The restaurant technology landscape is undergoing a profound transformation, shifting its strategic focus from the customer-facing tools that defined the past decade to back-of-house innovations designed to drive efficiency and bolster profitability. This pivot, highlighted by the 2026 Restaurant Technology Outlook Market Leader Report from Informa Foodservice, signals a maturing industry that is increasingly prioritizing tangible return on investment (ROI) in its technology adoption. For years, restaurant operators were captivated by the promise of omnichannel flexibility and the allure of customer engagement tools such as loyalty programs and voice AI. Now, as businesses enter their second and third generations of technology stacks, the conversation has unequivocally turned towards operational streamlining and sustainable growth.
The Informa Foodservice survey, which polled nearly 500 foodservice operators, provides compelling evidence of this strategic recalibration. Investment in back-of-house technology is surging. Point-of-sale (POS) systems, a foundational element of any restaurant operation, saw a significant uptick in prioritization, with 53% of operators identifying them as a key investment area for the current year, a notable increase from 40% in the previous year. Inventory management, a critical component for controlling food costs and minimizing waste, also emerged as a significant area for future technological investment, ranking as the third most common priority. This data underscores a critical shift: technology is no longer just an add-on to enhance customer experience; it is now viewed as a fundamental driver of operational efficiency and, ultimately, profitability.
The ROI Imperative in Technology Investments
The driving force behind this strategic evolution is a clear and growing emphasis on demonstrable return on investment. When making decisions about where and why to allocate technology budgets, operators are increasingly focused on solutions that directly impact the bottom line. The survey indicates that 52% of operators are prioritizing technology that drives traffic, a slight increase from 46% last year. Equally significant is the growing emphasis on reducing food costs, with 36% of operators identifying this as a key investment driver.
This recalibration means that while customer-facing innovations like digital ordering, which saw a decline in operator wish lists from 38% to 29%, may have captured headlines in previous years, the quiet, behind-the-scenes technologies are now the silent heroes of profitability. These less visible, yet critically important, tech components are being scrutinized for their ability to deliver tangible financial benefits.
Derek Tonn, Chief Information Officer at Black Rock Coffee, a company that recently concluded a comprehensive three-year overhaul of its technology infrastructure, articulates this sentiment clearly. "When we bring on a new tool, it has to support the bottom line," Tonn stated. "We also have to make sure it will support our team. Along the way, we learned a lot, so when we do bring on the next new thing, conversations will be around ROI, how we can roll this out, and if our team is getting the expected benefit."
Black Rock Coffee’s recent technological advancements align perfectly with the trends identified in the Informa survey. The company’s strategic tech roadmap prioritized foundational elements before addressing more advanced functionalities. This included replacing its legacy POS system with a more integrated solution that offers enhanced data capabilities and implementing robust inventory management systems. The ongoing training for these new inventory management tools further emphasizes the practical, operational focus of their technology strategy. "We had a roadmap for tech investment, and in order to get to a place where we could even think about something like inventory management, we had to have the foundational pieces in place, starting with our point of sale," Tonn explained. This methodical approach, starting with the core operational systems, is a testament to a mature understanding of how technology can incrementally build towards significant operational improvements.
This heightened focus on efficiency and practicality is not occurring in a vacuum. It is a direct response to the persistent macroeconomic cost pressures that have challenged the restaurant industry in recent years. Rising labor costs, volatile food prices, and increasing operational expenses have compelled operators to seek out technologies that offer immediate and measurable financial benefits.
Savneet Singh, President and CEO of Par Technology, a key partner in the Market Leader Report, observes this trend closely. "You’re seeing operators interested in quick ROI solutions like labor schedule optimization and buying the right amount of food at the right time," Singh commented. He further contrasts this with more significant, yet potentially slower-yielding, strategic shifts. "If you think about the example of using voice AI in the drive-thru, that’s a pretty big strategic change, versus incremental stuff like labor management that can save you a little bit here and a little bit there." This perspective highlights a strategic bifurcation: while transformative technologies like advanced AI are on the horizon, many operators are currently prioritizing the "low-hanging fruit" of operational efficiency that yields quicker returns.
The Ascendancy of Data Optimization and Management
Beyond direct operational cost savings, a significant area of burgeoning investment is in data management and security. The Informa survey reveals that 32% of operators plan to invest in this domain in 2026, a notable increase from 26% the previous year. This surge in interest is underpinned by a growing recognition of the power of data analytics to drive revenue. A substantial one-third of operators believe that enhancing guest data analysis is the most effective strategy for achieving revenue goals, a finding that outranked even off-premises channels, loyalty programs, and AI adoption as a primary revenue driver.
Jason Profitt, Vice President of Technology for Piada Italian Street Food, exemplifies this data-driven approach. "We are a very data-driven organization," Profitt stated. "We try not to rely on gut feeling, but back it up with data. On our end, we are making investments in data analytics and researching what we would potentially do in-house." Piada’s current initiatives underscore this commitment, with efforts underway to consolidate labor data from various vendors into a single, easily digestible workforce report for managers. This move aims to eliminate the manual, time-consuming process of data compilation, freeing up valuable management time for more strategic tasks.
"It takes a lot of manual work for people to copy and paste everything and run a report," Profitt explained. "We’re always thinking, ‘How can we remove friction?’ But it’s hard when you have tech partners that don’t play well together on purpose." This candid observation points to a persistent challenge within the restaurant tech ecosystem: the fragmentation of data across different vendor platforms. The pursuit of seamless data integration is a significant hurdle for many operators.
Piada’s data ambitions extend beyond internal operations to a deeper understanding of their customer base. Identifying non-loyalty guests across various channels, particularly in the age of third-party delivery, remains a key challenge. "We’ve done a lot of work to export data, and this year is going to be the year we’re going to learn a lot more about our guests," Profitt remarked. This drive to gain a holistic view of the customer, irrespective of ordering channel, is crucial for personalized marketing and improved customer retention strategies.
The issue of data siloes is a prevalent concern within the industry. The survey indicates that one in five operators identify data fragmentation among vendors as one of their most significant technology stack challenges in 2026. Savneet Singh of Par Technology reiterates this point, stating, "When we made all of these disparate, tiny systems, we actually made it harder to make sense of your data. We have to unify a lot more technology to get value, because you’re going to get different data sets from different people, and I predict that is what’s going to be improved next." This prediction highlights a critical area for technological innovation and vendor collaboration: the development of integrated platforms that facilitate seamless data flow and unified analytics.
Evolving Perceptions of Artificial Intelligence
Artificial intelligence (AI) is increasingly being positioned by technology vendors as the key to unlocking true data unification and breaking down these persistent data siloes. The Informa survey reveals a strong correlation between AI adoption and a data-savvy operational approach. For instance, a remarkable 86% of surveyed operators who identified as "data enthusiasts" reported using AI for menu strategy and pricing, compared to only 46% of all operators surveyed. This suggests that operators who are already invested in leveraging data are more likely to embrace AI as a tool for deeper insight and strategic advantage.
Mina Haque, CEO of Tony Roma’s, acknowledges the initial skepticism surrounding AI but emphasizes its potential when viewed through a practical lens. "When it comes to AI, there are some people that are like, ‘Is this even needed? Will it replace human beings? Is it just a phase?’" Haque mused. "If we think of AI as a productivity tool for increasing efficiency, we will see much more use and wider acceptance." This perspective reframes AI from a potentially disruptive force to a valuable asset for enhancing operational workflows and employee productivity.
The survey data reflects this evolving attitude, showing a decrease in operator disinterest towards AI. Last year, 28% of operators expressed no interest in utilizing AI; this year, that figure has fallen to 19%. Haque’s own company, Tony Roma’s, is actively investing in AI and automation, exploring technologies ranging from robotic servers to digital solutions for franchise management, replacing traditional paper manuals. A strategic move to foster franchisee adoption involves Tony Roma’s absorbing the technology fees associated with AI implementation, rather than passing them on to individual operators. "I think it may take some time for AI to take its place in the spectrum of hospitality, but it’s an inevitable journey, and the sooner companies will embrace it, the better it will be," Haque concluded, underscoring the long-term strategic imperative of AI adoption.
Navigating the "Build vs. Buy" Dilemma in 2026
The perennial debate between "build versus buy" and the preference for "best-in-breed" versus "end-to-end" solutions continues to shape how operators construct their technology stacks. However, the 2026 survey indicates a subtle but significant shift in these attitudes. The number of operators opting for best-of-breed solutions has decreased from 31% to 24%, while, surprisingly, there has been an increase in those choosing to build technology solutions in-house.
Richard Del Valle, CIO at Bojangles, expresses a nuanced view on this trend. While he maintains a general aversion to developing proprietary technology from scratch, he advocates for a hybrid approach: collaborating with external vendors to customize off-the-shelf products. "I have zero interest in running a technology company," Del Valle stated. "In the old days, there was no build versus buy argument. You had to build because there was nothing to buy, but these days there are enough talented vendors out there that you can work with to buy a product and then tweak it into what you actually need."
Bojangles’ experience with developing its drive-thru voice AI, "Belinda," in partnership with Hi Auto, exemplifies this collaborative strategy. The two entities worked together to tailor the AI technology specifically to Bojangles’ operational requirements. "I think once you buy something, you have to commit to tweaking it into what you actually need," Del Valle emphasized. This approach allows companies to leverage the expertise and scalability of established technology providers while retaining the flexibility to adapt solutions to their unique business needs, striking a balance between the cost-effectiveness of buying and the customization benefits of building. This pragmatic strategy reflects a mature understanding of the evolving technology market, where specialized vendors offer robust platforms that can be adapted rather than entirely reinvented.