SENIOR VICE PRESIDENT AUDIENCE GROWTH Greg Sanders gsanders@wtwhmedia.com
CONTENT STUDIO
VICE PRESIDENT, CONTENT STUDIO Peggy Carouthers pcarouthers@wtwhmedia.com
WRITER, CONTENT STUDIO Drew Filipski dfilipski@wtwhmedia.com
WRITER, CONTENT STUDIO Ya’el McLoud ymcloud@wtwhmedia.com
WRITER, CONTENT STUDIO Abby Winterburn awinterburn@wtwhmedia.com
ART & PRODUCTION
SENIOR ART DIRECTOR Tory Bartelt tbartelt@wtwhmedia.com
FSR ART DIRECTOR Erica Naftolowitz enaftolowitz@wtwhmedia.com
SALES & BUSINESS DEVELOPMENT
p. 68
p. 63 SC Johnson Professional USA, Inc. p. 64 Sprague Pest Solutions p. 66
VICE PRESIDENT SALESFOOD, RETAIL, & HOSPITALITY Lindsay Buck lbuck@wtwhmedia.com VICE PRESIDENT, BUSINESS DEVELOPMENT Eugene Drezner edrezner@wtwhmedia.com 919-945-0705
NATIONAL SALES DIRECTOR Edward Richards erichards@wtwhmedia.com 216-956-6636
NATIONAL SALES DIRECTOR Amber Dobsovic adobsovic@wtwhmedia.com 757-637-8673
NATIONAL SALES MANAGER Guy Norcott gnorcott@wtwhmedia.com 854-200-5864
CUSTOMER SERVICE REPRESENTATIVE Tracy Doubts tdoubts@wtwhmedia.com 919-945-0704
CUSTOMER SERVICE REPRESENTATIVE Brandy Pinion bpinion@wtwhmedia.com 662-234-5481, EXT 127 FOUNDER Webb C. Howell
Significant Cost Savings
No monthly fees and a built-in timer to reduce system installation costs
Maximum Comfort
Deliver exceptional service with the APEX Plus lightweight headset, engineered for all-day wear
Space-Saving Design
Conserve kitchen space with a compact base station that displays real-time speed-of-service metrics
*Source: Circana, LLC, SupplyTrack®, Tomato Based Sauces, Marinara, Spaghetti, and Tomato Sauce Combined, Puree, Units Adjusted, 12 Months
Price for this service varies based on type of message & volume.
• We apply volume discounts across entire chain, so individual location owners benefit from total chain volume.
As low as $0.01 per message for high volume customers!
Use your Existing Phone Number to send messages!
• Either through direct integration to your POS system, or by exporting lists from the POS to import into our platform, you can schedule & manage outbound text message marketing to increase revenue.
We are fully compliant with CITA/FCC regulations!
Text messages have up to 95% open rate within minutes: push online orders, drive additional revenue, & send upsell messages!
EXAMPLE OF HOW IT WORKS:
1) Send a X Dollars off coupon message to customers who’s last order was more than 90 days ago, with the goal of “re activating” those customers.
2) Send an “upsell” coupon for add on items to more active customers
3) Automated campaign to send a few hundred messages per day, with the goal of adding 10+ additional orders per day. Messages can be coupons, but you can also get great traction with messages such as “Happy Monday. Did you know you are allowed to eat pizza on Monday? ” followed by your online ordering link.
QSR Evolution Makes Impact
The annual conference returns in September.
THE QSR EVOLUTION CONFERENCE, set to take place September 2–4, at the Atlanta Marriott Marquis in Atlanta is a premier event tailored to quick-service restaurant operators.
Designed to address the unique challenges and opportunities within the QSR sector, the conference offers a dynamic agenda that blends strategic insights with actionable takeaways. Key themes include growth and franchising, fast casual innovation, labor and leadership, and the evolution of technology and omnichannel operations.
Attendees will hear from some of the most influential voices in the industry, including Andrew Cathy, CEO of Chick-fil-A; Debbie Stroud, CEO of Whataburger; Neha DK, senior director of marketing at Pizza Hut Global; Amy Durini, CMO of Taco Bell International; and other top executives from brands like KFC, Habit Burger, and Inspire Brands.
With its sharp focus on the future of QSR, high-level speakers, and engaging format, the QSR Evolution Conference promises to be a must-attend event.
The QSR Evolution Conference is loaded with diverse speakers from across the industry.
SHORT ORDER
Earlier this year, Paytronix released its Loyalty Report, which outlines how loyalty programs have evolved into strategic tools for driving revenue, deepening guest relationships, and adapting to shifting consumer expectations.
AI-powered personalization enables retention by as much as 25%
Personalization is Essential for Guest Engagement
• Consumers expect loyalty experiences that reflect their behaviors, preferences, and lifestyles, not generic promotions.
• AI-powered personalization enables brands to deliver targeted offers, increasing customer engagement by up to 20 percent and retention by as much as 25 percent.
• Brands that segment customers based on purchase history, frequency, and demographics can create relevant, high-converting campaigns.
• 91 percent of consumers prefer brands that offer relevant recommendations, yet fewer than half feel they currently receive them.
Sustainability
is a Loyalty Growth Catalyst
• Consumers, particularly Millennials and Gen Z, are actively seeking out brands with authentic environmental values.
• Loyalty programs that reward behaviors— like reusable container use or participation in green initiatives—strengthen emotional loyalty.
• Transparency matters: brands that engage in “greenwashing” face reputational risk and consumer backlash.
• Sustainable products and practices can drive revenue growth, with studies showing a 20 percent lift in loyalty-driven sales when green initiatives are implemented effectively.
Innovation is Driving Loyalty Differentiation
• Loyalty programs are no longer unique, but the way they’re executed—through mobile apps, gamification, and immersive tech—can be a key differentiator.
• Contactless ordering, QR code menus, and self-service kiosks have become standard expectations rather than cutting-edge features.
• Augmented and virtual reality features integrated into loyalty platforms increase guest interaction and enhance brand perception.
• Innovations like AI-generated order suggestions and gamified point systems help brands deliver fun, memorable experiences that lead to repeat visits.
Data and AI are Reshaping Loyalty Strategies
• Brands are increasingly using predictive analytics and sentiment analysis to understand and respond to customer behavior in real time.
• AI allows for hyper-personalized messaging, offer optimization, and automatic loyalty reward allocation—all without manual oversight.
• Micro-segmentation empowers marketers to create nuanced loyalty tiers and campaigns based on emotional and behavioral cues.
• Leading companies use data to uncover high-value segments and refine offers that increase average check size and visit frequency.
Loyalty
Success
is
Measured by More than Membership Numbers
• Brands with growing check sizes and visit frequency among loyalty members see the most tangible business impact.
• Loyalty-driven sales growth is strongest when personalized upselling, bundling, and exclusive promotions are part of the strategy.
• In 2025, over 40 percent of analyzed restaurant and c-store brands saw double-digit growth in average check size tied to loyalty participation.
• Programs that reward value—such as premium purchases and larger baskets— not just visits, are outperforming peers focused solely on retention metrics.
Meals to GO No Mess, No Stress
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fresh ideas
|MENU OVERHAUL|
MASTERING THE MENU RESET
MENU RESET
From cutting clutter to adding new hits, what does it take to pull off a revamp?
BY SAM DANLEY
Tom Ryan founded Smashburger in 2007 with a straightforward goal: deliver quality burgers with a memorable twist—“something people would crave and keep coming back for.” But by the time the brand hit its 17th anniversary last year, the menu had become cluttered with chicken sandwiches, wings, and other items that edged the chain away from its core identity.
“We realized it was time to refocus on what made us great in the first place,” Ryan says.
In 2024, Smashburger streamlined its menu by doubling down on the burgers that built its reputation. But this wasn’t just a matter
of cutting. It was a broader recalibration. Fan favorites like Smash Sauce made a return, the truffle mayo was reimagined in-house, and even the lettuce got an upgrade.
“One key lesson the team learned during the revamp process is that you can’t simply remove a menu item without having a strong innovation pipeline ready to go,” says Smashburger president Jim Sullivan. “It wasn’t just about taking things away—it was about making space for better, more premium menu items.”
The company tested more than 300 variations of grind size and fat content in pursuit of what Ryan describes as a “no-nonsense,
Smashburger learned that you need a strong innovation pipeline ready to go when remapping a menu.
all-in approach” to upgrading its burger offerings. The result: a September launch of a sharper menu, with eight new items and four updated classics. Alongside it came a brand refresh—new logos, fresh color schemes, and a sharper visual identity—plus elevated in-store touches like milkshakes served in parfait glasses.
Smashburger also retrained its teams and reemphasized hospitality. Sullivan says those changes are being noticed through better guest feedback and stronger review scores.
“One of the biggest pitfalls brands can make during a menu revamp is losing sight of the customer,” he says. “It’s easy to get caught up in internal goals or operational efficiencies, but if you’re not clearly communicating what’s new and why it matters, you risk confusion.”
Another mistake is thinking the work stops once the new menu launches.
“In reality, that’s just the beginning,” Sullivan says. “You need to stay focused on what’s next—whether that’s highlighting craveable, premium items or continuing to build out your innovation pipeline. Consistent storytelling around your food, your values, and your future keeps guests engaged and excited for what’s coming.”
While Smashburger pared back to strengthen its core, Blaze Pizza had the opposite problem: a decade without new items had left the menu stale.
That changed last summer with a major revamp that started with updated signature pizzas. Guests had increasingly relied on build-your-own to create more indulgent pies, and Blaze wanted its standard offerings to deliver that same satisfaction. With new leadership in place and broader operational changes underway, the refresh was also about reigniting momentum and giving the brand a reason to re-enter the conversation, says Christian Kuhn, who previously served as CMO of Blaze.
The new signature pizzas paved the way for a wave of flavorfocused launches, including drizzles, sides, salads, and more. Blaze also aimed to spotlight its fresh, in-house dough by extending it into new categories, leading to items like Cinnamon Bread, its first house-made dessert, and the Fast Fire’d Fold, a calzoneinspired creation. Looking ahead, that same dough could serve as the foundation for future innovation, like hot and cold sandwiches.
“We want to use what’s already on our current line, so supply chain doesn’t always have to go and figure out how to supply 300 restaurants with all of these new ingredients,” Kuhn says. “That’s what our new product strategy is built on. The core tenets are keeping it simple, using existing products for new things, and then bringing in new flavor profiles.”
Blaze also has learned that early buy-in from both guests and franchisees is critical to ensure new items resonate and roll out smoothly.
“It is one thing to sit there and design something that tastes great to you and your team,” Kuhn says. “It’s a very different thing to make sure it works across your consumer set. You also have to partner with your franchisees from day one. Tell them what you’re trying to do and get them involved, because when they’re on board and backing you, life works a lot better.”
With last year’s menu revamp driving brand awareness and generating buzz both internally and externally, Blaze is now focused on sustaining that momentum through more consistent innovation.
After completing a sweeping overhaul of its U.S. menu last year, Pepper Lunch is continuing to refine its strategy—pushing forward with new products and process improvements in what CEO Troy Hooper describes as a long-term evolution, not a one-time reset.
The Japanese-based teppanyaki chain, which operates under Hot Palette America in the U.S., is preparing to debut its first-ever dessert stateside. But that’s just the latest in a series of updates that have included adding new proteins and ingredients, removing others, and reformulating core sauces—all while maintaining the brand’s authenticity and resisting the urge to Americanize the menu.
Hooper stepped into the CEO role in 2023, shortly after the parent company acquired Pepper Lunch’s largest U.S. franchisee. That moment prompted leadership to take a hard look at the U.S. operation—where the original 2018 menu had been developed largely independent of corporate input. Over a 15-month review, the company conducted extensive market and consumer research, examined sales by location and region, and evaluated suppliers for quality and cost efficiency.
Most vendors remained in place, but stronger global alignment and improved scale in the U.S. allowed Pepper Lunch to negotiate better pricing—savings that were reinvested in upgraded proteins.
Blaze Pizza introduced several new items last summer.
Smashfries
Pepper Lunch
SOUTHERN FLAVOR MADE EASY.
How Culinary Innovation Is Redefining What Eggs Can Do
As the market shifts, eggs are helping foodservice teams stay nimble and consistent.
As operators navigate labor shortages, the push for menu creativity, and the need to reduce food waste and improve kitchen efficiency, ingredients with built-in versatility are pulling the most weight. And few deliver like eggs. According to Datassential, 49 percent of consumers say they order breakfast foods outside of breakfast hours to satisfy a craving for something specific—like eggs. Operators are tapping into that demand, loading eggs onto salads, sandwiches, and small plates to stretch across dayparts and drive sales growth. With new product formats and culinary R&D support from the American Egg
Board (AEB), eggs continue to stay relevant and set the standard in any kitchen.
“The number one thing that makes eggs irreplaceable in today’s foodservice industry is versatility,” says Nelson SerranoBahri, director of innovation at American Egg Board. “There are so few ingredients in a cook’s toolbox that can do what eggs can— whether it’s creating a thick, rich emulsion or a delicate foam, it’s all coming from the same ingredient.”
That versatility is both a culinary bonus and an operational advantage. Eggs are used in nearly every cuisine, appear in all dayparts, and offer 20-plus functions in food preparation, from binding and emul-
sifying to leavening and enriching. “People know eggs. They trust them. More than 90 percent of Americans buy eggs,” SerranoBahri says. “And that consumer familiarity translates to menu confidence.”
To help operators keep pace with demand while streamlining execution, the AEB has supported development of egg formats that reduce prep time, increase consistency, and extend shelf life. SerranoBahri points to precision-cooked options, sous-vide egg bites, liquid egg blends with seasonings, and pre-cooked formats, like hard-boiled or scrambled eggs, as standout innovations.
“We’re not talking about the frozen scrambled eggs of the past,” Serrano-Bahri says. “With advances in pasteurization and freezing, the quality is significantly better. They hold up well, perform consistently, and are safer to store and handle in high-volume environments.”
These ready-to-use formats also reduce the need for skilled labor. “One of the biggest challenges operators face is turnover, which requires hiring and training new staff,” Serrano-Bahri says. “When you use pre-portioned egg products, you don’t need to worry about new employees undercooking dishes or wasting ingredients. It’s set up for success from the start.”
Advancements in alternative formats
Scrambled Egg Bao with Kimchee
like liquid egg products that cater to specific functions, such as foaming or gelling, allow chefs to develop new textures and applications without extensive ingredient knowledge or technique training. “We’re making eggs work smarter in the kitchen,” Serrano-Bahri says.
While eggs are a breakfast mainstay, consumer cravings and global culinary influences are helping them move far beyond the morning rush. “We’ve done a lot of work to demystify the idea that eggs are just for breakfast or brunch,” Serrano-Bahri says. “Around the world, people eat eggs for lunch and dinner without hesitation. And we’re seeing that shift in the U.S. now.”
For example, eggs are showing up in ramen bowls, carbonara pastas, Korean bibimbap, and Mediterranean shakshuka—all egg-forward dishes with mass appeal. “We’ve even seen a creative revival of the deviled egg, where chefs are playing with flavor profiles that reflect different global cuisines,” Serrano-Bahri says.
The American Egg Board’s innovation pipeline is closely aligned with these shifting consumer behaviors. The demand for highprotein foods, clean-label items, globally inspired flavors, and wellness-oriented beverages are key drivers. “We’re developing applications that address each of those pillars,” SerranoBahri says.
Egg-based beverages are a growing category, from smoothies to functional drinks and indulgent dessert cocktails. “We’re seeing egg yolks used to create velvety textures without artificial thickeners, and egg whites for
protein-packed refreshers,” he says. “It’s not just novelty—it’s smart use of nutrition and function.”
Serrano-Bahri notes the growing use of eggs in bar programs and beverages as well. “We’re seeing a return to cocktails like pisco sours, whiskey sours, and Ramos gin fizzes because operators are recognizing the unique texture eggs provide,” Serrano-Bahri says. “Egg whites create that silky foam, and egg yolks bring richness and body—there’s nothing else quite like it.”
The American Egg Board doesn’t just promote eggs and egg products, it also provides direct support to operators to make those menu concepts a reality. “We bridge culinary vision with operational reality,” Serrano-Bahri says. “We’re not just testing for flavor. We’re testing for scalability, labor needs, holding performance—everything that determines if a dish actually works in the real world.”
That includes connecting operators with manufacturers, helping translate recipes into
production-ready formulations, and guiding brands through reformulation for consistency. In one recent example, the AEB helped a multiunit operator scale a proprietary egg-based sauce. “They had the concept, but they didn’t have the supply chain figured out,” SerranoBahri says. “We connected them with the right co-manufacturer and helped them take it to scale across locations.”
The organization is also working on proprietary technology to make specific formats more accessible. “One of the top pain points we hear is the inability to consistently serve fried eggs,” Serrano-Bahri says. “We’re developing a device that can produce a perfect fried egg using a microwave or speed-cook oven—no culinary skill required. That’s how we solve real problems.”
Amid ongoing operational challenges, operators often look to cut ingredients or change formats to improve e ciency and reduce waste. Serrano-Bahri argues that eggs, particularly in value-added formats, help avoid that need altogether. “Egg products help control labor, reduce spoilage, and o er longer shelf life compared to shell eggs,” he says. “You also eliminate variability—every portion is consistent.”
He adds that unlike some substitutes, eggs don’t require workaround techniques. “With alternatives, staff often have to relearn how to cook something or add extra ingredients to make it work. That adds cost and complexity,” Serrano-Bahri says. “With eggs, you know exactly what you’re working with.”
In the end, Serrano-Bahri wants operators to see the American Egg Board as more than a promotional partner. “We want to be part of the conversation from day one,” he says. “If you’re working with eggs—or even just considering them—we can help make that process smoother, smarter, and more successful.”
Whether it’s concepting new items, solving for labor gaps, or navigating operational hurdles, AEB works as an extension of the operator’s team. “Our job is to help you innovate without adding risk,” Serrano-Bahri says. “And we’ll meet you wherever you are—whether you need a co-packer, a test kitchen, or just the data to make a case.” -By Drew Filipski ◗
Big Egg Sandwich
Cobb Salad in a Jar
Philly Cheese Hollandaise Steak
LEARN MORE
DEPARTMENT
WOMEN IN LEADERSHIP
The Power of Pouring Into People
White Duck Espresso blends community, compassion, and caffeine in Florida’s coffee scene.
BY SATYNE DONER
At White Duck Espresso, coffee isn’t the only thing being poured. Empowerment, support, and confidence come standard with every cup served.
Inspired by the miniature drive-thru coffee stands of the Pacific Northwest—often referred to as “sheds with two windows”—White Duck Espresso has brought that fast, friendly, flavor-forward model to the Tampa Bay area.
Robyn Matthews first dreamed up the concept 21 years ago, when she was just 18. On a first date with her now-husband Kyle in Seattle, she envisioned a business built around community and caffeine. But it wasn’t until the couple relocated to Florida that the dream began to take shape.
They were surprised to find the coffee culture in Florida lacked the personality and efficiency they were used to. Matthews wondered where the friendly, quick coffee shops with customizable, high-quality flavors were.
So she bought an espresso machine—at the time, the most expensive item in her small studio apartment. She’d sit outside, sip her coffee, and watch the ducks wade through the nearby pond. One
stood out—a big white duck—and the name stuck.
In 2010, the couple faced an unimaginable tragedy when their son, Ezra, passed away from neuroblastoma. In his honor, they founded Beat Nb, a nonprofit dedicated to helping children fight cancer. Yet Matthews still felt called to create something more—a way to fuel both hearts and mugs.
That vision became a reality in 2020 when White Duck Espresso opened its first drivethru in New Port Richey, a Tampa suburb. The opening coincided with the start of the COVID pandemic and a nationwide shutdown—but Matthews saw an opportunity to serve.
“[The pandemic] built our culture because all we had was each other in this community,” Matthews says. “We didn’t have to shut down because we’re drive-thru only, and coffee was considered a necessity. We stood by the idea of being there for our community during a chaotic time, and our baristas took that culture and ran with it.”
One of those baristas was Whittney Sparks, now affectionately known as “Whittney at the White Duck.” Her warmth and consistency turned her into a local favorite, and one regular even raised over $2,100 to surprise her with a tip.
Today, Sparks manages another White Duck Espresso location nearby, continuing to embody the company’s mission. Along with other stand managers, she sports a duck tattoo on her wrist—a gift from a regular customer who’s a tattoo artist.
“Our culture is light-hearted and reverent. We’re playful in tone, but serious in our intentions,” Sparks says. “We take making our customers’ drinks very seriously, and we intentionally want them to feel connected to our baristas. The interaction between baristas and regulars is everything … from the minute we take your order to when you’re driving off with your drink.”
Kali Stull, another stand manager, echoes this approach and emphasizes the emotional impact of those customer connections. These interactions set White Duck Espresso apart in a hyper-competitive market, going toe-to-toe with national chains.
“We’re there for customers on their best and worst days. We’ve seen it all and heard it all. And it means a lot to not just them, but to our whole team to offer them a hug in the form
[CONTINUED
White Duck Espresso opened its first drive-thru in 2020.
2 9 YOUNG L E A DER S WA TCH
/ BY QSR STAFF
Every year, QSR magazine recognizes a new class of standout professionals who are shaping the future of the quick-service and fast-casual industry and redefining it in real time. The 2025 class is no exception.
This year’s honorees are driving impact across the board: from franchising and finance to culinary ops, marketing, and design. Some are scaling legacy brands with fresh eyes; others are building new models from scratch. Whether it’s deploying AI to streamline franchise development, elevating brand storytelling through design, or turning loyalty programs into full-fledged growth engines, these leaders are proving that innovation and execution don’t need to live in separate lanes.
What unites them isn’t ambition and action. They’re not waiting for permission or playing it safe. They’re solving big problems, taking bold swings, and showing that the future of this industry will be built by leaders who think differently, act decisively, and care deeply about the people they serve.
in the back of his flower shop in East Haven, Connecticut. The first franchise store opened in 2001 in Waltham, Massachusetts, and by 2006, there were 500 locations. Today, Edible has 800 independently owned franchise locations across North America, making it a well-known one-stop shop for Valentine’s Day, Mother’s Day, birthdays, anniversaries, and everyday celebrations.
Somia Farid Silber was just 6 years old when her father’s first Edible Arrangements shop opened, growing up alongside the brand. She started working in the stores around age 10, dipping strawberries and wrapping bouquets. By 13, she was answering the phone and taking orders, fully immersed in the family business.
“I grew up in a retail environment and got to see the business grow firsthand. When I went to college, whenever we were working on case studies or learning something new, Edible was always in the back of my mind,” Silber says.
After graduating from Babson College, Silber officially joined Edible full-time in 2016. She worked in various roles across technology, operations, and e-commerce, gaining a deep understanding of the company’s many functions. She says revolutionizing the brand’s digital business has been both the most challenging and the most rewarding aspect of her journey.
In October 2024, at just 31 years old, Silber stepped into the CEO role of her family’s multi-million-dollar business.
“I’ve always known that this is what I wanted to do, but I feel like I’ve been prepared for this from a very young age,” Silber says. “It’s an option I have gravitated towards, and it’s amazing to have the opportunity to take something my dad built from scratch and grow it for the next generation.”
While she felt ready to take the reins, Silber had to learn to let go of being deeply involved in the day-to-day operations. The transition required her to take a step back and view the brand from a broader perspective. Having a strong leadership team has allowed her to successfully wear the hat of CEO and focus on the brand’s long-term strategic vision.
“We’ve been around for 25 years, but we still act like a mom-and-pop shop. We’re very entrepreneurial, and everyone on the leadership team must have the spirit of an
entrepreneur,” Silber says. “You have to be able to be both strategic and tactical and know when to wear those hats—having a team that can flex both ways has been
“ I’ve always known that this is what I wanted to do, but I feel like I’ve been prepared for this from a very young age.”
really helpful for me.”
Moving forward, Silber’s vision is to diversify the brand and evolve Edible beyond just gifting. By introducing lower price points and baked goods and emphasizing small moments of celebration, she hopes to attract the next generation of customers, particularly Gen Z, who she says are increasingly interested in treating themselves to bite-sized indulgences.
“Our third-party platforms have also accelerated the idea of treating yourself, and we’re seeing success with a different type of customer,” Silber says. “On our website, we usually see an average order of $80, whereas on DoorDash, it’s $30 on a cone of chocolate-dipped strawberries after 4 p m as an afternoon pick-me-up. It’s very interesting to see.”
Edible Brands has laid the groundwork for future expansion through its shared services infrastructure. The company has two primary growth trajectories: strengthening its robust e-commerce platform, which generates volume for franchisees via gifting customers, and what Silber dubs “Edible
executives on our leadership team and no women leaders when you got to the Senior Area Coach level and above, and I shared this with our leadership team,” she says. “I was grateful when our president tapped me to introduce the women’s leadership program to DRG, and to be honest, at first my motivation was that I wanted to see more women at the top—including myself.”
Now entering the third year of the program, Burk has realized it’s about so much more than leadership roles. “It’s about building meaningful connections, creating opportunities for networking, and providing women with the tools they need—not just for their careers, but for their personal lives as well, because both matter equally,” she adds.
When it comes to communications for DRG as a whole, Burk has helped evolve the strategy both internally and externally. When she first joined, the company relied on printed newsletters and flyers for internal comms, which were costly, difficult to track in terms of readership, and had limited reach. Burk helped transition to digital, and created a DRG video news segment where teams can consume messages in under two minutes wherever they may be—at home or in the field touring restaurants. The solution instantly reaches more than 9,500 team members via a mobile based app.
“Of course, growth also brings challenges,” says Burk, whose advice to other young restaurant professionals looking to lead transformative initiatives is to seek mentorship, have measurable goals and track your results, prioritize your selfcare, and position yourself in environments where your ideas are welcomed and acted upon. Burk has a track record of measurable impact, and as the restaurant industry continues to navigate shifting consumer behavior, tech disruption, and workforce challenges, leaders like Burk—who know how to inspire from the inside out—are poised to help shape what’s next.
“Embrace every opportunity that comes your way and commit to seeing it through— you never know where it might lead,” she adds. “Some of the most unexpected experiences can shape your career in ways you never imagined. The challenges, the risks, and even the detours often turn out to be the moments that define your growth the most.”
Hampden Keil
Franchise Partner
POTBELLY Age: 26
Hampden Keil was born into the sandwich business. His father, Bryant Keil purchased the company now known as Potbelly back when it was a single shop in the Lincoln Park neighborhood of Chicago, and transformed it into a beloved national brand that now has more than 440 shops in the U.S., with more than 90 franchiseowned locations.
Keil got his first true taste of working in a restaurant at the Potbelly in Highland Park, Illinois—from serving up the brand’s beloved hand-dipped milkshakes to working the register.
After sharpening his operational chops and rising through the ranks at Joe’s Brewery and Chicago-based Lettuce Entertain You Enterprises, Keil rejoined the Potbelly system as COO of Keil Group LLC—one of the company’s largest franchise partners, operating the highest volume of franchise-owned Potbelly shops. Today, Keil manages operations, development, and cross-functional strategy across HR, marketing, and finance teams, while working directly with Potbelly leadership. He also sits on Potbelly’s construction and design committee, helping shape the customer experience across the system.
As a top franchisee partner, Keil and his family signed a deal in 2023 to open 27 locations in Maryland, and a second agreement in early 2025 to open eight locations in Northern Virginia, which are getting ready to open their doors this year and in the coming years.
As Potbelly marches toward its goal of 2,000 shops, Keil’s unique blend of passion and fresh perspective positions him as a pivotal figure in the brand’s future as he helps preserve an important part of what makes the brand special. His favorite part about the restaurant industry is seeing customers smiling, enjoying their meal, and having a good time—a sentiment that mirrors the Potbelly mission to delight customers with great food and good vibes.
Megan Anderson
Strategic Partnerships Manager
PORTILLO’S
Age: 29
Megan Anderson doesn’t just manage Portillo’s off-premises partnerships from behind a desk—she quite literally puts herself in the driver’s seat. By routinely moonlighting as a food delivery driver, she’s able to gain firsthand insight into pain points on the ground and then bring those learnings back to Portillo’s. Those efforts have helped her identify real-world solutions that have improved guest experience and strengthened marketplace performance, and showcase a rare level of dedication and commitment to continuous improvement. As strategic partnerships manager, Anderson oversees the brand’s relationships with third-party delivery giants like DoorDash, Uber Eats, and Grubhub, and drives initiatives that boost order accuracy, reduce driver wait times, and raise customer satisfaction across the board. She’s also an advocate on behalf of Portillo’s restaurants, and has reportedly recovered hundreds of thousands of dollars in refunds from thirdparty marketplaces.
Beyond delivery, Anderson also leads Portillo’s nationwide shipping program— making it possible for fans to enjoy their favorite menu items across all 50 states. Managing that scale takes logistics savvy, brand know-how, and an unwavering attention to detail. Her ability to juggle both delivery and nationwide shipping with such efficiency and success is a testament to her leadership and work ethic.
Anderson’s hands-on approach has made significant impacts on Portillo’s off-premises operations, and has helped strengthen the brand overall. With a reputation for cross-functional collaboration, a team player attitude, and a passion for guest-first innovation, Anderson is helping write the next chapter of Portillo’s storied legacy— and making a clear case as a young leader to watch.
Glen Turchin
Director of Beverage
JEFF’S BAGEL RUN Age: 34
Before diving into the world of craft coffee and bagels, Glen Turchin’s love for all things culinary was inspired early on by his father, who was a chef for over 30 years, and his uncle, both of whom launched their own businesses.
Turchin built up his track record by serving in the corporate office at Ruth’s Chris Steak House as the brand and gift card manager, and successfully grew the brand’s gift card program from $36 million to $54 million in under four years—a testament to his strategic thinking and results-driven leadership.
But it was a passion project that set his career on a new course. Turchin started roasting coffee beans with a stovetop popcorn popper in his kitchen, and what began as a hobby morphed into founding Otus Coffee in his garage in 2017. Over the next seven years, he grew Otus into a respected name in the specialty coffee scene, sell-
ing over 120,000 pounds of beans and establishing a thriving wholesale business— despite having no prior coffee industry experience.
One of those early wholesale clients? Jeff’s Bagel Run. From the time the brand first opened its doors back in 2021, Otus Coffee powered the brand’s beverage program. In 2024, Jeff’s Bagel Run acquired Otus, recognizing Turchin’s talent and aiming to fully integrate sourcing, roasting, and quality control. Turchin transitioned into the role of director of beverage, and today oversees every bean that flows through the growing bagel chain, bringing consistency, quality, and a third-wave coffee ethos to the breakfast table.
His path from stovetop coffee experiments to corporate success and entrepreneurship shows his adaptability, grit, and passion for the industry. He’s a leader who balances innovation with operational excellence—from building a beloved
Alex Jano
Field Marketing Manager BURGER KING Age: 35
As a field marketing manager at Burger King, Alex Jano is transforming local store marketing by implementing innovative, scalable strategies that strengthen community connections. With a passion for driving guest engagement and brand loyalty, she provides operators with the tools and insights they need to enhance traffic and local impact.
Her journey into the QSR industry began at Coca-Cola, where she gained expertise in brand strategy, consumer engagement, and stakeholder relations. She then transitioned to Domino’s, leading key markets and crafting data-driven marketing strategies to support franchisees. This experience sharpened her ability to align national brand objectives with localized execution—an approach she now applies at Burger King.
One of Jano’s key contributions has been the creation of the Local Store Marketing Playbook, a resource that guides
coffee brand from scratch to driving growth at a major restaurant chain. His story is a powerful example of what the next generation of foodservice leaders can achieve with creativity, resilience, and heart.
Kelly Crummer Senior Director of Franchising FIREHOUSE SUBS
Age: 34
In her current role at Firehouse Subs, Kelly Crummer is helping to chart the course for one of the fastest-growing brands in the Restaurant Brands International (rbi) portfolio. With a background in financial services and marketing, Crummer brings a datadriven, people-first approach to franchise growth. The firefighter-founded hot sub chain has ambitious plans to grow across North America, and during Crummer’s time
as senior director of franchising, Firehouse Subs has already surpassed 1,300 locations. Crummer’s impact is felt not just in the numbers, but in the programs she’s championed. She co-led the development of Firehouse Subs’ First Responders Incentive
Program, which offers $100,000 in cash— not just credits or discounts—to help first responders or veterans open their own Firehouse Subs franchise locations. The initiative is a powerful extension of the brand’s mission and its long-standing support of first responder communities through the Firehouse Subs Public Safety Foundation.
She also launched the Operator to Owner program, a first-of-its-kind effort to help standout restaurant managers transition into franchise ownership. The results have been immediate and measurable, with Operator to Owner franchisees boosting performance across key metrics at their newly acquired stores.
As Firehouse Subs continues to scale, Crummer’s thoughtful, mission-aligned leadership is setting a new standard for franchise development—and proving that the next generation of leaders can grow both the brand and the communities it serves.
operators in launching successful store openings, establishing community partnerships, executing localized promotions, and optimizing daypart strategies. By bridging the gap between corporate marketing and in-market execution, she ensures Burger King locations resonate with guests in authentic and personal ways.
“Through my work, I aim to shape the evolution of local marketing in the QSR space—ensuring that the Burger King brand remains a strong and relevant presence in every community we serve,” Jano says.
Jano is also committed to shaping the future of QSR leadership through innovation, data-driven decision-making, and compelling brand storytelling. She believes that modern leaders must foster emotional connections with guests by integrating digital tools with grassroots marketing efforts.
Jano holds a bachelor’s degree in Marketing and an MBA from the University of Florida. Outside of work, she is a dedicated mother of two and an active member of the Junior League of Greater Orlando, where she currently serves as VP of marketing and communications and is set to join the board as executive vice president elect.
Gabriella Morrison
COO
NANA MORRISON’S SOUL FOOD Age: 18
Gabriella Morrison is a true “restaurant kid.” She started wiping down tables and rolling silverware at just 5 years old, and by 13, she was helping with payroll, employee scheduling, and hiring. Her parents, founders of Nana Morrison’s Soul Food, would pull up a stool to the cash register so she could ring up customers.
She grew up alongside the brand, which has five locations and counting across the Southeast. At 16, she was promoted to general manager of Nana Morrison’s Soul Food’s Charlotte location, making her the youngest of her siblings to lead a restaurant. At the same time, she doubled up on coursework to graduate early, deciding to forego college and fully immerse herself in the industry with hands-on experience.
Now, at 18, Morrison has stepped into her biggest role yet: chief operating officer. She oversees all Nana Morrison’s Soul Food locations, spearheads expansion efforts, and carries on her parents’ vision of celebrating cultural heritage and community connections. Her ultimate goal? To inspire others to break barriers—and retire her parents early.
“Being a young woman of color in leadership opens people’s eyes to the fact that you can achieve anything,” she says. “I started so young, and I’ve proven I can handle all the challenges and do whatever it takes to earn my position. Age has no limits. Everything is possible as long as you stay motivated and never settle on the word ‘no’. The word ‘no’ is just the start of a new conversation.”
BAmanda Parker Director of Marketing
VICIOUS BISCUIT Age: 27
efore making a splash at Vicious Biscuit, Amanda Parker made waves as the senior director of marketing and training at Chick-fil-A of Goose Creek and Summerville, South Carolina, where she created and implemented a multi-store training program for more than 280 employees. She also oversaw the development of 22 trainers and the implementation of her courses. During her four-year tenure, she started as a team member and quickly advanced through roles in HR, sales, marketing and operations.
She joined Vicious Biscuit in 2022 as the area director for the Charleston market before transitioning into her current role to support the brand’s rapid nationwide expansion through franchising, leveraging her expertise in scaling operations and enhancing brand presence.
Parker has been a driving force behind many of Vicious Biscuit’s key marketing assets, including brand books, photography style guides, and materials that define its positioning, story, mission, vision and values. She also manages the brand’s relationships with marketing agencies, ensuring consistent strategic execution systemwide.
Additionally, she plays a key role in managing the brand’s reputation management software, ensuring consistent performance across corporate and franchise locations. These analytics guide decision-making across the company, and she is currently collaborating with the brand’s digital strategist to develop a new catering, mealtime and loyalty app.
In 2024, her leadership was instrumental in executing a new grand opening strategy, resulting in three consecutive record-breaking opening weeks—the highest in Vicious Biscuit’s history. Her dedication to accelerating the brand’s growth and delivering outstanding, consistent results makes her a young leader to watch.
Ryan Feghali
Cedars Group Managing Partner // Cofounder
LITTLE CAESARS // COCO PLAYA
Age: 34
Ryan Feghali is a jack of all trades. He started in marketing, earned an MBA, and built a career in finance before discovering his true passion: the quick-service restaurant industry. Following in his father’s footsteps, he set out to make his mark through franchising with Little Caesars and Jersey Mike’s.
After recruiting his cousins, Feghali cofounded Cedars Group, which operates 40 Little Caesars locations. He scaled the business through strategic planning and execution, rooted in a philosophy of trust, care, and continuous improvement.
His entrepreneurial vision extends beyond franchising. Wanting to stay ahead of the curve, Feghali launched CoCo Playa, San Diego’s first drive-thru concept specializing in coffee, cookies, and dirty sodas. In its first year, the grab-and-go brand is on track to exceed $1 million in net sales, with further expansion to two new locations already in the works for 2025. The fledgling concept has grown organically, leveraging influencers and grassroots marketing— Feghali’s focus is on customer service and connection.
For Feghali and his family, CoCo Playa’s success is a testament to his dedication to innovation—not just identifying emerging trends but capitalizing on them.
His leadership fosters collaboration, sus-
tainable growth, and a strong work ethic. While some find working with family challenging, he sees it as a strength, using his familial values as his guiding light. Grounded yet ambitious, Feghali continues pushing the boundaries of what’s possible while staying true to his roots.
Kyle Kissane
CEO and Founder
BONITA BOWLS
Age: 34
Kyle Kissane is redefining fast-casual dining with Bonita Bowls, a health-focused brand that has quickly gained a loyal following for its vibrant superfood bowls since launching in 2021. His inspiration sparked in 2017 when he saw açaí bowls on Instagram, viewing them as edible works of art. Frustrated by the lack of fresh, wholesome options, he set out to change the game through Bonita Bowls, focusing on honest advertising and real ingredients. Today, the brand offers more than 60 customizable options to accommodate all dietary needs and preferences.
What began as a single location in Illinois has expanded into a thriving multi-unit concept, with additional growth on the horizon. Kissane has fueled Bonita Bowls’ rapid
expansion by streamlining operations, identifying market trends, and optimizing profitability through franchise-style efficiency and cost management.
By pioneering a fast-casual franchise model with low startup costs, Kissane aims to make entrepreneurship more accessible while leveraging the booming better-for-
you industry for long-term growth and sustainability.
However, his true strength lies in leadership. He is committed to building strong teams and fostering a brand culture that sets Bonita Bowls apart in the competitive health food space. His leadership philosophy centers on empowerment, ensuring employees feel valued, inspired, and motivated to grow alongside the company.
Beyond business growth, Kissane prioritizes community connections. He leads outreach initiatives, promotes healthy lifestyles, and mentors aspiring entrepreneurs. Serving more than 1,000 customers daily and partnering with over 40 local gyms, Bonita Bowls is making an impact—one community at a time.
Mallory Pruitt
Executive Director
ELLIANOS COFFEE
Age: 35
Mallory Pruitt has been a key force behind Ellianos Coffee’s expansion, guiding the brand from fewer than 20 locations when she joined in 2021 to over 65 thriving stores today—with nearly 200 either open or in development. As executive director, her expertise in streamlining operations, optimizing digital processes, and strengthening organizational efficiency has been instrumental in the company’s success. Pruitt’s ability to analyze data and implement strategic initiatives has positioned Ellianos for long-term, sustainable growth.
“I have started many businesses and I work with Mallory every day and I see
results daily,” says Scott Stewart, owner of Ellianos. “Of the thousands of people I have hired in my 45 years in business, Mallory Pruitt tops the list when I consider all her skill sets. Plus she is just a great person. Sometimes you don’t get both—a top performer and a fantastic human being.”
Pruitt is deeply committed to fostering a positive, people-first culture. She is a mentor and role model, ensuring franchisees and corporate team members feel supported and valued. Known for her approachability and encouragement, she creates an environment where innovation thrives and individuals are empowered to grow.
Her leadership extends into technology, helping Ellianos scale effectively while maintaining high standards. Instead of expanding the corporate team unnecessarily, she has integrated smart tech solutions to automate processes, allowing the company to remain adaptable and focused.
“Mallory has been instrumental in the company’s management and growth,” says Lawton Unrau, Ellianos’ VP of franchise development. “Her keen ability to capture and analyze data has played a crucial role in shaping the company’s direction. With strong business instincts and a passion for efficiency, she has been a valuable asset to the franchise’s expansion.”
Kristen Viersen
Director, Communications BURGER KING U.S. AND CANADA
Age: 30
Widely regarded by her peers as someone who is “setting the standard while raising the bar,” Kristen Viersen has a notable role in leading public relations and communications for Burger King U.S. and Canada. Since assuming the role of communications manager nearly four years ago, she has spearheaded a transformation of
the brand’s internal public and communication strategies. She has been a key architect behind the “Reclaim the Flame” turnaround plan, emphasizing the vital contributions of franchisees and employees in bringing Burger King’s core values to life. The comeback strategy has gone well thus far, with the chain seeing sales and traffic lifts across the country. Viersen’s innovative, people-centered approach has significantly deepened the connection between the brand, its guests, and the communities it serves.
In addition to driving public relations efforts for major campaigns, Viersen has consistently pushed the brand into new and creative territory. In 2024, she helped launch Burger King’s first advent calendar, a campaign designed to build both functional and emotional connections with guests in an increasingly competitive market. Viersen was promoted to director of communications in October 2024.
“Kristen’s ability to seamlessly combine strategic planning with a hands-on, collaborative approach has been instrumental in navigating our brand’s transformation,” a colleague said. “Her dedication to highlighting the stories of our franchisees and her willingness to embrace new ideas is what makes her leadership stand out.”
As CMO of The Salty, an expanding doughnut brand with 17 locations and growing, Danny Pizzaro has played a key role in ensuring the company’s success remains rooted in genuine hospitality and meaningful guest experiences. Since its launch in 2015 from a vintage Airstream, The Salty has been built on human connection—an ethos that continues to drive its evolution under Pizzaro’s leadership. Overseeing marketing, brand strategy, technology, partnerships, and community engagement, Pizzaro has led significant innovations in guest relationships. He spearheaded a complete overhaul of The Salty’s digital experience, increasing loyalty membership by 70 percent year-over-year, with members visiting three times more frequently and spending 24 percent more per visit. To further enhance engagement, he introduced gamified loyalty challenges, rewarding guests for frequent visits and creating a fun, interactive way to connect with the brand. Additionally, he integrated key technology systems across POS, delivery, catering, and CRM
Adam Lewin
CEO
WONDER FRANCHISES
Age: 32
Adam Lewin is an emerging leader in the franchise industry, currently serving as CEO of Wonder Franchises, an investment firm dedicated to acquiring and growing franchise brands. In January 2025, the firm acquired Pizza Factory, a Californiabased pizza chain with over 100 locations, with Lewin spearheading initiatives to enhance operational efficiency, increase franchisee profitability, and expand the
to provide a seamless and personalized guest experience.
The Salty has earned accolades like QSR magazine’s 40/40 List, Lunchbox’s 30 Hottest Restaurant Brands, and being named “Best Donuts” in multiple states and cities, alongside winning the 2023 Excellent Interiors Award from the American Institute of Architects for its intentional store designs.
Pizzaro has also led high-profile brand collaborations with professional athletes like Jimmy Butler and Rob Gronkowski, as well as brands like Nike and Salt & Straw, turning standard marketing efforts into buzzworthy experiences. His impact extends beyond The Salty, as he serves on Toast’s Customer Advisory Board, working alongside industry leaders to advance digital strategy and community-building.
brand’s footprint. Alongside managing partner Kyle Tucker, who has prior experience investing in multi-unit QSR brands, Lewin and his team continue to explore new opportunities in the restaurant sector.
As chairman of the board at Pizza Factory, he works closely with CEO MJ Riva to drive strategic improvements. His early initiatives have centered on streamlining corporate operations, strengthening restaurant support, optimizing marketing investments, renegotiating vendor agreements to benefit franchisees, and refining franchise development efforts. He combines a data-driven growth strategy with a deep respect for the brand’s legacy and the expertise of its corporate team. Much of the brand’s identity centers around choosing small towns to operate in—a strategy and culture neither Lewin nor Riva wants to change. This year marks Pizza Factory’s 40th anniversary of franchising. To commemorate it, the brand offered an incentive to prospective operators involving 40 percent off the franchisee fee, four months without royalties, and a reduced royalty rate of 4 percent for the following eight months.
Lewin is also chairman of the board at Christmas Decor, a home services franchisor, and previously served on the board of VIO Med Spa before its acquisition by a private equity firm in 2024. Before leading Wonder Franchises, he was an operating executive at Tucker’s Farm, the firm’s sponsor, following his MBA at Harvard Business School.
Bartu Kutlu
Senior Manager of Deals for Latin America
RBI Age: 26
As senior manager of deals for Latin America, Bartu Kutlu has been instrumental in expanding RBI’s brands—Burger King, Popeyes, Tim Hortons, and Firehouse Subs—throughout Latin America, leading franchising efforts and overseeing deals from negotiation to completion.
Bartu’s journey with RBI began after earning a degree in economics with a statistics minor from the University of
Chicago. He joined as a Leadership Development Program intern, where he gained hands-on experience across multiple business functions. He contributed to new store development, managed remodel pipelines, conducted real estate analysis, and evaluated franchisee financial performance. His deep understanding of franchise operations led him to join RBI Global Development in 2022, where he now helps shape the company’s Latin American expansion.
He has successfully spearheaded multiple market entry projects, including launching Popeyes in Costa Rica, Paraguay, and El Salvador, as well as Tim Hortons in Panama. One of his most notable achievements includes securing major development deals for Firehouse Subs in Mexico and Brazil, leading to over 600 new committed restaurant openings—one of the largest multi-unit agreements in the region.
Bartu is revolutionizing QSR franchising by introducing innovative investment structures that mitigate risks, accelerate franchise adoption, and enhance long-term profitability. He also uses AI-driven tools to streamline franchise development, optimizing deal management and investor engagement. His financial expertise, strategic vision, and forward-thinking leadership make him a key figure in RBI’s long-term growth.
“His ability to blend financial acumen with cutting-edge strategy makes him a standout young leader redefining QSR expansion in Latin America and beyond,” according to his nomination submission.
Senior Director, Marketing, Execution and Field
BURGER KING
Age: 35
Wtraining is key to achieving this; leadership ensures everyone understands the “how” and “why” of each step, from dredging technique to fryer timing.
Bobwhite Counter does most of its prep in a dedicated commissary kitchen, always from scratch using real ingredients. It also uses Portion Pal squeeze bottles for precision and Henny Penny fryers to cook its chicken the same way each time.
Lipperheide says efficiency isn’t about shortcuts; it’s about refining the process so that quality and speed go hand in hand.
“The result? Whether you grab a sandwich, wrap or tender boxes at one location or another, it’ll always taste just as crispy, juicy, and downright delicious as the last one,” Lipperheide says. “That’s the magic of great systems and a commitment to doing things right.”
Lipperheide oversees four Bobwhite Counter locations and manages more than 60 back-of-house employees. In his role as director of culinary operations, he has developed and implemented standard operating procedures that streamline processes.
ith over a decade of experience at Burger King, Al Lai has built his career from the ground up, starting as a restaurant manager before moving into corporate roles spanning operations, development, and marketing. His firsthand experience in restaurant management has given him significant knowledge of the challenges faced by employees and franchisees, allowing him to bridge the gap between corporate strategy and real-world execution.
Lai has played an important role in shaping Burger King’s operational triumphs. His leadership was critical in developing the brand’s COVID safety procedures, leading to a 16-point improvement in guest safety perception within just one month. He also oversaw major product launches, including the Impossible Whopper and the BK Royal Crispy Wraps.
Outside of product innovation, Lai has focused on strengthening community engagement. He developed a localized marketing strategy that empowered restaurants to connect with their neighborhoods, fostering stronger customer relationships and boosting brand loyalty. His efforts helped create a more personalized guest experience while driving long-term growth.
Most recently, Lai led the creation of a comprehensive restaurant reopening strategy, addressing staffing, guest experience, and traffic growth tactics. This initiative has already contributed to a 20 percent-plus increase in sales.
He was promoted to senior director, marketing, execution and field in May 2023. Before that he served as director or product and promotions in which he led the product management office for all cross-functional activities around product and promotion, restructured the market test and national launch process through a series of checkpoints and gatekeepers to ensure success of launches, and oversaw the handbreaded chicken sandwich launch rollout across 7,500 US restaurants. Al Lai
The executive is also passionate about continuous improvement and innovation. He has worked at some of the world’s most prestigious restaurants, including DiverXO and Azurmendi, both of which hold three Michelin stars and have been ranked among the 50 Best Restaurants in the World. Additionally, he was awarded “Chef of the Future 2022” by the International Academy of Gastronomy.
“If there’s one thing Michelin-starred kitchens taught me, it’s that details make the difference. Precision, respect for ingredients, and consistency aren’t just for fine dining—they’re the foundation of great food anywhere,” Lipperheide says. “At Bobwhite’s, we brine in house to maximize flavor, perfect our breading mix for that signature crunch and flavor, 100 percent beef tallow for our fryers and make all our sauces from scratch. And we’re always pushing for better. When I found a premium four-ingredient flour tortilla from NYC’s Vista Hermosa, we made the switch. When we discovered The Davocado Guy had the best avocados around, we brought them in. The best ingredients, the right techniques, and an obsession with doing things right— that’s how we bring Michelin-level thinking to comfort food.”
Alyssa Arenz
Marketing
Manager
CARIBOU COFFEE
Age: 31
In three years as marketing manager for local store and field marketing at Caribou Coffee, Alyssa Arenz has been responsible for the alignment, activation, and execution of brand marketing programs for new and existing traditional and nontraditional franchise markets across the U.S. and globally. She has made a crucial impact by driving growth, improving processes, and strengthening relationships across the brand’s expanding footprint. Though not managing physical construction, she plays a critical role in building the brand through strategic marketing and community engagement.
Her leadership is marked by three major contributions. First, she’s a relationship builder—known for proactively understanding and meeting the needs of field teams, vendors, and franchise partners. Second, she has reinvented the playbook for new store openings, streamlining processes to ensure faster, more effective market launches. And third, she’s elevated the standard for grand openings, helping introduce or reintroduce Caribou Coffee to key markets such as Ohio, Michigan, Florida, North Carolina, and Wisconsin. Her commitment doesn’t stop with opening day—she continues to support new locations with tailored strategies to drive early sales and foster community connections.
In the past year alone, Arenz and her growing team have supported over two dozen store openings across a variety of formats and regions. As a people-first leader, she’s expanded her team from one to four, mentoring new members while maintaining a collaborative and approachable leadership style. In the fast-paced, ever-changing QSR industry, Alyssa stands out not just for what she accomplishes, but how she does it—with a spirit of collaboration, a focus on people, and a passion for driving results that go beyond the expected.
FCharlie Frankievich
VP, Consumer & Culinary Insights
SHAKE SHACK Age: 32
rom its origin story as a disruptor brand, Shake Shack has been a brand rooted in food and people and “Enlightened Hospitality.” But the best way to understand those nuances today is by leveraging meaningful data and insights. As technology evolved, this has, too, for the fast casual. Its Consumer & Culinary Insights team has the responsibility today of uncovering data that inspires action to enhance the overall restaurant experience and drive one of the category’s most ambitious growth brands (in January it announced plans to open as many as 1,500 company-operated stores).
At the heart of that team is Charlie Frankievich, who is now tasked with being “the voice of the guest.” His first
foray into foodservice came as a teenager working for a ballpark funnel cake vendor for the Trenton Thunder (then a Double-A affiliate of the New York Yankees). He rose from cashier to manager and learned how to gauge guest feedback in real time—how do you get somebody to come back for seconds, or manage the inevitable seventh inning rush?
Frankievich began his professional career in consulting, evolving his analytics experience across multiple segments, including CPG and consumer. From there, he moved to a business intelligence role at fitness and lifestyle company Equinox. That’s where his passion for connecting data with human decision kicked in. Every Friday, he’d also take 30 minutes to go eat
Mike Buonavolanto
Vice President of Real Estate and Development
Age: 35 AND
John Buonavolanto
Director of Sales
THE BUONA COMPANIES Age: 33
Starting with Mike, he played a pivotal role in merging two legendary Chicago brands—Buona and The Original Rainbow Cone—one with more than 40 years of history and the other with a century. He works to ensure each brand’s regional menu offerings reach a national audience while preserving the quality and ethos that generations have come to expect. That growth vision blends tradition with innovation. Buona integrated Rainbow Cone ice cream counters into existing locations. As a result, Mike helped transform a nearly 100-year-old dessert brand from a historic South Side Chicago favorite into a scalable concept with modernized operations built for long-term development.
Notably as well, his real estate strategies set up new stores, corporate and franchised, for success. He’s the driving force behind The Buona Companies’ expansion, directing its growth from two locations to more than 26. During his time in his current role,
Patrick McBride
Senior Director,
Digital Experience
TACO BELL Age: 32
Patrick McBride is at the forefront of innovation in quick-service dining. His approach combines a passion for cutting-edge technology with a deep understanding of customer needs—ensuring digital advancements enhance, rather than complicate, the guest journey.
When it comes to balancing innovation with user experience, McBride believes in targeted experimentation and longterm consistency. "It’s easier to innovate within a single channel,” he says, pointing to examples like Taco Bell’s Live Más Drive Thru Cam—a concept that wouldn’t have translated to other platforms. But when innovations prove successful, Taco Bell
Mike also secured high-potential sites for 15 Buona locations and four Rainbow Cone shops.
As this expansion unfolds, John continues to redefine how the group reaches potential franchise owners and new customers through a multi-channel strategy. He leads franchise development for both brands and, since 2023, oversaw the signing of 16 new deals for a projected 37 new units. He focuses on strategic expansion and connecting with proven operators who have a passion for the brands. Beyond his development responsibilities, John also spearheads the Buona Catering, Food Trucks & Festivals Division. From 2021 on, he’s grown this corner of the business from a single truck to a fleet of seven and a team of more than 50 people. It’s boosted brand awareness for Buona, lifted guest engagements, and opened up new off-premises revenue streams.
moves quickly to expand them across platforms. One example is the brand’s loyalty program, which was introduced in the drivethru last year, then rolled out to kiosks, and now features saved payments to eliminate the need for physical cards.
Looking ahead, McBride sees artificial intelligence as a key driver of future growth—not as a standalone feature, but as a way to connect data, platforms, and people. Through Yum! Brands' proprietary Byte platform, Taco Bell is creating fully integrated experiences. For instance, a customer’s voice order at the drive-thru can soon be recognized by AI, linked to their loyalty account, and synced with the kitchen to streamline operations and avoid delays. McBride emphasizes that it’s this kind of behind-the-scenes integration—rather than flashy tech alone—that will transform the drive-thru and in-store experience.
McBride also places high value on customer feedback as a driver of change. His team pulls insights from a wide range of sources, including app reviews, surveys, social media, and conversations with frontline team members and franchisees. These inputs have led to concrete changes, such as a more visual and intuitive app inter-
JOHN BUONAVOLANTO
MIKE BUONAVOLANTO
face and improved mechanics for Taco Bell’s “Tuesday Drops” loyalty program. Feedback also helped shape design choices in Taco Bell’s loyalty integration—making it seamless without requiring pre-selected payments or manual code entries.
“Customer listening is a critical component of continuous improvement, and an invaluable resource of sensing for future innovation,” McBride says. “Our Digital Experience team listens across myriad channels—whether it be app store reviews, our own in-app and post-purchase surveys, social media, team members, and franchisees (the latter two of which are so important to get closest to the ‘everyday guest’), and provides proactive outreach and support for tangible digital platform issues.”
For McBride, innovation is not just about building new tools—it’s about building smarter, more responsive systems that deliver for both customers and crew. His data-driven, human-centric approach is helping Taco Bell stay ahead of the curve in an evolving QSR landscape.
Karan Chawala
Vice President of Operations
IDH ALLIANCE DBA DUNKIN’ Age: 35
As VP of operations at Dunkin’ franchisee IDH Alliance, Karan Chawala oversees 75 stores across five states. Before, as director of operations, he managed 61 units, generating $71 million in annual sales. His ability to lead a diverse, multi-state operation has been key in the group’s ability to maintain consistency, lead with guest experience, and achieve its business goals.
Some of Chawala’s accomplishments include driving 6.5 percent same-store sales growth and nearly 5 percent transaction expansion across 12 stores. Additionally, he maintained 30 percent food cost and 18 percent labor by implementing strategic cost
control measures. Chawala optimizes operations through regular performance analysis to ensure stores remain financially strong and competitive, and his results-driven mindset allows him to identify growth opportunities, streamline operations, and create long-term financial sustainability.
Innovation has been part of Chawala’s resume, too. He conducts gap analysis to identify operational inefficiencies and develop action plans. Through guest experience enhancements, his stores reached a 76 percent OSAT (overall satisfaction) score—the highest in the market. He also established structured training programs to equip restaurant managers and multi-unit leaders with necessary skills and has been a champion of internal promotions, ensuring team members can grow within the company.
“Karan Chawala exemplifies the qualities of a young leader to watch—a strategic thinker, an innovative operator, and a dedicated mentor. His ability to scale businesses, develop future leaders, and drive operational excellence makes him a standout nominee,” his nomination read.
Derrick Reed, director of FP&A and Strategy at Brix Holdings, has made a significant impact across eight brands and more than 300 locations nationwide. In two years with the company, he has established himself as a key leader, bringing a rare blend of analytical expertise and strategic foresight to his role. He leads vital functions including budgeting, cash management, financial reporting, marketing analytics, and performance scorecards, providing clear, actionable insights that inform and elevate decision-making at every level of the organization.
Reed’s ability to present data from multiple perspectives allows executives and franchisees alike to understand historical performance and anticipate future outcomes. His work has directly contributed to improvements in franchise profitability, comp store sales, marketing effectiveness, and guest satisfaction—evidenced by double-digit increases in guest review scores. As a trusted advisor to the C-suite, board of directors, and brand leadership teams, he is known for his proactive approach, deep understanding of individual brand strategies, and comfort operating in high-level strategic discussions.
Derrick Reed Director of FP&A and Strategy
BRIX HOLDINGS Age: 26
Brix Holdings CFO Rick Brown describes Derrick as “a cornerstone of our company” and “a future leader in the restaurant industry,” noting his ability to balance left-brain logic with right-brain creativity. Reed’s influence reaches beyond the finance team, earning him a reputation as a go-to resource across departments. His contributions have been instrumental in driving growth and operational excellence across the Brix portfolio.
“He’s clearly a rising leader and we are lucky to have him as we watch him continue to progress to what will be much higher levels of leadership and responsibility in the future,” says Brix Holdings CEO Sherif Mityas.
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1:00PM - 1:45PM Balancing Innovation and Human
1:00PM - 1:45PM
1:00PM - 1:45PM Trending on the
1:45PM - 2:00PM Networking Break
2:00PM - 2:45PM Becoming a Best QSR Brand to Work For
Doolin-Koehne (Moderator)
2:00PM - 2:45PM Catering Cracks Open New Revenue Streams
2:00PM - 2:45PM Driving Franchisee Success Through Effective
3:15PM - 4:00PM Finding the Digital-Native Restaurant Consumer
3:15PM - 4:00PM
3:15PM - 4:00PM Meet the Entrepreneurs
4:00PM - 4:15PM Networking Break
4:15PM - 5:00PM Closing Keynote
5:00PM - 7:00PM After Party
THE TACO ARMS RACE
THE ARMS
Fast-casual brands like Torchy’s, Rusty Taco, Fuzzy’s, and Taco Cabana are battling for market share with bold flavors, craft cocktails, and boundary-pushing innovation.
Torchy’s Tacos believes it’s differentiated in the fast-casual taco space.
Not just different, but “damn different,” says CMO Jackie Hopkins.
Founder Mike Rypka is a chef who crafts a menu known for its clean, premium ingredients, house-made tortillas, and unexpected flavor combinations, like the Scallywag, made with coconut and Cap’n Crunch battered shrimp.
/ BY BEN COLEY
“I think that’s really, in its essence, what sets us apart from those traditional fast-casual competitors,” Hopkins says. “We also operate very much, you could call it, ‘high-quality culinary.’ Anything from the food to what we’d like to call a guilt-free environment. So an unapologetic vibe in our restaurants—come be yourself whether you’re with your family, with your friends. Have a margarita, eat some queso, have a damn good time.”
The roughly 130-unit chain is one of the louder players in a segment known for its innovation, creativity, alcoholic sales, and elevated dining experience.
Torchy’s balances core menu staples with continuous innovation to deliver value and excitement to guests.
Signature items like the Trailer Park (fried chicken, green chiles, lettuce, pico de gallo, mixed cheese with poblano sauce on a flour tortilla)—which allows customers to “get it trashy” by replacing the lettuce with queso—are fan favorites. There is also Torchy’s Taco of the Month program featuring a rotating taco creation promoted through digital marketing and influencer partnerships.
Also, 80 percent of locations have a bar.
“That brings a different aspect to that experience, which I think can be very inviting, whether you’re coming in by yourself or you’re coming in and hanging out with friends,” Hopkins says.
Rusty Taco president Daniel Smith describes his brand as a laid-back, authentic concept that prioritizes quality and no short cuts. He adds that tacos have evolved beyond their Mexican roots and are now a versatile platform for culinary expression. Rusty Taco is pushing boundaries with unique offerings like chicken bacon jam and chicken truffle tacos—products that don’t necessarily reflect traditional Mexican flavors but still appeal to guests. Drawing from his experience in the burger industry, Smith believes the taco category has only scratched the surface of what’s possible.
Smith compares his first year with the 36-unit Rusty Taco to building a race car in which he laid the groundwork for accelerating growth. He overhauled about 80 percent of the corporate team, restructured marketing, and focused on franchisee success through stronger support and smarter media spend.
n TORCHY’S TACOS PRIDES ITSELF ON BEING ‘DAMN DIFFERENT.’
One major milestone was the rollout of a revamped menu with refreshed flavors, first tested in Dallas and Ohio, that’s been well received and is expanding to more locations. The menu includes all-day breakfast tacos and burritos, the Tres Grande (trio of signature queso, salsa, and guacamole served with chips), Rolled Tacos, and Cracked Tostada Shrimp Ceviche.
The executive is currently looking at opportunities in better understanding the chain’s core customer. He also sees room for growth in brand awareness and density.
“We’re in 12 states. We don’t have a lot of brand density, and so we’re looking to fill in some of those states. It just makes so much more sense,” Smith says. “You get such better brand awareness when you get a lot of restaurants.”
Fuzzy’s Taco Shop president Patrick Kirk—who was promoted to his role last year—says the landscape is increasingly competitive, but rather than getting caught in the blur between QSR, fast casual, and full service, the approximately 120-unit brand wants to clearly communicate what sets it apart: fresh, scratch-made flavors—especially in its tacos and margaritas—
and a hospitable dining experience.
The company approaches menu innovation by tapping into trending global flavors and cultural food moments and then translates those into creative taco formats. In the past two years, the culinary team—led by chef Daniel Camp—has looked to bring relevant products to the menu while also evaluating how to better leverage the wide range of proteins already available in the kitchen.
From March 26 to May 6, the fast casual offered a new street-style twist, the Carne Campechano Taco and Carne Campechano Bowl, featuring brisket, chorizo, and bacon. Guests could add an 18-ounce Michelob Ultra for $4, a nod to Fuzzy’s notable bar scene.
“I think we’re in a really fascinating time right now with the definition of QSR, fast casual, and full service because I see the lines blurring immensely,” Kirk says. “So it’s wide open right now to define how you think service should be and how you can create the best food and the best guest experience.”
Meanwhile, Taco Cabana, founded in 1978, is one of the
n FUZZY’S TACO SHOP APPROACHES INNOVATION BY TAPPING INTO RELEVANT GLOBAL FLAVORS.
broadly than low prices.
Hopkins believes customers are seeking value through experience. Torchy’s looks to create an emotional connection with guests through personality-driven marketing and a rebellious, fun brand voice. The brand uses AI and data-driven marketing to deliver tailored messages across digital platforms to meet customers when, where, and how they want.
A crucial part of this strategy is Torchy’s new loyalty program powered by Punchh, which offers exclusive access to new items and experiences for over a million members. Rather than relying on discounts, the program is designed to build long-term brand affinity and frequency.
“We want to empower them, we want to satisfy them, and just let them know that they don’t have to compromise,” Hopkins says.
Hopkins says listening to guests is paramount, and they want an environment where the brand doesn’t take itself too seriously and they don’t overspend. She also emphasized the role of community connection. As Torchy’s expands into new markets beyond Texas, customers want the brand to feel local and invested, becoming a go-to neighborhood spot. That hyperlocal presence, she says, helps deepen customer loyalty.
“Our platform, as I talked about, is damn good, but our positioning in the market is ‘devilish for your own good,’” Hopkins says. “And so it’s truly that. We help you to indulge, we help you to have a great experience, we help you be yourself. And we do it all under
the guise of doing it because it’s good for you. You don’t have to compromise when you come to Torchy’s.”
Out of the four, Fuzzy’s is the only brand part of a larger public company. Dine Brands, which also owns Applebee’s and IHOP, officially acquired the fast casual in 2024. Kirk says this partnership provides Fuzzy’s with advantages that a brand of its size wouldn’t typically have.
With shared services—including legal, supply chain, communications, and operations—Fuzzy’s benefits from the broader expertise and infrastructure of Applebee’s and IHOP. He adds that Fuzzy’s is the “little sibling” in the portfolio, giving it access to best practices, strategic support, and a quality development team. The chain hopes to expand westward. It has the highest concentration in Texas, particularly Dallas-Fort Worth, Oklahoma City, and Denver, but it’s signed two big deals near the West Coast.
In response to more cautious guests, the fast casual has spent the past several months sharpening its brand positioning and working to identify exactly who its guest is and how to effectively reach them.
Fuzzy’s—along with Taco Cabana, Torchy’s, and Rusty Taco— each acknowledge there’s more work left to be done.
“This is a period where those that really know who they are and have a plan and go after it are gonna succeed and those who are chasing after unknowns are gonna struggle,” Kirk says.
Ben Coley is the editor of QSR. He can be reached at bcoley@wtwhmedia.com
How GLP-1 is Shifting Habits
Restaurants must adapt with innovative menu offerings and education to stay relevant and maintain loyalty.
BY BEN COLEY
Another challenge is brewing for restaurants. It’s not the economy, another global disease, or a weather disaster. It’s the consumers’ medicine cabinet.
In recent years, there’s been a significant rise in the use of GLP-1, a class of drugs that promotes fullness, prevents further eating, and thus results in accelerated weight loss. Originally used as a treatment for Type 2 diabetes, 56 percent of GLP-1 patients now use the medicine for weight loss, according to Circana. That number is expected to rise as insurance coverage expands and drugs become more affordable. Consumers continue to have more options, whether it’s injectables, compounding, supplements, or oral formats.
Morgan Stanley estimates that 7 percent of the U.S. population will take GLP-1s by 2035.
In December, Circana published a report, “Early Days of a Revolution: How GLP-1s Are Already Changing Consumer Spending,” shining a light on how the drugs are already having a notable impact on the food and beverage industry. The research firm studied consumers using GLP-1 medications for weight loss. It also examined spending patterns before they started the prescription, while they were on it, and after they discontinued the medication.
risks, depending on whether operators adapt their menus accordingly.
Circana found that GLP-1 weight loss users typically spend more on foodservice and restaurants before starting the drug compared to nonuser households. That trend continues into the first year of use when GLP-1 guests skew their dollars toward quick-service restaurants.
But over time, the group switches to grocery, casual dining, and midscale restaurants.
Sally Lyons Wyatt, global executive vice president and chief advisor at Circana, attributes the shift to customers wanting more options. These concepts offer more protein variety, such as eggs, bacon, ham, or other meats. They have different beverage sources from dairy-based to protein-based.
“They can get what they’re looking for at a price that is amenable, but they can also feed other people in the family that may not be on the diet with a variety,” says Wyatt, explaining the shift away from quick service.
Wyatt believes the rise of GLP-1 presents both opportunities and
Smoothie King may be ahead of the curve. In October 2024, the beverage concept announced its GLP-1 Support Menu to help guests achieve their weight management goals. The platform features smoothies with 20 grams of protein or more, lots of fiber, and zero grams of added sugar. The menu was constructed in partnership with Molly Kimball, a registered dietitian with Ochsner Health, a nonprofit healthcare provider in the Gulf South.
While Smoothie King declined to share specific sales information, it did add the GLP-1 Support Menu to the main menu board in March (it was previously on a side wing panel)
“We launched the GLP-1 Support Menu to meet the growing consumer demand driven by the increasing use of GLP-1 medications,” Lori Primavera, VP of R&D and product marketing, says.
“Recognizing an opportunity to support individuals on these medications, we introduced specially tailored nutritional options that align with our mission to promote healthy, active lifestyles, becoming the first national QSR brand to cater to this audience.”
“For over 50 years, Smoothie King has
Smoothie King created a menu to appeal to GLP-1 users.
Family Roots with a Big Vision
Taylor Johns is building a legacy that honors his family’s history while forging his own mark on the Little Caesars brand and his community.
BY TALLULAH HAWLEY
Athird-generation Little Caesars franchisee, Taylor Johns has made a name for himself in his outstanding community efforts, dedication, and leadership. In 2024, Johns was named one of the International Franchise Association’s Franchisees of the Year.
“As far as other jobs go, pizza is the only thing I’ve ever done,” Johns says, but his success goes beyond his lineage.
Just like the brand, Johns’ grandfather hailed from Detroit. He opened his first Little Caesars locations in 1983, which were then passed on to Johns’ father. For the past 15 years, Johns has owned the same 16 stores that he used to “help out” in as a child. “Growing up, I was probably making pizza at 7 years old,” he says. “That’s the only thing I’ve ever done, and really, the only thing I had any interest in doing.”
Johns’ franchise company is named Karalina Enterprises, pronounced like “Carolina,” its home state.
He says his grandfather, whom Johns never got the chance to meet, named it after Johns’ sister Kara, who also helped her father in the back of house and remains heavily involved in the business.
The amount of time Johns spent in his family’s stores from a small age also led to him being well-versed and experienced in every position, though he notes that operating the pizza oven was his favorite when he was young.
Johns describes the moment he knew the family business was what he wanted. His family had a relationship with the founders of Little Caesars, Mike Ilitch and his family. As a child, “Mr. I” would travel to South Carolina to check in with Johns’ father and his locations.
One day, while Johns was visiting his grandparents in Detroit, Ilitch invited him and his father to spend the day with him. He recounts seeing Ilitch’s office and the Fox Theatre, as the famed pizza chain magnate acted as their tour guide. As a 10-year-old, Johns says the highlight of the day was sitting in Ilitch’s box seats alongside his friends and family at a Detroit Tigers baseball game, of which Ilitch was the sole owner.
Johns says, “To see a founder that built, I want to say, half of Detroit off of Little Caesars, and how much the community respected him and what he meant to the city, how he interacted with
his employees and people within the office, it just had a long impression on me. I just knew that someone that built all that, I wanted to be a part of it, even if it was just a small piece of it.”
Although Little Caesars has been the family business for years, Johns says he truly loves the brand but especially its commitment to being family-run despite its immense size. Additionally, he stands behind the “Hot-n-Ready” price point as a “big reason that sets us apart from other brands.”
Little Caesars has also made a recent switch in technological updates, implementing machinery and equipment to assist in automation, maintain consistency, and keep up with higher volume orders. He says these additions have made training new hires easier in the restaurants.
His father served as an inspirational figure for his business leadership, as Johns says, “Being able to see how he interacted with the employees, how he interacted with the guests, how much he cared… there was an impact he was able to make on [his employees].”
As a franchise owner, Johns sets himself apart as not just a leader, but a role model for his community of the Green-
[CONTINUED ON PAGE 56]
Taylor Johns has been around the Little Caesars brand since he was a child.
ville-Spartanburg-Anderson area. While he aims to visit one restaurant per day, he says the “relatability with the team members is a big part of [being present].”
Because Johns’ father received a kidney transplant as a child, Karalina Enterprises has worked closely with an organization called Donate Life America. In his tenure as franchise owner, Johns has continued this work, saying he wants to help support causes that are “relatable for the community.”
One such example, he notes, is a family who worked in his restaurants, all of whom had muscular dystrophy. As summer nears, he says, “we run a fundraiser for two months to try to send as many kids off as we could that had muscular dystrophy to a summer camp.”
Johns also says he and his family have assisted in the Toys for Tots drive for years. His wife has been extremely helpful, he says, in involving their three children in the organization as well and teaching them to give back to their community, even at a young age. Their personal participation led Johns to turn eight of his units into dropoff sites for toys.
In September 2024, Hurricane Helene hit the Carolinas, causing immense damage especially in western North Carolina. Johns says only one of his stores had power during the initial storm, but he immediately reached out to his director of operations, Tony Kirby, to see what they could do to help. Within the next month, Johns and his team of twelve were inside of the Little Caesars “Love Kitchen” food truck in Newland, North Carolina, serving warm meals to 500 people each day.
Johns has volunteered with the Love Kitchen before, but, he says, “I’ve never done it in a disastrous setting. Doing it in a disaster setting, and seeing people coming through that just lost everything that have smiles on their faces just to be able to get a hot meal—I mean, it’s not a feeling that you can describe to anyone.”
In 2025, Johns is looking forward to breaking ground on his first new location (in Belton, South Carolina) while acting as franchise owner. He is also looking at adding three more new units over the next couple of years.
What do you think will be the biggest challenges and opportuni ties for quick-service restaurants in the next 10–20 years?
SUSAN FLAKE
Sr. Global Director, Food Solutions, Avery Dennison
What are the biggest challenges for quick-service restaurants with food safety today?
Rapid sta turnover, complex global supply chains, and the speed of service often make it di cult for operators to maintain consistent food safety protocols. Adding to the challenge is the rise in food allergies and delivery services, which increase the need for accurate labeling and temperature control. Many brands still rely on manual processes, which are prone to error.
Challenges will include food waste, climate change, automation, cybersecurity, and meeting personalized dietary
needs. Opportunities lie in leveraging RFID, AI, IoT, and blockchain to improve traceability and inventory accuracy, as well as o ering personalized meals and improving sta training with digital tools.
How are operators addressing these challenges e ectively?
Operators are implementing HACCP systems, investing in traceability and temperature monitoring technology, and digitizing back-of-house processes—like prep labeling—to eliminate manual errors. They’re also strengthening supplier relationships and regularly auditing operations.
What mistakes do operators make with food safety?
Flake: Common mistakes include improper handwashing, temperature control, cross-contamination, and poor recordkeeping. Many also overlook allergen management and rely too heavily on visual inspections instead of verified data.
Why is partnering with a trusted brand more crucial now than ever?
Trusted brands bring expertise, consistency, and crisis management capabilities. They o er reliable technology and supply chain stability, helping QSRs maintain food safety and brand trust under pressure.
Is there anything else you would like the QSR audience to know?
Food safety is not a “one and done” practice. It requires continuous improvement and vigilance. Investing in food safety is an investment in your brand’s reputation and long-term success.
sures and the continued trend of fresh menu evolution, automation will reshape food safety execution. Innovations in sanitizers and disinfectants will be an important part of sanitation and food safety o erings. In addition, advances in traceability and market insights will help operators stay ahead of changing demands.
How are operators addressing these challenges e ectively?
GRETCHEN KING
Vice President of RD&E for Global Quick Service and Food Retail
What are the biggest challenges for quick-service restaurants with food safety today?
While there are many factors that can impact food safety, high employee turnover remains one of the most significant food safety challenges. The fastpaced nature of quick service restau-
rants can make it di cult to maintain a consistently well-trained workforce. Swift onboarding can leave gaps in knowledge and lead to inconsistent hygiene, food handling and storage practices. Without ongoing, comprehensive training, operators can face food safety risks.
How are these challenges impacting the industry?
Labor shortages and training demands strain operations. For example, more complex menus and equipment can increase food safety risks resulting in more time operators spend training on proper cleaning and food safety education. This makes simplification a major priority across the industry.
What do you think will be the biggest challenges and opportunities in the next 10–20 years?
As we continue to see labor pres-
Many brands and operators are streamlining their operational systems, focusing heavily on training, adopting multi-use products and investing in automation and AI tools to improve e ciency and compliance.
What mistakes do operators make with food safety?
Assuming the stance “it won’t happen to us” is a major risk as incidents or outbreaks can occur. Operators must take proactive steps and remain diligent in their approach to cleaning, sanitizing and food safety.
How have customer expectations changed in recent years?
Customers equate cleanliness with safety—and with social media, even minor lapses can go viral. Trust and transparency are critical to brand reputation
Why is partnering with a trusted brand more crucial now than ever?
The XL Warewash Program
FOOD SAFETY
90% MORE SOIL REMOVED* compared to manual only process*
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6,400 GALLONS OF WATER SAVED PER YEAR**
Where Performance Meets Value
Designed specifically for QSR applications, the XL has a higher wash chamber, 50% faster cycle time, faster dry time, and delivers productivity and food safety at a lower total cost.
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Trusted brands bring experience, defined processes and the scale to help operators maintain safety and grow amid shifting industry dynamics.
cleaning chemicals like bleach and quats, which pose health risks and don’t align with evolving guest expectations. These challenges aren’t isolated— they’re reshaping how restaurants operate. Food safety lapses can result
SANDY POSA
CEO, Force of Nature
What are the biggest challenges for quick-service restaurants with food safety today?
Sta turnover makes it di cult to maintain consistent food safety practices. Detailed protocols like preventing crosscontamination or proper disinfecting often slip through the cracks. Inflation adds pressure—restaurants have seen cost increases of roughly 20 percent since 2021, forcing tough decisions, including cuts to safety investments. Ingredient delays and inconsistent deliveries can also lead to spoilage risks, and many operators still rely on legacy
in health department closures, negative reviews, and lost customer loyalty. But operators who adapt—by investing in better training, safer disinfecting tools, and smarter inventory—can set themselves apart. Food safety is no longer just a back-of-house issue—it’s a core part of brand trust.
What do you think will be the biggest challenges and opportunities in the next 10–20 years?
We’ll see stricter safety regulations, continued labor shortages, and increased pressure to reduce environ-
mental footprints. The biggest opportunity is in innovation. Switching to nontoxic, asthma-safe disinfectants, using sustainable, carbon-neutral cleaning solutions and simplifying protocols to reduce training burdens and human error. Customers care about how things are cleaned—not just that they look clean.
Why is partnering with a trusted brand more crucial now than ever?
Consumers are paying closer attention to safety, health, and sustainability. Trusted brands help operators reduce risk, ensure compliance, and reinforce long-term values customers care about.
CHARLES KANG
Sales Manager, Hygiene IQ
What are the biggest challenges for quick-service restaurants with food safety today?
A big challenge for quick-service restaurants is the overriding need to better manage hand hygiene and overall cleanliness. This is largely due to sta turnover and inconsistent training.
There’s a low standard across the board—and the lack of hand hygiene is horrendous. It can be improved with better employee training and by integrating technology to reduce cross-contamination and improve e ciency.
What do you think will be the biggest challenges and opportunities in the next 10–20 years?
Labor shortages and the growing demand for speed will lead some employees to cut corners, especially under increased regulatory scrutiny.
Hygiene is often the first area to su er. But that pressure creates opportunity— automation, smarter tech, and back-ofhouse data analytics will be key to boosting e ciency.
How are operators addressing these challenges e ectively?
Operators are investing in automation, technology, training, and better standard operating procedures to keep food safety standards intact despite staing pressures.
What mistakes do operators make with food safety?
Ignoring customer concerns will directly impact your reputation. If customers don’t trust your business’s cleanliness, you will lose customers. Lapses in hand hygiene and consistency are incredibly damaging.
How have customer expectations changed in recent years?
After COVID-19, customers are hypersensitive to cleanliness. They expect transparency in how their food is handled.
Why is partnering with a trusted brand more crucial now than ever?
Trust is everything. You can’t have a great reputation without trust. If this is destroyed, there will be no business.
What do you think will be the biggest challenges and opportunities in the next 10–20 years?
The industry is shifting toward prevention rather than reaction. Operators are simplifying protocols, using advanced traceability systems to identify and remove contaminated products quickly. AI-powered tools and robotics will drive consistency and e ciency, helping prevent issues before they arise.
How are operators addressing these challenges e ectively?
Operators are focusing on prevention—strengthening safety protocols, investing in training, and using tools that reduce human error. Many are turning to simplified systems like disposable wipes, which improve compliance while saving time. Trusted vendor partnerships further ensure consistency and transparency.
What mistakes do operators make with food safety?
Common mistakes include undertraining sta , cutting corners during busy periods, neglecting hand hygiene, temperature control issues, and letting sick employees work. Failing to maintain a consistent cleaning schedule is also a critical misstep.
How have customer expectations for food safety changed?
ESPERANZA CARRION
Vice President and General Manager, Sani Professional
What are the biggest challenges for quick-service restaurants with food safety today?
Compliance remains a major challenge—especially with more than half of foodborne illness outbreaks occurring in restaurants. Maintaining a visibly clean environment is equally critical, as cleanliness strongly influences guest experience and perception, brand trust, and the likelihood of return visits.
Customers now expect safe food and visible cleaning practices. With two out of three Americans eating away from home daily, they associate their dining experience directly with cleanliness and hygiene.
Why is partnering with a trusted brand more crucial now than ever?
Trusted brands o er reliable, high-quality products and services. In an environment of inflation, labor shortages, and regulatory pressure, operators need agile partners who can provide tailored solutions.
Is there anything else you’d like the QSR audience to know?
According to the CDC, foodborne illnesses a ect one in six Americans each year—but these are preventable with strict hygiene, simplified systems, and a commitment to food safety across operations.
BRYANT
DAVIS Vice President and General Manager of North America
What are the biggest challenges for quick-service restaurants with food safety today?
Ensuring food prep areas, cutting boards, and equipment are regularly disinfected with EPA-registered sanitizers to remove dirt, grease, and harmful pathogens. Grease buildup and food debris can create hazardous environments and attract pests if floors and
drains aren’t cleaned consistently. Operators must also guarantee food is cooked at safe temperatures, keep perishable ingredients properly chilled, and prevent cross contamination by using separate utensils and colorcoded tools for raw and cooked foods. Proper hand hygiene—with stations placed throughout the kitchen—is essential.
How are these challenges impacting the industry?
Poor cleaning and disinfection protocols put public health at risk. Bacteria like Salmonella, E. coli, and Listeria can thrive on uncleaned surfaces, leading to foodborne illness, sta absences, fines, and long-term reputational harm. Consistency in cleaning routines is criti-
cal to reducing these risks.
What mistakes do operators make with food safety?
Common errors include storing raw meat above ready-to-eat items, reusing utensils across foods without sanitizing, and using the same cloth for multiple surfaces. Worn equipment and improperly rinsed produce can also harbor bacteria.
What misconceptions exist about food safety today?
A visibly clean surface isn’t always a safe one—true food safety depends on proper disinfection technique and dwell time. Surfaces must be precleaned, thoroughly saturated with disinfectant, and left visibly wet for the
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required duration to e ectively kill pathogens.
Why is partnering with a trusted brand more crucial now than ever?
Professional cleaning products are specifically designed for the demands of commercial kitchens, helping businesses uphold hygiene standards while improving e ciency and regulatory compliance.
sors, and real-time monitoring—for early detection and long-term prevention.
How are operators addressing these challenges e ectively?
Many are partnering with pest control providers that o er real-time data, faster communication, and stronger proactive tools. The most successful operators schedule deep cleanings, monitor closely, and maintain strong provider relationships.
What mistakes do operators make with food safety?
The biggest mistake is assuming that everyone is aligned when it comes to addressing pest-attracting conditions. With long hours and complex sta ng, communication gaps can lead to sanitation or structural issues
KOLBIN BERTILSON, ACE
Regional Manager, Sprague Pest Solutions
What are the biggest challenges for quick-service restaurants with food safety today?
Food safety regulations vary widely across municipalities. Some enforce strict standards, and we’re seeing hesitation from operators about using monitoring devices because of concerns that recorded pest activity might be used against them. However, these tools are critical for prevention, and avoiding them increases food safety risks.
How are these challenges impacting the industry?
It’s essential for operators to stay engaged in public policy conversations to protect access to vital pest management tools. Without collaboration between legislators, operators, and pest control providers, businesses face greater exposure to pest-related issues.
What do you think will be the biggest challenges and opportunities in the next 10–20 years?
Climate change and urbanization are already increasing pest pressure, particularly rodents. As temperatures rise, breeding cycles accelerate. Restaurants will need to be more proactive. The greatest opportunity lies in leveraging smart technology—data, sen-
being overlooked. Waiting for visible pests is too late—operators must act preventively.
What misconceptions exist about food safety?
Food safety isn’t just about hand washing and temperature logs— it also includes structural integrity and
The XL Warewash Program
FOOD SAFETY
90% MORE SOIL REMOVED* compared to manual only process*
LABOR SAVINGS
WATER SAVINGS
REPURPOSE 2 HOURS OR MORE labor per day*** vs. traditional dump/fill machine
Where Performance Meets Value
Designed specifically for QSR applications, the XL has a higher wash chamber, 50% faster cycle time, faster dry time, and delivers productivity and food safety at a lower total cost.
6,400 GALLONS OF WATER SAVED PER YEAR** Standard Height
culture of pride in protecting food and customers. Good practices not only prevent incidents and lawsuits—they also reduce shrinkage, increase shelf life, and improve employee morale and guest satisfaction.
Why is partnering with a trusted brand more crucial now than ever?
Third-party providers bring economies of scale and consistent focus, which can be hard to sustain internally— especially as brands grow across regions.
Is there anything else you’d like the QSR audience to know?
Food safety is often overlooked until there’s a crisis. But proactive planning and brand-wide clarity are essential. Leaders set the tone for safety culture.
JONATHAN HUSER
Senior Marketing Manager
DANTÉ PARISI
Marketing Specialist
What are the biggest challenges for quick-service restaurants with food safety today?
Quick-service restaurants must remain dedicated to their high standards and careful control to overcome food safety challenges amid sta ng shortages and fluctuating supply costs. These challenges create opportunities to reinforce strong hygiene and cleanliness protocols in both the front and back of house. Balancing the speed of service with strict adherence to food safety protocols is essential. Through e ective training, operators can maintain e ciency without sacrificing quality, which ultimately builds customer trust. Rigorous cleaning and disinfection— especially with equipment and apparel—must remain a consistent prior-
ity as the brand of the quick-service restaurant is at stake.
What do you think will be the biggest challenges and opportunities in the next 10–20 years?
The rising cost of ingredients, tari s, and inflationary pressures require operators to understand cost structures and use business-savvy financial con-
ing new opportunities for personalization. Advanced technologies, like artificial intelligence, will drive innovation across marketing, operations, and more. Long-term success will also depend on partnerships with financially stable suppliers who can ensure reliability despite market volatility.
How are operators addressing these challenges e ectively?
Operators are using transaction data to make informed decisions, investing in marketing, optimizing labor, and strengthening training to attract and retain top talent. Many are reassessing supplier performance and rethinking strategies to boost visit frequency, profitability, and long-term loyalty.
Why is partnering with a trusted brand more crucial now than ever?
trols. The future belongs to operators who leverage transactional data, risk management, and forecasting to stay competitive. Digital ordering will continue to shape customer behavior, creat-
A reliable supplier with robust logistics and quality control shields restaurants from delays, spoilage, and inconsistency—ultimately helping protect the customer experience and longterm profitability.
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