Affordable Luxury, Invisible Tech: Big Mamma & Sunday with Victor Lugger

This week, Chris sits down with Victor Lugger, co-founder of Big Mamma and Sunday, to unpack how “invisible tech” (think: pay-at-table that just works) can lift guest experience, speed up service, and actually reduce the tech clutter on the floor. From 31 trattorias across 8 countries to Sunday now processing $4.2bn and hitting ~90% adoption in London, Victor shares the operator’s lens on what matters: faster, simpler payments; more time for hospitality; and real-world KPIs that move the P&L.

• Why “less tech, better service” wins: replacing terminals with phone-based payment, not piling on more tools.

• Adoption that sticks: 70% in months → ~85–90% in the UK when teams offer the option properly.

• Guest experience uplift: table turns +12–16% at busy brands; reviews surge when the Google prompt sits right after payment.

• Tips up, teams happier: 2–4× tips (UK) and ~+12% (US) thanks to AI-powered tip prompts.

• Loyalty that finally works in full-service: ~52% of Sunday payers enrol vs 2–5% on terminals; earn/burn becomes seamless.

• Enterprise scale: POS-agnostic (24+ integrations), terminals + pay-at-table + hybrid ordering where it fits.

• The “guest app” vision: payment as the universal touchpoint to identify 70–100% of guests and trigger CRM/loyalty, not just bookings.

• 00:00 Intro & sponsor: Lightspeed Restaurant

• 01:05 Meet Victor: Big Mamma (affordable luxury) → Sunday (pay-at-table)

• 07:20 Why paying is broken — and how Sunday made it 5-second simple

• 12:10 Staff first: freeing servers for real hospitality, not card machines

• 16:40 Adoption drivers: the team makes the metric

• 21:15 Fine dining vs casual: why higher spenders adopt more

• 25:30 Reviews & revenue: faster turns, Google love, real KPIs

• 31:45 Loyalty that isn’t cringe: enrol, earn, burn without friction

• 38:20 US scale, data-led operators, +12% tips

• 44:05 AI in practice: smarter tip options; ordering patterns; service recovery

• 51:10 UK market maturity: bookings, POS, checkout, CRM

• 56:00 What’s next: Dubai & US for Big Mamma; Sunday’s guest-app flywheel

• 59:30 Where to find Sunday & wrap-up

• “We’re not adding tech — we’re replacing old tech with something guests already have in their pocket.”

• “Give guests the option. If 82% choose phone, we’re doing something right.”

• “With Sunday, tips are 2–4× higher in the UK and about +12% in the US.”

• “On Sunday payments, ~52% of guests enrol to loyalty. On terminals it’s 2–5%.”

• “Dishoom Shoreditch went from ~10k reviews at 4.4 to ~38k at 4.8 in 18 months.”

Victor Lugger — Co-founder, Big Mamma & Sunday
Website: sundayapp.com
(Also live on the Tech on Toast Marketplace.)

Lightspeed Restaurant — the point of sale and payments platform helping operators fly through the festive rush and beyond.

• Big Mamma: 31 sites, 8 countries; Dubai opening; US expansion.

• Sunday: pay-at-table, terminals, hybrid ordering; 24+ POS integrations; $4.2bn processed YTD.

• Operators: want the numbers behind adoption, tips and table turns? Take our Tech Check and we’ll map your stack and intros.

• Suppliers: interested in a case study or Shift Talk slot? Get in touch via Tech on Toast.

What you’ll learnChapter markersPull quotesGuestSponsorLinks & mentionsCall to action

Episode Transcript

(00:04):
Welcome to the Tekntos Podcast. We are the home of hostility
tech. The Tekntos Podcast is brought
to you today by our friends at Lightspeed.
The holidays are here and your restaurant is buzzing.
But Are you ready for the rush? The festive season is make or
break time for many restaurants filled with non-stop tableside
service, kitchen chaos and complex reservations.
But what if you had a secret weapon?
Well, Lightspeed is that weapon.It's the ultimate point of sale

(00:26):
and payments platform that helpsyour team deliver seamless
service and incredible experiences.
Imagine your staff taking ordersand payments right to the table
with tableside, or having your front and backer house perfectly
In Sync during peak hours. Wouldn't that be nice?
Lightspeed gives you the tools to not only survive the
holidays, but truly shine, all while saving time, reducing
errors, and keeping guests coming back for more.

(00:46):
This season, let your tech do the work for you.
Close the year strong with Lightspeed Restaurant.
We're building Shopify for hospitality.
Simplicity of technology if you can put it in front of people.
Affordable luxury, Italian, authentic food.
We're not adding tech, we are replacing an existing tech.
Because there is a huge barrier,there's a, there's a mission to
go on to, to onboard it, to implement it.

(01:08):
The immense joy of this job is that we, we give people joy.
Second best name in hospitality tech behind Tech on Toast.
Feed people great authentic foodbut also create an extraordinary
Viber making payment faster, seamless, simple for everyone.
Welcome to the next episode of the Tech and So's podcast.
And today I'm delighted to be joined by Victor Luger.
I'm going to say probably say Luger.

(01:30):
Luger. Luger you see that's good.
And the Co founder of Big Mama and Sunday Victor, how are you?
I'm very good. Thanks for having me, Chris.
You are welcome. Welcome to Volvos.
This is our new studio. We've moved in here about, I
don't know about three months ago, but serious standing.
I feel like I've got all the gear and no idea now.
So we're all set up and and you're living in London, aren't
you? You've been here for.
Was it the last? I've been here the last seven
years. We moved as a family when we

(01:51):
launched Big Mama in the UK. So that's my restaurant business
that we started 12 years ago. And I I'm actually, I'm just
back from a year in Atlanta. Wow.
That was more Sunday driven, butwe're actually also launch,
launch. We're also launching Big Mama in
the US. Yeah.
I saw how many up to like 3030 odd sites.
We, you, we have 31 now, 31 across eight countries, one in

(02:13):
the US, the rest are in Europe. We're opening Dubai at the end
of the year. So it's it's also a pretty
exciting development on that one.
You're busy. Well, we appreciate your time,
we really do. And I think before we get into
talking about Sunday, let's justunderstand a bit about you, I
suppose, and how you've got to this point because it's, I
imagine you've got an interesting past that's led you
to this bit. Well, I'm French, so I'm I'm
very certain I've got a very interesting part.

(02:33):
I'm definitely. Interesting and it's very
exciting for everyone but how wegot there was 12 years ago with
my Co founder Tigran. We decided OK, let's do
something you and I together that was the start point and
then we looked at so many thingswe could do and we ended up in
hospitality very specifically inItalian restaurants I would say

(02:54):
because we didn't have a better idea and because we were
passionate about hospitality butnot knowing anything about
restaurants. So that was the start point.
Always a. Good place to start.
Yeah. Well, when you don't know
anything, yes, everything's possible and took us two years
and a half to open up first restaurants.
But from that point, it sort of went quite fast.

(03:15):
We had a very exciting development, probably because we
were quite busy. We, I think we hit a good spot
on the market, which I would sayis we define ourselves as
affordable luxury in the Italiansegment.
That's a very business way to describe it.
The way we decide, we describe it with my guts is we we have
this tutorials that of feel goodand where we try to both, of

(03:39):
course, feed people great authentic food, but also create
an extraordinary vibe. And that's 360 approach to to
hospitality, which is we're not say we're not feeding people,
but we're more giving them an experience is the definition of
what we what we've done. And that was the last 10 years
of us sort of growing these restaurants.
Some groups have success and then they do other type of

(04:01):
cuisines or other average spendsor other positioning on the
market. We're very much still very
truthful to the objectives of the first years, which is
affordable luxury Italian authentic food with mostly
Italian team and we've stuck to that.
But we've spanned geographicallyand that was more our thing.

(04:21):
And and then the second part of the story is, as I said, we
don't have many good ideas. That's why we ended up in
restaurants. Well, I think we had one.
I guess we had one. We built a pay a table feature
for ourselves, for our clients and our restaurants during
pandemic thinking, well, it's actually quite a ghastly moment

(04:44):
to pay in restaurants. No one ever challenged it.
I mean, no one challenged that. It was painful to hail a cab in
the street until Uber did. But until then, no one
complained. That's the way we did it, right?
And I think no one ever challenged the fact that you
would have to call the waiter and say, can I have my check?
And then they would bring the check and the whole Shazam, it's
a, it's a, it's a meaningless moment for everyone around the

(05:08):
table, both the way it's. Like, it's a queue, isn't it?
Queuing for anything but Britishlove queuing, but you know what
I mean? But no one likes paying.
It's just a negative experience at the end of a great.
Meeting, except no one complained about it because
that's how we do. And so then I thought, well, if
we're going to have to have QR code on our tables post COVID
for menus, which by the way, I think is ghastly.
And we, we don't have QR menus today at Big Mama.

(05:30):
We have physical menus because Ithink they really participate
into the experience of hospitality.
I said, if we're going to have to have this cure, why don't we
use them for something that is meaningful, which is making
payment faster, seamless, simplefor everyone.
And so along with another 20 IDswe had at the time, we do this

(05:50):
and three months later, 70% of our guests are paying with it,
70. And I said, well, that was four
years ago. I was like, this is insane.
Actually, people really like this.
Like we, we hit the. Option is quick, right?
As in, there was, there's no. Oh, it takes less than 10
seconds. You don't have to register.
You don't have to download anything you don't have.
You have this QR code on the table.

(06:11):
And when you want your check, you're going to raise your hand
and sit the normal way and say, hey, can I have my check,
please? And the waiter's going to say,
oh, the check is already on the table.
It's on the QR code. You can then pay with it, or you
can pay with me. Let me know if you would like me
to bring the credit card machine.
That's how it works. That's, that's, that's how it
rolls. Very simple. 70% of people end
up paying with it. Like if 70% of that, that's four

(06:33):
years ago. Today we are in London at 90,
across the UL across the UK at 85.
I'm thinking, OK, so if people are so engaged with it, we, we
probably we've hit a nerve here.And then and when I talk about
this later today, we realize that our staff loves it
cheekily. If I want to be a little cheeky,

(06:55):
I would say our lazy staff likesit because they can be more
lazy. And our great staff likes it
because they get so much more time on their hands to do
meaningful hospitality, which isreally interact with guests.
Oh, hello, Sir, how are you today?
Have you ever been with us? Oh, that's the menu.
Let me tell you about how we source our mozzarella, blah,
blah, blah. So that was the start points and

(07:19):
we partnered with Christine de Vandell, who's my Co founder.
She's American based in Atlanta.Now she's in New York and and we
said, OK, let's, let's do it. And because at Big Mama, we're
quite knowledgeable of both the UK and the French market, we
said let's do it in France and the and the UK.
And because Christine is in the US, let's launch Sunday in the
US as well. And let's call it Sunday.

(07:40):
Why not? Why not?
Yeah, well, and why did you callit Sunday?
Yeah, Well, again, why not? I love this.
At least people remember it, which is a very good start for
which is a good start for a brand.
And the the the true story is that Sunday is the moment where
you have free time on your hands.
And the whole point of Sunday was to empower people back with
their time. So you as a guest, we're going

(08:02):
to be chatting until the very last moment of our lunch and
then we're going to pay in five seconds.
We're not going to end our lunch10 minutes earlier because oh
shit, we need to be going in 10 minutes.
Let's start thinking about paying out.
If you see the waiter, would youmind waving at her or him?
You see my point? So you have your time at the
restaurant until the very last second and at least just as

(08:25):
importantly, our staff as restaurateur have their time to
do what they really like to do, which is take care of people.
I don't think any way to wake upin the morning and say today I'm
going to be carrying these little pieces of paper and it's
going to be awesome. No, I've been, I've done a lot
of waiting in restaurants in my time and I still do.

(08:45):
And the immense joy of this job is that we, we give people joy
and you know what? They give it back.
You receive a lot of love as a waiter.
No one receives love because they bring a credit card
machine. So that was the whole point of
Sunday. Sunday is we're giving you your
time back. And Sunday is that time of the
week where you have time back onyour hands.
Second best name hostile Tech behind Tech on Toast.

(09:07):
So no, it's a great name. It's very memorable.
And I think the fact that you have lived and breathed
hostility all the way to that point must have given you the
learnings you had. I mean, you've mentioned if you
were in there from build, from building the product, but what's
it been like taking the product outside of your four walls into
the market as a tech company andthe lessons you've learned
there? Because it must.
It must be another different challenge, I suppose.

(09:31):
I'll be frank, it is not. I am heavily biased and so we at
Sunday are heavily biased because we are restaurants or
two. So I think we over index on
certain things in our product. We overspend time, money and
energy on certain aspects and these aspects are that the
product is actually really used by the staff and by the guests.

(09:56):
We don't come from a start pointwhere we are tech people and we
believe that tech is going to transform the way we do
hospitality. I don't think tech is going to
transform the way we do hospitality.
I think tech is going to improve, yes.
OR, and hence the way we do hospitality.
I want restaurants to be always more hospitable.

(10:16):
I want more interaction with thestaff and by the way, when I
built a product, I don't want tobuild a product so that the head
of marketing of this restaurant group or that restaurant group
can say that they launched Pay aTable in a group.
I want to build Pay a Table so that every waiter and every
guest use it. The number one KPI I follow at
Sunday is what we called adoption, which is on 100 LB of

(10:40):
turnover that the restaurant is making.
How much rent through Pay a Table?
Is it 60? Is it 70?
Is it 90%? What?
Is it? Well, on average in the UK it's
48%. All our best clients are at
7080. So we're talking about 80% at
Casa de Franco, which is one of MMJMK, it's like 89 or a or 90%

(11:06):
of every guest passing the door pays with it.
Which, by the way, tells us thatthe, the, the, the, the, the
great public, the the Londoners,I mean, they're, they're ready
for this. They have been ready a long
time. Yeah, No, I agree.
You have a billion people who are using ChatGPT today.
My point is the greater public can change and move to new
technologies if they are simplerand and more lean very quickly.

(11:29):
I think our challenge is to accompany restaurants through
the change. And it's restaurants are not
just restaurant owners, but alsorestaurant staff.
And the fact that my, my job at Big Mama is to take care of my
staff, whom in turn take care ofmy guests, that's, that's very

(11:50):
much our bias. And do you, do you think that
that barrier to entry, I suppose, because you're right, a
lot of hostility tech, I think that that we work with there is
there is a huge barrier. There's a, there's a mission to
go on to, to onboard it, to implement it.
Do you think actually the the wave to proper hostility, you
know, I've spent 25 years doing this myself, is actually
bringing in technology that is seamless, that's kind of

(12:10):
invisible almost that it just fits into people's days without
having to have this huge rigmarole of having to on board
it, kind of train, retrain staff, retrain, actually what
you do really well in the restaurant.
But to fit a piece of tech in, you're talking about putting
technology in where it sits alongside these waiters and
waitresses that can help these servers kind of serve tables in
a way that you want to achieve from a five star standard or

(12:31):
from a luxury standpoint. So your question makes me think
of two things. One, I want less technology in a
restaurant. Yeah, not more Sunday with a
small QR code on the table or a through AQR code that you're
going to bring at the end of themeal instead of the check.
We replace, we're not adding tech.

(12:51):
We are replacing an existing tech, which is the credit card
and the payment terminal. This is a, this is called tech.
You have a payment terminal. It's a tech object.
We've had this tech object for 60 years, OK.
And before that we had banknotes, which is a form of
tech as well. We're just moving that tech to
the new, to the 21st century with something that is more

(13:12):
seamless because we're using thetag that is already existing in
your guest's pocket. So I'm not adding tech.
I am replacing an old tech with a new tech.
I think if a restaurant or I don't know, in Leicester or
Birmingham listens to this podcast, The Smart, the the
simplest way to explain Sunday is 25 years ago OpenTable

(13:35):
invented online reservation and their point was we're going to
replace a telephone and a notepad with booking on
Internet. It is just replacing the
telephone technology with the Internet technology and it takes
everyone 2 seconds to realise that in most cases it is just
better for everyone. So which leads me to my second

(13:59):
point, which is I don't believe that everyone should pay with
AQR code. By the way, Sunday we have way
more than pay a table. We also have payment terminals.
If you go to any Deshume restaurants, you'll use our
payment terminals. In the across the UK, we have
order and pay. We have hybrid ordering.
So if you go to Arcade, the big food courts in London, you will

(14:21):
order your meal from Sunday and you will pay at the end.
OK. If you go to many burger shops,
like Gordon Ramsay's for instance, you will order and pay
your, your, your meal with us. So we have a lot of
technologies, but if we stick topay a table, I don't think every
guest passing the door of your restaurant should pay with their
phone. I think it's our job as

(14:43):
restauranteurs to be the most hospitable possible and that
includes giving them the option.Yeah, choice, I mean.
Giving them choice. You have bottled water, you have
tap water. If you're in the US, you have
valet parking or people can parkthemselves.
And here you can pay with your phone or you can pay with a
credit card machine. And guess what?

(15:04):
You can also pay in cash. In my restaurants.
You can book by making a call oryou can book online.
Guess what? 86% of people book online and
82% of people pay with Sunday with their phone.
Which means, by the way, then 14% don't.
You still have 14% of everyone entering Big Mama restaurants.

(15:27):
They don't pay with Sunday. They pay with a credit card
machine. They pay with cash for for many
good reasons. Maybe they're 76 years old,
maybe they don't have Apple Pay.Maybe they have Apple Pay.
They love Sunday, but it's theircorporate credit card and their
credit card. Their corporate credit card is
not on the Apple Pay. I don't know and it's maybe the
waiter has these very good glasses and they want to see the

(15:48):
waiter again. I there are so many reasons why
14% of people will rather not pay with it and it's absolutely
fine. My job as a restauranteur is to
give them an option. But if I give an option to my
guests and 82% of them pick it, I'm like I'm probably doing
something right. Yeah.
And and do you see correlation between different verticals, So

(16:09):
fine dining, casual dining to adoption.
So do you see potentially in casual dining you see more
adoption than you do in fine dining or isn't there a rule
yet? Is it not?
I love this question because my answer is going to be very
shocking to a lot of people. Could be love to shock.
Carry on. The answer is no, right?
We have exactly the same adoption in high end and in fast
food. Actually in high end it's

(16:31):
slightly higher. Why?
Because people who can't afford to spend 60 or £100 on a meal,
they usually buy a lot of stuff online.
They travel the world, they knowhow to use they, they buy on
Shopify with Apple paying seconds every day.
And the worse people get, the more they hate to wait it it.
It's linear. So the clientele in higher end

(16:53):
restaurants is actually more even more receptive.
Now what does impact adoption? It is not the guests if you're a
restaurant or in the UK, actually if you're a restaurant
or in the US, which is not the biggest part of our business or
in France, we, we process 4.2 billion a year just to give a
sense of scale. That's that's the side.

(17:13):
So, so yeah. And in the UK, 41 million
people. Well, no, 41 million payments
were done with Sunday since the beginning of January.
So it's some some more repeat. So pretty much 35 million people
paid with Sunday since the beginning of the year, just to
give a sense of of scale. So what I know is I know your

(17:34):
guests will love to pay with their phone.
At least 82% of them that I knowwhat's going to make you have
that much of an adoption or maybe less is if your staff uses
it. So if your waiter, when they
say, oh, can I have a check? If your waiter say, oh, check is
on the table, it's on the QR code, you can pay with your

(17:55):
phone or you can pay with me. Let me know if you'd like a
credit card machine. If they do that, you're going to
get 80% of people paying with it.
If they bring a paper check because they forgot because
they're not using it, well then if you bring me a paper check,
I'll give you my credit card. This is ingrained in my brain,
right? So the variance what what makes
adoption high or low is the staff engagement.

(18:17):
And this is where I think Sundaywe're doing something right,
maybe because we are restauranteur, but our focus,
our massive focus is on staff empowering.
I was going to say, is that partof so when you're bringing a new
customer on, is that quite a lotof the conversation actually
saying that to make this really flying work for you, actually we
need your team to join us on thejourney.

(18:37):
Yes. So every staff member will have
will will enroll automatically on your on their Sunday account.
They will be trained, they will receive money to get trained and
then they will receive all theirdata, how many Google reviews,
how many the how, how they were rated by their guests, etcetera.
So they can track their, their performance, their usage.
Also there are benefits. Staff makes 3 to 4 times more

(19:01):
tips on Sunday than if people pay with their credit card
machine on. So if you're outside of London
and your tips, we make twice as much tips.
If you're collecting tips on topof surcharge, we're making four
times more tips. That's crazy.
And I was going to ask actually so the benefits, I mean you've
talked quite a lot about some ofthe so both for the guest and
for the employee. So if you think about from a

(19:22):
guest perspective, they've. Got well, it's for the guest,
it's for the employees, it's forthe restaurant.
So if you think I'd had on a bigeasy, very busy restaurants,
their tables turn 16% faster. My table at Big Mama turns 12.
Sorry, 15% faster. So when you have a queue outside

(19:43):
your restaurant, so on a Monday lunch, it's not going to change
that much thing on a Friday night.
How much money, how much more money do I make as a restaurant
when my table turns 15 or 16% faster?
Is it 4? Is it 5?
Is it 6%? I don't know.
But we're talking persons. When you improve anything by
persons in hospitality, it starts to be big because it's a,

(20:05):
it's a very old business. So it's it's.
So that's one example. How many Google reviews does
Deshum Shoreditch have? I think 38,000 was a 4.8 when
they started with Sunday 18 months ago they had 10,000 was a
4.4. So as the, let's say you're

(20:25):
tourists or if you're a professional and you're in that
part of London and you're looking for a restaurant, Google
is the number one driver 10 times before Instagram of
traffic. And you go on Google and you see
these restaurants who has 4.8 and 1020 thirty thousand
reviews. And you see the restaurants next
door who has 4.3 with 436 reviews.

(20:47):
Where'd you go? Yeah, this is a huge drive.
How is the product? Doing that then so you explain
how the product drives that. That's a very good question
because if you if your guests pay with credit card machine
like in most restaurants still today, who goes on Google and
rate your restaurant? Mostly frustrated people and
haters and people, unhappy people and the occasional Gen.

(21:09):
Z or Instagrammer. OK, nice person.
Do you write questions on Google?
No, no, not unless. No, and I don't blame you,
right? So what happens is when you get
to be paying on your phone in literally 5 seconds, you scan
the QR code, you see your check.The first thing you see on your
screen is your check. You have an Apple Pay button,
your Apple Pay, you're done. The next screen is how do you
write your experience? And boom, we push you to Google.

(21:32):
And So what we do is we get everyone, normal people to be
facing your Google page. And you know what?
The normal breadth really loves to share.
To share some love, if it's easy.
Yeah, I'm giving feet that that's I think that the last bit
you said that easy part, the simplicity of technology, if you
can put it in front of people and forget the tech as you said,

(21:53):
But if you can put that experience of paying them,
reviewing straight next to each other with within seconds of
paying and then leaving, it's it's so much higher.
I mean the adoption and the rateof doing it, obviously you've
already proved it, but it's justobviously people are going to do
it more. People like me who probably
couldn't be bothered going home,going onto Google or going onto
my phone and going onto Google. But doing it straight in front,
of course I'm going to do it because we're still packing up
to go. Yeah, still leave it.

(22:14):
And it's your phone. It's super, it's super simple.
I'm sure you've been in the, in the, in the past in restaurants
where they would bring you a tablet to say, did you like your
express life? Oh, this is ghastly.
This is a tablet. Who put their finger there?
And please, why, why bother? I, I just paid, I want to go.
Whereas here it's on your phone.It's literally 2 seconds.
Boom, five star. I really had a good time today.
Boom, five star. It's very simple.

(22:34):
So again, we're not doing more technology.
I'm a restauranteur at heart. I, I, I love people, I love my
guests. I love my staff.
That's, that's the, that's the bread and joy of my days.
If we can make their life easier, then I think technology
has a meaning for restaurants. If we don't, then I think we
should. We should not do it.

(22:55):
And, and what surprised you because obviously if you think
about it, you, you mentioned straight away you were up to 80%
really quick in terms of adoption from your guests.
But what surprised you from, let's not call it a tech country
for building this experience in payment across new customers and
new and new verticals. What surprised you in the
journey so far? Because there must have been
things you think I did not thinkthat was going to happen, good
and bad. Well, I'll start with, OK, I'm

(23:17):
French, maybe I'll start with a,with a -1.
And the example of OpenTable helped me a lot.
So when OpenTable came, remember25 years ago, So that's it took
them a long time when they arrived and say, oh, now we
enable people to book online. Most restaurants and everyone in

(23:38):
Michelin stars, etcetera said, Oh no, there's no way we're
going to do that under the sun ever.
We are hospitality. I want a phone and I want a
human voice behind my phone line.
This is what hospitality mean. And that took, it took them a
very long time for most chef to realize that they were the 1 not

(24:00):
hospitable. If I want to book in 10 seconds
at 11:00 PM on my phone rather than having to wait for tomorrow
and queue over the phone and youmisspell my name and shit, it is
hospitable to give me that option.
And so at some point, but it took years and years,
mentalities shifted to OK, the core of what we do is not

(24:23):
booking. The core of what we do is
restrooms. Let's focus our energy here and
give people what they want. This is what hospitality means.
And so now we're, we're, we're past this moment, but in the
first year, the first, we're four years into the adventure,
the 1st 2 years, a lot of peoplewould tell me, Oh no, this is
not for us. I don't think it fits our brand
image. It's a pandemic thing.

(24:45):
Yeah, you must have heard. That, yeah, how does that not
fit your brand image? That you're going to have me
wait for a credit card machine. I'm going to have to tap my card
and if I want to split, I'm going to have to tell you in
front of my friend that I had the Pepsi and the burger and she
had the green tea. And this is, it's a ghastly
moment. How does that not, how does that
not fit your brand image to allow me to do things very

(25:08):
seamlessly if I want to? So that was a surprise.
And it's actually very normal because it took, it takes years
for these shifts to happen. It doesn't take weeks or months.
Now, what surprised me in a positive way is that if you're
in the countryside in France, inLiverpool or in Atlanta or in

(25:30):
Manhattan, NY, guests on averagehave almost the same appetite.
We're going from 78 to 82% of guests who loves to pay with it.
So yes, in the countryside in France, it's 78% of people who
will choose to pay if given the option.
In London, it's going to be probably closer to 90, but it's

(25:51):
still over three quarter of them.
That was a huge surprise. But then again, now we're four
years later and we see that a billion people are using ChatGPT
in the span of 12 months. And I realized that the end
customer are actually very keen on on technology if it's
simpler. Yeah.
And I think that's where we're at, isn't it?

(26:12):
I think that AI adopt, I mean, you start with Amazon, probably
with the way people shopped 10 years ago, and then now you're
looking at the AI adoption. And yeah, that is really driving
changing behaviour. It's almost like the consumers
ahead of the, the, the business for once, which is quite weird
in terms of we're consuming IAI before we use it in our
businesses and before we use it,which I find quite an exciting
thing because it means that the commerce has to catch up almost

(26:35):
an especially hospitality. Sorry, you were going to say I I
jumped in. No, no.
Another differences we've seen are difference between
countries. So in the US where where we have
now over 50% for business, restaurant groups are overall
bigger, so they're more structured.
Yeah, more enterprise. Type more enterprise and they

(26:56):
are extremely data LED. So if I'm in a meeting with
someone, I say, well, the average adoption will be 78,
five to 80% of your guests who love it.
They stop me and I say sorry, pause here.
So you're telling me that so even if it's half, if it's half
as good, how can I test it tomorrow?

(27:16):
So they are very data-driven. And are you in in America are
interested, are you, is it how far in terms of adoption of this
type of product are they, are you quite early there?
No. Because they still, I mean they
were still, I was there last year.
We're still taking the machine away and doing the PDQS and you
know. So again, we process 4.2 billion
so, so we're not covering the entirety of the United States.

(27:38):
We still have a long way to go, but adoption is the same.
Adoption is the same as in the UK or in France.
Obviously the market is way bigger and for AS the
opportunity is even more striking for two reasons.
First, because tips are even more important and we increase
tips by 12% in America. So waiter who use it Sunday will

(28:02):
get a 12% increase in their wages which is huge.
The second is restaurant or extremely data-driven.
When I say to a restaurant that her table is going to turn 15
percent, 12 minutes faster on average, again, they stop me
here and they say, can we start tomorrow?
When we say we're going to collect you between 1000 and

(28:23):
2000 feedbacks a week from your guests versus the 50 or 60 that
you're using today to assess if you're doing a good job or not,
they're jumping at it. So they're very data-driven.
That scale must be super interesting for you as well,
because to work with brands thatbecause in the UK enterprise
brands are few, right? There's no as as in like what
you would call an American. And there are even fewer in

(28:44):
France. So in in America, you speak with
a local group and they have 20 restaurants and each of them
turns 10 million. And I, and I imagine seeing
Sunday at that scale must be super exciting for you guys
because actually it's that real test bed of saying, look what we
can do on a, on, on a really bigplaying field where you're
saying those Google reviews can tip the cup really quickly.
Absolutely. And yes, This is why if you're

(29:07):
building food, food tech and if you're building payment
technology and hospitality technology, you, you still have
to make it in America if you want to massively change a usage
in the Western world, which is what, which is the journey we're
we're on. We're at the very beginning, but
that's our journey, yes. And then in France, restaurants
are way smaller. So again, they have different

(29:28):
focus. They're very focused on waitress
and guests in France. In the UK, they're very brand
conscious. So our UK customers have pushed
us to improve and to make Sundayfully customizable.
They've pushed us for hybrid ordering, which allows you to
order but just pay at the end orreorder.

(29:49):
So typically at arcade, they seea 23% increase in basket size
versus when people were orderingwith waiters because they can
just, oh, let's reorder, click, boom, a round of beers.
But I don't have to pay every time because that's a very fast
casual fast food experience. So I can just reorder a round of
beer, but just I'll pay in the end.
But 23% increase in basket sizesis pretty meaty.

(30:12):
I believe and, and you know, andit's, it's very interesting
because I study, I was in America with Hard Rock for about
7 years. And I remember doing a study
around, they were talking about technology, automation, all this
kind of stuff. This is 20 years ago, but we
were talking about it versus the, the human server.
And we were trying to work out, could we still deliver our
experience and make the same basket size or the same cheque
size versus doing it through Andwhat we've seen since Kiosk

(30:36):
arrived and that kind of behaviour.
And you've seen the, the way that actually, especially in the
UKI think people like to order. They don't, don't know if it's
an embarrassment thing or whatever it might be, but you
seem to see cheque numbers rise when you've got the ability to
control your own experience, which I find very interesting,
but a great way to can do that for you as well.
So it's it's kind of weird people must sit in the middle
and think, which way do we go? Just for the sake of clarity

(30:59):
here, we have many different products.
Our main product is pay at table.
So we just do the payment. We do not do the ordering nor
the menu, etcetera. We are giving an additional
option for people to pay in a few seconds.
All right. Then we have other products to
address other parts of the market, food courts, fast

(31:23):
casual, fast food for these restaurants.
We have order and pay and what we called hybrid ordering, which
is you can order but pay at the end just to to separate.
Because when people at Lisboeta or Maison Francois in London,
etcetera, or the Tao Group users, obviously they don't
order. These people are focused about

(31:45):
actually having more wait for time dedicated to hospitality,
not less. Whereas in the food court, you
can actually effectively replacequeuing and ordering from a
kiosk with your sticky finger onthe sticky kiosk or ordering to
a poor person just taking an order after the other.
You can actually do that on yourphone way.

(32:05):
What's in? The pain in the payment, pain in
each different vertical basically depending on what
you're doing. Yeah, so and you have product to
kind of sit across those barriers, Yes.
And how hard has it been? Because I guess you have to have
a lot of partnerships. Oh yes, partnerships are great.
Yeah, for you guys, because to be able to do when the UK are
pushing you into, you know, asking for different product or
different features, how much have the partnerships been key

(32:26):
to your growth, particularly in the UKI suppose over the last
three years, four years? I guess they've been essential.
They're the core for what we do.So from the start, we said we
are not Apos. So let's start with POS
integrations. We are not Apos and will never
be because POS have to have verylocal capacities, capabilities

(32:49):
and specificities. It's pretty hard to change your
POS as a restaurant. We don't want people to have to
change their POS to use us and we want to, I mean, we're
building Shopify for hospitality.
We are ready. We had more than 100 million
people paying with Sunday since the first of Jan this year to

(33:11):
achieve that scale. We want to be able to work with
every POS. So we now integrate with 24 of
them and that was key. It's part of our ethos of what
we do to say we are POS agnosticsolution and with most of these
POS we have and in hand with them created the APIs for Pay, a

(33:32):
table that in most cases were not existing.
You had APIs for all in Pay, forinstance, because Uber and
delivery etcetera build these APIs 10 years ago.
But for pay a table they most ofthe time didn't exist.
So we're an excellent complimentto Apos when you want, when you
want to improve your payment stack.

(33:53):
So in this respect, partnershipshave been keys.
The second thing we do is we partner with best of breed
products across the spectrum, inparticular loyalty.
So what Sunday does is we make loyalty work for full service
restaurants, but we don't do loyalty ourselves.

(34:13):
What does that mean? We partner with pretty much
everyone under the sun in the loyalty business here in the UK.
So you will have your loyalty partner that does CRM tie ring.
What do I get? Who does get what?
What's my client base? How can I speak to them?
How can I e-mail them, text them, make them repeat, make

(34:35):
them come back, make them book. These are extremely complex
softwares. If you want it to work, you need
a best of breed solution. You need people who do that day
in, day out. Specialist.
Specialist. And if you want pay a table that
works, you need specialists. And by the way, if you want a
good POS, you need specialists and so we partner with them.

(34:57):
But what we offer is we offer the interface where guests
effectively enroll, earn and burn because this has been the
problem in full service restaurants for the last 50
years. Are you member of any loyalty
program of a full service restaurant?
I. Think I am.

(35:17):
You're probably not, no. The reason for that is in in
fast food or at Gail's or at Pret A Manger, it's quite easy
to be part of the loyalty because you pay at the counter.
So it's easy for you to scan your QR code or to show your
cards to the to the cashier. In a full service restaurants
where you usually traditionally pay with payment terminals, it's

(35:40):
very complex to enroll your guests and to allow them to earn
points. Just like you earn points on
British Airways where you buy a plane ticket, you earn points
seamlessly. Well, when you pay with Sunday
on your phone, you earn points seamlessly.
Wait for this figure because it's mind blowing.
On 100 people who pay with theirphone on Sunday, 52 enroll in

(36:06):
your loyalty scheme. When people pay with payment
terminals, we're closer to 2 to 5%.
Wow. OK, so we're more than 10X in
enrollment. And once you're enrolled, you
will earn points seamlessly, just like I earn miles on
British Airways. I don't even think about it.
I just earned them and then whenI want to burn them, use my
points exactly like I will use my miles on British Airways.

(36:29):
I will be paying my cheque and Iwill, oh, I've got a 5 LB
voucher because I've been very loyal to that brand.
And I will just click a button and it's deduced from my bill
and boom, my Apple Pay. Done.
Thank you very much. I'm a very visual guy, right?
I'm picturing looking around at a restaurant.
There's 4 sections and that means two of the sections in
there you could convert to loyalty through Sunday
potentially. Yes, it's one guy out of two

(36:50):
passing your door. It's crazy.
It's so it's. Crazy cuz I think we just done a
loyalty series actually with Zonal recently we done a podcast
series with them and that you hear about the journeys,
Restaurant Bills were here, Buckham Pub Group were here and
just talking about their journeyof having to get there and it
felt difficult. It feels like they're having,
it's almost a struggle to get from A to B, but they're they're

(37:11):
some getting some success now, but I think that's been going on
for years. But pause here.
Loyalty works. It works in retail, it works in
airlines. We don't have to reinvent
loyalty. Just to prove it now.
No, you just have to make so youhave the tie ring systems and
what you give for loyalty which is both cash back and
experience. Again the the airlines do that

(37:31):
very well. Don't reinvent the wheel.
What full service restaurants and pubs etcetera need is a way
for people to effectively enroll, earn and burn.
This is this is the faulting piece of the ecosystem and this
is what we do. We don't do loyalty ourselves.
We partner with people who are professional at it, but we

(37:52):
enable the flywheel mechanics. Yeah, yeah.
So I mean at British Airways there are two teams.
There is the loyalty team and they build a tie ring system and
the points etcetera. And there is the British Airway
app team, they build the app where you book your plane, you
pay for your plane and you do 700,000 things that you need to
do, choose your meal and stuff like this.
We are the British Airways app team.

(38:14):
We do the app where you go and you pay and you and then we
partner with loyalties that are building the tie ring systems,
the CRM, etc, which is a very specific world.
That's unreal. You're the.
Facilities of it, right? Yeah.
I mean, we're partners. So we are one of the piece.
We are. It's a team effort.
Yeah. And and I want to ask you, well,
I've got you because in terms ofthe market and we always talk

(38:35):
to, we're talking to operators often, where do you think they
are in terms of understanding because we look at full taking
us to the fuller text that looking at what technology can
do for their business. And you've spoken very clearly
about, you know, looking at technology in a way that it
should be serving hostility, notthe other way around.
Where do you think we are as in in the UK market?
I suppose in terms of adoption of moving to, I suppose,

(38:56):
modernizing hospitality to beginto make it more of AI, Suppose
an intuitive business where you can join loyalty apps very
quickly, you can pay very quickly, you can control your
journey. If you had to percentageize
where you think the industry's at in terms of it's adoption and
understanding of it, could you do that or is it a very wide
question? I would say we're in a very good

(39:18):
place in the UKI mean, I can compare to the US, yeah.
That's what I'm saying, and you've got good knowledge.
Of and to continental Europe. I think the main pieces of
technology that you want to haveas a restaurant is a fast food,
fast casual or a full service isa booking platform.
And we have modem booking platforms in the in the UK, 7
rooms doing great, OpenTable blah, blah, blah.

(39:40):
And they are modem and they are best of breed.
This is very democratized. You need Apos and the we have
some PO that have been British PO s s who've been there a long
time who are evolving quite fast, which is great.
Plus we have new incumbents, mostly Lightspeed and Toast who

(40:02):
are making big entries in the market and they are pushing the
market forward. So they are driving change in
the market, I think. This again makes the UKA way
more advanced country that any continental European countries
for instance. Then you need a check out
solution Sunday here. Works very well.
Again we have one of the highestadoptions in the UK.

(40:24):
Why? Because London is extremely
advanced in terms of payments. People have been paying their
tube with their phone for the last 15 years.
So London is one of the most advanced city in the world in B
to C payments for that reason Sunday as a checkout platform.
So you have your reservation in the middle, you have your POS

(40:45):
and at the end you have your checkout platform Sunday both
with pay a table and our paymentterminals that integrate with
your POS and enroll your loyaltyetcetera, etcetera is very
developed that that was the three main breaks and then you
want to accelerate that fly thatflywheel with CRM and loyalty.

(41:06):
But again, in the UK we have a lot of good players.
I don't think we miss we miss good players.
I swamped that there is there isthere is rather more players
here than in any other countries.
I know there is, if one thing inthe UK, maybe there's a little,
there was a lot of noise about alot of initiatives, a lot of

(41:27):
small local initiative that, butit's, it's good because it's
making the market move forward and change.
So I think we're in a great position and I think restaurants
are are very conscious that there is a path to technology
where it feels from a guest perspective like you have less
of it and from AP and L and hospitality perspective like

(41:51):
wow, you're having so much more.Yeah, it's like running a great
shift, right? You should never see that in the
in the server's eyes is the swantheory, isn't it, that the
server is constantly attending to their section, doing a great
job, but actually the reality isinside this hell breaking loose,
right? The kitchen's off the.
Water who found though, is passionate about the swan, the
swan, the swan analogy. Yes, every podcast will bring it
out. You're very lucky, Victor.

(42:11):
And finally, while I've got you,I really want to ask before I
talk about the future, a little bit about the future, but we
mentioned AI briefly. What do you think that's going
to do? Because it's, I think it's very
exciting. I think it's like almost as big
as the Internet in that in termsof in social media, when it
arrived, all that kind of what it could do for us commercially
and in terms of delivering greatguest experience and also taking

(42:32):
away some of those really menialtasks that we do in the
background. How long do you think we're
going to be until we start seeing AI taking a good chunk of
our hostility tech stack up and kind of dealing with bits we
don't want to do? So I'll give you an example in
Michelin stars where we use Sunday, Michelin stores have a
clientele that is wealthy, a lotof foreigners, OK, and they need

(42:55):
great stuff and they need to retain and motivate these staff.
So tips are extremely important.Our tips technology is powered
by AI. So when you pay with Sunday, you
see your meal. Let's say I'm not going to
split. I'm paying the full meal, Apple
Pay. And the last screen is, oh,
would you like to leave a tip? And we give them options.
The options we display is AI powered and it's a modal base of

(43:18):
21 factors. If you've paid with Sunday
before, for instance, I'm not sure you the same option as if
you've not if you split the check if you if it's 11:00 PM or
during lunch. My objective as Sunday is to
show you guests options you likebecause I believe this is
hospitable forcing you to say noor forcing you to say custom.

(43:43):
I failed my mission if AI because AI recognize analysis
patterns helps me, allows me to show you options you like, then
I'm doing a better job. This is how we achieve 4 times
more tips in Michelin star because there's high tips, we're
pretty closer to two times more tips, but two times more tips.
People who live 345 percent of tips on average.

(44:06):
This is 5% more of your PNL to retain your staff in an industry
where the quality of your staff and having a a low turnover is
paramount. So this is a way where we
transform already today hospitality.
Now for ordering or reordering. Understanding the patterns of

(44:28):
your behaviour to show you the meals you like has an insane
value with AI. That is how we achieve 24% more
average spend at Arcade versus an ordering with with a with a
waiter in a fast casual environment for bookings.
AI is going to be transformativefor us.

(44:49):
I'm very excited to what the bookings company are going to be
doing. We're already capable of what we
when we partner with CRMS, we are capable of.
We have so much data on the factthat on the guests because they
pay on their phone that we can feed the restaurant with
actionable data like this guy who just booked and he's

(45:10):
entering the restaurant. He was there two weeks ago and
he rated three out of five on Sunday.
And he said that the pasta was called.
So I can tell you through your booking platform.
Hey, this guy is a recovery boomin your face at the front desk.
And my host is going to say, Oh,hello, Sir.

(45:31):
Thank you very much for coming back.
Let me take you to your table and she will explain to the to
the to the to the head waiter. Oh, this guy was not happy last
time. Let's make sure we we make it
right this time. Oh, hello, Sir.
And let's let's take care of the.
Value is, is unreal, isn't it? Because that used to be
operator's gut, as I call it, all that, that, you know, corner

(45:51):
bar, cheers, knowledge that you remember you because you came
in. I remember you Jumper, you know,
I recognise him. But unfortunately, as teams turn
and as people grow out the industry, that becomes hard to
kind of capture. Let me remind you I had Big Mama
just in the UK. We have over 10 thousands guests
a day. My dream is that I can treat
these people exactly like I'm being treated if I go to a

(46:13):
Michelin star restaurants. Oh, hello, Mr. Lugar, how are
you today? It's glad to, and we're so glad
to have you back. And then the sommelier will
actually know what bottle of wine I had last time, because
that's what Michelin star restaurants do.
My dream, what we're working on is to activate this for people
like us who have 4025, thirty, 4050 LB of average spend, not

(46:36):
300. And, and I think we're going to
get there and. It doesn't feel forced, right?
I think that's the that's the greatest thing about I think
what's about to happen that actually we'll be able to give
knowledge to these kids on the floor and be able to educate
them around their guests in seconds, in seconds before they
walk, as you said, while they'rewalking to the table, they'll
learn more than they would of having been there for five years
as a waiter. And I, I think that's really

(46:57):
exciting. And then all the other bits that
wrap around it, like you mentioned loyalty.
I was talking to the head, the CTO at Rocket 40 hotels.
And he said to me that loyalty, you know, he said it's, it's
actually done firstly between you and me.
It's done by me giving you a great time.
It's been the bedroom being perfect.
The there is check in being perfect.
It's nothing to do with technology, he said, but
afterwards, if we do a great job, we can educate everybody

(47:18):
around it through the technology.
And it's always stuck with me because, you know, they stick at
the luxury end. And it's kind of where we all
aspire to be. And I think it's very
interesting that we often get distracted and you mentioned and
it right to the start saying we're hospitality first before
anything else. And I think, I think that's what
we'll end up kind of going full circle back to hopefully with AI
that will help us achieve that. I I don't want to be

(47:38):
controversial here, but. You're going to be.
But my point on loyalty is that I see a lot of people in
particular because these are difficult years in the
hospitality industry. I'm a restaurant or two, so I
know about it. These are difficulties and a lot
of people see loyalty like the like the silver bullet.
Oh, let's do loyalty. So they people are going to come
back more while you're going to offer them a cheap deal.

(47:58):
So they're going to come back. So they're going to have more
people who want a cheap deal. I think what you really dream is
you want to be a love brand. What if you're 15 LB or 60 LB of
average spend? That doesn't matter wherever you
are in the market, You want to be a love brand.
I don't want to. I'm mostly flying BA, hopefully
because they're going to treat me well and better than EasyJet,

(48:19):
not because they offer me a cheap deal.
This is being a love brand. My point is, loyalty is great,
but loyalty is only great if youhad a great time.
Loyalty increases or speeds up aflywheel, but you have to have
that flywheel existing before. And so This is why, I mean, we
spoke about loyalty quite a lot today, but I'm to be very frank,

(48:43):
I'm even way more obsessed by getting people to pay with their
phone to have a good experience,to be able to leave them the
restrooms 10 minutes earlier while having the feeling that
they had a more a more relaxed time.
And it's all part of it, right? The fact that I remember used to
saying this when I first startedin the industry, my old boss

(49:03):
said to me, people hate waiting to queue, wait for their food
and waiting to pay. They're the three things that
people hate in a restaurant. And I, and I agree with you that
actually technology or the industry hasn't solved those
problems until very recently until looked at them.
And I, I think the loyalty pieceor they're having a great list
of part loyalty, a great experience does come down to
that last part of the meal. It does come down to the fact

(49:24):
can you get people in and out the business feeling great,
having a great time and even if it's not a great time, have the
ability to feedback to you through that and be able to, you
know, control their pace of the meal as they leave as well.
I I think there's so. So listen to this.
When people pay on their phone there, there are two screens at
the end. 1 is how was your experience today?
And this is an internal feedbackthat the restaurant will

(49:45):
receive. And you rate it from 1:00 to
5:00. And if it's five star, I take
you to Google. And you rate again, if it's less
than five star, I first take youthrough a questionnaire.
So we have feedback, OK. And then eventually it keeps
still take you to Google at Big Mama.
How I I've got 31 sites in eightcountries.
How do I know if my restaurant is actually delivering great

(50:06):
value for my guests? That's my obsession as ACEO.
All right, I've got 31 sites. I can't be everywhere everyday.
I used to look at my Google reviews and my 7:00 room reviews
and I would have 60 a weeks. All right, Most of them very
biased because a lot of people who would put them or people who
had a bad time. I've got now 2000 a week, 8000 a

(50:30):
month per restaurant, per restaurant.
So this is huge data. And I have this at waiter level.
So for each and every of my waiter, I've got 607 hundred
reviews a month per waiter, which helps me to say, oh, this
guy or this girl, she's stunning.
Let's use her to train the team,to train the newcomers.

(50:53):
This guy obviously is not doing a good job.
Let's retrain him. Let's maybe give him better
tools because maybe we we were bad at onboarding him.
I don't know. That is the level of granular
action that actually delivers great hospitality.
Yeah. Once you've done that, yeah.
Well, let's do loyalty, let's doother stuff.
Yeah. But it's first about how do we
deliver great hospitality. Yeah.

(51:14):
And yeah, retain your great people, which is where where you
started. Look very interesting.
Can we just talk very quickly about the future for Big Mama
and Sunday? Where as in what have you got?
What's exciting? Come around the corner, I
suppose. Oh.
What can you tell us that's exciting?
Well, you know, it's a very big year for us.
We're opening in Dubai and my Cofounder just moved to Miami.

(51:35):
So the US is the drill, the nextfrontier for us as a restaurant
group. It's both of course, very
ambitious, probably a little arrogant and stupid, but we're
trying to do this as humbly as we can.
So taking our times and of course moving there.
So having the founder, having, having Tigar and my Co founder
there, living there and buildinga restaurant around the block

(51:56):
for where he lives for his community.
We hope it's, it's gonna, it's what we did when we came to the
UK and I moved here seven years ago.
I think that's arrogant as well.Sensible.
Let's hope, let's finger finger crossed.
So that's, that's a big effort. And I mean, on the Sunday front,
we were processing 1.8 billion in January.
We're now processing 4 .2. We're kind of being at 7:00 at

(52:17):
the end of the year. The gross is J curve.
It's incredibly exciting. The fact that we both have now
pay a table, but also payment terminals has allowed us to
address issues for bigger brandsand enterprise brands as well.
And what we call the guest app is really the future for these
brands. So what is it about?
If you're a big restaurant group, you have 200 sites in the

(52:40):
UK. Most people that come to you
won't be booking. Maybe you have 20 or 30%
bookings. So you have 70% of your guests.
You don't know them, you have noidea who they are.
And your best option is say hey,hey, enroll in my loyalty.
And you have to train your staff.
What we do today is because all these people pay on their phone,
we enroll them on the loyalty ontheir phone.

(53:02):
And what we do is we enroll themon the white label guest app
when they pay because what is sure, hopefully if you have 200
sites in the UK is that each andevery of your customer is
paying. Well, hopefully they do.
And so because they all pay, they don't all book, they don't
all enroll in loyalty, but they all pay.
And if you can use that moment, want to make the payment faster,

(53:25):
simpler, more seamless, more hospitable, but at the same time
to use this as a digital touch point to enroll them in a
digital journey, then you have 100% of your guests that you
will be speaking to when you want them to order at home,
reorder and be aware of your newNovember menu.

(53:47):
The fact that you just open a restaurants near where they live
because you you also collect that post code when they pay.
So the fact that payment we're going way beyond payment.
We're going to powering white label guest app and we don't do
everything for this guest app. We partner with booking
platforms, we partner with loyalty platforms.
But what we do because we are the payment guys, because we are

(54:09):
the guys getting your guests on their phone to pay, we leverage
this to enroll them on your digital journey.
And you're going to enroll either 5% of your guests on your
digital journey or 70% of your guests.
And that is a mind blowing shift.
It's saying you've dropped a fewstats on there which literally

(54:31):
have blown my mind in terms of the the adoption, not just the
adoption, but actually the benefit of doing it and the data
behind it, which is going to be super.
Interesting, I mean I opened Carletta in Marylebone 18 months
ago. I've got 10,000 Google reviews
at 4.9. My neighbor open literally 100

(54:52):
yards from me. Same price point, amazing
restaurants. They have 400 reviews at 4.3 and
it's a stunning restaurant. You.
Need to go and give them Sunday.Yeah, yeah.
I mean, they, they, they have now ruled out Sunday in four of
their venues and they're ruling the rest next month.
So it's a good news. My point is, yes, the KP is the

(55:12):
figures are, are mind blowing and and I think more and more
people are, are looking at them and thinking, well, how can I
not, how can, how can I not at least try it?
Yeah. And if it doesn't work, it
doesn't work. But if it works well, I'd rather
try it now than in two years time because market is moving

(55:32):
very fast. And when you have brands like
JKSMJ&K, Gordon Ramsay, Deshume,etcetera, using it at scale for
now over 2 years, it is mainstream today, it's not
anymore oh, this futuristic innovation.
So yes, it's very, very excitingtimes.

(55:52):
It's brilliant, Victor, thank you very much.
If people want to find out aboutSunday or you, how do they is
there? What's the website address?
So it's Sunday app.com, OK, and I'm always happy to receive
emails [e-mail] that's.
Very brave of you. Lovely.
Well, thank you very much, Victor.
I appreciate you. Are you back on your bike this
afternoon or are you? Are you?
Exceptionally I'm I'm yes, I'm working today.

(56:15):
The there's a ghastly weather. Yeah.
I was liking a little courage. Yeah.
It's the beauty of London. I appreciate you coming on.
Thank you very much. That was Victor.
Everybody in a go and check out Sunday on our marketplace as
well and we shall see you all next week.
Thank you. Well, thank you very much.
Thank you.