Wingstop’s Expansion Runs Hot as Comps Cool
Wingstop adds 382 U.S. units to 3,056 total as comps dip; 2026 outlook hinges on loyalty, Smart Kitchen, and category tailwinds.
Jul 20, 2026
Wingstop adds 382 U.S. units to 3,056 total as comps dip; 2026 outlook hinges on loyalty, Smart Kitchen, and category tailwinds.
Jul 20, 2026
Topgolf Media Networks turns 100+ venues into an ad platform with 42M visits and 28,000 screens, tapping retail media tactics for measurable brand activations.
Jul 20, 2026
Domino’s leverages rising order volumes to boost revenue and market share despite industry challenges in Q2 2026, offering key lessons for restaurant owners.
Jul 20, 2026
Discover how Fresh off the Boat in Santa Ana has built a thriving, health-focused Mexican-Mediterranean fusion restaurant. Explore operational insights, business strategies, and the customer experience that set this unique concept apart.
Jul 20, 2026
If your restaurant is busy but profits feel thin, food cost is usually the first place to look. Not because it is always the problem, but because it is the most controllable variable in your P&L.
Jul 20, 2026
Burger King launches its “Your Way Champion” managerial role, focusing on guest experience, order customization, and staff engagement. Restaurant operators can glean insights for elevating hospitality in their own venues.
Jul 20, 2026
Thomas Keller Restaurant Group will pay $2M to settle an EEOC harassment and retaliation case tied to Bouchon Las Vegas, closing a long-running action from 2018.
Jul 19, 2026
Fresh Kitchen names Bill Knopf and Matt Livingston to lead operations and development as the clean-label bowl brand targets growth beyond 100 locations.
Jul 18, 2026
Hardee’s franchisee Superior Star filed Chapter 11 after a 2023 deal revealed unpaid taxes, costly repairs, and lease burdens; plans to reject leases and refocus.
Jul 18, 2026
Cinnabon posted a net gain of 308 U.S. units in 2025 and launched Seattle’s Best Coffee in 2026 to boost beverage mix, margins, and franchise-driven expansion.
Jul 18, 2026
Explore the recent changes in Starbucks' remote work policy, implications for employees, and the shift towards in-office culture.


Starbucks recently announced significant updates to its remote work policy, marking a shift back to in-office roles for corporate employees. This decision follows a two-year period during which Starbucks started bringing employees back to physical office locations. Initially, this move sparked some resistance among corporate workers, leading to appeals to Starbucks to reconsider its Return to Office (RTO) policies.

The latest policy iteration states that Starbucks will maintain certain corporate roles in local markets and won't mandate relocation for individual contributors. However, all future hiring for corporate positions and lateral transfers within the company must now be based in either Seattle or Toronto. This move emphasizes the company's aim to nurture an in-office culture, believing that the best work outcomes are achieved through collaborative in-person interactions.

In articulating the rationale behind the increased in-office requirements, executives highlighted the importance of fostering an office environment conducive to effective teamwork and innovation. Despite this, Starbucks acknowledges the need for flexibility, recognizing that tasks often require employees to be outside the office premises, engaging with various stakeholders or traveling for business purposes.
To support employees through this transition, Starbucks is offering a one-time cash payment to those who opt to leave the company instead of returning to the office. This voluntary departure package aims to provide individuals with an alternative in alignment with their preferences. Notably, the company leadership plans to provide further details on this initiative to employees in the near future.
When examining the leadership's approach to the policy, it's interesting to note that upon his appointment, the current executive was not required to relocate to Seattle, indicating an acknowledgment of the changing dynamics in work arrangements. This reflects a degree of adaptability in decision-making at the higher echelons of the organization.