with your team.

THE BIG BISCUIT (4)

With years of experience across operations, franchising, and brand development, Marita Swift has helped expand The Big Biscuit to nearly 30 locations across the Midwest, all without losing the brand’s soul—or its steady momentum in the breakfast daypart. She pulls back the curtain on how she leads by asking important questions, engaging her team, and setting them up for success using a culinaryinspired philosophy.

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12/12/25 3:36 PM

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COATES GROUP

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Restaurant Equipment & Technology

ECOLAB

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RESTAURANT TECHNOLOGIES INC.

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LOOMIS 54

PALMER DIGITAL GROUP

ADOBE STOCK (12) BACKGROUND: RAWPIXEL.COM, FOOD DELIVERY MAGES: IIIERLOK_XOLMS, FOOD PROCESSING IMAGES: DIFFERR

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SPONSORED BY COATES GROUP

A Complex Brand Ecosystem, Simplified for Seamless Customer Experiences

THE QUICK-SERVICE RESTAURANT INDUSTRY IS AT A CRITICAL INFLECTION POINT and is undergoing a significant transformation. As Leo Coates, Coates’ CEO, explains: “Quick-service restaurant operators are facing unprecedented complexity with rapid technology, AI, and data evolution, integration challenges, and rising customer expectations. These forces are reshaping the operating environment.” The scale of the industry is hard to ignore. In the U.S. alone, the quick-service restaurant market is worth nearly $290 billion and is set to grow to nearly $470 billion by 2034, according to Polaris Market Research. That kind of growth brings enormous opportunity—but also layers of operational, technological, and customer-related complexity that must be managed to compete and scale effectively. For quick-service restaurants, complexity is not one, but a network of multiple interconnected challenges shaping and redefining how restaurants operate at every level. Brands manage multiple customer touchpoints simultaneously, and each channel requires consistency and integration both in service and in technology. Meanwhile, technology stacks are

growing faster than they can be streamlined— digital signage, content management, POS systems, kitchen and operational systems, loyalty programs—each often with its own vendor, its own platform, and its own data. When customers want personalization at every step, delivering that experience at scale adds yet another layer of operational nuance. The true impact of managing complexity is felt where it matters most: in the customer experience. Customers want a seamless experience in whichever journey they choose. They expect to customize their meal, see accurate wait times, earn loyalty points, and get exactly what they ordered—all without complications. When brands get this right, the impact is powerful and fosters deeper brand connections. Behind every seamless customer journey is a connected restaurant ecosystem—where marketing, operations, and service all align through the right technology. The most successful quick-service restaurant brands run like high-functioning machines, connecting real-time ordering systems, hardware, and data to consistent menu presentation and system integration—every moving part needs to work together. Coates’ role is to help quick-service restaurant brands take this complexity and simplify it. Whether that is seamlessly integrating content management systems with multiple hardware touchpoints to create a fully connected restaurant environment or acting as a single point of accountability across large-scale technology deployments. As changes unfold more rapidly, achieving success requires a trusted partner who sees the full picture, understands the industry landscape, and can help align technology, operations, and customer experience into a unified strategy. Now more than ever, there’s immeasurable value in being able to anticipate, understand, and manage the mounting complexity. And that is exactly what Coates delivers—complexity, simplified. ◗

Visit coatesgroup.com for more information. 50

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COATES GROUP

Align technology, operations, and customer experience into a unified strategy.

For more information: CoatesGroup.com info@coatesgroup.com

Built-for-purpose technology and services that turn complex restaurant ecosystems into seamless customer experiences.

SPONSORED BY GLOBAL PAYMENTS

Drive-Thru Tech Evolution Join the fast lane to higher sales and efficient service that 61 percent of diners would leave or avoid a drive-thru line if five or more cars were waiting. When fewer than five cars are in line, only 29 percent said they would leave. There is a silver lining. Ninety-one percent of diners who say they would skip or leave the line if there were too many cars also say they would be more likely to stay if they previously experienced speedy drive-thru service at the same restaurant. That’s why it’s critical to establish a pattern of quick, positive experiences to keep those potential customers from hitting the road.

THE POWER OF THE RIGHT TECHNOLOGY PARTNER

formation after decades of relatively little change. Innovation has surged, and there is no sign of it slowing down. Shifts in consumer habits during the pandemic pushed drive-thru and off-premises ordering to the forefront of restaurant success, making it more critical than ever to optimize operations.

61%

of diners would leave or avoid a drive-thru line if five or more cars were waiting

THE STATS DON’T LIE—AND REPUTATION MATTERS Research shows that consumer patience wears thin at the 5-car mark. In 2024, proprietary research by Harris Poll found

GENIUS DRIVE THRU: THE SMARTEST CHOICE FOR QUICK-SERVICE RESTAURANTS Genius Drive Thru is more than a management tool—it’s a driver of measurable results. By closely monitoring and managing throughput, Genius Drive Thru’s host of hardware and software products empowers quick-service restaurants to improve speed of service, maximize order volume, and enhance the overall guest experience. Its cloud-based architecture ensures flexibility and future readiness, making it a solution that grows alongside any business. In a world where long lines can turn guests away, the right technology makes all the difference. With Genius, restaurants can redefine the drive-thru experience, turning efficiency into loyalty and speed into higher sales. ◗

For more information visit globalpayments.com/genius. 52

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ADOBE STOCK / MICHAEL O’KEENE

THE DRIVE-THRU SERVICE MODEL IS undergoing rapid trans-

Meeting today’s expectations requires more than efficiency at the window. Restaurants need seamless, omnichannel experiences that match the wideranging preferences of their guests. Genius, formerly known as Xenial, delivers that advantage. As a single, enterprise-ready technology platform, Genius provides restaurant solutions that span the drive thru, front of house, and back office. Genius tools help brands boost sales, streamline operations, and elevate customer engagement on a global scale.

SPONSORED BY ECOLAB

A Big Task that Can Be Easily Automated Something the full-service sector has been doing for a long time.

and quick-service restaurants have seen employee turnover soar from 133 percent in 2019 to 173 percent in 2022. Rising wages have also complicated plans for fully staffing restaurants. With staff in short supply, operators can find themselves redeploying revenue generating team members to handle critical but non-customer-facing tasks like washing wares. “Quick service restaurants are feeling the impact of rising wages,” says Gretchen King, Vice President of RD&E— Global QSR at Ecolab. Whereas many full-service brands have long since automated warewashing, the quick-service segment has been slower to make that change, which presents several issues for quick-service brands. First, handwashing wares can be

inefficient, King says—a warewashing machine uses up to 75 percent less water. Second, there can be inconsistencies when handwashing wares. When employees are rushed, wares may not be properly cleaned. In addition to food safety risks, restaurants could disappoint customers if partially cleaned items like lobby trays make it into the rotation. Now is the time to make the switch to automate warewashing, King says, touting Ecolab’s KAY QSR Machine Warewashing Program as the perfect solution for quick-service brands. “Ecolab now offers the XL-RW machine tailor made for quick-service restaurants that delivers a valuable combination of speed, strength, and capacity needed to make machine automation a valuable addition to the quick-service back of house,” King says. With an oversized 10-inch higher door opening, the machine fits wares more common in quick service, like lobby trays and sheet pans. Combine that increased capacity with faster throughput from a speedy 60 second cycle time, and you have the right solution for quick-service restaurants. King and her team leverage Computer Aided Design (cad) programs to identify where a machine would work in any restaurant. “That’s an area where we differentiate ourselves,” King says. “We do all the work for restaurant brands in terms of how to retrofit a back-of-house and identify where everything can fit. We want operators to understand that this is possible.” Ecolab’s full portfolio of machines come with the expertise and support of Ecolab’s national service team, who are experts on the machine itself, as well as the overall warewashing program. The machine, along with the support from Ecolab’s team, help make restaurants more efficient. It is also a morale boost for team members and managers who don’t want to stay late washing wares after an already long day. “Having peace of mind, that we take care of everything with machine design, high performing products, and a robust service team, is hugely impactful to restaurant operators,” King says. “We understand the industry and how hard it is right now; we believe this solution is incredibly valuable for quick-service restaurants.” ◗

For more on the KAY QSR Machine Warewashing Program, visit to ecolab.com/qsrmachinerewashing. 54

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ECOLAB

TURNOVER HAS LONG BEEN AN ISSUE FOR QUICK-SERVICE BRANDS. According to Black Box Intelligence, fast casual

The XL Warewash Program FOOD SAFETY

LABOR SAVINGS

WATER SAVINGS

90% MORE SOIL REMOVED*

REPURPOSE 2 HOURS OR MORE

6,400 GALLONS OF WATER SAVED PER YEAR**

compared to manual only process*

labor per day***

Where Performance Meets Value

vs. traditional dump/fill machine

XL Height

Designed specifically for QSR applications, the XL has a higher wash chamber, 50% faster cycle time, faster

Standard Height

dry time, and delivers productivity and food safety at a lower total cost.

Contact your Ecolab Representative or call 800.529.5458 TODAY! *According to Ecolab Man vs. Machine study circa Dec. 2018; **At 50/cycles per day – a typical QSR machine utilization; ***Based on QSR industry field testing results of time saved when vs. a manual only process Ecolab USA Inc. All rights reserved.

SPONSORED BY RESTAURANT TECHNOLOGIES INC.

The Burger King Operator Turning Better Oil Practices into Bigger Profits Unlock major savings, stronger food consistency, and safer kitchens.

franchisee of seven Burger Kings, started his career in a commercial kitchen. So, he understands the risks of traditional cooking oil management as well as anyone—the hot oil burns, the slip and fall accidents, and the mess a spill can create in a busy kitchen. When Dole learned about Restaurant Technologies’ Total Oil Management (tom) solution at an industry conference, it was no brainer. “I still have scars on my hands from the burns that I got from handling used oil, ” Dole says. “But for decades, that’s just been the standard practice for changing oil. I didn’t want that for my teams. ” TOM is an end-to-end, closed loop automated cooking oil management system that delivers, stores, and disposes of used cooking oil without manual handling which means all but eliminating one of the dirtiest and most dangerous jobs for employees so they can focus on more customer centric revenue driving tasks. Trinity Corp. also deployed the Total Oil Management (tom) portal, a cloud-based software that tracks how much oil is available and used and remotely monitors oil usage and filtration activities at each restaurant to determine if employees are following standard operating procedures. Since switching to automated oil management, Trinity Corp. has increased profits by 8 percent by realizing savings in key areas, including optimizing oil usage. Adopting automation helped the franchisee reduces its cost of goods by 6 percent. “With improved visibility and better adherence to the filtration schedule, we’re easily getting an extra two days out of our oil per fryer,” Dole says. Having remote visibility into what’s happening in fryers has also allowed Dole to see when employees are following procedures or deviating from them. This provides

opportunities for training. Dole has introduced incentives for managers who apply best practices for managing oil usage and cost. “Getting notifications for issues like oil usage and being able to review how long employees filter the oil in the fryers helps us pinpoint where we can provide more training and development,” Dole says. Making the change also helps restaurants reduce insurance premiums, thanks to the enhanced safety and reduction of risk. Trinity Corp. is currently working with Restaurant Technologies’ insurance consultant to maximize their savings, but the benefits of the automated systems aren’t just financial. Dole also views the high level of quality and consistency of the food being served as another reason for his restaurants’ success. Trinity Corp.’s restaurants average about 25 percent more guests per day than the typical Burger King, a statistic that hasn’t gone unnoticed at the corporate level. With so much going on in a foodservice operation, having a trusted automated cooking oil management solution that helps keep employees safer, helps to ensure consistent food quality, and can lower overall costs feels, as Dole says, like a no brainer. ◗

To get started today, visit rti-inc.com or call 888-779-5314. 56

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RESTAURANT TECHNOLOGIES INC.

MIKE DOLE, DIRECTOR OF OPERATIONS FOR TRINITY CORP., a Southeastern Kentucky based

Control Your Rising Costs with Automated Cooking Oil Management.

Save up to 15% on Insurance Premiums

Lower Your Cooking Oil Costs

Eliminating hazardous oil management lowers risk and accidents.

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Save on Labor Save time by automating the slow, tedious process of hauling oil.

TAKE CONTROL OF RISING COSTS Visit rti-inc.com/control-costs or scan the code.

SPONSORED BY FROZEN BEVERAGE DISPENSERS

A Cool Recipe for Success in the Quick-Serve Restaurant Industry

RUNNING A SUCCESSFUL QUICK-SERVE RESTAURANT involves more than just delicious food and efficient service. In today’s competitive market, creating unique and tailored customer experiences is essential for distinction and customer retention. To thrive, businesses must craft immersive dining experiences that not only satisfy but also delight visitors, encouraging repeat visits and positive word-of-mouth recommendations. Achieving this requires a comprehensive approach that seamlessly blends various elements, starting with a deep understanding of the target audience. Identifying the ideal customers allows for personalized offerings tailored to their preferences. Whether catering to millennials in bustling urban settings or families seeking convenience in suburban areas, crafting the right ambiance is crucial. Staff plays a critical role in creating a welcoming atmosphere and driving customer satisfaction. Additionally, the variety and quality of food and beverages

can significantly impact foot traffic and ticket sales. In the realm of beverages, frozen drinks have emerged as sought-after treats, offering unique and indulgent experiences not easily replicated at home. FBD works with restaurant owners to customize their equipment to serve a wide variety of refreshing frozen drinks, including carbonated, uncarbonated, and nitro-infused, to ensure that product offerings align with customer desires. FBD’s machines allow for frozen beverage flavors to be changed at any time to meet changing consumer demand and market trends. In addition to offering a wide selection of flavors and combinations, FBD’s equipment has self-service capabilities that enhance the in-store experience by allowing customers to craft their unique frozen beverage. The machines are designed for easy cleaning and maintenance, ensuring maximum uptime and reliability without extensive labor. Unlike others requiring frequent disassembly, FBD machines offer hassle-free cleaning, requiring only annual maintenance. With FBD equipment, the sealed interior environment means staff only needs to clean the machine once a year, eliminating costs from daily labor and ensuring consistent product quality. When equipment is easy to operate, business owners don’t spend nearly as much time or money on training and expenses are minimized, making routine maintenance easier and faster. Expect higher customer loyalty and repeat sales when equipment is easy and enjoyable to use by consumers. With a focus on a customizable experience, welcoming ambiance, and innovative beverage offerings, quick-serve restaurants can propel their business to greater success in today’s competitive market. By prioritizing customer satisfaction and continuously seeking ways to improve and innovate, you can create a dining experience that keeps customers coming back for more. ◗

To learn more, visit fbdfrozen.com. 58

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FROZEN BEVERAGE DISPENSERS

The simple strategy that drives beverage sales and improves guest experience.

Attract More Customers To Your Business With

FROZEN BEVERAGE PROGRAMS Highly Profitable Frozen beverages are highly profitable up to 80% gross profit, given that they are mostly made up of CO2 & water.

No Daily Hassle The use of a closed sealed system, in conjunction with bag in the box technology (BIB), means no product mixing or daily disassembly to clean.

Increased Beverage Selection Our machines are designed to help your customers create unique and personal experiences, while ensuring excellent product quality and consistency.

Low Operating Costs FBD dispensers are engineered to make a frozen drink quickly and with minimal labor easy to execute and minimal labor- no product mixing or blending.

SPONSORED BY LOOMIS

Is Theft Eating Your Restaurants’ Earnings? Here’s how restaurants are fighting back against cash loss.

SMART TECHNOLOGY CUTS DOWN ON CASH TOUCHPOINTS Think about all the times cash is handled: counting, recounting, preparing deposits, and trips to the bank. Each of these steps is an opportunity for error or vulnerability. A smart safe

PROTECTING YOUR PROFITS A smart safe is a strong start, but a truly comprehensive approach to cash handling goes further. The right partner offers a complete, technology-driven solution. This means everything from smart safe technology to secure cash-intransit services and reliable IT and customer support. Take Papa Johns, for example. They faced the complexity of managing over 400 bank accounts and vast cash flow across many locations. By partnering with Loomis and implementing SafePoint solutions, they were able to consolidate accounts and significantly improve their cash management efficiencies. This real-world success shows how the right partner turns cash handling from a weakness into a strength. When you have a partner who understands the unique demands of the quick-service restaurant world, you’re actively protecting profits and driving business forward. ◗

Experiencing cash handling headaches? Visit Loomis.us to get started. 60

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LOOMIS / ISTOCKPHOTO.COM / М И Х А И Л Р УД Е Н К О

RUNNING A QUICK-SERVICE RESTAURANT IS tough work with tight margins. While many payment options are out there, cash is still a major part of daily business. In fact, cash remains a consistently strong choice for U.S. consumers, holding its ground as the third-most-used payment type last year. Its usage has remained stable since 2020, demonstrating its enduring presence in daily transactions, according to the 2025 Diary of Consumer Payment Choice. So, while digital transactions are a popular choice, plenty of consumers still rely on cash. With so much cash flowing through your doors, protecting it requires foresight to prevent what the retail and restaurant industry calls ‘shrink’—unaccounted losses of inventory or cash. Partnering with a cash services provider is your best strategy to safeguard your hard-earned money. Let’s break down the options you have as a customer of these services.

refines these processes, optimizing cash flow and enhancing its security. It’s like having a builtin security guard and accountant across daily operations. Beyond simply securing your cash, smart safes give you high visibility. You’ll know exactly when a deposit was made, by whom, and for what amount. Tracking ensures accuracy and holds employees accountable without needing extra training or time-consuming new processes. More advanced smart safes boost security even further with features like a contact center and remote support, making cash processing quicker and more accurate. Another big benefit is individual employee PINs. This gives you full tracking of every transaction, helping you pinpoint exactly where any shortages might occur. Plus, the best smart safes include built-in tutorials to get your team up to speed fast, so they can focus on customers, not complicated cash procedures.

CASH—

The Secret Ingredient. How the biggest names in the industry handle their cash.

Running a busy restaurant, you know that every detail matters—from nailing lunch rush and customer satisfaction to keeping costs in check. Top brands in the industry face the same challenges, and many have found a smart solution with SafePoint® by Loomis.

Save on labor and training costs.

Reduce the risk of internal theft and external threat.

Eliminate the need for daily trips to the bank.

Partner with cash handling experts.

www.loomis.us

sales@us.loomis.com

Gain real-time visibility into your cash flow.

Download the Cash Handling Comparison Guide

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713-435-6700

© 2025 Loomis Armored US, LLC. | All rights reserved

They rely on SafePoint® for the accuracy, speed, and reliability needed to handle high volumes of cash without the usual headaches. It’s a smart business decision: less time spent on manual counting, fewer discrepancies at the end of the day, and even faster access to funds. It’s a solution that works for those at the top, and it can work for you too.

SPONSORED BY PALMER DIGITAL GROUP

Palmer Digital Group Raises the Canopy for Dual-Concept Fast Casual Restaurant Chain First dual-lane drive-thru configuration with outdoor digital menuboard.

and outdoor digital kiosks, display enclosures and drive-thru digital menu boards, continues to win quick-service restaurant modernization projects throughout North America, with especially strong momentum in its hometown region. On the heels of a recent wins announcement with Chicago-area barbeque chain The Patio, Palmer Digital Group announces that Chicago-area fast casual chain Bouna Beef will install its turnkey outdoor digital menu board systems at most locations, beginning with two dual-concept locations with Rainbow Cone. Founded in 1981, Bouna Beef brings Chicago flavors including its signature Italian beef sandwich to 26 restaurants in surrounding communities. In late 2022, Bouna Beef joined forces with regional institution Rainbow Cone, which in 1926 opened its original Chicago location and today operates 10 stores, including one in Florida. One of these locations, in Valparaiso, Illinois, represents the first Bouna Beef/ Rainbow Cone dual-concept franchise; a second in Orland Park opens in June. The dual-concept franchise initiative, along with changing consumer habits, inspired Bouna Beef to re-evaluate their drive-thru operations. The marketing team was equally invested in the idea, given the challenge of updating multiple, differently sized static message boards in a timely manner. “It’s not easy to replicate signage for limited time offers when some signs are one to three inches shorter than others, and your signs vary between single, double and triple-panel configurations,” says Mark Kearins, IT director for Bouna Beef. “That leaves the marketing team scrambling to create temporary signage for a variety of dimensions, many of which are unique to one site.” The Bouna Beef team found their answer upon entering Palmer Digital Group’s booth at the 2022 National Restaurant Association Show. The company soon ordered two triplepanel canopy systems for its Valparaiso location—one for each drive-thru lane—and soon after committed to a larger

order for Orland Park, which adds single-panel preview boards. PDG will also customize the Orland Park canopy menu board structure with the brand’s enduring pink and purple colors famous to its customers. Kearins said that while Bouna Beef managed the Valparaiso installation in-house, they are outsourcing the Orland Park installation work to Palmer Digital Group. “They have an installation team with experts that understand the electrical and network infrastructure, so we don’t need to bring in a lift to put the canopy systems in place,” says Kearins. “As we start rolling out menu board systems to other locations, which we intend to do, we won’t really have the bandwidth to carry the load ourselves.” Kearins expects to use PDG’s QSRDSMB346-CANOPY systems at most locations, which have three integrated 46-inch Samsung displays and offer overhead shade and protection from wet weather as customers place their orders. Preview systems will favor single-panel pedestal designs that can be lifted into place and securely mounted by two technicians. They are also in talks to install indoor digital menu board systems at several locations, along with “marketing TVs” for promotional digital signage inside Rainbow Cone locations. ◗

For more information about Palmer Digital Group, please visit www.palmerdigitalgroup.com. 62

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PALMER DIGITAL GROUP

PALMER DIGITAL GROUP, A FULL-SERVICE SUPPLIER AND INSTALLER of custom indoor

RAISING the BAR with PDG’s all-in-one, turnkey digital menu board solution

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