On this episode of the Futurum Tech Webcast – Interview Series, I am joined by Capgemini’s Amit Sethi, Intelligent Restaurant Operations (IRO) Solution Lead and Lisa Insley, Oracle Go-to-Market Lead, with Oracle’s Matthew Gale, VP, Strategic Solutions Alliances for a conversation on how technology is transforming the restaurant industry and a deeper look into their Intelligent Restaurant Operations (IRO) Solution.
Our discussion covers:
- The major technology trends and challenges in the Restaurant Industry
- How Oracle is addressing these trends and challenges
- The key benefits of the IRO Solution for a Restaurant company, including finance, ERP and Enterprise Performance Management, and Human Capital
- Where in the supply chain restaurants can leverage the IRO solution to improve operations
- How the implementation of AI is transforming the restaurant industry
Watch the video below, and be sure to subscribe to our YouTube channel, so you never miss an episode.
Listen to the audio here:
Or grab the audio on your streaming platform of choice here:
Disclaimer: The Futurum Tech Webcast is for information and entertainment purposes only. Over the course of this webcast, we may talk about companies that are publicly traded and we may even reference that fact and their equity share price, but please do not take anything that we say as a recommendation about what you should do with your investment dollars. We are not investment advisors and we do not ask that you treat us as such.
Transcript:
Daniel Newman: Hey everyone. Welcome back to another episode of The Futurum Tech podcast. I’m Daniel Newman, CEO of The Futurum Group and host of today’s show. This is part of a multi-part conversation series that we are having with Capgemini and Oracle. We’re going to be talking a little bit in this show about intelligent industry solutions, zeroing in on the restaurants. Maybe we’ll learn a little bit about some other things as well. We’ve got three great guests. We’ve got Matt, Amit, and Lisa. Welcome all of you. Thanks so much for joining me here today on the show. How are we doing?
Matt Gale: Wonderful.
Lisa Insley: Great.
Amit Sethi: Thank you for having us.
Matt Gale: Great.
Daniel Newman: Good orderly response, y’all. That’s fantastic. I really do appreciate that. So look, we’ve got a really good conversation going on. I’m excited to talk about food. You say restaurant, I say food. But as an industry analyst, thinker, and pundit, I do have to say that there probably is nothing in the world that bonds people more than breaking bread. I mean, I travel the world regularly. The opportunity to sit down, wine, drinks, beverages, whatever it is you’re doing. I never even got the food there. Wine, drinks, beverages. But the way it connects the world is fascinating. But when you think about the connectivity, the way technology is empowering this industry is also really exciting and I love taking these industry lenses. So let’s do a quick round of introduction. Ladies first. Lisa, give us a quick intro.
Lisa Insley: Okay, sounds good. My name is Lisa Insley. I’m with Capgemini. I am the North American go-to-market lead. Have typically focused on HR, so it’s near and dear to my heart, but learning and growing and learning a lot from Amit and his intelligent creative solution for restaurants.
Daniel Newman: All right, Amit, welcome to the show.
Amit Sethi: Hey guys, Amit Sethi. I’ve been with Capgemini for about 20 years now. It’s been a long time. Been focusing on the restaurant industry and more specifically technology in the restaurant industry for the past 10, 12 years. Been focused on Oracle technology for the past 15 years or so.
Daniel Newman: Absolutely. And Matt, you share a name with my son. In fact, Lisa, you share a name with my wife. So we’ve got a family thing going on here. Matt?
Matt Gale: This’ll be easy for you.
Daniel Newman: Welcome to you and your birth.
Matt Gale: And Rio. Yeah, Rio’s, my advisor. Still a little light on ERP, but he’s picking up the pace here in the last year. Thanks Daniel, and Amit, and Lisa. It’s a pleasure always being with you and seeing you guys. So I’m Matt Gale. I’m vice president of strategic solution alliances, which basically means everything but ERP. So I’m HCM, SCM, EPM, CX Alliances for Oracle. I’ve been with Oracle for about two years after a 26-year consulting career, three of which I spent at Capgemini. I probably ran into Amit at some point in time. The thing that does stick in my head still is that Capgemini had some really, really evolved restaurant industry solutions, some really good ones and that’s why I’m super excited to be here today now that I’m with Oracle and we have the preeminent platform solutions and cloud presence to support this stuff. So super excited to be here, Daniel. Thank you.
Daniel Newman: Yeah, I just spent a few days in Las Vegas at Cloud World and so I’m back and refreshed. Lots of great conversations. It was actually just a week or so before that, week or two, I was at IAA Mobility in Germany and I actually went over and saw the folks at Cap’s offices, which were right across the street from the event. So it’s a lovely world, love engaging with you all. As you heard from me, clearly I like food, I like beverages, and I’m excited about technology. And Amit, I’d love to just get you to give me the rundown of what are some of the big tech trends that are driving the restaurant industry?
Amit Sethi: Sure, absolutely. As we all know, as consumers of the restaurant industry, the restaurant industry, extremely dynamic, extremely competitive, and to achieve growth, restaurant operators have had to rely heavily on technology, a lot of investment in technology from an ERP perspective, from a front of the house perspective. When we talk about growth, growth for a restaurant operator comes in primarily two ways, growing the footprint, opening new restaurants, signing on more franchisees, and brand acquisitions. And the second way is growing the average check size for its customers. That’s all about bringing the guests back in, connecting emotionally with the guests, offering them more variety, increasing the menu offerings. So to do all that, growth oriented restaurants have been investing very, very heavily in technology over the last decade or so.
The investments mostly focused on what we call the front of the house or what the restaurant industry calls the front of the house. Things like delivery, things like online ordering, things like in-room dining and digital kiosks and iPad based app ordering, gaming solutions, that kind of thing. And then suddenly the restaurant industry had to pivot itself almost 180 and focus on keeping the lights on. I would say that the technology investment, that the change curve went through the roof. The investments in technology, that change got accelerated by a scale of 10 times, if you will. We all remember when we had to order, there were no other choices.
Restaurants were closed and we had to order on our apps. Technology investments went through the roof. As we emerge, we have restaurant industry trying to focus themselves back on the back of the house operations, trying to control food cost inflation if you will, investing in technology, that back office technology, investing in technology like ERP, trying to smoothen their operations at the back of the house, back of the restaurant.
What we see is a very multifaceted kind of spaghetti architecture. If we see the restaurant industry has always been focused on, by the nature of it, by the nature of the beast, they’ve been focused on end-of-day, closing down the restaurant, downloading all the data at the end of the day into corporate servers and then closing the books. It’s been very, very batch process oriented, if you will. I believe to grow in the future, the restaurant industry needs to focus on taking all the infrastructure to the cloud, implementing business processes on the cloud, leveraging the cloud app, cloud ecosystem as a layer of innovation to streamline their entire financial front of the house, back of the house operations, if you will.
Daniel Newman: Yeah, there’s a lot to process there, but what I will tell you is the inflection, and I’ll hold off on using the P word because I don’t want to have this video get censored even though there’s nothing we’re doing that’s wrong. Fortunately algorithms and AI can be good and can be bad. But I do think it was an absolute moment of change for so many industries. We heard like five in 10 years of digital transformation in a minute, in a week, in an hour or whatever it was. But it happened extremely quickly and this industry of course was one. I mean I do remember during that period of time when it was an absolute treat to get food out because it became unavailable to you. Do you remember that? I mean, it was wild how much it changed.
So let’s look at the Oracle viewpoint here, Matt. So obviously there’s a very strategic collaboration that exists between Capgemini and Oracle, but Oracle has been more and more really leaning into these industry based solutions. And so with Capgemini having always been very focused on helping implement technologies from companies like Oracle, how is Oracle thinking about the trends and challenges related to the restaurant industry?
Matt Gale: I’ll kind of start at the meta level and go down. I mean it all started with a $60 billion investment and building from the ground up cloud native applications. So this stuff, it’s not a rework where there’s nothing behind the curtain. It’s not bale wire. These are cloud solutions built for the cloud. And as I mentioned earlier, before I joined Oracle, I was a consultant and I spent the past 15, 20 years kind of selling the best of breed solution idea, which now is catching up to us, right? It’s a trope now, but technical debt. And it sounded good in theory, you buy the best CRM, you buy the best HCM, you have bale wired together with a bunch of middleware and APIs, et cetera. And so you have best of class in all your functions, but it didn’t play out that way. It ended up that technical debt turns into highly, highly complex process debt. And that’s the one I don’t think we talk about enough.
And I loved Amit’s overview because you think about… I want to know what a ghost kitchen is, you come back and tell me about that later. But you think about the variables and the complexity in the restaurant industry, it’s absolutely fascinating. Name an industry, I’ve worked in it, but you have… It’s fickle, the taste changes, you have things show up where it just changes a market. There’s so much going on there. As a young man, I worked in restaurants and I was fascinated to see how… I worked in restaurants through high school. 25 years later, I’m a consultant working with big restaurant chains and basically nothing has changed. It’s that End of Day batch process. It’s the spaghetti infrastructure, it’s all that kind of stuff. Still doesn’t work. It’s the manager sitting down there with a pile of paper and trying to figure out what happened during the day.
And that’s where Oracle comes in. So we’ve not only from a cloud application standpoint, not only gone completely cloud native and we’re one of the few from a full suite perspective that can actually say that, but also internally, the way we’ve aligned our organization is specifically industry aligned and we have teams aligned to the restaurant industry to support the innovation that great partners like Capgemini are out there doing. So a customer that comes on board, a restaurant system or chain that comes on board, it’s not just going to be the Capgemini solution supporting and their innovation, supporting their growth, it’s going to follow through all the way to the platform in an ongoing basis from an innovation perspective, we continue to work with partners like Capgemini.
So it’s an exciting, exciting time right now in enterprise software, and Oracle’s leading the charge and along with partners that are dropping incredible IP, like I mentioned Capgemini 15 years ago when I was there, had some of the best thinking around the restaurant industry. So I’m super excited to see where we are right now.
Daniel Newman: Yeah, I’ve definitely watched the investment being made at Oracle. I mean, as it pertains to the industry specific, actually I saw, I think it was Clay McGee’s keynote last week at this year’s Cloud World. And he actually talked about the trifecta of infrastructure, enterprise apps and industry apps. And of course the Cerner investment was really probably the milestone moment of seeing a traditional horizontal tech company go big on being vertical. It is not just integration A-P-I-E-T-L, it is truly like we are going to buy, implement, create, expand industry apps and make them and democratize them. And so I could see obviously a future where a company like Oracle would be looking at more and more of these kinds of solutions that are industry, especially starting with the HRI, all the regulated stuff. But eventually, I mean why not keep building? And so that’s really interesting. So Amit, you gave the broad trend lines and Lisa, hang on here, we’re going to get you here.
Lisa Insley: Gotcha.
Daniel Newman: All right. You just hang tight, I’m going to ask you the hard-
Lisa Insley: I can do that. Okay.
Daniel Newman: … question, just give me a minute. But when you look at IROs to restaurant companies, I guess this kind of just leans into what I was just saying. I mean there’s got to be some big benefits to going very vertical as opposed to just looking at these traditional SaaS and horizontally off the shelf, right? I mean, talk a little bit about those benefits.
Amit Sethi: Yeah, absolutely. So IRO, Intelligent Restaurant Operations solution by Capgemini intrinsically leverages Oracle Fusion platform at its core. The core is comprised of finance, supply chain, EPM and SCM pillars. And what it does is it gives restaurant operators a multi pillar cloud platform, connects to point of sale systems, which are mainstays in the restaurant industry, point of sale systems like Aloha, NCR, even our Oracle Micros, PAR, some of the new age point of sale systems like Toast and Brink POS, all those. It provides a comprehensive cloud-based platform to drive innovation from the core. It’s multifaceted in terms of its wall to wall for a restaurant company. It enables streamlining of operations from a finance perspective, finance back office perspective, supply chain perspective, HR from a net CM and planning and budgeting from an EPM perspective. So restaurant operators can now take all their processes and implement Oracle Fusion, ERP and the other pillars to get a completely streamlined one platform run the entire wall to wall operations, if you will, right?
It’s also integrated with the other multi-cloud platforms like point of sale, like some of the mainstays. FinTech is one of the mainstays in the restaurant industry that serve alcohol if you will, CloudNow, Chow, all those. What Capgemini’s IRO solution has done is connected a multi pillar cloud with Oracle Fusion at its score, if you will. So think about restaurant operators closing their books at the end of a quarter or end of the month. They have had to close each restaurant so far. Traditionally they’ve had to close each restaurant period by period. Now with this platform, they can achieve a virtual close on a daily basis, if not real-time basis. Because of the connection with the point of sale back office, restaurant headquarters have available real-time data as to what’s going on on the floor of a restaurant day in, day out, day out.
A restaurant is not made equal. Every restaurant location is different, location is everything when it comes to a restaurant. Our Capgemini IRO solution treats every location at its own merit and allows restaurant operators to complete the P&L of every single restaurant location on its own. Every restaurant is not made equal on the same day, if you will. Lunch at McDonald’s is very different than breakfast. Dinner at Chili’s is very different than lunch on a Tuesday and a Saturday. Our IRO solution allows real-time visibility into the data that’s flowing through the point of sales and online ordering at the back office to really understand what’s going on, where the customers’ tastes are changing and what’s going on in the market from a localization perspective as well.
Daniel Newman: So you bring up a lot of good points. A couple of things that really caught my attention there, Amit, is first of all, there is a very significant continuum of restaurant archetypes and obviously there’s secondarily, a lot of restaurants are part of systems like hotels or where it’s in this industry where they have maybe what would be very casual or fast serve all the way to luxury dining experiences. However, when you’re running these things, you’re obviously trying to maximize your buying optimization and supply chain. You’re trying to think about everything like you said, from the front of house sort of experience to integrations with an open table or to the backend, literally to your resource planning, P&L. And like you said, this has always been one of the big stories of fusion is right, well doesn’t, Oracle closes books in 11 days, which is pretty amazing in a company that does over eight, ten billion a quarter.
And again, I don’t have it in memory, but it’s a lot. And so the point is for restaurants, they can get much more granularity, P&L granularity and performance within the restaurant. Lisa, I told you, I promised you eventually we would bring you in.
Lisa Insley: You’re so sweet.
Daniel Newman: Thanks for joining us. Great to have you here.
Lisa Insley: Thanks for having me.
Daniel Newman: We could start all over again. Hey Lisa, introduce yourself. No, I’m just kidding. Flash the lower thirds here just so everyone can remember. You kind of heard, and I think I’m alluding to where I was trying to take what Amit said and make it simple, but I have to imagine this IRO becomes critical for so many of these multi-point multifaceted restaurants that have many different types, many different times of day, many different purchasing needs. I mean, talk a little bit about the benefits that the IRO gives for this ERP finance and also what is referred to as enterprise performance management.
Lisa Insley: Right. What I will say and what I’ve learned from Amit is just restating that it is very practically creative, it’s intelligent, it’s built on a multi pillar solution. The thing that I will say is the foundation is Oracle, so it’s pretty future-proofed. As far as the chart of accounts, one of the things that I think is really nice about the solution, the chart of accounts segments, they’re based on several different things like brand. We’re doing some work now with Brinker, which is Chili’s and Maggiano’s, Seasons 52 or Olive Garden, Bahama Breeze for Darden. So it’s segmented based on brand for those corporations so they can slice and dice their data based on their brand. The other segments for the chart of accounts are channels, which talked about a little bit, but like Uber Eats, GrubHub, those kinds of things. And then location.
And the one that was most interesting to me that Amit and I talked about was the day part, and he spoke about that briefly, but depending on the time of day, it’s very different as far as the revenue that they’re generating. But because you’re segmenting your chart of accounts, you can slice and dice it a thousand different ways and very easily get your revenue, understand your forecast, some of those things. Those are the key benefits I would say. And then also, not just revenue, but expenses and profitability. And I think those are the things that companies are looking for to be able to do very quickly using the reporting analytics, predictive analytics, et cetera.
One of the other benefits as far as franchises, and I may throw this one back over to you, but they’re using EPM for franchises as part of the solution. So they can load all of those contracts into EPM and again, slice and dice based on the contracts. So I think those are some of the key benefits that the solution offers.
Daniel Newman: I don’t know, Amit, did you want to weigh on that one?
Amit Sethi: Yeah, so just to add to that, we live in an era of inflation, primarily commodity inflation. So think about the largest shrimp buyer is probably one of the restaurants and to forecast and street always needs visibility to forward-looking cost of goods sold, if you will. How do you give the street the visibility to those cost of goods sold is by accurately forecasting what your shrimp buys are going to be for the next quarter, for the next year, if you will. We do that. We use Oracle’s planning and budgeting cloud service, which is part of the EPM pillar, to achieve that forecast by connecting EPM with projects and driving franchise revenue, leveraging the buying power, all in a comprehensive platform to give not only visibility to the forecast, but also to leverage those forecasts into entering into forward-looking contracts with the suppliers of shrimp all over the globe. The largest supplier of shrimp happens to be in a port city in India, and we’ve done an implementation where we’ve entered into our contract based on a forecast that was generated out of EPM cloud if you’ll.
Daniel Newman: Yeah. So let’s talk a little bit about the people-side of this, Matt. There is a lot Amit alluded to early on. We had a massive spike in these to your door services. Every restaurant became a takeout on the road. We had all this kind of stuff going on. And this industry got really hard because it was… The business, especially in the US and I know this is a global thing, but in the US it’s a 100% almost gratuity based business for most restaurants.
Obviously in other parts of the world, there’s living wages paid. And I like some of you who did work in restaurants and I do actually remember when I was young, it actually was quite lucrative to work in restaurants. If you were a good server, you’d do much better than any sort of, kind of what I would say. So it’s kind of like being in sales if you’re willing to take the risk.
There was a lot of reward in it. But what I would say is to this day, the way compensation is done in this industry has a pretty significant span on a world basis that also creates complexity for keeping people working, keeping people in the doors. If you’re a waiter and you come in for your shift at 11:00 for lunch and you get stuck at two tables and you get cut at 11:45, you’re probably going to be driving Uber the rest of the day. You are going to need a lot of gigs. Talk a little bit about how IRO can help that human capital management part of things.
Matt Gale: Great question, Daniel. I was reflecting back that at this stage of my career and being a person, I should have been a shrimp supplier. Could I do it all over again? I would probably be on a yacht right now. But the human capital is a space of business very near and dear to my heart. Our HCM platform is one of the most evolved, again, native cloud HCM solutions out there. It just doesn’t stop. If you were at Cloud World, you’re seeing some of the AI components that are coming in there, Oracle ME is in there. And when it comes to the restaurant industry, that has to be the most gut-wrenching variable of the business. Yeah, supply chain may be a close follower. And I know restaurant operators, I know some pretty large restaurant operators and it’s front and center every single day.
And I think that’s where the IRO solution helps and the Oracle platform helps because you want to innovate around the stuff that Amit and Lisa have already spoken about, the stuff you’re thinking about, your menu, the market you’re in. All that looks different. What’s your growth strategy? If I’m a 10 unit operator and I want to expand, I don’t want to think about my technology, I want to think about the next city, how do I have to adapt the menu? What’s the labor force going to look like? If I’m a franchisee, being able to tell a prospective franchisee, Hey, I close the books daily, right? You almost see this stuff real time that’s pretty compelling to a franchisee that’s really ready to drop a lot of money and pick it up at a location.
So those things are important, but when it comes down to the brass tacks on what’s changed, you alluded to a Daniel, the gig economy, the labor force has dramatically changed. You may have people that have three different gigs going on at one time. We know this in the software industry very well. And so what does that, how do you manage that? And some of the legacy tool sets don’t do such a great job at that. And it’s adding another layer of overhead and complexity for management to try to manage those. And when you can do it on a mobile enabled scenario where if somebody’s going to skip a shift, you can almost automatically get it filled without the intervention of a manager, a phone call, or anything else. Those things matter.
Borrowing, employee borrowing is huge across the industry right now, and it’s a really smart thing. Even if you’re running multiple brands, you can move somebody from brand A to brand B and have them work and you’re going to smooth out your labor spikes. And then just when it comes to acquiring employees, putting a better… When you’re in the restaurant working, what you have to work with matters. The point of sale matters. How I drop the order matters, how I pick up the order, et cetera, et cetera, all those things matter. And that’s where a solution like IRO plays a big component there.
And then training, skilling up the people, our learning solutions. And then with the expansion in the IRO solution around that, just getting people skilled up to be great, great in the restaurant, that’s what you want. That’s where you want the people being great in the restaurant, not being hamstrung by the technology or anything else and serving customers. And that hearkens back to our philosophy around our absolute complete dedication to serving our customers with our solutions and by extension, Capgemini with our IRO solution. So I spanned a little more territory than your original question, Daniel, but I hope I answered it.
Daniel Newman: That’s okay. I was going to ask your bird to dive in a little deeper.
Matt Gale: It’ll make a lot more sense if he says it. Yeah.
Daniel Newman: It’s always more interesting. People love animals. If you could actually get the animal to do this whole pod, can you imagine what kind of viewership you could get?
Matt Gale: Yeah. Can you imagine? Engagement.
Daniel Newman: I’m sure there’s a generative AI app for that. I-
Matt Gale: Somewhere.
Daniel Newman: … absolutely believe in that. All right, I’ve been really-
Lisa Insley: Let’s chat later about that, Daniel.
Daniel Newman: What’s that?
Lisa Insley: I said let’s chat later about that.
Daniel Newman: All right, let’s do it. I want talent identification. I’m looking for a bird that can podcast. Can you give me a couple of resumes?
Lisa Insley: Oracle can do it. Yeah.
Matt Gale: We can do it.
Daniel Newman: Can I use the new Oracle Gen AI tools in HCM for that? All right, so we’ve got to wrap this up in a minute here and it’s been a lot of fun chatting with you all. I’m hungry. I’m hungry now. But Amit, let’s talk at the end here a little bit about the supply chain and pulling all this together. So the restaurant industry is complex. It can be a very narrow margin. There’s a reason people get in it. There’s a reason that people get out of it. There’s a reason it’s known as a high risk, high reward industry. But obviously you’re looking at these growing companies that want to make sure they’re managed, they’re fast to get P&L, they’re able to mass generate their talent. We’ve heard supply chain issues endlessly over the last few years, maybe not specifically in restaurants, but you’ve heard about empty shelves in grocery stores quite a bit. People can’t get their iPhones and they can’t order their food and then they can’t get their groceries. And so supply chain matters. Share a little bit about how we can pull that all together to help these restaurants with these solutions.
Amit Sethi: Absolutely. Supply chain matters, absolutely. As you said, I would agree with that. It’s a close second to humans in the restaurant industry, the supply chain is all about predictability and being able to predict where the guests tastes are changing, and that’s where the IRO solution comes in and helps with trying, basically forecasting how many guests are coming in. Using Oracle’s demand planning and supply chain execution platform we forecast how many guests are coming in and based on that, what ingredients will we require to satisfy the guests? And then through that complete touchless ordering and making it really easy for the restaurant operators to get the food in, to get the ingredients in. This was touched upon briefly, the IRO solution.
The primary focus and the primary objective of the IRO solution is to make people working in the restaurants focus on what their real job is, which is to focus on the guests not ordering food, not trying to enter invoices, not trying to do all the operation, all that it takes to serve the guests, if you will. And the IRO solution, because of the Oracle automation in the Oracle Cloud platform brings that to the forefront and makes it easy through touchless commerce, through touchless, buying predictive generative AI for the restaurant operators to perform all those functions seamlessly, if you’ll.
Daniel Newman: All right, so last thing. I got to tie this together, but are we going to see an era of chat to hire in this business? I mean, with a business like this where you have so many kinds of in and out, you have to make quick decisions. I got to imagine the interaction. I remember kind of like, oh, we’re open 9 o’clock until, what’s the quiet time? Between 9:30 or 10:00 AM to 11:30. The manager’s here to do interviews. I mean, this kind of thing. It’s got to get better than that though, right? I mean, you talked about the human supply chain. Are we going to speed this up with technology?
Amit Sethi: Absolutely, yes. I would think absolutely right? Especially when it comes to the gig economy and especially when it comes to when people are always on their phones. We use the Oracle Digital Assistant platform to do prequalification of new employees working for a shift. Have they ever worked in a restaurant? Ask some basic three or four questions over chat on a phone to pre-qualify people coming in for new hiring, if you will.
Daniel Newman: All right, and there we go. I had to shut off the alert right there. They always come. They never stop. Matt, Amit, Lisa, it’s been a lot of fun talking about this. Clearly the restaurant industry has an opportunity for significant generative ai, AI analytics, and of course all the traditional horizontal tools to be combined with a well-designed industry-focused set of capabilities, which is what you at Capgemini are really focused on to help restaurants scale through immediate visibility both into the financials, but also into the operations. Very exciting. If I was in this business, I’d probably be looking at what this could do to help me grow the restaurant space. But for now, I want to grow what’s in my pantry. I’m hungry, I need a snack. All this food talk. We gotta get going. Thank you all so much for joining me here today.
Matt Gale: Thank you, Daniel.
Lisa Insley: Thanks so much. Thanks for having us.
Amit Sethi: Thank you.
Lisa Insley: Thank you. Thanks, Matt.
Matt Gale: I know speak for Amit or Lisa, that you can call us 24 hours a day anytime if you want to learn more.
Lisa Insley: Okay.
Daniel Newman: I’ll not pick you up on that, just so you know. But as a worldly organization, if you’re out there in the restaurant business looking for some tools, this could be the spot.
Matt Gale: 24/7.
Daniel Newman: We’ll put some more permission about that in the show notes. All right, everybody for this episode, I’d love you to hit that subscribe button. Join us for all The Futurum Tech podcasts with me and all the other great analysts at The Futurum Group. It’s time to say goodbye for now though. See you all later.
Author Information
Daniel is the CEO of The Futurum Group. Living his life at the intersection of people and technology, Daniel works with the world’s largest technology brands exploring Digital Transformation and how it is influencing the enterprise.
From the leading edge of AI to global technology policy, Daniel makes the connections between business, people and tech that are required for companies to benefit most from their technology investments. Daniel is a top 5 globally ranked industry analyst and his ideas are regularly cited or shared in television appearances by CNBC, Bloomberg, Wall Street Journal and hundreds of other sites around the world.
A 7x Best-Selling Author including his most recent book “Human/Machine.” Daniel is also a Forbes and MarketWatch (Dow Jones) contributor.
An MBA and Former Graduate Adjunct Faculty, Daniel is an Austin Texas transplant after 40 years in Chicago. His speaking takes him around the world each year as he shares his vision of the role technology will play in our future.
