The collaboration itself began a few years ago when the teams connected to discuss equipment, workflow, and the future of the bar industry. What started as a shared philosophy around innovation quickly evolved into a hands-on design partnership—refining concepts drawn from Death & Co’s custom-built stations and translating them into a scalable product for bars around the world. 

For years, Death & Co has approached bar design with a singular focus: creating environments that empower bartenders to do their best work. That meant utilizing expensive custom builds that required resources and funds few could justify. As conversations with Krowne began, both teams recognized a shared commitment to questioning long-held assumptions in bar design and pushing the category forward. 

Supporting efficient service

Engineers from Krowne worked closely with Death & Co operators to develop a scupper system that feels intuitive, adaptable, and visually refined. Drawing on real-world service experience and years of custom station experimentation, the teams collaborated to centralize the bartender’s workflow, bringing tool storage, cleaning, garnish, cheater bottles, and work surface into one cohesive, modular system. The result is a scupper station that supports efficient service while maintaining the elevated aesthetic expected in top-tier cocktail programs. 

“From the beginning, this project was about listening to bartenders and rethinking ways to improve ergonomics and efficiency,” said Kyle Forman, president of Krowne. “Death & Co challenged us to move beyond legacy designs and create something that truly supports how bartenders work today. Together, we built a solution that’s innovative, adaptable, and built to last, one that can serve both highly technical and high-volume cocktail bars with equal confidence.” 

The new Adaptive Scupper Series features a streamlined design that keeps tools and work surfaces organized by utilizing dead space above the bar equipment, helping bartenders maintain speed and consistency even during peak hours. Modular sections can be configured for left, or right-handed workflows or tailored to individual bartender preferences, making each station both personal and functional. The uniform design also enhances visual continuity across bars and multi-unit venues, creating a cohesive, professional look. 

Thoughtful engineering

“We’re thrilled to join forces with Krowne to bring new tools to the cocktail community,” says Alex Day, co-owner, Death & Co and COO, Gin & Luck. “The Scupper Series was born after years of trial and testing in our bars. What was once an expensive custom design is now accessible to everyone – a modular system that can fit into every type of bar. This is the same setup that is the cornerstone of every new Death & Co bar station – a kit of parts that allows us to create precise cocktails at speed while supporting the bartender’s health.” 

Thoughtful engineering ensures a smooth workflow, with scupper rails positioned to reduce clutter and allow bartenders to move freely and efficiently. An elevated work area provides a dedicated space to build and finish cocktails, enhancing both presentation and guest experience. Integrated storage accommodates a wide range of bar tools – including bitters – keeping everything within easy reach, while the fully insulated garnish section ensures ingredients stay fresh throughout service. 

Designed by bartenders, engineered by Krowne, and built for bars everywhere, the Krowne x Death & Co Adaptive Scupper Series sets a new standard for performance-driven bar design. 

About Krowne: 

Krowne is a third generation, family-owned company manufacturing in the U.S.A. for over 75 years. Rapid expansion and innovation have solidified Krowne as the fastest growing bar system company in the world, with experience ranging from custom bar systems, refrigeration, and beverage dispensing systems to high quality faucets, pre-rinses, and gas connectors. Krowne’s drive for tech-fueled design has propelled them to new heights with cutting-edge configurators like BarFlexPro and FloorDesigner, along with winning several awards for excellence in innovation. While the brand continues to expand and flourish, Krowne remains committed to their values of quality and sustainability. For more information, please visit: krowne.com. 

About Death & Co:

Death & Co is one of the most significant and influential bars to emerge from the current craft cocktail revival. Since its opening in 2006, Death & Co has been a must-visit destination for serious drinks and cocktail enthusiasts, and the winner of several major industry awards, including America’s Best Cocktail Bar and World’s Best Cocktail Menu at the Tales of the Cocktail convention. Boasting a supremely talented and creative bar staff, Death & Co is also the birthplace of some of the modern era’s most iconic drinks, such as the Oaxaca Old Fashioned, Naked and Famous, and the Conference. Today, Death & Co serves four major cities, including New York, Denver, Los Angeles, and Washington, D.C. Though the brand continues to evolve and expand, Death & Co remains steadfast in its commitment to fine product and exceptional experiences, a focus on hospitality, and a deep desire to be a center for communities. For more information visit DeathandCompany.com, or connect with the bar on Instagram or Facebook, @deathandcompany. 

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According to the Bureau of Labor Statistics, American manufacturers have shed jobs every month since May 2025, exactly one month after the White House’s “Liberation Day” debacle. The grand total? A loss of 72,000 US manufacturing jobs – and growing. Contrary to what the White House pledged, the stats indicate that the promised “American manufacturing renaissance” has yet to occur. As my fellow equipment manufacturing executives will tell you, producers can adjust to permanent, uniform and one-time increases in tariffs. We can plan accordingly by reshoring production, auditing vendors, and timing imports/exports to minimize costs. The reality? Manufacturers around the globe are experiencing a mishmash of opaque import taxes enacted by the executive branch of the American government.

Since “Liberation Day,” the US Federal Tariff Code has been amended at least 50 times within six months. At least 22% of those amended tariffs have been modified twice more since. It’s no shock that global producers have scaled back hiring, capital expenditures, inventory investments, and sales plans for further international expansion. How can a manufacturer budget for a new facility if it cannot even forecast the impact on costs of goods sold (COGS)?

Cautious optimism

So, how is the industry responding and, more importantly, what can it do? Simply put: many foodservice equipment manufacturers are standing pat. Market segments such as QSR chains and high-end hospitality operators around the globe continue to expand, thanks in part to increased demand for convenience and comfort driven by equity markets showing no signs of slowing down. Consumers aren’t cancelling summer holidays; they’re simply increasing budgets. Fast food restaurants aren’t limiting menu options; they’re bringing back “dollar menu deals.”

Many FCSI members and equipment distributors I spoke with are cautiously optimistic about the year ahead: the Winter Olympics, FIFA World Cup, Men’s T20 World Cup cricket, and the World Baseball Classic will drive tourism – but will those same holidaymakers travel to the US for America’s 250th Anniversary celebrations in July? Current geopolitical tensions aren’t helping the hospitality sector.

Will smart manufacturing and AI save the foodservice equipment industry from further reductions? Perhaps.

But humanoid robots remain cost-prohibitive (and ineffective) for manufacturing griddles or producing pizza. And those flashy AI-enabled fast food touchscreen kiosks? They’re designed to upsell not increase order efficiency. But there’s an upside to everything: increased regional economic activity (i.e. demand for data centers and increased European tourism) coupled with powerful policy incentives (America’s One Big Beautiful Bill Act), affordable gas prices, and the de-escalation of global tensions have the potential to keep commodity prices in check (especially nickel, the backbone of corrosionresistant stainless steel). Because stability, after all, might be the perfect ingredient our industry – and the world – needs.

The Mystery Manufacturer

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Interest in climate-smart dining is rising faster than the foodservice industry can offer

Climate-smart dining is increasing in popularity, particularly among Gen Z and Millennials, but foodservice operators aren’t moving at the same pace as customers. New data from BITE: Building Impact Through Eaters and Datassential, based on surveys of 1,506 US consumers and 400 foodservice operators, explores where expectations align, and where opportunities exist for foodservice operators to meet demand. The research shows that younger generations increasingly expect climate-smart options when dining out, such as plant-forward meals, sustainably sourced ingredients, and new food experiences. Operators are navigating challenges such as menu adaptation, pricing strategies, and building confidence among cooks and chefs to meet these demands.

1 in every 14 foodservice workers in the US were unemployed in 2026

In February 2026, 1 in every 14 foodservice workers in the US were unemployed, according to the Bureau of Labor Statistics data, putting the industry unemployment rate at 7.1% in February 2026, which is nearly double the national average of approximately 4.1%. This figure represents an estimated 875,000 food service workers actively looking for work but unable to find it. In 2026 the industry lost 29,700 jobs from January to February alone. While this figure was higher two years ago, with 1 in every 20 unemployed, trends have shown that workers filling roles are increasingly cycling through positions rather than building longer tenures.

Asia Pacific

Iran war threatens kitchens and sales of Indian QSR giants including McDonald’s and KFC

Supply disruptions due to the Iran war may affect India’s quick-service restaurant chains, including McDonald’s, Domino’s, and KFC, leading to potential shortages and higher costs due to liquefied petroleum gas (LPG) supply issues. The impact may force companies to absorb higher fuel costs or raise menu prices, affecting restaurant-level margins, according to a JM Financial research note. The issue could create operational challenges for the QSR sector, which relies heavily on gas-based kitchens.

Kyoto, Japan’s accommodation tax has increased

Coming into effect March 1 2026, the city of Kyoto has introduced a five-tier accommodation tax structure, with top rates rising to 10,000 yen per person per night in attempt to tackle overtourism. The tax increase, which officially took effect this month, is expected to generate more than $46.6 million in additional annual revenue. This will mean travelers staying in higher-priced properties could now pay up to US$66.67 per person per night, marking a tenfold increase from the former top rate. The lowest amount is for stays in the band priced between US$333.33 and US$666.66, now subject to a $26.67 tax.

Europe, Middle East and Africa

Noma chef resigns following staff abuse allegations

René Redzepi, head chef and co-founder of Copenhagen-based restaurant, Noma, which has frequently been voted the world’s best restaurant, has announced his resignation amid allegations that he physically abused staff. This comes after the New York Times revealed allegations of both physical and psychological abuse, detailing claims that he “punched employees in the face, jabbed them with kitchen implements and slammed them against walls”. In response, he posted on Instagram that he had “decided to step away and allow our extraordinary leaders to now guide the restaurant into its next chapter.” He added that recent weeks had “brought attention and important conversations about our restaurant, industry and my past leadership”, and that he has “worked to be a better leader and Noma has taken big steps to transform the culture over many years. I recognize these changes do not repair the past. An apology is not enough; I take responsibility for my own actions.”

Celebrity chef Heston Blumenthal to close two-Michelin-star restaurant in London

After 16 years, chef Heston Blumenthal will close his two Michelin-star restaurant, Dinner, in London. Following months of speculation, the news was confirmed by Blumenthal in an interview with The Times, revealing the “bittersweet” decision. He noted the end of the tenancy at the Mandarin Oriental hotel in Knightsbridge, rising food prices and his diagnosis with bipolar disorder as factors. “There are some huge feelings there… sadness. It’s bittersweet, but it has run its natural course, said Blumenthal. “We are effectively tenants in a building and our tenancy is finished.”

Lauren Hurrell

The post The Global Foodservice Focus appeared first on Foodservice Consultants Society International.

Part of that saturation is structural. Large chains have expanded aggressively over the past decades, securing prime locations and building recognizable brands. Some of them, one could argue, have stretched themselves thin in the process, relying on scale and visibility rather than distinctiveness. As discussed in last month’s column, scale is no longer automatically aspirational. Consumers increasingly look for places that feel specific, local, and real.

At the same time, the independent side of the market is not without its own problems. In many urban areas, a walk down the street reveals a striking sameness: clean interiors, minimalist design, carefully curated playlists (but weirdly bad sound), and a menu built around the same selection of specialty coffees (or, God help me, matcha). What once felt fresh and distinctive has, through repetition, become its own kind of formula. Trends, by definition, are temporary. And when too many operators build their concept around a trend, they risk ageing all at once.

There is also a question of context. Aesthetic minimalism and stripped-back spaces may photograph well, but they do not always translate into comfort or relevance. A café is not just a visual concept; it is a place people inhabit. In colder climates, for instance, warmth, texture, and a sense of shelter matter. A space that feels at home in Los Angeles or Melbourne may feel out of place on a gray afternoon in the Netherlands. So why do they all look the same?

Specificity over replication

None of this means there is no room left. On the contrary, there always is, but the space that remains is not for more of the same. It is for places that understand where they are, who they are for, and what they want to be over time. In other words: timelessness over trend, and specificity over replication.

Chains, meanwhile, are facing a different kind of opportunity. While some have leaned toward premiumization, there is also a growing opportunity at the other end of the market. As prices across the industry have risen, a segment of consumers is once again looking for speed, clarity, and affordability. The rapid rise of Chinese coffee chains such as Luckin Coffee and Cotti Coffee, and their gradual expansion into European markets, is a telling example. These concepts are not trying to imitate the independent café experience; instead, they double down on efficiency, automation, and a sharply defined value proposition. In doing so, they respond to a different, but equally real, consumer need – one that much of the current market seems to have priced out.

If anything, the current coffee landscape illustrates a broader pattern in hospitality. Growth does not necessarily lead to diversity. In fact, it can produce the opposite: a crowded field of increasingly similar options.

The question, then, is not whether there are too many coffee shops. It is whether there are enough that offer something meaningfully different.

Marius Zürcher

About the author:

The co-owner & founder of Millennial & Gen Z marketing and employer branding agency 1520 in Apeldoorn, the Netherlands, Marius Zürcher was a participant at FCSI’s ‘Millennials’ focused roundtable at INTERGASTRA and a speaker at FCSI workshops about industry trends.

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“Our teams have naturally been attentive to the evolving situation, but overall we remain operational and focused on supporting our clients and partners,” says Richard Haddad FCSI, founder and CEO of Aventra Hospitality who is based in Dubai. “Like many organizations, we have implemented flexible working arrangements where necessary, increased coordination across borders within the region, and ensured that communication with project stakeholders remains seamless.”

He says that the inherent ability to adapt at the heart of the consulting community means that settling into new ways of working has come naturally to his teams in Dubai and Lebanon who are used to working across multiple markets. 

“Digital collaboration tools, regular coordination with clients, and careful project planning have allowed us to maintain continuity and keep projects progressing with minimal disruption,” he says.

Another characteristic of the foodservice sector is a spirit of generosity and support. “Our priority remains the well-being of our teams and the continuity of service to our clients,” adds Haddad. “We have seen a strong spirit of cooperation across the industry, with consultants, operators, and developers working together constructively to navigate the situation responsibly.”

Local security and safety

The local governments in the United Arab Emirates have received praise for their response to the crisis, as Allied member Mohamed Karam, senior business development manager of Insinkerator, explains.

“Of course, we are impacted and shocked by these events, as this is our first such experience,” he says. “We are currently following all local security protocols to ensure safety and, despite the challenges, we are pleased with the significant support we have received from the authorities and the high level of cooperation across our teams.”

Also based in Dubai, Melissa Yarman FCSI, vice president EMEA for CKP Hospitality Consultants, agrees: “The current uncertainties have certainly been challenging, to say the least. That said, I believe the UAE has handled the situation very well, which reflects the strength in its leadership and governance,” she says.

Regional projects, she says, have slowed and the team has had to recalibrate targets to reflect the changes. “That said, our teams remain fully operational and continue to actively support the projects we are involved in,” she adds. “Any impact has been mitigated through increased remote coordination, prioritization of key deliverables, and maintaining close communication with the wider project teams.”

What it means

Right now many will be hesitant in committing to new business. “Our most heavily effected region is MEA and we are seeing hold on all decisions and projects currently for obvious reasons,” says Simon Parke-Davis, vice president of international sales for Alto Shaam.

“One challenge is the inconsistency in statements from all involved and no clear sign of when we can all hopefully see this finish and deliver peace once again to the region and rebuild,” notes Parke-Davis.

In the short to medium term the consensus is that all sectors will likely suffer from spiking oil prices. “The impact of the current situation will extend beyond foodservice; it is affecting every sector and everyone globally. We are already seeing a significant increase in energy prices worldwide,” notes Karam.

“The Middle East is critical for global oil supply, and disruptions in shipping through the Strait of Hormuz will 100% affect most energy markets,” says Paul Anderson, managing director of Meiko UK. “Recent conflict has already pushed diesel and fuel prices higher, affecting transport and logistics worldwide and rising oil prices will drive inflation and increase operational costs for businesses including restaurants and caterers.”

For professionals and companies operating in the foodservice industry this spike might translate to higher food transport costs, higher electricity and gas bills for kitchens and increased delivery costs resulting in pressure on margins for restaurants.

Innovation follows challenge

From the foodservice project perspective, Yarman expects operators will need to recalibrate their approach and strategy as traveller profiles are likely to change – a softening in leisure travel and an emergence in business travel. “Both hotel restaurants and stand-alone operators will likely need to reassess their formats, operating models, and cost structures to ensure they remain commercially viable and aligned with the needs of this evolving traveller segment.”

But Haddad takes heart from the fact that the sector has historically demonstrated resilience, particularly in the Middle East where hospitality is deeply rooted in culture and economic development. 

“Short-term adjustments may occur as the market responds to current circumstances, but we remain confident in the sector’s long-term strength and growth trajectory especially with the various government support initiatives towards a swift recovery,” he explains adding that periods like this often accelerate innovation and reinforce the importance of thoughtful planning, operational efficiency, and well-designed foodservice concepts. 

“We expect to see continued investment in hospitality, dining, and lifestyle experiences across the region as the situation stabilize and confidence returns,” he concludes. “The Middle East continues to be one of the most dynamic hospitality and foodservice markets globally. With major tourism initiatives, new developments, and a strong culture of dining and social experiences, the sector is well positioned to move forward with renewed energy.”

Yarman is similarly hopeful — “we remain optimistic that the rebound will be faster this time around,” she says. “The industry today is far more experienced in navigating disruption, and the region has demonstrated strong resilience and an ability to recover quickly when market conditions stabilize.”

Tina Nielsen

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Marriott signs record 94 hotel deals in the Caribbean and Latin America

Marriott International signed 94 hotel deals in the Caribbean and Latin America region during 2025, representing 10,461 rooms. This marks a 40% increase in signed transactions compared to 2024, according to a press release. The company added 39 properties, totalling 4,292 rooms, to its portfolio in 2025. By year-end 2025, Marriott’s regional footprint included 555 open properties with more than 95,000 rooms across 37 countries and territories. Notable openings for 2025 included Nekajui, a Ritz-Carlton Reserve in Costa Rica, and Siari, a Ritz-Carlton Reserve in Mexico.

Hilton opens $185m lifestyle Curio Collection hotel in San Antonio

The 200-room, 17-story Monarch San Antonio hotel in Texas, part of the Curio Collection by Hilton, “marks a new chapter for the city’s hotel landscape,” according to a press release. Construction began in fall 2023 and has been “more than a decade in the making.” The property is in the 40-acre Hemisfair district near attractions such as the River Walk and Alamo. Owned and operated by San Antonio-based Zachry Hospitality, whose family has longtime ties to the city, the hotel occupies the former site of the 1968 World’s Fair and “carries deep significance,” representing an “investment in downtown’s continued evolution,” said Rick Slutter, managing director of Zachry Hospitality. 

Europe, Africa and the Middle East

Greggs takes the top spot for the UK’s leading food-to-go brand

Greggs has announced its 2025 Preliminary Results, reporting total sales up 6.8% to £2.15bn and like-for-like sales in company-managed shops up 2.4%. These increases were reported amid challenging market conditions and helped Greggs retain its position as the UK’s leading food-to-go brand, according to YouGov’s Brand Index, December 2025. Throughout the year, Greggs opened a net 121 new shops, expanding its estate to 2,739 locations. The company also trialed the new Bitesize Greggs format, expanded delivery and loyalty via the Greggs App, and extended its Bake-at-Home range through Tesco and Iceland.

EU agrees on ban for plant-based food names

Negotiations among the European Commission, the European Parliament, and the Council of the European Union have changed how plant-based alternatives can be described across the EU. While some familiar plant-based food terms such as ‘burger’, ‘sausage’, and ‘nuggets’ remain protected, the Vegetarian Society is disappointed by the ban on many other terms typically associated with meat. Despite widespread opposition and interventions from groups and campaigners, including Sir Paul McCartney, the agreement will impose significant restrictions on plant-based food labels and is expected to extend to emerging novel foods, including cellular agriculture products not yet widely available in the EU. 

Asia Pacific

Deliveroo and Menulog exits signal food delivery consolidation in Singapore

Deliveroo’s exit in Singapore highlights that global food delivery platforms are narrowing their operational footprints. According to a report by Momentum Works, DoorDash has begun winding down its operations in Deliveroo and Wolt in multiple countries, including Qatar, Singapore, Japan, and Uzbekistan. DoorDash completed its acquisition of Deliveroo in 2025, following its 2022 acquisition of Wolt. Deliveroo’s market share in Singapore declined steadily, dropping from 24% in 2020 to 7% in 2025. Regionally, similar challenges affect smaller operators, while in Australia, Menulog is exiting after 20 years. This leaves Uber Eats and DoorDash as dominant players, showing that dense, logistics-heavy markets favor platforms with operational scale and local networks.

Hong Kong to host Asia’s 50 Best Restaurants for the first time

This year’s celebration of the region’s culinary talent will transform Hong Kong as it hosts Asia’s 50 Best Restaurants for the very first time. The lead-up to the ceremony, taking place on 25 March 2026, will transform the city, peppering it with dining experiences, chef collaborations and cross-cultural food events, to welcome and celebrate culinary talent from Asia for the program of exclusive menus, one-off events and more, to showcase Hong Kong’s dynamic food influence. Chefs from Ando in Hong Kong, Logy in Taipei, Florilège in Tokyo, Ta Vie in Hong Kong, and Le Du in Bangkok will come together in exclusive events, offering diners a rare opportunity to experience inventive and meticulously crafted dishes from multiple cities across the region.

Lauren Hurrell

The post The Global Foodservice Focus appeared first on Foodservice Consultants Society International.

Tawnya Wu has been promoted to general manager of the Shanghai facility of T&S Brass, where she will oversee manufacturing as well as all sales operations in China. Wu joined T&S in 2014 and held roles in logistics and supply chain and, most currently, operations since 2019.

According to T&S leadership, she has consistently demonstrated strong leadership, deep operational expertise, and a thorough understanding of the company and its markets. “Tawnya has been a key member of the T&S family since she joined us in 2014,” said Eva Marie Fox, president and CEO of T&S Brass. “We are confident that her experience and dedication will serve our China operations well, and we look forward to her continued leadership in this expanded role.”

Additionally, T&S Brass is pleased to announce the promotion of Gavin Woodward to director of sales for the Middle East, Africa, Southeast Asia, Japan, and South Korea region. In his new role, Woodward will also lead sales strategy and expansion across the broader region, further strengthening T&S’s presence and partnerships.

“Since his start with T&S Brass in 2018 as a sales manager, Gavin has shown exceptional sales leadership and played a meaningful role in driving our global growth,” said Ken Gallagher, VP of global sales & marketing of T&S Brass. “We’re looking forward to seeing his experience in action as we expand our global reach.”

For more information visit www.tsbrass.com

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Intelligent cooling that works around your schedule

One of the most innovative features of the PR67B-Z is Hoshizaki’s exclusive Night/Day mode. During active service, when the lid is open, the unit automatically lowers the temperature set point to keep ingredients properly chilled in the rail. When the lid is closed at the end of the shift, the temperature resets to a normal holding range, allowing food to remain safely stored overnight without freezing.

This intelligent system reduces the need to transfer product in and out of storage each day, cutting down on labor-intensive start-up and breakdown tasks. It’s a practical solution that saves time while maintaining food integrity.

Refrigerated catch trays that reduce waste

Food waste directly impacts profitability. The PR67B-Z addresses this with refrigerated catch trays that keep unused toppings above freezing while maintaining optimal food-safe temperatures. Even in ambient kitchen temperatures ranging from 65°F to over 100°F, ingredients stay properly cooled.

This means excess toppings that fall through the rail system don’t go to waste. Instead, they are safely preserved and ready for continued use, helping operators maximize ingredient yield and reduce unnecessary disposal.

Built for speed and cleanliness

The three-section speed rail is designed for high-volume performance. Wire rails allow excess toppings to fall neatly into the refrigerated catch trays below, keeping the prep surface cleaner during rush periods. By minimizing buildup in the rail area, the unit supports a more organized workspace and faster line replenishment.

In busy kitchens where seconds matter, small design details like this can make a significant difference in overall workflow efficiency.

Precision temperature control, maximum efficiency

The PR67B-Z features independent digital temperature controls for both the rail and the cabinet. Operators can manage each section separately to maintain ideal food safety temperatures and protect finished product quality. Despite this dual control capability, the unit operates on a single refrigeration system, helping reduce overall energy usage.

This balance of precision and efficiency ensures consistent performance without unnecessary energy costs – a key advantage for cost-conscious operations.

Exclusive Back-To-Front Airflow

Consistent cooling is critical in any prep unit. Hoshizaki’s exclusive Back-To-Front Airflow design surrounds each pan with even, balanced airflow to maintain stable temperatures across the entire rail. Rather than uneven cooling that can compromise ingredients, this system promotes uniform temperature distribution from front to back.

The result is dependable holding performance, even during peak service hours.

Thoughtful storage and easy maintenance

Beyond refrigeration performance, the PR67B-Z incorporates practical storage enhancements that simplify daily operations. Dedicated slots keep catch tray lids organized and accessible. The elevated hood design provides extra headspace, allowing sauce bottles to remain upright overnight. Additional top-of-cabinet space offers convenient storage for essential items.

Maintenance is equally straightforward. The removable air filter can be easily washed to clear flour and debris buildup. Keeping the condenser clean helps ensure consistent operation and prolongs the life of the equipment.

Designed for today’s demanding kitchens

The PR67B-Z isn’t simply a prep table – it’s a comprehensive solution built to address real-world kitchen challenges. From labor reduction and energy efficiency to food waste control and consistent cooling performance, every feature reflects a deep understanding of operator needs.

For foodservice professionals seeking equipment that works as hard as they do, Hoshizaki’s PR67B-Z delivers a smarter, more efficient approach to refrigerated prep.

Further details:

For more information, visit hoshizakiamerica.com.

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Kathleen Held CPSM, CEO/president, Cini-Little

To be honest, my journey to leadership in the foodservice consultancy industry wasn’t linear, and it certainly wasn’t obvious to me from the beginning. I came up through the marketing trajectory at Cini-Little, but I didn’t grow up thinking I wanted to lead a foodservice consultancy firm, or even work for one, though my mom did work for Cini-Little and in the industry. Like everyone else, I spent many years learning about the industry, understanding the complexities of what we do, and developing a deep respect for the people in the firm who were leading the projects. It takes expertise to understand the nuances of foodservice consulting and to design complex kitchens.

I always took the opportunity to learn and ask tons of questions – to do more than 100%. For me, leadership emerged gradually through gaining responsibility. As I grew in my marketing role and as a leader in the firm, I eventually wanted to take ownership. You sit for so long in the backseat that you want an opportunity to be the driver. Luckily for me, my trajectory and goals align well with Cini-Little’s succession plan. So when I stepped into the role of CEO and eventually majority owner, it didn’t feel like a sudden arrival. It was an accumulation of years of stewardship and preparation by those I’d worked with.

What I think is great now is that it’s not just about women stepping into leadership and ownership roles – it’s about reshaping the industry and profession moving forward. So many firms have a legacy of male leadership, yet women are now stepping forward into these roles. That’s what’s coming forward now – this surge of thoughtful women leading legacy firms with empathy, mentorship, and long-term stewardship of people and culture.

Of course, leading a legacy firm with deep roots can feel like holding a torch that was lit long before you were handed it. There’s a responsibility to honor what was built, but also have the courage to evolve. You must prove yourself to your team and show that your vision and change itself is good.

My advice to other women is: don’t wait for the path to be defined for you. Define your own path. That’s why I’ve joined with other female CEOs to create our own roundtable, a safe place to talk about the business and lean on each other. Leadership rarely arrives as a clearly marked staircase – it’s built on moments where you raise your hand, take responsibility, and grow into opportunities. Invest in education and keep building your expertise. I’ve been a mentor and a mentee and have learned as much from my mentees as from my mentors. I’m honored to be part of this network of women who support each other and excited for what the future holds.

Christine Guyott FCSI, RDN, president, Rippe Associates

My journey in the foodservice consulting world began when I went to college to become a registered dietitian. I had an amazing professor at Pepperdine who encouraged us to engage with the industry, and through her, I spent time at Clevenger Associates in California. After graduating, I worked as a consultant for a year, then completed my dietetic internship and became a registered dietitian. But my path wasn’t straightforward. After my internship, I worked for SYSCO Minnesota as a healthcare sales specialist. Those three years were filled with learning, giving presentations, and teaching sales teams. I was fortunate to have strong female mentors who modeled professionalism and leadership in a way that inspired me deeply.

A turning point came when a client suggested I interview at Rippe Associates. I got the job, and in April, I will have been with the firm for 31 years. I started as an operations consultant in a small company, just 11 or 12 people, where you did whatever was needed. I worked for both Bob [Rippe] and Terry [Pellegrino], and again, Terry was a strong female leader in what was then a male-dominated field.

I never set out to become president of Rippe Associates; my career has been about loving my job, being passionate, and always doing the next best thing for my team, colleagues, and clients. In a small firm, leadership comes from hard work, listening, and learning from others.

Today, I’m proud to be part of a network of female leaders. When I started, women like Terry, Kathleen Seelye FFCSI and Char Norton FFCSI were rare in consulting. Now, there are so many of us that it feels commonplace, and that’s how it should be. We support each other, share ideas, and refer clients, building friendships and professional bonds. I hope younger women see that our industry is about relationships and collaboration.

The greatest challenge I faced was self-doubt when I stepped into leadership after Bob Rippe retired. Others believed in me before I fully believed in myself. I’ve never felt a glass ceiling in our industry; maybe I’ve been lucky, but I believe you can do whatever you want if you work hard and surround yourself with positive, supportive people. My advice to women is to find strong role models, stay passionate, and build a network of peers who lift you. After all, when you love what you do, it doesn’t feel like work.

Tarah Schroeder FCSI, LEED AP, managing principal & COO, Ricca Design Studios

When I started in the foodservice consultancy world, I had no idea I would one day be a leader, let alone stay at Ricca for 18 years. My focus initially was learning the technical side – understanding kitchen operations, equipment specs, and flow – so I could support my principal and answer questions. It wasn’t until I began leading projects that I realized a real career was possible here, and that what we do can truly impact people’s experiences, both for customers and for staff. That sense of meaning and purpose drew me in.

Leadership emerged for me through working on more complex projects, coordinating with architects, owners, operators, and engineers. I discovered that leadership wasn’t about just technical details, but about understanding vision and aligning people around it. My interest in leadership grew as I stayed curious, raised my hand, and was lucky to have mentors and sponsors who said yes to my ambitions. I came from a background in sustainability, and Ricca fully supported me in bringing that to the company, allowing me to pursue speaking opportunities and attend conferences. When the conversation shifted to ownership and strategy, I wanted to deepen my skills, and Ricca supported me in pursuing an MBA. These moments built my confidence and broadened my perspective.

Representation matters. Seeing women – of all backgrounds, family structures, ages, and leadership styles – in executive roles changes what feels possible for everyone coming up behind us. I’m part of what I think is the second generation of female leaders in this field, standing on the shoulders of women who broke the glass ceiling 20 years ago. Especially in technical fields like foodservice consulting, it’s crucial to see diverse women in leadership so that the next generation can see their own potential reflected to them.

There have been pain points, of course. Often, ideas need to be echoed by others before gaining traction, and younger women in consulting face the added challenge of proving their experience. Sometimes I’ve had to assert boundaries more firmly, and even now, people don’t always assume I’m the senior leader at the table. As a single parent, balancing leadership and family has also required flexibility and support, and I’m grateful Ricca offers that. The industry still needs more transparent ownership pathways, compensation benchmarking, and structured mentorship.

My advice? Master the fundamentals, seek out sponsors, say ‘yes’ before you’re fully ready, make your contributions visible, learn to say ‘no’ to protect your focus, and be yourself – then bring others with you. Authenticity and support are key. We need to keep advocating for the next generation, just as others have done for us.

Further details:

Keen to hear more from the women reshaping our industry? Check out our first installment, here.

Lauren Hurrell

Pictured: Kathleen Held CPSM, Christine Guyott FCSI, RDN, Tarah Schroeder FCSI

The post Breaking the mold: International Women’s Day leadership spotlight (part two) appeared first on Foodservice Consultants Society International.

Laura Lentz FCSI, design principal, Culinary Advisors, LLC

I had food in my blood from a very young age. Growing up, fresh food was always a staple in our house, and I’d set up buffets on the ironing board just for fun. Setting the table was honestly my favorite chore. Hospitality came naturally to me, and my path became clearer at Cornell, where I studied hotel administration. How I got into that school, I’ll never know. It certainly wasn’t by grades alone. But what stuck with me was the pragmatic advice: 60% of the workforce is employed in the foodservice industry, so you’re never going to not have a job.

After Cornell, I joined Four Seasons, but the schedule wasn’t sustainable for the life I wanted. I then managed a historic property before moving into design consulting, which fitted well given my parents’ backgrounds in architecture.

After 10 years with Cini-Little, I joined Culinary Advisors, and this past year, I became the majority owner. We are 100% woman owned. I’ve been lucky to find women like myself as mentors, people who’ve helped guide me and keep my emotions in check in situations that need working through. I credit both women and men as mentors and try to do a better job at being there for other women who are trying to be leaders.

Being the only young woman in a room full of men, especially on construction sites, has its challenges. I’ve always been one to challenge that. You know, if you’re going into something, you’ve got to be right and you’ve got to be fair. Sometimes, even women judge each other more harshly than we should. So, I guess that’s my way of saying it is both sides of the coin in this path we are all forging together, women and men and people of all different backgrounds.

Industry groups such as FCSI and Society for Hospitality and Foodservice Management (SHFM) have been invaluable, and I’m always reading leadership books. My shelves are full of them.

My advice for other women is, whatever you want to do, go do it. Make sure people know what it is you want to do. Don’t let roadblocks stop you. Advocate for yourself, seek opinions, and coach upwards to your leaders if needed.

Above all, I remember my father’s words: “Every day is a gift.” If you love your job, see it through and keep yourself happy.

Kristin Sedej FCSI, president-principal, S2O Consultants, Inc

When I started working at Burger King at 15, I honestly had no idea this industry even existed. Independence was always my thing. I didn’t want to listen to my parents, so college didn’t fit at first. After a year, I stopped going to college. But I went back, and 15 years after high school graduation, back in 2000, I finally got my bachelor’s degree.

A turning point for me was meeting Ray Sparrowe, the Dean of the Hospitality Management Program, an FCSI foodservice consultant. He was the one that kind of introduced me to this whole crazy industry. For seven years, I waitressed and bartended while raising my kids, keeping my ambitions alive: I was gearing up for what I wanted to be when I grew up while I was raising the kids.

After 9/11 delayed a job offer, I finally joined a firm and, thanks to the faith of Harry Schildkraut FCSI, started S3 Consultants in 2003 with a third partner. When that dissolved in 2008, Harry and I decided to forge ahead together, starting S2O Consultants. I was clear: If I’m doing this, I want 51%. I want the control. We grew from two people to 13, and now my daughter and son are part of the team.

Being a woman in a male-dominated field has its moments. Hopefully other women are starting to see it as just normal. Lead by example, right? FCSI has been incredible for networking and support. The friendships that I have made through the course of this, they’re unbelievable, lifelong friendships.

I’ve learned to use being underestimated as a strength. Being underestimated is my biggest superpower. I’ll never forget a meeting where someone said, “We’re not going to do that today, okay, Sweetie?” My daughter saw me stay calm and keep going. That’s what I do, just carry on.

My advice for women is, before you take advice from someone, look at where they’re at. And is that what you want to be? Find mentors, ask questions, and be brave enough to stand up for yourself, to walk away, or do whatever you need to do. If you’re at the table, remember you belong. We’re all deserving. But we do have to work for it. It’s not handed to us.

Sojo Alex FCSI, managing director, Envision Strategies

Raised in Bahrain, I studied in India before moving to the US for graduate school. At 21, I worked in a university dining hall in Chicago, my real introduction to the world of foodservice. While earning my Master’s, I interned in campus dining, opening the door to the industry.

Breaking into the professional world after graduation wasn’t easy. As a business major, I learned quickly that securing a job in the US can be challenging. But an opportunity in foodservice marketing at a university in Florida launched my career. Later, I moved to Michigan to join my husband and became the brand manager for Michigan State University’s Culinary Services, where I had the privilege of supporting several dynamic changes across the department.

I first discovered the field of foodservice consulting while still at MSU, a profession I hadn’t known existed. When I joined Envision Strategies, I truly started from the ground up, doing everything from supporting surveys to learning the nuances of consulting. With guidance from colleagues, peers, and mentors, especially within FCSI, I grew from associate to principal and, in 2024, became a partner.

One of the best parts of being an FCSI member is the balance between competition and community. We may compete for projects, but we’re also a group of peers who genuinely care about one another’s success. That sense of connection has been one of the most meaningful parts of my journey.

My challenges throughout my career were not only about being a woman. I was young, and I was a woman of color in a field where I didn’t see many people who looked like me. Those layers bring their own complexities. Many women before me broke barriers and paved the way for me to rise. Looking ahead, progress isn’t just about increasing the number of women in the field. It’s about broadening diversity of experience, perspective, and background across our industry.

One of the most important pieces of advice I can offer is to work with an executive coach. My coach helped me think differently about my career and my future, asking questions like, “What vision have you created for yourself?”

We are all different types of women with different stories and strengths. On International Women’s Day, and every day, we should continue lifting one another up, asking “What’s next?” while staying grounded in genuine human connection along the way.

Further details:

For our next IWD 2026 instalment, part two hears from three more inspiring women leading in the world of US foodservice consultancy.

Lauren Hurrell

Pictured: Laura Lentz FCSI, Kristin Sedej FCSI, Sojo Alex FCSI

The post Breaking the mold: International Women’s Day leadership spotlight (part one) appeared first on Foodservice Consultants Society International.