How do you balance automation (food prep, kiosks, robots) with the quality of your customer experience?

The restaurant industry has implemented many forms of automation over the past several years. Whether it is customer-facing features like digital menu boards and kiosks to place orders or back-of-house food prep tools and employee training platforms, technological advances have led to greater convenience and efficiency in restaurant operations.

However, with these advancements, do restaurants risk losing a genuine connection with their customers? Franchise Update asked several multi-unit franchisees how they balance the two. The benefits of automation are clear for both customers and employees. Digital ordering can result in greater speed, accuracy, and higher average ticket orders. Advanced training and scheduling platforms are valuable assets to team members and management.

While many restaurant operators acknowledge the benefits of automation, they also stress the importance of hospitality that comes with the dining experience. Restaurants are not a transactional business; dining out is a shared experience with family, friends, or associates to enjoy a good meal together.

Automation is designed to support team members, not to replace them or their ability to interact with customers. Restaurant operators said maintaining personal connections can be beneficial for both the customers and employees. A favorable impression for the customer can be felt through hospitality, cleanliness, and quality of service. It also comes by ensuring that customers have a positive experience while preventing or tending to any problems that may occur during their visits. See how several multi-unit franchisees blend the latest forms of automation along with traditional methods of positive customer engagement.

January is the time for New Year’s resolutions, and many people attempt to commit to an exercise goal or lose weight they may have gained over the holidays. In our Franchisee Bytes section below, we asked other multi-unit operators about their workout routine. With long hours and busy schedules, it can be helpful to have a regular outlet to maintain one’s physical and mental health. From cardio training to biking, boxing, rowing, and swimming, read some of the exercise habits of several multi-unit restaurant franchisees.

Joe Saldana

Company: JKSK

Brands: 5 Smoothie King

Years in Franchising: 5

We recognize there is a significant shift in how consumers want to experience hospitality, and automation is becoming an increasingly important part of that evolution. While we have not yet implemented kiosk ordering, it is on our roadmap. We see clear value in both face-to-face guest interaction and digital ordering, and I strongly advocate for a balanced approach.

Human interaction remains critical to the customer experience. Face-to-face engagement helps our team members, particularly younger employees, develop confidence, conversational ability, and stronger social skills, all while elevating the experience we provide to our guests. We see firsthand the growing gap in social interaction among today’s teens, and we view our locations as an opportunity to help bridge that gap.

At the same time, I’m a strong proponent of digital kiosks. Digital orders often result in higher average tickets, which supports healthier profit margins, and they provide speed and convenience for guests who prefer that option. By integrating kiosks thoughtfully, we can offer choice while maintaining the personal connection that defines our brand.

Dan Sacco

Company: Central Coast Hospitality, Inc, dba Pancheros Mexican Grill

Brands: 3 Pancheros, 3 Your Pie Pizzerias

Years in Franchising: 21

Since the pandemic, Pancheros has shifted to prioritize both digital and in-person operations. Since digital orders have become a significant part of the business, we've begun implementing second-make lines to maintain the quality of the customer experience. With staff dedicated to digital orders and others managing in-house operations, and these make-lines not overlapping, we're able to automate procedures and consistently deliver efficient service without sacrificing the in-person experience. Pancheros has several upcoming operations rollouts designed to streamline our digital processes and help our teams keep food safety top of mind, and both remain top priorities for us.

Steve Zahn

Company: Tulsa Development Incorporated

Brands: 7 The Big Biscuit, 2 Sonic

Years in Franchising: 30

It's important that our tech stack improves speed, accuracy, and operational consistency while enabling our team to make more meaningful connections with our guests. Breakfast is a ritual meal. People love a classic and comforting offering. They want to be recognized, taken care of quickly and efficiently. The right tech enhances the experience by reducing friction for the team and the guests. Whether it’s online ordering, scheduling, or inventory, our focus is on spending more time building meaningful relationships at the table.

Stuart Ottinger

Company: OPG Holdings

Brands: 5 Another Broken Egg Cafe, 1 Mercy Kitchen, 1 BJ’s Pizza, 1 Palmyre

Years in Franchising: 23

In casual dining, the guest experience is built on human connection. While robots and kiosks can be effective in more transactional or QSR settings, they don’t replace the warmth and engagement that come from a server, bartender, or manager interacting with a guest. Technology plays an important role behind the scenes, but genuine Southern hospitality is what truly sets Another Broken Egg Cafe apart. That personal interaction is central to the experience and cannot be automated.

Steven Young

Company: MLY Investments

Brands: 12 Freddy’s Frozen Custard & Steakburgers

Years in Franchising: 11

With the implementation of new technology and equipment in our restaurants, the goal is to increase the speed of service, improve order accuracy, and reduce team member training times without compromising on the hospitality, cleanliness, and quality. Automation works to reduce the stress for the team members, and the workflow moves seamlessly to keep everyone on task and increase the speed of service as a result, while still allowing us to create a real connection with our guests.

Ron Parikh

Company: CMG Companies

Brands: 60+ Little Caesars, 190+ Sonic, 160+ KFC/Taco Bell, 60+ Rent-A-Centers, 40+ Ace Hardware, 30+ American Freight

Years in Franchising: 25

We view automation as a tool, not a trophy. It is meant to support our team and not replace them. We are testing automated pizza-making machines in a handful of our Little Caesars locations, and our other brands have implemented kiosks to streamline ordering. These tools are designed to improve speed and accuracy, particularly in high-volume environments.

Still, our priority is the guest experience. If automation interferes with hospitality, it defeats the purpose. Technology should never replace a friendly greeting or attentive service. We focus on automating the repetitive parts of the process, which helps us preserve labor and direct our teams' energy toward what matters most.

No matter the size of the restaurant, guests remember when things go wrong. As a proactive response, we use automation to reinforce the basics: fast service, order accuracy, and a smooth experience. The goal is to make things easier for our teams and better for our guests.

Franchisee Bytes

What is your exercise/workout routine?

Wellness is very important to me. I try to get up at 4 a.m. and begin my routine of wellness and gratitude. I work out for at least an hour every day, and it is what fuels me and brings me energy. My typical week is three days of lifting with a trainer and Peloton and other cardio on the other days.
-Nick Crouch, Co-CEO, Dyne Hospitality Group, 118 Tropical Smoothie Cafe

An exhausting 45 minutes three times a week with fast-paced cardio and core strength work.
-Chris Aslam, CEO & Principal, Rock Strategies and various entities, 59 Jack in the Box, 5 Golden Chick, 5 Hawaiian Bros Island Grill

Boxing is my go-to exercise, and I do that twice a week. It helps me stay grounded, focused, and energized.
-Lawrence Kouri, Multi-Unit Owner-Operator, Dave’s Hot Chicken, 22 Dave’s Hot Chicken

Regular weight training and cardio. Staying active is key to managing the demands of the role.
-Amol Kohli, Managing Partner, Legacy Brands International/Chairman of the Board, Brix Holdings, Franchisee: 63 Orange Leaf, 60 Clean Juice, 36 Red Mango, 6 Humble Donut Co., 3 Souper Salad, 1 Smoothie Factory + Kitchen, Franchisor: 61 Friendly’s

I'm big into biking, and it is something I try to do at least three times a week. My biggest accomplishment was completing my first 100-mile ride in 2021.
-Jerome Johnson, Multi-Unit Franchisee, John Cove Management and Jbar Inc., 4 Sonic Drive-In, 10 Dunkin', 4 Baskin-Robbins, 1 Jersey Mike's Subs

I exercise five days a week. I swim for an hour every single day and alternate between lifting weights and walking. My wife and I always go for a walk after dinner.
-David Weeks, CEO, The Bean Team, 9 Barberitos, 8 Dunkin’, 4 Newk’s Eatery, 1 Dunkin’/Newk’s co-brand

I’m a morning person and do my best to get to the gym each morning before starting the workday. I like getting ahead of the day.
-Alex Karcher, Operating Principal, JCK Restaurants, 61 Carl’s Jr., 11 Jersey Mike’s Subs, 8 The Human Bean, 8 Dave’s Hot Chicken, 1 Hawaiian Bros Island Grill

I work out daily. I currently hold a professional motorsport racing license and am active in motorsports. I focus mostly on strength training and swimming for cardio.
-Yousuf Nabi, Owner & CEO of Gotham IP Inc., Gotham Cookies Inc., DBA Mrs. Fields Cookies, 10 Mrs. Fields, 10 Sbarro, 4 TCBY

I keep it simple but effective: Rowing and push-ups form the core of my routine.
-Jacob Webb, Franchise Owner, MPUT Holdings LLC, 22 Marco's Pizza, 4 Tropical Smoothie Cafe