PODCAST

The Key Ingredient:
Why POS is a Gamechanger

Posted on March 15, 2023

In the fast-paced world of senior living food and hospitality, technology is quickly becoming a critical component for success. Our own Matt Stenerson, Co-Founder and CEO at eMenuCHOICE, joins Aaron Fish on the Tips from Trestle Podcast to discuss the value of point-of-sale systems in senior living communities. From revenue capture to process improvement to customer service, Aaron & Matt share valuable insights on why a good point-of-sale system is more than just a "nice-to-have" tool. If you're an owner/operator, executive, or even a dining director in the senior living industry, you won't want to miss this episode!

 

 

You can also read the full transcript below:

Aaron Fish:

Welcome to Tips from Trestle. This podcast is dedicated to discussing the senior living industry, with a unique focus on food, hospitality, and leadership. I'm your host, Aaron Fish. As a 25-year veteran of the hospitality industry, I've focused my work on creating exceptional experiences for the customers we serve. My goal for this podcast: educate, inform, and inspire leaders in senior living to bring food and hospitality to the front of mind in our industry. Let's bring the innovative and passionate spirit of hospitality to everything that we do for the residents, families, guests, and employees we serve each and every day. So what are we waiting for? Let's get to it.

Today on Tips from Trestle, I'm joined by Matt Stenerson. He is the co-founder and CEO of eMenuCHOICE Point of Sale. He has over 15 years of experience managing the development and implementation of complex software applications. In 2012, Matt began working with Lyngblomsten, a nonprofit senior living provider in St. Paul, Minnesota on an application to provide residents and their care center with more choice, while also modernizing their kitchen, hence paper-based process. In 2015, eMenuCHOICE won the LeadingAge Minnesota Leading Change Innovation Award, and Lyngblomsten began offering eMenuCHOICE to other communities. Today, eMenuCHOICE has evolved to support the complex needs of all senior communities, from dietary management and skilled nursing, to point of sale and assisted, independent living, and CCRCs, LPCs. eMenuCHOICE is improving dining at hundreds of communities throughout the United States and Canada. Matt, thanks for joining me today on Tips from Trestle.

Matt Stenerson:

Yeah, thanks for having me, Aaron. Glad to do this.

Aaron Fish:

Yeah, so in all transparency, we've worked together before in the past, so I want everybody to know that.

Matt Stenerson:

Yes, sir.

Aaron Fish:

But I always find that your origin story about how eMenuCHOICE came about so unique compared to other point of sale operators. And so I'd love for you to tell the listeners a little bit about how all of it came about.

Matt Stenerson:

Yeah, it was definitely a happy accident. You sort of hit the highlights in the bio, but in 2012, I was working at a software company in the Twin Cities. We did warehouse management software, and I had done a bunch of things starting with implementations and all the way into... I was at the time a director, and I think I had 30 or 40 reports kind of coming up through me. So deep into the kind of upper middle management kind of slog, but really at my heart, I was a technical person. I wanted to solve problems. And so this is before I had kids. I was doing iPhone and iPad apps on the side just for fun because that's what people like me do for fun, I guess. And a colleague of mine went to high school with this guy who ran a nursing home in St. Paul.

And he said they're trying to solve this problem that they're having where their residents are not feeling like they have the choice in their dining, even though they're kind of really on the bleeding edge, at least as far as skilled nursing goes in terms of what they're offering. And so I met with this group, Lyngblomsten in St. Paul, and we kind of started with the idea of making an iPad app to basically show pictures of food, so the residents knew what a Polar sausage was or what beef tips were. And really the idea was that the residents, they had all this choice, but they weren't understanding the options, whether it was language barriers or whether they just didn't know what these items were. And the kitchen was putting in all this work to serve these unique items and haven't always available menu, but the residents, there wasn't a communication there to show what those things were.

So they had tried to make like a three ring binder of 600 pages of the items. Pictures of every item, descriptions of every item. Because language was a barrier too. So a lot of the staff is not native English speaking. So when the special of the day was a Polish (POLE-ish) sausage and they said Polish (PAUL-ish) sausage, it's like, you're not going to order something that you don't understand. So that was the genesis of the idea. So we took that and we put pictures of all the food and it was really resident focused. And then really quickly afterwards, it was like, well, I was in the nursing home one day and I saw how they were taking the orders with paper and tallying up. They had 240 beds in this nursing home, 14 different areas where they served the meals, neighborhood kind of kitchens. And it was all produced in one kitchen. And I was like, well, we have the pictures. Why don't we take the orders in the app as well? So that was sort of a proof of concept.

Yeah, I mean, I've worked on the product kind of nights and weekends from early 2013 until 2015 when we won the LeadingAge Minnesota Award, and that's kind of we decided to fund it as its own company and start trying to bring it to other people. But really that was the thing. I remember having a conversation with Jeff at the time, who's now the CEO of Lyngblomsten and just kind of saying, "What do you want to do with this?" And I'm like, "Well, I don't know. This is a nice idea, but I can't imagine spending the next five years of my life on it." And that was 2012, and now it's 2023, so.

Aaron Fish:

11 years ago, right?

Matt Stenerson:

Yeah.

Aaron Fish:

It's funny that you mentioned the 600-page binder because that is such a crazy sounding solution that I have not personally experienced, but I've heard people telling stories that are very similar. Well, we're just trying to figure out how to solve this problem. And they always go to the most archaic idea, especially back then. It's like, yeah, I'll just take a picture of it and we'll put it in a binder and we'll just show the residents, or yeah, let's just get this new technology. I guess, it's kind of new at the time, the iPads and iPhones and, hey, look, we could put pictures on this, and I could see how it would evolve and just take its natural course. Now, one question, I don't know that I've ever asked you this. Where in the timeline of senior living focused point of sales would you guys say you were? I would think you were fairly early on in the process as far as operators that were or companies that were focused just on senior living.

Matt Stenerson:

Yeah, I think it's been sort of interesting to see the industry evolve as we've kind of evolved. We started in skilled nursing because that's where the problem was that we were initially trying to solve. And we pretty quickly saw that there was kind of a greater need and a greater sort of willingness to adopt the technology in the AL and IL space. But when we started, I think that CCRCs were kind of the only place in town that had a point of sale. And at that time, I wouldn't even have considered us a point of sale. That's one of the things that we've struggled with through the years, is how do you define an application like ours that is in sort of skilled nursing, and it's a dietary and order management system, but in AL, IL, CCRC world is, now anyways, it's a true full-featured point of sale. And it's like, how do you say one thing without alienating the other thing?

I think we have a really diverse industry with super diverse needs, and as we've seen super diverse processes. Lyngblomsten places orders ahead of time and like, oh, the morning of, and they prepare them in a big kitchen and distribute them to the kitchen so everybody gets what they want. But more and more we saw people were going to restaurant style. And now especially in the AL, IL, CCRC, it's not only restaurant style. It's like the nicest restaurants that you can go to. So I think we've seen the industry evolve, and we've seen where it used to be kind of a thing that people wouldn't even think to have in AL. It's sort of moved from, you need to have it in CCRC, and now we're getting into the point where we're getting phone calls from AL communities and they've already done the research and they know that they need something. And it's really interesting because that's sort of the idea that Jeff had all these years ago, was that someday everybody's going to need this, and we kind of see it coming true in front of our eyes.

Aaron Fish:

Yeah, no, definitely. It makes me go back to my first experience with a "senior living point of sale". I was at a CCRC when I first got into the industry, and this was probably 06, 07, and we were tasked with implementing this point of sale that was designed by our accounting software because the CFO wanted all the data to feed over. And in theory, it sounded amazing, but the more we got in and we spent six figures with hardware and software licensing and training and all of that stuff to basically have what turned out to be a glorified spreadsheet. It was not in any way, shape or form, advanced enough to do what we needed to do because we were trying to do restaurant service, and it wasn't really built for that. It was super frustrating.

And so it kind of lets me kind of fast-forward to more recent times, and it's 2023. COVID Is going away, gone, if you will. I mean, the emergency is going away in May. And so we don't really want to kind of talk about it, but it's had a huge impact on how technology has gotten more valuable and there's more awareness about why it's needed. And so what are some of the long-term changes in trends you've seen because of that with what you're doing?

Matt Stenerson:

Yeah. As much as we want to get rid of COVID, I think the long term effects of it are here to stay, right? I think there's no doubt about that. And I think we've seen in industry, a lot of the same things that we've seen elsewhere, particularly around deliveries and maybe places we're doing 10 or 15 deliveries a day. Obviously during COVID, when everything started, it went to all deliveries all the time. And we really saw our customers struggle with, how do we take a process that was designed to be restaurant service and staffing that was designed to be restaurant service, and how do we transform that to be, now we need to deliver 200 trays a meal three times a day, and we just don't have the people or the processes or the timing to do that. I mean, you lived through that as an operator as well, right?

Aaron Fish:

Yeah.

Matt Stenerson:

Yeah. So one thing that we saw immediately out of that, was the need for a resident portal where they could go in and actually manage their orders or order food for themselves. We had a feature that did that, but it hadn't gotten a lot of love. A few places would use it. People thought it was kind of a cute feature, but then very shortly after COVID hit, it was like, well, people were seeing their residents use DoorDash and Uber Eats. And so they're like, well, why don't we have this for our people? Why are they doing this kind of archaic call the front desk or call the kitchen? There's got to be a better process in this. So we really invested into making that resident portal nicer and more of a first class feature, and communities really responded and people started using it. And what used to be a cute, nice to have feature now is a feature that is almost becoming a must have because people are just getting used to the idea of doing this.

Aaron Fish:

Yeah. I love the reference to Uber Eats and DoorDash, right. Because I'm a firm believer that in the next five years, if we're not as operators running restaurants, pick the hyphen style out of it. If it's not a restaurant, if you don't come from that mindset of how do I make this thing make money for us, how does this quality, that level, we're not going to be successful. And so taking what we saw out on in the public and bringing it inside, I think makes so much sense. And it really gives better access for not just to residents but their families to be able to see, what's going on, are they actually ordering, are they actually eating. Because that's always a question, is mom getting enough food and things like that.

So it's cool to see how that evolves. It makes me want to ask you a little bit about your process behind that. When you're looking to develop the software a little bit more, how do you get to the point where you decide, oh, well we're going to invest in this versus not invest in this as far as time, energy, resources in development?

Matt Stenerson:

Yeah, it's a really tricky question. We have a pretty small team, but we built the product in a way where we could rapidly improve it and rapidly put features out. So there's a lot of, who are we talking to in the sales process and what are the prospects that we have? What are they asking for that we're not strong at or that we couldn't prove in? But it's also listening to our customers, and especially during the times of COVID. I mean, the resident portal is a good example. Another good example of just brute force prioritizing an issue that we kind of had on the back burner for a long time is reservations. Reservations were like, people would ask us about it in demos and we'd say, well, we don't really have anything. And they'd be like, yeah, well yeah, we probably don't really need that anyways.

But then June 2020 came around. I like to call it the first end of the pandemic, which is if you think about now, but at the time it was like, oh, thank goodness the pandemic's wrapping up. We're opening dining rooms again. This is great. But yeah, so people were opening dining rooms again, but if you remember, it was 15 people at a time or whatever it might be. And so we were getting lots of questions from our customers about, well, how can we manage this? So we basically put our entire roadmap on hold and said, well, let's do this reservation feature that we've been thinking about, and let's do it in a way that hopefully will be out of the pandemic at some point. So we want it to be a first class reservation feature for the future. How can we specifically add features to it that help people reopen their dining room slowly?

And so in a pretty short amount of time, we were able to develop that, release it. And the way that our software is deployed, everybody has it. As soon as it's released, everybody can use it. And we really did a lot of education to get the word out and here's how it works. Here's how you can use it to limit your dining room or to trickle people in or to have multiple seatings or things like that. So we try not to be only reactive on the software side, but I think it's really important that we can be reactive when we need to be. And we just don't develop a lot of things on spec. I think, like I said earlier, the industry is so diverse. We're hearing so many different things, and it's sort of my job as the product leader to say, here are the themes that we're hearing, and here's kind of how we can attack it from a product standpoint.

Aaron Fish:

I mean, that whole process is fascinating. And having been on the operator side and having had some of those conversations with you, there's a value to that that I think people don't understand or see that being able to be nimble in the process is so important. So one of the things that, coming from the operation side of things that I always want to stress, is my vantage point is that point of sale is a want and not a need when it comes to technology. We're talking about all sorts of things, but when it comes to technology and resident engagement and care and fitness and resident monitoring and all these things, but there's so much data that comes from the food service operation that can help you be better at it, be a better business, can help you understand your residents better. And so from your vantage point as a point of sale operator, what are you seeing around that? Are you seeing more and more people out in the industry realizing this? Or is it still kind of a, we're pulling people along in that process?

Matt Stenerson:

Yeah, we're definitely seeing people, I think you said want instead of a need, but what you meant to say is, it's a need instead of a want.

Aaron Fish:

Oh, yes. Yeah, you're right. I'm sorry. I got it backwards. This is definitely a need.

Matt Stenerson:

No, no. That's totally fine. But we're definitely seeing people realizing, like I said earlier, we saw it was a need in CCRCs, and now it's becoming a need in IL and AL, and as Jeff from Lyngblomsten had sort of predicted 10 years ago, it's going to be in skilled eventually, and revenue capture might not be the thing that they're focused on, but it's resident choice and process improvement and staff efficiency and all of these things. So it's definitely working its way through the industry from CCRCs backwards or forwards, kind of depending on how you look at it. But I think one of the main things that we're seeing now is with staffing the way that it is, and with food costs the way that they are, people are looking for a way to not cut costs and not necessarily charge their residents more because preferably you don't have to do either of those things.

But what they're trying to do is gain efficiencies where when you get new staff, they have a program that's intuitive to use where especially younger staff, I mean the training for a staff member, like a server for eMenuCHOICE, what we've heard from customers a lot of times is give them the iPad. That's the training. So you don't have to get too deep into it. Now, there's a lot of administrative stuff, there's a lot to learn, and certainly we want to have those experts, but the staff training, the folks that are coming in, and you might have some turnover on that, it's really important that be really easy.

And also that it has all the options that they need. So we hear from a lot of places where they used to have a lot of order inaccuracies, plates being sent back, things like that, because staff would come, they'd write the thing on paper, they might have a cheese or something in that, oh, we don't actually have Gouda, so you can't put that on a hamburger. But what's the point of sale? You have all the modifiers that serve, and they're all right there. So the servers kind of know without any training, so you're not getting food waste sent back to the kitchen. Right. And those types of things.

Aaron Fish:

I think that's a good point. In what I'm doing now with clients, I work with smaller operators and I think a lot of times, the value of that technology or that system to capture the data the right way. We were talking before we started recording about garbage in and garbage out from a data standpoint. And it's hard to filter that, especially if you're doing it all manually. And so if you're setting up your systems the right way and you've got a tool that will capture it all the right way, I think there's a huge amount of value in that.
And so thinking about this point of sale as a need, as you talk to some of your customers, where do they see their return on investment come from this, right? Because one of the things that I find unique about eMenuCHOICE, not necessarily in point of sales, but in senior living industry, is that you guys are cloud-based and you focus on the software piece and not so much everything else. And so I think that's unique, but because of that, kind of talk a little bit about that ROI and how your customers get the value from what you offer.

Matt Stenerson:

Yeah, well, we try to make the startup cost as low as possible. And so certainly bring your own hardware. Obviously, you might not have five or however many iPads laying around, but you can use those for other things. Or if we don't work out, hopefully we will, but if we don't work out, you're not locked into a $25,000 piece of hardware that's just sitting there collecting dust. The printers that we use, this is basically nothing's proprietary on the upfront side. So that's important to stress on the ROI thing is that whatever you put in, it's like it's yours. And we don't sell hardware, so we're not making margin on that either.

Maybe we should, but we don't. But yeah, I think the ROI that our customers are seeing, there's like some soft things that are harder to measure. I already talked about staff efficiency and residents not sending things back. And certainly residents notice honestly that food service is faster when orders are more accurate. One of the unexpected things that we heard years ago when we started doing. By the way, I love it that you call it restaurant dining and not restaurant style, I think that's an evolution that our industry could really use is we use the term restaurant style for a really long time. We're starting to drop the style out of that. And I really like that you emphasize that.

Aaron Fish:

Yeah. And it's funny because we're talking about a point of sale, we're talking about order taking, right? The reason that I think that distinction is so important is when you say restaurant style, what you're talking about is you're faking it out front and your kitchen operation is still an institutional model. But having a tool such as a point of sale where you can actually create an order in the moment, you can create the items and in the back of the house create. I mean, you're cooking like a restaurant would. It's an order. It's cooked to order. It's plated and served. You don't have all this stuff sitting is a huge value to quality, to your satisfaction. I mean, things that you were talking about that aren't quite as tangible, it's there. And you can't accomplish that with a paper manual system.

Matt Stenerson:

Yeah. And I do want to get to the tangible stuff because that's the easiest stuff to talk about, in terms of like the stuff that sells. But before I do that, I just want to emphasize too that actually I never wanted to be a point of sale. Actually for years. I actively avoided it because there's like 10,000 point of sales out there. And so it was like, what are we going to do that's so special? Why don't we leave the money stuff to somebody? I really, for a long time, I did not want to have that stuff in the application because it was more about the resident choice and about that kind of stuff. But the fact of the matter is that people need the point of sales stuff. It's a huge ROI, which I'll get to. But the other thing is because I was kind of resistant to that, what we ended up with was we have the healthcare features that the industry needs.

So we have allergens, we have integrations with all the major EHRs. We have allergen flagging. So if you're allergic to eggs, I'm not going to let you order the egg salad sandwich. I'm not going to let you order the omelet, and we're going to present alternates for you and things like that. So I think closing the conversation on the softer ROI things, like, it's a lot easier to take surveys. When the surveyors come in, it's a lot easier to show them, well, here's Aaron. He's on a diabetic diet here. You can see all the things that he's ever had to order. And you can see that we're kind of abiding by that diet, that we have notes on his profile that say, serving him half servings of cake or whatever it might be. All that stuff does lead to ROI, but it's softer. But let's talk about the more tangible things.

Aaron Fish:

Yeah, definitely. Well, and it's the good transition because one of the things that I talk about, I've been speaking to people about and work with my clients on is this idea of retailization, right? We see margins are being squeezed. Earlier, we talked a little bit about not wanting to talk about COVID, but the realities are, supply chains are squeezed, margins are going up, are getting tighter, I mean. Costs of things are going up. So how do we find revenue to be able to better support our operations and keep investors and owners happy? And I think, that's where a point of sale can come in and definitely help out as well.

Matt Stenerson:

And how do we do it? From what I said earlier too, how do we do it without sacrificing the quality of our food ingredients? How do we do it without making the residents feel like we're nickel and dimming them for stuff? So a lot of what we work with our customers on, because this is a lot too of, you could have the best point of sales system in the world, but if you don't adopt the processes to help support that, this is back to the garbage in garbage out process, right? It's really hard to see the benefit of something if you don't enforce processes. So what we're advising our customers on, and what we're seeing a lot of them do is to basically capture revenue that's walking out the door today. So rather than increasing the prices of your food, and you might have to increase the prices of your meals, that's just market reality, right? But rather than that being the main way to capture additional revenue, you could actually capture automatically delivery charges. Our customers captured 2 million dollars of delivery charges last year.

Aaron Fish:

Wow. 2 million of delivery charges. That's a lot.

Matt Stenerson:

That's a lot. And not everybody, still in our application, in our ecosystem, not everybody is charging for deliveries. And you don't have to. But if you do charge for deliveries, which a lot of people do, how are you tracking that today? Is it automatic? And that's kind of the point of the point of sale. Another big one is guest orders. So sons and daughters come in, right? Friends, whatever it might be. It's almost a million and a half dollars of guest orders from our ecosystem last year. And so how are you tracking that today? Can you put that on the residents account for them to pay later? Those are some big things.

And then there's some more not so obvious things. So a big thing, especially now that we're seeing and some features that we added in the last couple years to help people with this is, if you're charging for food by the meal, so lunch is $11 or whatever, what defines a meal and what happens when a resident wants an extra brownie or a double portion or something like that? And I think if you set expectations right with your residents, it's perfectly reasonable to charge a few extra dollars for your second portion or the takeaway coffee and brownie. You're not an all you can eat buffet, your residents know that. So if you just charge a couple extra dollars, that stuff really seriously adds up.

Aaron Fish:

Absolutely. No. One of the things I always railed against as an operator and was constantly struggling was this concept of service creep in food service, right? It's always, oh, well, we'll just give that away. Well, that's fine. It'll keep them happy. It'll keep them happy. And what they don't realize is that the end of the month, you just gave away an additional $5,000 in food costs, and why aren't you on budget? We don't understand why you're not on budget. Well, because you were telling us to give it away. You'd mentioned the guest meals. And it made me think about this idea of, well, if Sally comes in to visit her mom and she sits down and has a cup of soup, you don't really want to charge her that full $12 for a meal, right? So with your system, now you have the ability to say, oh, you know what? We're going to charge you $2 for your cup of soup, and it feels reasonable. And you're still capturing that and avoiding that service creep. So it's such a powerful point.

Matt Stenerson:

Yeah, I was going to bring up this. The same example, or even a resident wants to come down and have a coffee and a cookie, but they're like, wow, I don't want to pay the $12 meal charge for a coffee and a cookie. Well, you have this section or this group of items that you can get a la carte where your whole menu isn't a la carte, so you don't have to deal with having to price everything and the complication that goes along with that. But if somebody wants a coffee and a cookie, it can be a $3 charge to their room or to their decline in balance. And it's equitable for them. They don't feel like they're being taken advantage of because it's not free, right? But it's also, they don't feel like they have to pay a full meal charge for it.

And we also have, on the opposite side of things, we have a feature called premium items. I'm not sure if you guys had used it or not, but basically if you want to have prime rib on Friday nights, you can take your meal charge, which might be $14 and add $6 to it if somebody wants the prime rib. So it really gives you, as a community, the opportunity to go above and beyond, not all the time, but to be able to provide these things without scraping away your own margins that you need to survive.

Aaron Fish:

Yeah, no, and there's so many ways, and the irony of all of it is that as we talk through these things, that operators may be like, this is a really great idea. Restaurants have been doing this forever, right? So again, we're just taking the things that are working, that are profitable, that make sense, and bringing them to this industry and being successful with them. And so as we kind of wrap up here, I'm curious, what do you see in the future, next four or five years? Is there anything, one big thing that you're seeing or that you guys are working on that the industry can expect?

Matt Stenerson:

Well, that's a really interesting question. Yeah. I think the biggest thing is going to be continued integration and analytics with things. So we're definitely working on some data stuff sort of long term under the covers for the time being. But we have all this data. We can look at all these things, how can we act upon it? And then integrating with other systems around the community. So I said, we're integrated with EHR, we're integrated with billing systems. What does it look like when your point of sale is integrated with your resident and family engagement apps? So we have an integration now with a few companies in that space. But I think the holistic, all the community and software eating the world is a thing that they said back in the early 2000s. But really, it's like, it's true. And you can see it in our industry now.

It started with EHR. Definitely point of sale as a thing. All the engagement stuff of the industry. I just think all of these things need to be connected. It maybe comes from me working in warehouse management for nine years, sort of being in the execution space and not the resource planning space where we were the driver on the floor to get everything done. So we needed to talk to the conveyors, and we needed to talk to the shipping companies, and we needed to talk to the order management system and the financials. And I sort of accidentally found myself now in a similar position being a point of sale and needing to talk to the EHR and the billing system and the resident engagement and all those things. It worked itself out that I'm in almost the same place now.

Aaron Fish:

Yeah, I mean, a system can be great standalone, but I mean a community, just the concept of community is you got to tie everything and bring everything together. So I think that's a great point to wrap up on. So Matt, tell us how people can learn more about eMenuCHOICE.

Matt Stenerson:

Yeah. Well, the best way is to find us on our website, emenuchoice.com. Another thing that we're excited about is we'll be at some industry events in the first half of the year. So actually LeadingAge Minnesota is next week. So it'll probably be in the past by the time people hear this. But we'll be there for our Minnesota folks. We're going to be at the Senior Dining Association Synergy Show. I think it's in April. I just had the date written down in front of me. We're also going to be at the Senior Housing News Show, Dished, which is in Atlanta this year.

And then we'll be at some other places first half of the year, and then later in the year as well. So yeah, if you see us at an event, please stop by and say, "Hey." I think it's just really fun to, and we've had so many conversations in the past, you and I, Aaron, I think it's fun to talk to operators. What are the challenges they're facing? How do they overcome them today? What things can we do? These are just like you asked about the product earlier. These are just the things that I hear. And then it ends up becoming a product feature one day just from osmosis.

Aaron Fish:

Absolutely. Well, hey, Matt, this has been such a great chat. I always love talking to you about this stuff and how point of sale is so important to everything we do in the food service side of things. And especially as we evolve hospitality, we'll have to have another conversation about everything outside of food service and point of sale at some point in the future.

Matt Stenerson:

Yes.

Aaron Fish:

So thanks again for all your time and for joining me today here on Tips from Trestle.

Matt Stenerson:

Yeah, thanks for having me, Aaron.

Aaron Fish:

So there you have it, another one in the books. Thanks again everybody for listening. Please follow, like and subscribe on YouTube, Spotify, Apple, or wherever you get your podcasts. And follow us on Twitter at Tips from Trestle. You can also learn more about the work I do by following me on LinkedIn, Twitter, Instagram, and even TikTok. And be sure to check out Trestle Hospitality Concepts at www.TrestleHospitalityConcepts.com. I'm your host, Aaron Fish, and this has been another episode of Tips from Trestle.