Foodservice operations continue to integrate more technology into their businesses for a variety of reasons, including driving sales, making more effective use of labor and more. But having a goal to implement technology and actually doing so are often two very different things.

Scott GallantFrom the perspective of Scott Gallant, a cross-sector IT consultant now working more extensively in foodservice, this presents both a challenge and an opportunity. Gallant, CEO of Keyed Systems LLC, has worked across government, education, healthcare, and now hospitality, helping organizations manage risk, optimize IT systems, and make smarter long-term tech decisions.

“Foodservice operators are being asked to become tech experts, when what they really need is support,” says Gallant who is working on launching a new initiative called LINQ Network which focuses on connecting hospitality industry professionals with technology consultants and solutions to enhance operations. “Chefs and operators should be focused on food, not trying to manage sensors and siloed dashboards with systems that don’t talk to each other easily.”

Playing Catch-Up

Gallant sees a foodservice industry still catching up to other sectors when it comes to digital integration. Many operations rely on disparate systems — often proprietary and unable to talk to one another — which creates headaches for operators and missed opportunities for optimization.

“The industry is behind,” Gallant notes. “We’re dealing with legacy systems, closed platforms, and people making high-stakes tech decisions without the tools or training to evaluate what they’re buying.”

In hospitals, senior living facilities, universities, and even large restaurant chains, if there are not IT professionals already handling technology integration, sometimes it’s the chefs, general managers, or even attorneys who are handed responsibility for technology procurement — with little support or strategic planning behind the scenes.

Even if your main role is kitchen design and equipment specification, Gallant says there are clear ways to support a foodservice operation’s technology journeys.

Start with the Big Picture.

Don’t let tech be an afterthought. Encourage project teams to include IT, legal, and compliance teams early in the planning process — and help them evaluate how a new piece of equipment fits into broader operational goals.

“Tech needs to be built into the RFP process from the start,” says Gallant. “It’s not just about specs, it’s about whether the purchase supports your long-term business drivers.”

Be a Translator, Not Just a Specifier.

Consultants don’t need to become IT professionals, but they can play a vital role in helping clients navigate buzzwords, sales pitches, and emerging technologies.

“One of the most valuable things we can do is help clients unpack what they’re being sold,” Gallant says. “Not every shiny new system is going to solve their problems — or last.”

If a piece of equipment comes with “smart” features, consider whether the budget and infrastructure is in place to support them. For larger projects, that might mean making physical space for wiring or even data closets to house the necessary hardware. It also might mean joining forces with the facility management professionals in charge of this build-out sooner versus later.

Plan for Maintenance, Not Just Installation.

Gallant advises foodservice designers to think beyond the install date. How will the operation maintain the equipment or software? Who’s responsible for updates, training and troubleshooting?

“Any system you implement needs to be sustainable over time,” he says. “Ask whether the vendor will be around in two or three years. Ask what kind of support your client will need to get value from the system.”

Recognize When to Bring in Help.

Gallant often consults with organizations that have overcommitted to technology solutions without fully understanding the scope or implications.

“Some consultants can take the blame for tech implementations that go sideways,” he says. “It’s

OK to bring in outside help. In fact, it’s smart.”

He suggests partnering with IT-minded professionals or even forming advisory groups through associations or client organizations, to evaluate technologies from a governance and performance standpoint.

Practical Tools on the Horizon

Some of the most exciting tools in the market today go beyond equipment and into real-time intelligence. Gallant points to a range of systems from AI-powered daily huddle recorders to smart cameras that scan storage rooms or capture diner sentiment as signs of what’s possible when foodservice operations embrace data thoughtfully.

“We’re seeing tools that let a line cook say, ‘We’re low on garlic,’ and that data gets flagged for purchasing,” Gallant says. “That’s where technology can really support operations by capturing micro-moments that drive efficiency.”

But for these tools to work, infrastructure and planning must come first. At the end of the day, Gallant urges consultants to act not as gatekeepers or gearheads but as trusted guides. “Tech success is not about shiny features,” he says. “It’s about integration, support, and fit.”