July 8, 2025 • 30 mins
What do Isle of Wight ferries, dirty tables, and KFC at midnight have in common?
This episode.
Chris is joined by the silky-voiced Jamie White, Head of Business Development at WRS, fresh off the back of a brand revamp (RIP “Systems”) and full of stories from hospitality, media, and SaaS trenches.
🧠 Whether you’re a single-site pub or a 100-venue group, Jamie’s here to talk about:
• ✨ Why WRS dropped the “Systems” and what it says about where tech is going
• 🎙️ Jamie’s radio past (he needs his own podcast – we said it first)
• 💸 How kiosks are quietly boosting spend and smoothing service
• 🤯 Why putting in tech without fixing your process first is like driving a Ferrari at 20mph
• 📊 The surprising POS reports helping operators win back 80 hours a week • 🤖 What AI actually means in hospitality right now (hint: not magic robots… yet)
• 🤝 Why consultative selling and relationships still rule the tech game
🍞 Bonus: hear Chris confess to a KFC bucket at 12:30am.
We’ve all been there.🚀 Want to future-proof your tech stack?
Take your free Tech Check and find out where the gaps are – from kiosks to kitchen screens.
📌 Stuff we mention:
• WRS LinkedIn • Cornish Bakery (spoiler: Jamie wants one on the Isle of Wight)
• Isle of Wight Festival – yes, there are stories…
• Deliverect – our brilliant podcast partners keeping orders flowing
🎧 Subscribe, share, or shout at us from across the pass – just make sure you’re listening.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Welcome to the second Toast podcast powered by Deliver Act,
the order management platform helping hostile to business
connect their channels streamline operations and
basically serve up better experiences.
I'm your host, Chris Fletcher, and each week we bring you the
fresh chats with the sharpest minds.
In hospitality and tech. At Tech on Toast, we help
operators like you check your tech, fill the gaps, and future
proof your business all in one place.
(00:21):
If you're ready to. Level up your stack, head to
tech on Toast dot community and get started today.
Let's dive in. Enjoy.
The show. Welcome to the next episode,
Second Toast Podcast. And today I'm delighted to be
joined by Jamie White, Head of Business Development at WRS.
(00:41):
Is WRS Systems or just WRS well?Actually, Chris, it's first of
all, how are you? Great to be here.
And I must say, before we get into this, he's got radio
background and already you can hear it.
You've got previous in the studio, haven't?
You, I don't know what you're talking about.
Carry on. I'm good.
Thank you for asking. No one asks.
Good. No, no, look, it's really good
to be here. We are.
Yeah, we are WRS. We've been WRS systems for best
(01:05):
part of 20 years, so just over 20 years.
But as of Friday last week, OK, Yeah.
So this is this is sort of half the half the press.
We have revealed a new brand image and we have pretty much
dropped the systems. We are now WRS with a bit of
with a bit of a new look. Yeah.
So it's an exciting time and what's brought.
I mean, I don't get to, but what's brought that change?
(01:26):
Is it kind of reaction to what'sgoing on the market or?
Yeah. I think really, look, we're a
business and we're in an industry that's always moving
forward. It's always evolving.
And for us, we've got clients who are moving forward and we
just, we just sort of had a bit of a look really on our whole
branding. We've changed a couple of times
over the years, not a lot. We've sort of still kept that
visual identity and, and, and consistency, but really it was a
(01:48):
case of just looking at it. We've worked with a marketing
agency who we worked very closely with and we put a few
ideas out there, different looks, different styles and, and
yeah, just sort of nobody reallycalls US WRS systems unless it's
sort of a, you know, I mean likea formal event or, or anything
like that. I.
Think people call us Tot a lot the time from the other day.
It's just how lazy are people. They just can't be bothered with
(02:09):
the systems or the tech on toast.
So yeah, maybe we'll rerun to Tot at some point, but lovely to
see you here. And before we get into the but
let's talk about your backgroundand let's bring up the radio
because I want to know about that.
But tell us a little bit about you before how you got to this
point. What have you been up to all
your career? Yeah, no, absolutely.
I so I've been at WRS now for around 2 years.
It's been a pretty amazing two years.
(02:30):
So ever since SAS tech, that is,yeah.
I think so, especially. In business development, I'm
waiting. For the medal or the plaque or
something the. Rolex something?
Yeah, Sort of my background really as a youngster, sort of a
part of hospitality. I think we've all probably
worked in that environment at some point.
And then primarily in media. So I was in media for for quite
a few years, print journalism, written journalism and also
(02:53):
radio as well. So I've also worked for a
customer experience mystery shopping company, right, just
after that section as well. And that sort of all led me
really to where I am now at WRS head of business development
there. But yeah, the radio was good,
good fun. And so you've got to still got
that. Yeah.
Do you know what I it was great.It was 7 1/2 years that I did.
(03:15):
I was on the breakfast show and really enjoyed it.
Really enjoyed. It was very.
If the senior people at WRS are listening to this, which
hopefully they might do, give him a give him his own podcast.
It's honestly right. And I always say this to people
who come on, it's, it's 100 and I don't even know 137 episodes
or something at this point. You might be 138, but it's, it's
the best thing we did. And I posted this this morning
(03:36):
about LinkedIn, about just love talking, you know, love meeting
people. You learn something every time
you have a conversation. But you guys, I I encourage the
tech guys to have their own pods.
There's enough, there's a massive audience out there.
Just do it. Yeah, yeah, yeah, definitely.
I think really for us as well, we've tried to engage that sort
of different ways of interactingas well, you know, with with
sort of videos, you know, with the content that we're doing
(03:57):
from a social perspective as well.
So, you know, social media and marketing and I think really
having the normal conversations,you know, breaking it down into
layman's terms is so relatable. And people, people get it.
And it's, it's. Well, not so.
You're an engageable character, right?
I mean, and when you're in a business, you want to use the
tools that you've got, right. And when I'm not calling you at
all, it's kind of a back end conference anyway.
(04:20):
It's been a long day. But yeah, but I, I, I just
really encourage people because you've got a great personality
and it's quite obvious that whenyou're engaging with people,
they're going to listen to you. Yeah, use that to your
advantage. But yeah, super interesting.
And and tell us a little bit about W Obviously the systems is
no more. Yes, yeah.
It's gone. I don't know where that's gone.
You guys are based over Isle of Wight, am I right?
Yeah, yeah. Head office is on the Isle of
Wight, as I say, founded there in 2003 by our CEO David Jackson
(04:45):
and his son Chris, who is our Chief Technical Officer and
Sophie as well, who is Chief Operating officer.
So at the core of it is, is the family.
And from there it is, it is really grown.
But yeah, we, we live and work on the Isle of Wight, which is a
beautiful place. It really is, you know, it's a
real great place to work. But we work, we've got clients,
should I say, across the countryand further afield so.
(05:07):
You've got one of my favourite clients, I think Cornish Bakery.
You, you guys were Cornish. We are yes yeah, Cornish Bakery,
yeah, a real proud one. Again, been working with them
for for quite a few years and tobe honest, we've really grown
with them and supported, they'vesupported us, we've supported
them in that sort of growth journey and I just love the
brand and. You know, they just came under
the radar, man. I think they they like, I love
(05:28):
Steve Grocor. He's absolutely insane.
Yeah. And he's the the founder and I
bumped into a lot during my career in the southwest and he's
like he they literally just did tourist locations then grew up
in and then now they're I think 70 strong maybe.
I'm not sure they're. Getting there, yeah, it's around
that figure. And I saw Steve actually, I
think at one of your events. He.
Spoke here at service, yeah. That's it, Yeah, not long ago.
(05:48):
And again, really good to catch up with him and even having a
chat with him about their branding, because what is unique
about Cornish Bakery is the factthat there's not the, the, the
colour of the stores differs, doesn't it?
So you've got some that are sortof blue, some of that red, some
of sort of peachy colour. And he just sort of said, you
know, yeah, we want to keep it, keep it interesting.
Because they want to blend into their communities that they're
(06:09):
in. I think one of the things they
understood quite early on that actually because they built in
tourist locations that said, down the West, if you've never
been to the West, if you're listening, Cornwall, Devon, Oh
my God, it's beautiful. And I think he just wanted to
blend into the community and become part of it.
And they did that so well and soquietly.
Yeah, and then all of a sudden he's at 50 sites without
blinking and we're like, well, I'm sure he did more than blink
to get there, but but, you know,and such A and the internal team
(06:31):
there are just lovely, just goodhumans.
Just a it's a really nice company.
So if you don't know them, go and check them.
Out, yeah, I did say to him actually we need one on the Isle
of Wight. We haven't got one on the Isle.
Why hasn't he? Got one on the Isle of Wight.
Well, this is what I see. Some tax evasion is doing.
Yeah, it'd be, it'd be great to,yeah, be great to have one on
the island, definitely. Go into tax already.
It's great, going great. And tell us a little bit about
(06:52):
the role of Dory Rest, because obviously as you just said, then
the branding has evolved, but how is the product?
Because obviously you guys, there's a lot of pause on the
market, right? It's no point denying it.
There's a lot of pause out therein the world.
And for operators, it's becoming, it's more challenging,
I suppose to work out what to buy or when to buy what.
I suppose how does your product develop so kind of support the
industry? I mean, for us we are, I say
(07:14):
agnostic really. So there's a solution that we
offer, but it's not a one-size-fits-all.
You know, we are have got integration partners.
Yes, we offer the whole solutionin in that sense, but our
integration partners are so key to what we do and really that
has been forged over recent years.
And and again, we're always looking to see the next
(07:35):
innovation, but also focusing onwhat we've got.
I think there's a danger at times, isn't there of, of
looking ahead, yes, keeping ahead, moving forward, all these
sort of buzz phrases, words and everything else, which are
important, don't get me wrong, but also taking stock of what,
where we are, what we've got andhow we can maintain everything
that we've got. I mean, with regards to the
industry, we've seen obviously huge changes with tech over the
over recent years. And I think the biggest
(07:57):
transformation I'd say is the the self-serve aspects, whether
it's the kiosks, whether it's order at table, where it's
delivery, collection, All those areas have really continued to
grow. And again, you know, we work
with with primarily hospitality and retail companies.
And obviously, especially in hospitality, it is huge, you
know that the way that we order food, the way that we interact
(08:19):
and has changed and evolved, hasn't it?
So yeah, I'd say that that the self-service kiosk especially I
was. Told last night that actually
delivery customers have seen it a year, a month, a month, that
increase for 12 months constantly, yeah, which is the
first time that's happened apparently in the delivery
world. Yeah.
So it's consistently growing nowacross every location that has
(08:40):
it, which is obviously they'll be elements be forever rings me
up and says, oh, we're not. But majoritively speaking, that
it's actually in real growth still.
Yeah. Which is not surprising because
we know, you know, I would say last night I used Uber, yeah,
12:30 this morning to buy KFC. I'm just admitting that.
As you do as you. Do mate, I was knackered, I
didn't get to eat and I just thought I lay in bed.
I actually went to bed thinking I'm still really hungry.
(09:01):
I just, I just and it's so convenience is the word looking
for right? And it's not just in delivery.
It's in the way that, as you say, consumers are using kiosks,
using pay at table, order at table, wherever it might be.
And I think that has really, really arrived.
I know it's been around for a while, but it's kind of, you
know, maybe 4 since the pandemic.
Yeah, definitely. I think, you know, we all know
that the habits changed during the pandemic.
You know, it was it was a totally, totally different world
(09:24):
for quite a while. But some of the lasting effects
are still there, although the effects have lasted.
And I think really that convenience, as I say, with
kiosks, it was funny actually during during sort of COVID,
some people were sort of like, yeah, I want to use the kiosk
because don't I have to to interact with anybody, But also
can I touch the kiosk? You know, it was a really sort
of. Yeah, it's a bit like when my
mum and dad first went on that online banking, they were like
(09:46):
they were looking over the show and dad, you're at home mate,
not you can see you just do it. It's not like you're at the pin
machine, you know, at the ATM. Yeah, so, but but but that's
just education, right? That's absolutely.
And it's a new generation versusthe older generation actually
adopting that kind of stuff, which I think it's a challenge.
And I like the way you talk about being agnostic and in that
I think I believe you mean that you're saying that actually,
(10:06):
yes, we have solutions for a lotof these things we just talked
about. But we've actually worked with a
lot of partners to help get thatover the line.
And I think that's really important for operators that,
that you guys are just for them,yeah, not the other way around.
Absolutely. And, and you know what, Chris,
for us, we, when we sort of opendiscussions and conversations
with potential clients, you know, we, we want to learn about
(10:27):
them. We want to find out what their
business is about, what makes them successful, where they want
to go, how they want to grow. And I think getting an
understanding of that is massivebecause we can go in there and
say, you know, shout about everything wonderful that we do
in the and, and the products andthe service and everything.
But we want to understand. And, and for me, I've always
been really proud to to sort of lead the team and, and work with
(10:48):
the team in, in sort of finding out about the businesses.
So I've, I honestly think you get the best out of of what you
can offer in in that instance. Yes, we can make
recommendations. Yes, we make suggestions.
It's like chaos, for example. Yeah, do you know what chaos can
increase the average transactionvalue?
I was with a client last week having a catch up and they were
like, look, you know, we've seenit.
It's it's gone three that. Really is proven right.
(11:09):
I've seen it now the numbers, I don't know originally there's a
lot of numbers been thrown about, but it's been in for a
while now. I look, I mean, it's a game
changer. It is, it is.
And they're again, reasons behind it.
Perhaps when you're not as judged as such when you're at a
kiosk. Do you know what?
Yeah, I'll have those extra mozzarella.
Well, yeah, I mean, I'll just. Give you that example.
Last half midnight I ordered AKFC bucket.
Yeah, because no one was watching, particularly my
missus. Yeah, Yeah, exactly that
(11:30):
exactly. Delete the receipt.
It's, it's fine. It's sure never, but it isn't.
And let's say you know that AVT has gone up, you know where it's
3 or 4 lbs for one of our other clients, it's gone up even more
than that six 7 lbs. And if you're talking, you know,
as an average per transaction, that's a significant amount of
money. That's huge, isn't it?
Making it. Really is.
And I think it is about that psychology beyond buying.
And we've spoken about a lot in the podcast in the past, in the
(11:51):
past around that pressure of a waiter.
Yeah, being on top of you that makes you make different
decisions. But yeah, I truly believe that.
I mean, if it suits your business.
I've seen chaos in some strange places recently.
Well, this is this is the other thing.
Yeah, I'm exactly the same. Shouldn't be?
Yeah. And this is it.
You know, it needs, first of all, it needs to be in the right
business, in the right environment, but also even down
(12:11):
to the right location within that business.
What's the point in having a, you know, putting these brand
new shiny kiosks that that can have the best customer journey
if they're stuck in the corner of the of the restaurant or the
QSR, wherever it is, you're not going to use them.
Or if the flow the the sort of the through flow isn't where it
should be, try to do. That one again, yeah.
So the the through flow put there, we go through flow, but
(12:32):
yeah, customer flow, customer flow, there we go.
We're there nailed it that that customer flow isn't right that
you're going to go and order. But then actually where do you
go and collect? Is it, you know, is it creating
a bottleneck? Is it by the door?
Is it have you got people sitting next to you?
You're actually inadvertently disrupting their experience.
I'm interested in your opinion on this.
Do you think then that actually that let's part the text aside
(12:54):
for a second. Do you think process is right a
lot of the time before people buy tech, as in they'll buy
technology to enhance a service and maybe they're looking for
put throughput to make it quicker.
But in essence they've never read in the work around the
process of that happening. So when they do put it in, it
then becomes another problem they've got.
Yeah. Do you know what I think, I
think I've seen probably examples of a bit of both.
(13:16):
I mean, we work with clients whoare single sites, you know, with
with one till one sort of KDS one set up the whole, the whole
aspects right through to, you know, multi sites with, you
know, our biggest that has thousands across across the
country. But I, I do think that that
process has to be right. It really does.
And because you, like I say, we've said you can have the best
(13:37):
tech in the world, you can have the the best looking kiosk that
actually is going to have the best journey.
But if that whole psychology of of buying the products isn't
right and that whole aspect of it isn't right, then actually is
is is that going to be beneficial?
No, I mean. I totally agree.
I think it's, that's why the tech approach, which I, I think
has changed actually over the last couple of years seems to be
(13:58):
more consultative. And, and it's not just about, I
know you guys got sell product, it's really obvious and that's
your job and that makes sense. But I think on top of that,
there's there's an extra bit of quality that's been laid on at
the moment where people are helping.
These quite honestly confuse people sometimes how to put
product, what to buy and how to put it in.
Yeah. And again, I think it's
admirable that I know. I know you guys and I know,
(14:19):
yeah, because you're a family business.
I was that fair to say. And I think that kind of runs
through the team, which I think it's quite nice.
And it and relationships are everything in hostility.
Huge, Chris. Honestly for us, like I say,
going back to what we were saying as well about getting an
understanding of the business, for me, relationship building is
massive. You know, people buy from people
at the end of the day. It's one of the oldest adages
around there. But, but really it is and it's
(14:42):
it's getting that understanding,building those relationships,
building that trust. Trust is massive.
And really I think if you've gotthose levels of that trust and
understanding, you're going to get much happier customers
because if you're going to be there trying to sell them this,
that and the other, and it's going to go in and they think,
Oh yeah, this is great. And actually a week, month, six
months later, they found, well, this is, this is pointless, this
(15:03):
is rubbish. Why have you sold me this?
All it's going to do is harm thebusiness, harm the brand, create
more calls to our support desk, create more issues for our
client relations team. Actually, if you can minimize
that, you're going to be moving in the right direction.
And on that note, you know, we're talking about, I was in a
conversation last night for a while about best in class versus
all in one. And God, every, everybody wants
(15:25):
an answer. But I think the answer is there
isn't an answer. It depends on the scenario.
You guys have the ability right at WRS to I presume to to cover
off as we mentioned quite a lot of those pieces of the journey
that a customer might need. Do you think where do you think
people are at? I mean your probably answer will
be the same to mine in terms of what they want.
Are they looking for that one single point of interaction for
everything or it sounds stupid saying do they want to manage 55
(15:49):
integrations? Probably not is the answer.
But I know that there is a, you know there is an argument to
invest in class and all in one. Where do you guys sit on that?
I think as the industry evolves,I think there's always going to
be integrations, whether or not you're a business that actually
does class itself is offering this all in one simple solution.
There's always going to be something new that's coming out.
(16:09):
Unless that business is going tobe developing absolutely
everything, which as to be honest is highly unlikely,
there's always going to be that need.
So I think for us what we try todo is when we have these
conversations, yes, we can do wecan the till systems, the kiosk
systems, the KDS systems that the order at table, all of these
things. But some of the aspects, yes, we
will have integration partners, but we won't rely on them on our
(16:32):
potential clients or new clientsconstantly liaising and dealing
with them. We will actually project manage
the whole, the whole aspects. You know, we've got our project
director, our projects team who will make sure that actually
that the flow is correct, that the communication is there.
And again, we'll also do phased approach as well.
So we, we took on a new client recently within the, the leisure
(16:52):
industry, which we were hugely proud to take on.
And they've got huge aspirations, which is, which is
amazing. But we could say, yeah, do you
know what? Yeah, brilliant.
Actually, you can have tills there, 5 tills on the bar, you
know, 3 kiosks over there, orderit table.
And that will come, potentially that will come, but probably
it's going to take six months, maybe a year to get to where
they need to be. And actually when they've also
(17:14):
got, you have to think about their staff as well.
All of a sudden, if they've got a bit of a new team or, or or
existing team members that are learning as well, it can be too
overwhelming and all it's going to do is constantly create
problems. So I think for us, going back to
sorry to your original question,yes, WRS, we can offer that that
solution, absolutely. But we will have key partners,
key integration partners as we continue to grow.
(17:36):
And we, we, we look at actually will this benefit WRS and
actually will it benefit our clients and our potential
clients, we do it. And I think it's great that
you're upfront saying that because I think that's really
important, right. You're, I think sometimes from
the operators side, they, you know, you guys are running a
business like the tech guys are running a business as well.
So do you have to sell and you have to transact and then you
have to move on at some point tothe next customer?
(17:57):
Yeah. So it's about how we do that in
a seamless fashion, how we incorporate it and how technical
you want to get on it. I suppose it's down to the
actual problem you're trying to solve.
Yeah. And in terms of efficiency then
if you're because you work, do you work with smaller brands as
well? You mainly work with like the
mid market. Guys, no, absolutely.
As I say, we we've got a whole mix really from from single site
pubs, restaurants, bars right through to to multi multi sites
(18:20):
again in in various student unions.
Pubs, restaurants are like I say, leisure.
We're on ferries, we're on travel, we've got sport.
In terms of driving, because they're obviously I've had lots
of conversation. The last I was just telling you
when you came in the last 36 hours about ROI actually
improving that spending all thistime on a project, putting in
new pause or putting in new, whatever you might be putting in
(18:42):
actually just pay off. And what where are you seeing
efficiencies mostly gain for these guys once they're
implementing technology? I think for us as well, you've
got the front end aspects. So the two systems which yeah,
of course they are simple to use, they are fast, they're
reliable, they're agile, all these, all these keywords with
our software on there. But really, I think it's a case
(19:02):
as well of looking at the back office that we, that we've got
and I think this is really one of our USPS is the fact that the
reports that we can pull are, are huge, a huge amount, you
know, that there's almost not a report that no, how do I say
this? There's so many reports, there's
always going to be the right ones, shall we say.
And if there isn't the right ones for them, then we can, we
(19:23):
can make the reports. And we're finding actually for,
for a lot of our clients that this data that they're able to
pull this, you know, P&L variousdifferent, different, different
sets of data. It's helping them make key
business decisions. Yes, they've got their their own
forecasting on various differentthings, but using that back back
office software that we can provide again is is key is key
(19:46):
to them. You know that we've got some
that actually want stats by the hour, by the half hour, but then
others you know, primarily by the day, week, month, except.
I think if that's quite interesting, I think from the BI
side, from the analytics side that actually operators are
becoming more inquisitive around.
And obviously everyone sounds daft, Everyone wants to know
what's going on their business. But you look at the three main
(20:06):
staples, revenue, food cost, labor cost, yeah, in terms of
how they manage a business, but they they want to look a little
bit further and dig a bit deeper.
So I think having that ability to do.
That and actually doing it theirway is is becoming more and more
common and I've been asked that question a lot recently, but the
POS guys and particularly you'resaying there you guys are
helping them. Do that.
Yeah, absolutely. You know, we've again, speaking
(20:27):
to a client, we, we had some really positive conversations
recently where actually they were like, look, the reports
that we're getting from the WRS system is making us, helping us
make decisions at boardroom level.
You know, and I think really thepause is the pause essentially
is the brains of the operation in so many instances, isn't it?
And you know, you want, yes, like I say with regards to the,
(20:48):
the front end and the functionalities and, and the
button sets and everything else to be fantastic and working
well, It's actually what comes after that.
Again, I was with a client not long ago who's told me that our
reporting software now has savedthem 80 hours a week in in
reports, which which was incredible, absolutely
incredible. Because of that, you know,
there's, there's various different aspects of it that
(21:10):
they want to look at. And again, even that with kiosks
and with till systems as well. So yeah, look, I think you have
to if you're looking at POS system, it's not just actually,
well, that looks really shiny. Oh yeah, you know it, it looks
quite nice. It's everything that's behind
it. It's like I'm a Ferrari, isn't
it? And actually, do you know what?
I've got a Ferrari, but I can only drive 20 now.
It's not neither, neither would I.
(21:31):
Not quite there yet on. My way, yeah, maybe when I'm
about 65 it surprised. Me, Chris, actually.
Yeah, well I think everyone has that opinion to me that you must
be minted. Unfortunately guys, breaking
news. I've got 3 kids and a message
doesn't work anyway, but, and I'm think I'm sponsored to say
this now every week AI so and it's becoming more and more
prevalent in product generally. I know it's already existing in
(21:52):
product. I think everyone kind of gets
that, but how is it? How is it kind of weaving its
world into your in your world and how do you, what are you
being asked for? Quite interestingly from the
operators, I suppose, what are they?
Because there's they're definitely inquisitive about it.
They want to know what's going on.
Everyone's on ChatGPT, that's a given, but how do they
incorporate that business? What?
What are you seeing and what have you got product wise?
(22:12):
So we've got constant testing, if I'm honest with you with
regards to AI at the moment. And I think I think one thing
with AI it's, it's definitely the new buzz word.
Buzz phrase, isn't it? Let there's.
There's no two ways about it. So you have not stopped talking?
Yeah, for hours. So yeah.
Exactly. But what we've also sort of said
in our discussions as well is that actually a lot of some of
the AI is algorithms. So algorithms have been around
(22:35):
since, you know, day dot exactly.
So, you know, there's those aspects for forecasting and
things like that, that actually,yeah, is it AI or is it actually
algorithms? You know, there's there's a
variance on it. But I think for us, we are we
are exploring, we are looking atthe background, you know, again,
with, you know, you look at kiosks and things like that, for
example, upselling. So actually, if I'm going to go
(22:55):
and order, I don't know, a drinkand a burger actually, will it
pop up and up sell? Will this the perfect match for
this would be 6 chicken Nuggets or something along those lines.
So we've already got that in place with the upselling.
But again, like I say with, withAI, we haven't had, if I'm
totally honest, clients banging the door down to get AI.
You know, we, we keep abreast ofthe situation.
(23:16):
We're always looking to see, youknow, is there key aspects of it
that we could integrate? I mean, I was speaking to
somebody recently who had introduced it and I think we did
some trials actually a drive through.
So actually the, the AI ordering, so there wasn't
anybody there at the, at the sort of the window.
It was just no exactly always inthe queue, you know, talking to
(23:37):
that. And there were so many issues
with sort of accents, accidents,variations.
And you know what it's like whenwhen you sort of put on hold,
you know, actually tell us why you're phoning us and you'll say
something and you'll get something totally different.
So again, I think, I think voicerecognition, I think facial
recognition on some areas as well is, you know, we've all got
it on our phones and everything else so.
(23:57):
Yeah, I agree. I think it's a journey and I
think that AI is, it's about usecases, right?
It's about how you implement it or what you're looking to solve.
And I do think there's a little bit of James gone because it
still does hallucinate. Yeah, a bit like me, actually,
after a day like this, it's still hallucinates and kind of
can make stuff up, which doesn'thelp anyone, right?
But I yeah, it is a buzzword. But I do think it's coming.
It's going to change definitely the way we do business.
(24:17):
Absolutely and you know, we can use it to benefit our clients
that that ultimately to want to benefit ourselves and our team
and also for our clients as well.
You know, you've got your chat GPTS and things like that,
which, you know, I do think really we have got a part in
today's society because, you know, it's, it's the new Google
almost, shall we say. And again, it goes another level
obviously beyond that. And I think, I think there's
(24:39):
always going to be that human aspect, but I think it can
support that as well. You know, with the development
that we're doing and what have you, we've got, you know, some,
some huge brains within WRS. We really have, yeah, much, much
more technology than myself. But again, I think them
harnessing it in the right way and using it actually in
(25:00):
testing, that is the key thing. We would never roll anything out
unless it had been stress testedto the extreme that, you know
what, this is going to work, right.
And here's the benefit of it. We can then sort of push it
forward. And great.
And I'm going to stress test younow a little bit more because I
always have like try and have a fun one at the end of these
things. And if you were to kind of build
(25:21):
any tech you, I mean, you can pick anything you like.
What would you build do? You know what I was thinking
about this on the on the train up to sunny London.
I think you'd say Southampton. No, you know what I think it's,
I think it's interesting. I mean, you could say robots
that deliver food to tables. It's, it's here.
You know, we, we have that as anoffering actually.
Now there's still a lot of work to be done.
(25:42):
And I think at the moment they are a bit of a novelty in, in
some areas. But I, I really do, you know
what, Chris, one of my pet hatesis going into a restaurant or
going into a QS or whatever it is and the tables being full of
food leftovers. Yeah, minging honestly.
And and it, it's just one of my bug bears.
It really is so. I think that's quite a fair one
(26:04):
to have to. Yeah.
And, and, and I think, I think for me, it would be actually
something that alerts the staff.Do you know what this table
could do with clearing? So they, they're getting a
notification, they're getting analert, yes, they should pass
possibly be seeing it. But I'm sure, you know, as we
know, hospitality staff are always very, very busy, but
maybe something that alerts themto that.
And she's like, do you know whatTable 6 they're done that needs
clearing. Ready to go.
(26:24):
I love about that question. Everyone answers has a selfish
reason for answering no, but I mean in serious note that
walking into any food establishment and having dirty
or even the food's gone on the tables a bit sticky, yeah you
know, is a massive turn off. Right, it's this time I'd.
Rather just go next door. Yeah, I, I'm, I'm exactly the
same. I'm exactly the same.
And you know, I, I just, it justfrustrates me.
(26:46):
It really does, because. Well, I'll speak to my developer
tonight and see what we can do, see if we can knock that.
One let let me know and see if we will.
You know, we'll see some. Skin in the game.
Look, Thank you very much. I really appreciate coming down
here in 300°. Have you come?
Have you literally come in todayfrom?
Yeah, yeah. Came up from the Isle of Wight
today. Get the train up.
To be fair, it's very easy training up straight from
Portsmouth into London, hour anda half.
(27:07):
Just just to get now away to Portsmouth.
Is it you have to get ferry? Is it ferry you can't fly or can
you fly? There is a couple of airports,
but they're only such private. Yeah, basically.
Unfortunately, I'll say it, I haven't got a plan just for the
boss. Right.
Yeah, so I'm on the ferry. I've.
Got a jet you can share with youall I.
Mean we, we've said this, we've said, you know, a WRS helicopter
maybe. Just like a a zip slide from
(27:28):
Isle of Wight to Portsmouth. That's another good idea.
What is it? Just out of interest, what is
the? Do you know what the the
distance is between the two? So I think the shortest distance
is about a mile and a half average.
I think it's about you. Can have a zip slide.
Yeah, three to five. We actually did a a very quick
gun off top. It's.
Fine, it's the end. We can start this round now.
Few years ago we did an April Fools when I was working in
radio that actually, you know, the Emirates cable.
(27:50):
I'm not sure if the Emirates cable cars down by Greenwich
that that they were going to install those from the Isle of
Wight across to to Portsmouth. A lot of people fell for it.
Mate, I would have been one of those people.
I'm a nightmare. Yeah, yeah.
But Isle of Wight is beautiful. I think there's a you do a
festival out there. Don't know.
Hard Rock used to do it. We used to do a festival out in
Isle of. Wight So we've got the Isle of
Wight Festival, yeah, which is hard.
Rock. So Hard Rock.
Used the Hard Rock stage, yeah. So we used to do, when I was at
(28:12):
Hard Rock, we used to go over there, a bunch of us and do the
do the gig and do the backstage catering and whatnot.
And God had some messy times there.
Yeah, you can't escape though. That's the problem, right?
Honestly, I've been going to theIsle of Wight festival for tour
since 2005. We.
Would have been there then. Yeah, I was there in 2000
probably. I joined in 2001, so I was there
till 2010. So we've been there at least two
or three times. Yeah, it was carnage.
(28:33):
It's brilliant. And you know what, it's funny
because every year you're looking at the weather thinking,
oh, do you know what? Don't you're going to be all
right. And no, I know, I know.
And then you're Oh no, I'm not bothered.
But as soon as you get to sort of the week before the FOMO
kicks and you're like, I can't not go.
I mean the weather it's like I swear to someone is literally I
am jinxed because you'll go is back on set up days.
It will like literally belting down soon.
(28:55):
And then literally of today 1 islike rain, sideways rain, winds,
gusts. It was horrific.
But no great times of Hard Rock doing that.
We we loved it over there. It was great for people, super
friendly. Yeah.
Really nice bunch of people overthere.
And you're one of them. Look, mate, so everyone
listening to you today, your dulcet tones, your radio voice.
So instead of a job in radio, ifpeople get hold of you and talk
about the pause and what's the best way to get hold of you?
(29:17):
Look, you know, just just wrssystems.co.uk is our well
systems, yeah. So we're gonna keep that on the
website just because of of of continuity imaging.
Traffic. Yeah, not good.
No, exactly that, exactly that. So, but yeah, I'm, I'm on
LinkedIn, obviously got my e-mail address as well,
jamie.white@wrssystems.co.uk. So yeah, you know, any, any
conversations around potential how WRS could support your
(29:39):
business? Absolutely love to have a chat.
Lovely. WRS actually sounds like a radio
show as well, right? A radio and like American radio
station. Yeah, see the little FM dot WR
97. .4 maybe? I mean if that podcast isn't
live by next week mate I'll be disappointed.
WRS FM should be a thing. It should.
It really should. I mean, I'm going to take this
back to the office. And just say, look guys.
The directors this needs. To be done.
You've got, I think we talked toyou guys once about doing some
(30:00):
kind of live stuff in your office over in Isle of.
Wight we did, JM. So yeah, you should make that
have to do it. I'll come.
I'll come and be a guest on yours.
Love to, that'll be perfect look.
Thank you very much, mate. Enjoy brew, dog.
Don't be drinking too much. He's on his way home, boss.
He's not doing anything. Yeah, and it's 1/2 hour.
Have a great day, mate. Love you.
Chris, cheers. Thank you.
Welcome to the second Toast podcast powered by Deliver Act,
the order management platform helping hostile to business
connect their channels streamline operations and
basically serve up better experiences.
I'm your host, Chris Fletcher, and each week we bring you the
fresh chats with the sharpest minds.
In hospitality and tech. At Tech on Toast, we help
operators like you check your tech, fill the gaps, and future
proof your business all in one place.
(00:21):
If you're ready to. Level up your stack, head to
tech on Toast dot community and get started today.
Let's dive in. Enjoy.
The show. Welcome to the next episode,
Second Toast Podcast. And today I'm delighted to be
joined by Jamie White, Head of Business Development at WRS.
(00:41):
Is WRS Systems or just WRS well?Actually, Chris, it's first of
all, how are you? Great to be here.
And I must say, before we get into this, he's got radio
background and already you can hear it.
You've got previous in the studio, haven't?
You, I don't know what you're talking about.
Carry on. I'm good.
Thank you for asking. No one asks.
Good. No, no, look, it's really good
to be here. We are.
Yeah, we are WRS. We've been WRS systems for best
(01:05):
part of 20 years, so just over 20 years.
But as of Friday last week, OK, Yeah.
So this is this is sort of half the half the press.
We have revealed a new brand image and we have pretty much
dropped the systems. We are now WRS with a bit of
with a bit of a new look. Yeah.
So it's an exciting time and what's brought.
I mean, I don't get to, but what's brought that change?
(01:26):
Is it kind of reaction to what'sgoing on the market or?
Yeah. I think really, look, we're a
business and we're in an industry that's always moving
forward. It's always evolving.
And for us, we've got clients who are moving forward and we
just, we just sort of had a bit of a look really on our whole
branding. We've changed a couple of times
over the years, not a lot. We've sort of still kept that
visual identity and, and, and consistency, but really it was a
(01:48):
case of just looking at it. We've worked with a marketing
agency who we worked very closely with and we put a few
ideas out there, different looks, different styles and, and
yeah, just sort of nobody reallycalls US WRS systems unless it's
sort of a, you know, I mean likea formal event or, or anything
like that. I.
Think people call us Tot a lot the time from the other day.
It's just how lazy are people. They just can't be bothered with
(02:09):
the systems or the tech on toast.
So yeah, maybe we'll rerun to Tot at some point, but lovely to
see you here. And before we get into the but
let's talk about your backgroundand let's bring up the radio
because I want to know about that.
But tell us a little bit about you before how you got to this
point. What have you been up to all
your career? Yeah, no, absolutely.
I so I've been at WRS now for around 2 years.
It's been a pretty amazing two years.
(02:30):
So ever since SAS tech, that is,yeah.
I think so, especially. In business development, I'm
waiting. For the medal or the plaque or
something the. Rolex something?
Yeah, Sort of my background really as a youngster, sort of a
part of hospitality. I think we've all probably
worked in that environment at some point.
And then primarily in media. So I was in media for for quite
a few years, print journalism, written journalism and also
(02:53):
radio as well. So I've also worked for a
customer experience mystery shopping company, right, just
after that section as well. And that sort of all led me
really to where I am now at WRS head of business development
there. But yeah, the radio was good,
good fun. And so you've got to still got
that. Yeah.
Do you know what I it was great.It was 7 1/2 years that I did.
(03:15):
I was on the breakfast show and really enjoyed it.
Really enjoyed. It was very.
If the senior people at WRS are listening to this, which
hopefully they might do, give him a give him his own podcast.
It's honestly right. And I always say this to people
who come on, it's, it's 100 and I don't even know 137 episodes
or something at this point. You might be 138, but it's, it's
the best thing we did. And I posted this this morning
(03:36):
about LinkedIn, about just love talking, you know, love meeting
people. You learn something every time
you have a conversation. But you guys, I I encourage the
tech guys to have their own pods.
There's enough, there's a massive audience out there.
Just do it. Yeah, yeah, yeah, definitely.
I think really for us as well, we've tried to engage that sort
of different ways of interactingas well, you know, with with
sort of videos, you know, with the content that we're doing
(03:57):
from a social perspective as well.
So, you know, social media and marketing and I think really
having the normal conversations,you know, breaking it down into
layman's terms is so relatable. And people, people get it.
And it's, it's. Well, not so.
You're an engageable character, right?
I mean, and when you're in a business, you want to use the
tools that you've got, right. And when I'm not calling you at
all, it's kind of a back end conference anyway.
(04:20):
It's been a long day. But yeah, but I, I, I just
really encourage people because you've got a great personality
and it's quite obvious that whenyou're engaging with people,
they're going to listen to you. Yeah, use that to your
advantage. But yeah, super interesting.
And and tell us a little bit about W Obviously the systems is
no more. Yes, yeah.
It's gone. I don't know where that's gone.
You guys are based over Isle of Wight, am I right?
Yeah, yeah. Head office is on the Isle of
Wight, as I say, founded there in 2003 by our CEO David Jackson
(04:45):
and his son Chris, who is our Chief Technical Officer and
Sophie as well, who is Chief Operating officer.
So at the core of it is, is the family.
And from there it is, it is really grown.
But yeah, we, we live and work on the Isle of Wight, which is a
beautiful place. It really is, you know, it's a
real great place to work. But we work, we've got clients,
should I say, across the countryand further afield so.
(05:07):
You've got one of my favourite clients, I think Cornish Bakery.
You, you guys were Cornish. We are yes yeah, Cornish Bakery,
yeah, a real proud one. Again, been working with them
for for quite a few years and tobe honest, we've really grown
with them and supported, they'vesupported us, we've supported
them in that sort of growth journey and I just love the
brand and. You know, they just came under
the radar, man. I think they they like, I love
(05:28):
Steve Grocor. He's absolutely insane.
Yeah. And he's the the founder and I
bumped into a lot during my career in the southwest and he's
like he they literally just did tourist locations then grew up
in and then now they're I think 70 strong maybe.
I'm not sure they're. Getting there, yeah, it's around
that figure. And I saw Steve actually, I
think at one of your events. He.
Spoke here at service, yeah. That's it, Yeah, not long ago.
(05:48):
And again, really good to catch up with him and even having a
chat with him about their branding, because what is unique
about Cornish Bakery is the factthat there's not the, the, the
colour of the stores differs, doesn't it?
So you've got some that are sortof blue, some of that red, some
of sort of peachy colour. And he just sort of said, you
know, yeah, we want to keep it, keep it interesting.
Because they want to blend into their communities that they're
(06:09):
in. I think one of the things they
understood quite early on that actually because they built in
tourist locations that said, down the West, if you've never
been to the West, if you're listening, Cornwall, Devon, Oh
my God, it's beautiful. And I think he just wanted to
blend into the community and become part of it.
And they did that so well and soquietly.
Yeah, and then all of a sudden he's at 50 sites without
blinking and we're like, well, I'm sure he did more than blink
to get there, but but, you know,and such A and the internal team
(06:31):
there are just lovely, just goodhumans.
Just a it's a really nice company.
So if you don't know them, go and check them.
Out, yeah, I did say to him actually we need one on the Isle
of Wight. We haven't got one on the Isle.
Why hasn't he? Got one on the Isle of Wight.
Well, this is what I see. Some tax evasion is doing.
Yeah, it'd be, it'd be great to,yeah, be great to have one on
the island, definitely. Go into tax already.
It's great, going great. And tell us a little bit about
(06:52):
the role of Dory Rest, because obviously as you just said, then
the branding has evolved, but how is the product?
Because obviously you guys, there's a lot of pause on the
market, right? It's no point denying it.
There's a lot of pause out therein the world.
And for operators, it's becoming, it's more challenging,
I suppose to work out what to buy or when to buy what.
I suppose how does your product develop so kind of support the
industry? I mean, for us we are, I say
(07:14):
agnostic really. So there's a solution that we
offer, but it's not a one-size-fits-all.
You know, we are have got integration partners.
Yes, we offer the whole solutionin in that sense, but our
integration partners are so key to what we do and really that
has been forged over recent years.
And and again, we're always looking to see the next
(07:35):
innovation, but also focusing onwhat we've got.
I think there's a danger at times, isn't there of, of
looking ahead, yes, keeping ahead, moving forward, all these
sort of buzz phrases, words and everything else, which are
important, don't get me wrong, but also taking stock of what,
where we are, what we've got andhow we can maintain everything
that we've got. I mean, with regards to the
industry, we've seen obviously huge changes with tech over the
over recent years. And I think the biggest
(07:57):
transformation I'd say is the the self-serve aspects, whether
it's the kiosks, whether it's order at table, where it's
delivery, collection, All those areas have really continued to
grow. And again, you know, we work
with with primarily hospitality and retail companies.
And obviously, especially in hospitality, it is huge, you
know that the way that we order food, the way that we interact
(08:19):
and has changed and evolved, hasn't it?
So yeah, I'd say that that the self-service kiosk especially I
was. Told last night that actually
delivery customers have seen it a year, a month, a month, that
increase for 12 months constantly, yeah, which is the
first time that's happened apparently in the delivery
world. Yeah.
So it's consistently growing nowacross every location that has
(08:40):
it, which is obviously they'll be elements be forever rings me
up and says, oh, we're not. But majoritively speaking, that
it's actually in real growth still.
Yeah. Which is not surprising because
we know, you know, I would say last night I used Uber, yeah,
12:30 this morning to buy KFC. I'm just admitting that.
As you do as you. Do mate, I was knackered, I
didn't get to eat and I just thought I lay in bed.
I actually went to bed thinking I'm still really hungry.
(09:01):
I just, I just and it's so convenience is the word looking
for right? And it's not just in delivery.
It's in the way that, as you say, consumers are using kiosks,
using pay at table, order at table, wherever it might be.
And I think that has really, really arrived.
I know it's been around for a while, but it's kind of, you
know, maybe 4 since the pandemic.
Yeah, definitely. I think, you know, we all know
that the habits changed during the pandemic.
You know, it was it was a totally, totally different world
(09:24):
for quite a while. But some of the lasting effects
are still there, although the effects have lasted.
And I think really that convenience, as I say, with
kiosks, it was funny actually during during sort of COVID,
some people were sort of like, yeah, I want to use the kiosk
because don't I have to to interact with anybody, But also
can I touch the kiosk? You know, it was a really sort
of. Yeah, it's a bit like when my
mum and dad first went on that online banking, they were like
(09:46):
they were looking over the show and dad, you're at home mate,
not you can see you just do it. It's not like you're at the pin
machine, you know, at the ATM. Yeah, so, but but but that's
just education, right? That's absolutely.
And it's a new generation versusthe older generation actually
adopting that kind of stuff, which I think it's a challenge.
And I like the way you talk about being agnostic and in that
I think I believe you mean that you're saying that actually,
(10:06):
yes, we have solutions for a lotof these things we just talked
about. But we've actually worked with a
lot of partners to help get thatover the line.
And I think that's really important for operators that,
that you guys are just for them,yeah, not the other way around.
Absolutely. And, and you know what, Chris,
for us, we, when we sort of opendiscussions and conversations
with potential clients, you know, we, we want to learn about
(10:27):
them. We want to find out what their
business is about, what makes them successful, where they want
to go, how they want to grow. And I think getting an
understanding of that is massivebecause we can go in there and
say, you know, shout about everything wonderful that we do
in the and, and the products andthe service and everything.
But we want to understand. And, and for me, I've always
been really proud to to sort of lead the team and, and work with
(10:48):
the team in, in sort of finding out about the businesses.
So I've, I honestly think you get the best out of of what you
can offer in in that instance. Yes, we can make
recommendations. Yes, we make suggestions.
It's like chaos, for example. Yeah, do you know what chaos can
increase the average transactionvalue?
I was with a client last week having a catch up and they were
like, look, you know, we've seenit.
It's it's gone three that. Really is proven right.
(11:09):
I've seen it now the numbers, I don't know originally there's a
lot of numbers been thrown about, but it's been in for a
while now. I look, I mean, it's a game
changer. It is, it is.
And they're again, reasons behind it.
Perhaps when you're not as judged as such when you're at a
kiosk. Do you know what?
Yeah, I'll have those extra mozzarella.
Well, yeah, I mean, I'll just. Give you that example.
Last half midnight I ordered AKFC bucket.
Yeah, because no one was watching, particularly my
missus. Yeah, Yeah, exactly that
(11:30):
exactly. Delete the receipt.
It's, it's fine. It's sure never, but it isn't.
And let's say you know that AVT has gone up, you know where it's
3 or 4 lbs for one of our other clients, it's gone up even more
than that six 7 lbs. And if you're talking, you know,
as an average per transaction, that's a significant amount of
money. That's huge, isn't it?
Making it. Really is.
And I think it is about that psychology beyond buying.
And we've spoken about a lot in the podcast in the past, in the
(11:51):
past around that pressure of a waiter.
Yeah, being on top of you that makes you make different
decisions. But yeah, I truly believe that.
I mean, if it suits your business.
I've seen chaos in some strange places recently.
Well, this is this is the other thing.
Yeah, I'm exactly the same. Shouldn't be?
Yeah. And this is it.
You know, it needs, first of all, it needs to be in the right
business, in the right environment, but also even down
(12:11):
to the right location within that business.
What's the point in having a, you know, putting these brand
new shiny kiosks that that can have the best customer journey
if they're stuck in the corner of the of the restaurant or the
QSR, wherever it is, you're not going to use them.
Or if the flow the the sort of the through flow isn't where it
should be, try to do. That one again, yeah.
So the the through flow put there, we go through flow, but
(12:32):
yeah, customer flow, customer flow, there we go.
We're there nailed it that that customer flow isn't right that
you're going to go and order. But then actually where do you
go and collect? Is it, you know, is it creating
a bottleneck? Is it by the door?
Is it have you got people sitting next to you?
You're actually inadvertently disrupting their experience.
I'm interested in your opinion on this.
Do you think then that actually that let's part the text aside
(12:54):
for a second. Do you think process is right a
lot of the time before people buy tech, as in they'll buy
technology to enhance a service and maybe they're looking for
put throughput to make it quicker.
But in essence they've never read in the work around the
process of that happening. So when they do put it in, it
then becomes another problem they've got.
Yeah. Do you know what I think, I
think I've seen probably examples of a bit of both.
(13:16):
I mean, we work with clients whoare single sites, you know, with
with one till one sort of KDS one set up the whole, the whole
aspects right through to, you know, multi sites with, you
know, our biggest that has thousands across across the
country. But I, I do think that that
process has to be right. It really does.
And because you, like I say, we've said you can have the best
(13:37):
tech in the world, you can have the the best looking kiosk that
actually is going to have the best journey.
But if that whole psychology of of buying the products isn't
right and that whole aspect of it isn't right, then actually is
is is that going to be beneficial?
No, I mean. I totally agree.
I think it's, that's why the tech approach, which I, I think
has changed actually over the last couple of years seems to be
(13:58):
more consultative. And, and it's not just about, I
know you guys got sell product, it's really obvious and that's
your job and that makes sense. But I think on top of that,
there's there's an extra bit of quality that's been laid on at
the moment where people are helping.
These quite honestly confuse people sometimes how to put
product, what to buy and how to put it in.
Yeah. And again, I think it's
admirable that I know. I know you guys and I know,
(14:19):
yeah, because you're a family business.
I was that fair to say. And I think that kind of runs
through the team, which I think it's quite nice.
And it and relationships are everything in hostility.
Huge, Chris. Honestly for us, like I say,
going back to what we were saying as well about getting an
understanding of the business, for me, relationship building is
massive. You know, people buy from people
at the end of the day. It's one of the oldest adages
around there. But, but really it is and it's
(14:42):
it's getting that understanding,building those relationships,
building that trust. Trust is massive.
And really I think if you've gotthose levels of that trust and
understanding, you're going to get much happier customers
because if you're going to be there trying to sell them this,
that and the other, and it's going to go in and they think,
Oh yeah, this is great. And actually a week, month, six
months later, they found, well, this is, this is pointless, this
(15:03):
is rubbish. Why have you sold me this?
All it's going to do is harm thebusiness, harm the brand, create
more calls to our support desk, create more issues for our
client relations team. Actually, if you can minimize
that, you're going to be moving in the right direction.
And on that note, you know, we're talking about, I was in a
conversation last night for a while about best in class versus
all in one. And God, every, everybody wants
(15:25):
an answer. But I think the answer is there
isn't an answer. It depends on the scenario.
You guys have the ability right at WRS to I presume to to cover
off as we mentioned quite a lot of those pieces of the journey
that a customer might need. Do you think where do you think
people are at? I mean your probably answer will
be the same to mine in terms of what they want.
Are they looking for that one single point of interaction for
everything or it sounds stupid saying do they want to manage 55
(15:49):
integrations? Probably not is the answer.
But I know that there is a, you know there is an argument to
invest in class and all in one. Where do you guys sit on that?
I think as the industry evolves,I think there's always going to
be integrations, whether or not you're a business that actually
does class itself is offering this all in one simple solution.
There's always going to be something new that's coming out.
(16:09):
Unless that business is going tobe developing absolutely
everything, which as to be honest is highly unlikely,
there's always going to be that need.
So I think for us what we try todo is when we have these
conversations, yes, we can do wecan the till systems, the kiosk
systems, the KDS systems that the order at table, all of these
things. But some of the aspects, yes, we
will have integration partners, but we won't rely on them on our
(16:32):
potential clients or new clientsconstantly liaising and dealing
with them. We will actually project manage
the whole, the whole aspects. You know, we've got our project
director, our projects team who will make sure that actually
that the flow is correct, that the communication is there.
And again, we'll also do phased approach as well.
So we, we took on a new client recently within the, the leisure
(16:52):
industry, which we were hugely proud to take on.
And they've got huge aspirations, which is, which is
amazing. But we could say, yeah, do you
know what? Yeah, brilliant.
Actually, you can have tills there, 5 tills on the bar, you
know, 3 kiosks over there, orderit table.
And that will come, potentially that will come, but probably
it's going to take six months, maybe a year to get to where
they need to be. And actually when they've also
(17:14):
got, you have to think about their staff as well.
All of a sudden, if they've got a bit of a new team or, or or
existing team members that are learning as well, it can be too
overwhelming and all it's going to do is constantly create
problems. So I think for us, going back to
sorry to your original question,yes, WRS, we can offer that that
solution, absolutely. But we will have key partners,
key integration partners as we continue to grow.
(17:36):
And we, we, we look at actually will this benefit WRS and
actually will it benefit our clients and our potential
clients, we do it. And I think it's great that
you're upfront saying that because I think that's really
important, right. You're, I think sometimes from
the operators side, they, you know, you guys are running a
business like the tech guys are running a business as well.
So do you have to sell and you have to transact and then you
have to move on at some point tothe next customer?
(17:57):
Yeah. So it's about how we do that in
a seamless fashion, how we incorporate it and how technical
you want to get on it. I suppose it's down to the
actual problem you're trying to solve.
Yeah. And in terms of efficiency then
if you're because you work, do you work with smaller brands as
well? You mainly work with like the
mid market. Guys, no, absolutely.
As I say, we we've got a whole mix really from from single site
pubs, restaurants, bars right through to to multi multi sites
(18:20):
again in in various student unions.
Pubs, restaurants are like I say, leisure.
We're on ferries, we're on travel, we've got sport.
In terms of driving, because they're obviously I've had lots
of conversation. The last I was just telling you
when you came in the last 36 hours about ROI actually
improving that spending all thistime on a project, putting in
new pause or putting in new, whatever you might be putting in
(18:42):
actually just pay off. And what where are you seeing
efficiencies mostly gain for these guys once they're
implementing technology? I think for us as well, you've
got the front end aspects. So the two systems which yeah,
of course they are simple to use, they are fast, they're
reliable, they're agile, all these, all these keywords with
our software on there. But really, I think it's a case
(19:02):
as well of looking at the back office that we, that we've got
and I think this is really one of our USPS is the fact that the
reports that we can pull are, are huge, a huge amount, you
know, that there's almost not a report that no, how do I say
this? There's so many reports, there's
always going to be the right ones, shall we say.
And if there isn't the right ones for them, then we can, we
(19:23):
can make the reports. And we're finding actually for,
for a lot of our clients that this data that they're able to
pull this, you know, P&L variousdifferent, different, different
sets of data. It's helping them make key
business decisions. Yes, they've got their their own
forecasting on various differentthings, but using that back back
office software that we can provide again is is key is key
(19:46):
to them. You know that we've got some
that actually want stats by the hour, by the half hour, but then
others you know, primarily by the day, week, month, except.
I think if that's quite interesting, I think from the BI
side, from the analytics side that actually operators are
becoming more inquisitive around.
And obviously everyone sounds daft, Everyone wants to know
what's going on their business. But you look at the three main
(20:06):
staples, revenue, food cost, labor cost, yeah, in terms of
how they manage a business, but they they want to look a little
bit further and dig a bit deeper.
So I think having that ability to do.
That and actually doing it theirway is is becoming more and more
common and I've been asked that question a lot recently, but the
POS guys and particularly you'resaying there you guys are
helping them. Do that.
Yeah, absolutely. You know, we've again, speaking
(20:27):
to a client, we, we had some really positive conversations
recently where actually they were like, look, the reports
that we're getting from the WRS system is making us, helping us
make decisions at boardroom level.
You know, and I think really thepause is the pause essentially
is the brains of the operation in so many instances, isn't it?
And you know, you want, yes, like I say with regards to the,
(20:48):
the front end and the functionalities and, and the
button sets and everything else to be fantastic and working
well, It's actually what comes after that.
Again, I was with a client not long ago who's told me that our
reporting software now has savedthem 80 hours a week in in
reports, which which was incredible, absolutely
incredible. Because of that, you know,
there's, there's various different aspects of it that
(21:10):
they want to look at. And again, even that with kiosks
and with till systems as well. So yeah, look, I think you have
to if you're looking at POS system, it's not just actually,
well, that looks really shiny. Oh yeah, you know it, it looks
quite nice. It's everything that's behind
it. It's like I'm a Ferrari, isn't
it? And actually, do you know what?
I've got a Ferrari, but I can only drive 20 now.
It's not neither, neither would I.
(21:31):
Not quite there yet on. My way, yeah, maybe when I'm
about 65 it surprised. Me, Chris, actually.
Yeah, well I think everyone has that opinion to me that you must
be minted. Unfortunately guys, breaking
news. I've got 3 kids and a message
doesn't work anyway, but, and I'm think I'm sponsored to say
this now every week AI so and it's becoming more and more
prevalent in product generally. I know it's already existing in
(21:52):
product. I think everyone kind of gets
that, but how is it? How is it kind of weaving its
world into your in your world and how do you, what are you
being asked for? Quite interestingly from the
operators, I suppose, what are they?
Because there's they're definitely inquisitive about it.
They want to know what's going on.
Everyone's on ChatGPT, that's a given, but how do they
incorporate that business? What?
What are you seeing and what have you got product wise?
(22:12):
So we've got constant testing, if I'm honest with you with
regards to AI at the moment. And I think I think one thing
with AI it's, it's definitely the new buzz word.
Buzz phrase, isn't it? Let there's.
There's no two ways about it. So you have not stopped talking?
Yeah, for hours. So yeah.
Exactly. But what we've also sort of said
in our discussions as well is that actually a lot of some of
the AI is algorithms. So algorithms have been around
(22:35):
since, you know, day dot exactly.
So, you know, there's those aspects for forecasting and
things like that, that actually,yeah, is it AI or is it actually
algorithms? You know, there's there's a
variance on it. But I think for us, we are we
are exploring, we are looking atthe background, you know, again,
with, you know, you look at kiosks and things like that, for
example, upselling. So actually, if I'm going to go
(22:55):
and order, I don't know, a drinkand a burger actually, will it
pop up and up sell? Will this the perfect match for
this would be 6 chicken Nuggets or something along those lines.
So we've already got that in place with the upselling.
But again, like I say with, withAI, we haven't had, if I'm
totally honest, clients banging the door down to get AI.
You know, we, we keep abreast ofthe situation.
(23:16):
We're always looking to see, youknow, is there key aspects of it
that we could integrate? I mean, I was speaking to
somebody recently who had introduced it and I think we did
some trials actually a drive through.
So actually the, the AI ordering, so there wasn't
anybody there at the, at the sort of the window.
It was just no exactly always inthe queue, you know, talking to
(23:37):
that. And there were so many issues
with sort of accents, accidents,variations.
And you know what it's like whenwhen you sort of put on hold,
you know, actually tell us why you're phoning us and you'll say
something and you'll get something totally different.
So again, I think, I think voicerecognition, I think facial
recognition on some areas as well is, you know, we've all got
it on our phones and everything else so.
(23:57):
Yeah, I agree. I think it's a journey and I
think that AI is, it's about usecases, right?
It's about how you implement it or what you're looking to solve.
And I do think there's a little bit of James gone because it
still does hallucinate. Yeah, a bit like me, actually,
after a day like this, it's still hallucinates and kind of
can make stuff up, which doesn'thelp anyone, right?
But I yeah, it is a buzzword. But I do think it's coming.
It's going to change definitely the way we do business.
(24:17):
Absolutely and you know, we can use it to benefit our clients
that that ultimately to want to benefit ourselves and our team
and also for our clients as well.
You know, you've got your chat GPTS and things like that,
which, you know, I do think really we have got a part in
today's society because, you know, it's, it's the new Google
almost, shall we say. And again, it goes another level
obviously beyond that. And I think, I think there's
(24:39):
always going to be that human aspect, but I think it can
support that as well. You know, with the development
that we're doing and what have you, we've got, you know, some,
some huge brains within WRS. We really have, yeah, much, much
more technology than myself. But again, I think them
harnessing it in the right way and using it actually in
(25:00):
testing, that is the key thing. We would never roll anything out
unless it had been stress testedto the extreme that, you know
what, this is going to work, right.
And here's the benefit of it. We can then sort of push it
forward. And great.
And I'm going to stress test younow a little bit more because I
always have like try and have a fun one at the end of these
things. And if you were to kind of build
(25:21):
any tech you, I mean, you can pick anything you like.
What would you build do? You know what I was thinking
about this on the on the train up to sunny London.
I think you'd say Southampton. No, you know what I think it's,
I think it's interesting. I mean, you could say robots
that deliver food to tables. It's, it's here.
You know, we, we have that as anoffering actually.
Now there's still a lot of work to be done.
(25:42):
And I think at the moment they are a bit of a novelty in, in
some areas. But I, I really do, you know
what, Chris, one of my pet hatesis going into a restaurant or
going into a QS or whatever it is and the tables being full of
food leftovers. Yeah, minging honestly.
And and it, it's just one of my bug bears.
It really is so. I think that's quite a fair one
(26:04):
to have to. Yeah.
And, and, and I think, I think for me, it would be actually
something that alerts the staff.Do you know what this table
could do with clearing? So they, they're getting a
notification, they're getting analert, yes, they should pass
possibly be seeing it. But I'm sure, you know, as we
know, hospitality staff are always very, very busy, but
maybe something that alerts themto that.
And she's like, do you know whatTable 6 they're done that needs
clearing. Ready to go.
(26:24):
I love about that question. Everyone answers has a selfish
reason for answering no, but I mean in serious note that
walking into any food establishment and having dirty
or even the food's gone on the tables a bit sticky, yeah you
know, is a massive turn off. Right, it's this time I'd.
Rather just go next door. Yeah, I, I'm, I'm exactly the
same. I'm exactly the same.
And you know, I, I just, it justfrustrates me.
(26:46):
It really does, because. Well, I'll speak to my developer
tonight and see what we can do, see if we can knock that.
One let let me know and see if we will.
You know, we'll see some. Skin in the game.
Look, Thank you very much. I really appreciate coming down
here in 300°. Have you come?
Have you literally come in todayfrom?
Yeah, yeah. Came up from the Isle of Wight
today. Get the train up.
To be fair, it's very easy training up straight from
Portsmouth into London, hour anda half.
(27:07):
Just just to get now away to Portsmouth.
Is it you have to get ferry? Is it ferry you can't fly or can
you fly? There is a couple of airports,
but they're only such private. Yeah, basically.
Unfortunately, I'll say it, I haven't got a plan just for the
boss. Right.
Yeah, so I'm on the ferry. I've.
Got a jet you can share with youall I.
Mean we, we've said this, we've said, you know, a WRS helicopter
maybe. Just like a a zip slide from
(27:28):
Isle of Wight to Portsmouth. That's another good idea.
What is it? Just out of interest, what is
the? Do you know what the the
distance is between the two? So I think the shortest distance
is about a mile and a half average.
I think it's about you. Can have a zip slide.
Yeah, three to five. We actually did a a very quick
gun off top. It's.
Fine, it's the end. We can start this round now.
Few years ago we did an April Fools when I was working in
radio that actually, you know, the Emirates cable.
(27:50):
I'm not sure if the Emirates cable cars down by Greenwich
that that they were going to install those from the Isle of
Wight across to to Portsmouth. A lot of people fell for it.
Mate, I would have been one of those people.
I'm a nightmare. Yeah, yeah.
But Isle of Wight is beautiful. I think there's a you do a
festival out there. Don't know.
Hard Rock used to do it. We used to do a festival out in
Isle of. Wight So we've got the Isle of
Wight Festival, yeah, which is hard.
Rock. So Hard Rock.
Used the Hard Rock stage, yeah. So we used to do, when I was at
(28:12):
Hard Rock, we used to go over there, a bunch of us and do the
do the gig and do the backstage catering and whatnot.
And God had some messy times there.
Yeah, you can't escape though. That's the problem, right?
Honestly, I've been going to theIsle of Wight festival for tour
since 2005. We.
Would have been there then. Yeah, I was there in 2000
probably. I joined in 2001, so I was there
till 2010. So we've been there at least two
or three times. Yeah, it was carnage.
(28:33):
It's brilliant. And you know what, it's funny
because every year you're looking at the weather thinking,
oh, do you know what? Don't you're going to be all
right. And no, I know, I know.
And then you're Oh no, I'm not bothered.
But as soon as you get to sort of the week before the FOMO
kicks and you're like, I can't not go.
I mean the weather it's like I swear to someone is literally I
am jinxed because you'll go is back on set up days.
It will like literally belting down soon.
(28:55):
And then literally of today 1 islike rain, sideways rain, winds,
gusts. It was horrific.
But no great times of Hard Rock doing that.
We we loved it over there. It was great for people, super
friendly. Yeah.
Really nice bunch of people overthere.
And you're one of them. Look, mate, so everyone
listening to you today, your dulcet tones, your radio voice.
So instead of a job in radio, ifpeople get hold of you and talk
about the pause and what's the best way to get hold of you?
(29:17):
Look, you know, just just wrssystems.co.uk is our well
systems, yeah. So we're gonna keep that on the
website just because of of of continuity imaging.
Traffic. Yeah, not good.
No, exactly that, exactly that. So, but yeah, I'm, I'm on
LinkedIn, obviously got my e-mail address as well,
jamie.white@wrssystems.co.uk. So yeah, you know, any, any
conversations around potential how WRS could support your
(29:39):
business? Absolutely love to have a chat.
Lovely. WRS actually sounds like a radio
show as well, right? A radio and like American radio
station. Yeah, see the little FM dot WR
97. .4 maybe? I mean if that podcast isn't
live by next week mate I'll be disappointed.
WRS FM should be a thing. It should.
It really should. I mean, I'm going to take this
back to the office. And just say, look guys.
The directors this needs. To be done.
You've got, I think we talked toyou guys once about doing some
(30:00):
kind of live stuff in your office over in Isle of.
Wight we did, JM. So yeah, you should make that
have to do it. I'll come.
I'll come and be a guest on yours.
Love to, that'll be perfect look.
Thank you very much, mate. Enjoy brew, dog.
Don't be drinking too much. He's on his way home, boss.
He's not doing anything. Yeah, and it's 1/2 hour.
Have a great day, mate. Love you.
Chris, cheers. Thank you.
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