Restaurant Technologies reviews

Upper management has almost always been an issue here starting at the very top. It seems to have gotten worse over the past few years and now the problems are bleeding into depot level, middle management. They try to micro-manage but they can't seem to pull that off successfully. Depots used to be ran like individual businesses but now Upper management tries to run them from hundreds if not thousands of miles away and no clue about day-to-day operations. This approach is obviously not working but the stubbornness persists. Apparently profit is thing of the past(even alluded to in a national video conference)and for RT it's all about growth and expansion at any cost so the company can just be sold off to the next investment firm down the line. Ground level concerns are; not being able to get parts/inventory, a complete lack of care for customer service, treating techs/driver with no respect, practically zero training for techs & pay isn't even close to the industry standard. Also, they just introduced a "automated hood cleaning system"(seems to be a good product btw) that's basically it's own unique company with new equipment, different skills to be learned and it has to be installed overnight. They are having the current technicians handle all of this with no extra pay, no new hires and no concern for the shift adjustment and how it will effect the techs well-being. At one time a few years back I was very happy with this career but over the past 3 or so years it seems to get worse week by week.

Senior leadership, all the way to the very top, does not have a clear vision nor an actionable overarching plan for how to make that happen. In the absence of those two key components, what they do have is a heavily entrenched “go faster” mentality. Most recently this has manifested itself in an ongoing series of initiatives called sprints. The idea being that if the company strings enough of these sprints together across the span of a fiscal year, it will grow considerably more than it would otherwise. Now, if you earn equity shares as a part of your compensation package, I’m sure that this approach sounds like a terrific idea. Unfortunately, sprinting is always an unsustainable short term effort. The end result is an organization that can’t seem to make it to the finish line in the long run. Additionally, the company has made an effort to attract and hire talented individuals to lead and manage its critical depot operations only to prescribe to those very individuals (post-hire) EXACTLY how they are to lead and, ultimately, micro-manage the business as a "condition of their employment." To ensure compliance senior operations leaders and multiple other support functions literally bird-dog the daily, weekly and monthly activities of all depot leaders and their hourly staffs. It's just about as autocratic and long handed as a management style can get. To complicate matters, the majority of depot locations are generally understaffed and over-tasked. As a depot leader you can expect the work/life balance equation to be heavily skewed towards work in a 7 days per week operation. Burnout is a reality. Retention is a challenge. At the end of the day the company’s leaders are sending a mixed message. They want the organization to go faster or “sprint” continuously yet they are highly prescriptive and want every process and work stream to be micromanaged to exacting detail which requires time and attention.