The single-branch problem.
Independent kitchens carry the same waste risk as chains with none of the tooling. That asymmetry is most of our opportunity.
A supermarket chain has forecasting software, a category manager and a markdown policy. A twelve-seat restaurant has an owner who also expedites, and a rough sense of how last Thursday went.
The result is that independents absorb variance personally. They over-prep because disappointing a regular is worse than eating the cost, and the cost is invisible because it never appears on a report.
Giving a single-branch operator a demand channel for the last hour is not a sustainability feature. It is the first inventory tool they have ever had.
It is also why our onboarding is deliberately unimpressive: no integration project, no minimum term. The operator who most needs this has the least appetite for a rollout.
