Boosting Restaurant Revenue by Including IT in Leadership Decisions
Too often, IT is brought in after the fact—asked to support tools or systems that don’t fully align with business needs. Jon Manes believes it’s time to change that.
As Vice President of Information Technology at Mambo Seafood, Jon makes the case that IT should be a strategic voice from the start. When IT is part of the leadership team, restaurants avoid costly missteps and uncover new paths to revenue.
Key Takeaways:
- Cross-functional collaboration leads to smarter, more aligned decisions
- IT can help vet whether a technology investment is actually needed
- AI kitchen analytics improve prep time accuracy and reduce waste
- Rolling planning cycles keep goals agile and connected
- Revenue lifts come from IT-informed strategy—not just new tools
A Seat at the Table
Jon emphasizes that IT isn’t just about implementation—it’s about insight. Including IT in leadership meetings helps teams evaluate whether a solution needs tech at all.
When every department—marketing, operations, finance, and IT—has a voice, decisions become more realistic and effective.
Aligning for Success
Shared decision-making also improves adoption. Jon shares that Mambo’s loyalty program rollout succeeded because every stakeholder helped shape it—from marketing goals to operational timing to IT integration.
This approach avoids surprises, secures buy-in, and delivers stronger results.
“IT having a seat at the table means all department heads discuss equally, provide their own feedback, and work together to make decisions on whether or not technology is needed in a solution.” — Jon Manes
AI Insights, Real Results
Jon uses AI kitchen analytics to analyze prep times, predict order readiness, and optimize staffing. The result? Faster service and reduced waste.
By assigning top-performing staff to peak hours and refining quote times for online orders, Mambo saw measurable revenue impact—without adding headcount.
Plan, Then Replan
Rather than relying on outdated annual strategies, Jon champions a 1-, 3-, and 5-year rolling plan. His team meets quarterly to assess shifting priorities—whether that means new tech, improved training, or wireless-first infrastructure at the next location.
This cycle keeps the organization flexible and focused on what matters most: consistent, profitable growth.
IT’s Strategic Voice Powers Profitability
IT leadership isn’t just good for technology—it’s good for business. By integrating IT into strategy, planning, and execution, restaurant operators can move faster, spend smarter, and deliver a better guest experience.