The role of communication in successful tech rollouts

In our latest podcast episode, we dive into the critical role that communication plays in the success of technology rollouts within the hospitality industry, from full-service restaurants (FSR) to quick-service restaurants (QSR). This talk, brought to you by Dojo and led by industry leaders, dives into the challenges of adopting new technologies and expert tips for a smooth, successful transition. 

Speakers:

• Chris Fletcher, Host, Tech on Toast Podcast
• Brendan Kelly, Head of Projects at JKS Restaurants

Understanding tech rollouts:

A tech rollout stands for the introduction and integration of new technology into a business. This process involves more than just the installation of new software or hardware – it requires a strategic approach to change management and digital transformation. Successful rollouts hinge on clear communication, the involvement of all stakeholders, and the ability to adapt quickly to challenges. Moreover, ensuring integrated payments within the hospitality payment technology stack is vital for smooth and efficient operations.

Podcast synopsis:

1. Embracing change management and project management

Brendan Kelly emphasises the importance of project management and change management in the rollout of new technologies. He discusses the need for a holistic approach that involves every team member and stakeholder. By continuously asking: “Will this make us better?” Businesses can drive ongoing improvement and growth.

2. Leveraging project management software

The conversation also highlights the advantages of using project management tools like Notion to improve communication, streamline operations, and centralise information. Brendan shared how Notion has simplified project management at JKS Restaurants, providing a collaborative and flexible platform that allows teams to work more efficiently.

3. Building strong relationships with tech providers

Finally, Brendan underscores the significance of maintaining strong relationships with tech providers post-implementation. Regular check-ins, open communication, and feedback loops are essential to addressing issues. This also drives continuous improvements and ensures that the technology continues to align with business goals. By fostering these partnerships, businesses can fully leverage their tech stack and continue to innovate.

If you're interested in learning more about the intersection of hospitality payment technology and business growth, tune in to the full episode. Brendan Kelly’s insights provide valuable lessons for businesses aiming to harness technology for growth and success. Check out the full transcript below. 

Transcript: The role of communication in successful tech rollouts

Introduction

Chris Fletcher: Hello, and welcome to the Tech on Toast Podcast bonus episode, brought to you by our friends at Dojo. This week, we meet Brendan Kelly, head of projects at JKS Restaurants. Brendan tells us all about his role at JKS and the challenges the industry faces. 

Career background and transition to JKS

Chris F: Let’s dive into your background – did you have a career before this?

Brendan: I worked in hotels, mainly in bars, where I quickly realised I couldn’t stand the bureaucracy of large organisations. It took six months just to get an idea approved by the head office. That’s when I decided to switch to restaurants.

I joined JKS, where the focus was all about trying new ideas and getting things moving. I started as a Restaurant Manager, opened a site, and became Acting General Manager. After some time in consultancy, I returned during COVID to help with retail, which evolved into an Ops Manager role and then Head of Projects.

Chris F: Tell us about the Head of Projects.

Brendan: I work with the Commercial Director on new openings, handling licensing, layouts, and coordinating ops teams from 12 to six months out. In the final six months of the project, I also assist with project management, including construction. For internal projects, I focus on tech initiatives: setting standards, conducting retrospectives, and creating a framework for managing projects across the estate, which includes several JKS brands.

Chris F: What brands fall under the JKS umbrella for those unfamiliar with it?

Brendan: It's a multi-award-winning group that includes Michelin-starred restaurants like Gymkhana (two stars), Kitchen Table, Lyle's, and Trishna, as well as chef-led establishments. We also have fine casual spots like Hoppers, Bao, and Speedboat, all in London. Our core group began with the Indian restaurants – Gymkhana, Trishna, and Brigadiers.

Operations and project management at JKS

Chris F: When you took on the Head of Projects role, your background was in operations, so you’ve got a solid grasp of how things work on the ground.

How did your background in operations prepare you for this role?

Brendan: I worked 10 to 15 years in ops, starting as a waiter and working up to ops manager.  Working on the guest side really prepares you because you're constantly dealing with people, thinking on your feet, improving service, and handling issues. It teaches you how to understand, influence, and get the best out of people.

The other key is organisation. To be a General Manager in any full-service restaurants (FSR) or QSR, you need to be highly organised. A GM could easily transition to project management. While they might need some specific training, they already perform many of the same tasks with their own systems.

Chris F: This is why I get frustrated when people make assumptions about those in the industry. You're absolutely right – I've worked with several General Managers who are incredibly smart and capable of running multiple projects at once. But they often feel stuck in the cycle of being a GM, moving from brand to brand. The skill set they develop is actually amazing, isn't it? Especially for roles like yours.

Brendan: Yes, hospitality prepares you for most jobs that are adjacent to the industry because you deal with so many human elements and develop a wide range of soft skills.

Technology in hospitality

Chris F: Technology has come a long way since the start of your career. Back then, it was probably just an EPOS and a reservation system, maybe some guest experience tools like mystery diners.

Brendan: It was exciting just to have Google Sheets – having a live document was a big deal.

Chris F: I recently did a tech review with a brand and mentioned Notion, which we use at Tech on Toast to manage our projects. They had no idea what it was. Sometimes in ops, you're so focused on running the shift that you miss out on advanced tech opportunities. 

Do you spend time exploring the best tech options for JKS as a group or on an individual basis?

Brendan: We have a lot of people approaching us, so finding the next new thing isn’t hard. Chris messages me often, and we do a lot of demos. It's more about maximising the value of what we already have and optimising it, rather than constantly jumping to new systems.

Chris F: It’s like when you get a new phone or computer – you think it’s amazing, but you end up only using a few apps regularly. I looked at my phone the other day and realised I use just four apps 60% of the time, even though I have 70 installed. That’s similar to a restaurant’s tech stack. You buy all the shiny tools, but are they really being used? 

Do you feel like you're getting the full use out of your tech, or is there still some discovery left to do?

Brendan: There's definitely still some discovery to be done. We've recently improved a few things, but change management is crucial because people often resist new systems. Over time, though, adoption increases and it becomes the norm. Then you start uncovering new features as people share their experiences. Since we spoke a year or two ago, we've made great progress, but there's still more to achieve.

Change management and adopting new tech

Chris F: Adoption is key, especially in a growing organisation like yours. You can’t please everyone – there’s always going to be someone who dislikes a system and won’t budge. It’s about picking your battles. 

How do you bring people on board when introducing new tech or getting more out of the systems you’ve had for a while?

Brendan: Communication and involvement are essential. From my own experience, being part of the process makes me more likely to understand and support the change. When decisions are dictated without explanation, it’s frustrating. You need to clearly explain why the change is happening and how it benefits everyone. There’s no point in switching systems if it doesn’t bring improvements or save time.

You need to get out there, talk to people, and show them the value – like explaining how this change could save them 10 hours a week. It’s about putting yourself in their shoes and asking: “Why would I want to use this system?”

Chris F: That return on investment is crucial. Every tech platform promises results, but proving it is what matters. Are you starting to see those reductions? 

Have you noticed any wins from your implementations, whether in terms of sales growth or time savings?

Brendan: Definitely. Marketing has seen great results, especially with reservations and data. We’ve also transitioned everyone to the same labour management system, which has been a significant improvement.

Now we're working on systems that aggregate various tools into one place, so it's easier to manage everything from a single platform.

Chris F: Structurally, how does communication flow? Do you have General Managers with an Operations Manager overseeing them?

Brendan: Each brand typically has its own Ops Manager, depending on its size. For example, Bao and Hoppers each have their own, while the Indian sites are overseen by a single Ops Manager. 

We organise by clusters: the Indian cluster, the fine casual cluster with Hoppers, Speedboat, and Plaza, and the chef-led restaurants are managed separately. They do incredible work, but it naturally brings communication challenges. Our senior management team has focused on ensuring clear communication lines so that information flows quickly and cascades down effectively.

Communication challenges in rolling out tech

Chris F: Effective communication across multiple sites is crucial. In chains with 50 or 100 locations, messages can easily get distorted—one GM hears one thing, and another, just miles away, hears something completely different. 

Whether it's rolling out a new menu or managing maintenance, getting communication right is essential. Phones and emails feel outdated now, with video and direct messaging making a huge difference. I used to be a GM at Ask Restaurants, and back then, we’d send paper newsletters to sites. By the time they arrived, things had already changed. 

Earlier this year, we talked about change management, and you mentioned that restaurant chains should consider having a dedicated change management role. I call it: “Being change-ready”. 

As you get more involved, do you see this concept of being change-ready becoming more relevant for the industry?

Brendan: Absolutely. Technology will continue to advance, introducing systems that simplify processes. However, guiding your team through these changes remains essential. A holistic strategy is necessary, and that’s where Tech on Toast comes in by evaluating your tech stack and defining your goals for the next three to five years.

This allows you to create a plan that unites your entire team. It’s not just about project management; change management is equally important. You can manage projects effectively, but without managing change, they won’t succeed.

The difference between project management and change management

Chris F: People often assume that if you're running a project systematically, it will work.

Brendan: Exactly. Project management and change management are like twins – they may seem similar but are entirely different. You can’t rely solely on change management, as it won’t move things forward. But if you only focus on project management, you might make progress, but people won’t follow. You need a leader who understands both and can support the Project Manager to keep things on track and ensure everyone is on board.

Chris F: A General Manager is well-equipped to take on these responsibilities. We used to call them champions back in college – someone who would oversee specific initiatives, like rolling out a new guest experience platform. It's a great development opportunity for them, and they’re capable of handling it. The key is being organised, ready for change, and ensuring adoption, which you mentioned earlier. 

The tech audits you do with brands are fascinating because they often lead to those light bulb moments. As someone outside of daily operations, you bring a fresh perspective, which can be invaluable for the teams running things.

Involvement of General Managers and stakeholders in projects

Brendan: Every General Manager and Ops Manager must be involved for any project to succeed. Without their buy-in, progress will stall. I’ve analysed this across our business using a RACI matrix – responsible, accountable, consulted, informed – and it’s surprising how many people you need to engage with, even indirectly, like marketing or beverage teams.

I recommend anyone starting a project to take half an hour to identify all the stakeholders. Figure out who needs to be informed or consulted to create a clear framework for communication and responsibility. In larger businesses, it’s easy to miss someone, which can lead to unnecessary hurdles. Take the time to plan and understand each person’s role in the project. GMs are central – they’re the engine of the restaurant business, and everything we do should help them improve.

Handling tech rollouts and distributing responsibilities

Chris F: They have to get it right. We rolled out ProNet years ago and got it wrong because we didn’t fully understand it. It was complex, and since it was for maintenance, it wasn’t exactly exciting. But maintenance was a huge cost. The key was communicating that saving money here could be reinvested in people, and that message got everyone on board. 

If you weren’t there, would a new tech rollout fall to a GM or Ops Manager? How do you think they would handle it?

Brendan: There are different ways to approach it. Some businesses assign GMs specific responsibilities across multiple sites – one GM might manage the labour system, another handles maintenance. By spreading the load, some GMs take on roles like Change Manager or Central Coordinator, depending on their strengths. This model can be replicated. 

A tech rollout doesn’t have to rely on just one person, but it’s important to have someone responsible who understands the process, even if they're new. They need support from above, a clear structure, regular check-ins, and help with challenges. That’s what I do, even when I’m not the project lead. It might be someone from the people or marketing teams, but I’m available weekly or monthly to discuss challenges and offer support. This approach works for any business, whether it’s the CEO or another experienced GM.

Tech stack and cost management

Chris F: When we first met, we talked about tech and your tech stack, and I have to say, your Airtable setup is probably the most efficient I’ve seen. It was eye-opening to see just how much can be in a restaurant’s tech stack and how quickly the costs add up. It’s not just about labour or food costs, but also tools like Monday, Notion, and even who delivers your office supplies. 

Brendan: Yes, when you add everything up, it can become a significant percentage of total revenue, and it’s clear someone needs to keep an eye on it. We use Notion for our projects, and it’s been great for providing structure. I’d recommend using project management software, even if it’s just the free version of Notion. The paid version isn’t much different. 

For small businesses, it’s especially useful because it scales with you. It acts as a central hub for knowledge – we use it as a wiki and for project management. We have all management teams using it. This also helps with adoption, as people are already familiar with it to source information.

Recommendations for project management tools

Chris F: Notion is mainly used by management as opposed to employees on the floor. We added it to Tech on Toast and it sorted us out within 48 hours. We were managing a lot of projects, and it gave us the structure we needed. In a busy environment like yours, having that structure is crucial. Many in hospitality use Microsoft Teams, but I’m more of a Google guy. Notion, in my opinion, is where everyone should be heading. It’s so flexible compared to other tools, which are mostly just project management software – it’s almost like a web page. 

You can invite guests, external clients, or consultants, and its flexibility lets you create projects, wikis, and databases, like guest feedback. It’s perfect because operations are so varied that finding one system to handle everything can be tough.

Chris F: And we used to have the intranet.

Chris: I was in charge of the intranet during the early days of Tech on Toast – it was a nightmare, but interesting. 

Brendan: One of the cool things about Notion is that you can publish pages as web pages. I had a client who struggled with Notion because he was older, so I published the page as a web page for him. He thought it was his own website, which made everything much more accessible.

Learning from tech rollouts and retrospective analysis

Brendan: When it comes to rolling out tech, every system we’ve implemented has been a learning experience. There are definitely early projects where I could have done better, but each one has improved over time. 

The key is incorporating a retrospective after each rollout to learn from it. Tech suppliers that are flexible with training, roadshows, and being available to site teams tend to make the rollouts much more successful. Sometimes that involves a lot of training and follow-up sessions, even if it’s just a half-hour on Teams for troubleshooting. Those extra touchpoints really make a difference.

Ongoing communication with tech suppliers

Chris F: That handholding is crucial when buying a new product for the first time. 

What’s the timeline from rollout to stepping back from that close relationship with the provider? Or do you stay in regular contact with them?

Brendan: I have monthly or fortnightly calls with most of our systems. Sometimes there's nothing to discuss, and other times there is. It’s all about keeping an eye on things. These calls help address the teams' needs and monitor system development, making sure the providers understand our pain points. Some are more receptive than others, but overall, everyone is on board.

Importance of vendor collaboration

Chris F: They might think: “Here he is again, another Brendan call.” But you can’t scale that kind of communication. Having 100 people doing it every week depends on how much you value it – it doesn’t always need to be a formal meeting. Having a Key Account Manager who checks in regularly is crucial, and being proactive in those conversations is key for both change and project management. 

Steve from Marugame shared a story about opening the restaurant in London. They had something called the “One Plate of Truth,” where all the tech providers – POS, online ordering, delivery – were put in a room and told to figure it out together. Initially, there was resistance, with concerns about giving away too much, but they made it work. That led to a successful rollout and a well-functioning tech stack. So, that constant nudging pays off.

Brendan: This approach has made providers more open to integrating with other systems, recognising the value in it. They can then tell other clients: “We integrate with them, we can handle this.” The pain points we face are probably similar to those of others. Any system needs regular feedback from clients, whether it’s every two weeks or once a month.

Chris F: It’s about recognising what’s going well and asking: “Can we do this? Is this possible in the future”? The roadmap is a common term in the tech world, but it's essential for planning ahead. It helps operators make informed decisions based on their current stack, understanding what is and isn’t possible going forward.

Final thoughts on project management and growth

Chris F: As we wrap up, what’s been the biggest learning curve for you in moving from operations into project management, especially with a brand as well-regarded as JKS? JKS has had an incredible journey over the last few years, and what stands out is how down-to-earth everyone is. People often say: “Don’t meet your heroes,” but everyone we've met from JKS has been great. 

How do you plan to keep communication going, as the brand continues to grow?

Brendan: We consistently ask: “Will this make us better?” It's a central question for everything – a new site, system, or initiative. The focus is on whether it will lead to improvement. 

Chris F: It's like a relentless pursuit of success, constantly refining. FranklinCovey talks about “sharpening the saw”, as one of his seven habits, which aligns with what you're saying – always striving to get a little sharper, a little better. I believe that’s achievable for most people, but there has to be a desire to improve. 

Thanks for joining us today. I hope you enjoyed the first episode of our series in collaboration with Dojo. As a payments platform tailored for the experience economy, Dojo helps businesses enhance efficiency and customer experience. To explore how a reliable and resilient payments platform can grow your business, visit dojo.tech. Stay tuned for more insights from Dojo experts and industry guests, designed to help elevate your business.

Don’t forget to check out the Dojo blog for more insights.