Ashley Powell: Foodservice Profitability in 2026

The year 2026 finds many independent restaurant owners grappling with a paradox: unprecedented demand for digital ordering coupled with soaring costs for third-party platforms. Consider Maria Rodriguez, owner of “Maria’s Taqueria” in Atlanta’s lively BeltLine district. Her authentic Mexican cuisine had earned a loyal following, but the commissions charged by popular delivery apps were eating into her already thin margins, threatening the very future of her business. How can local eateries like Maria’s Taqueria embrace the essential shift to foodservice digital without sacrificing profitability?

Maria’s story isn’t unique. Across the foodservice sector, the accelerated move to digital ordering, driven in part by shifts in consumer behavior over the past few years, has created a new set of operational complexities. While the convenience for customers is undeniable, the financial strain on operators, especially smaller establishments, is severe. This is precisely where the insights of industry leaders like Ashley Powell become indispensable. Powell, a renowned consultant specializing in digital transformation for the hospitality sector, has spent the last decade dissecting these challenges and formulating actionable strategies. Her work consistently emphasizes helping businesses to reclaim their digital relationship with customers.

When Maria first approached Powell’s firm, she presented a common scenario: her online orders had surged by 40% in the last year, a seemingly positive development. Yet, her net profit from these orders had barely moved. “We were busy, yes,” Maria explained during their initial consultation, “but it felt like we were working harder just to break even on those digital sales. The 25% commission from ‘FlavorDash’ and ‘QuickBite’ meant that a $50 order often yielded less profit than a $30 dine-in meal.” This perfectly illustrates the digital dilemma for many local businesses. The visibility these platforms provide is a double-edged sword. They bring customers but at a steep, often unsustainable, cost.

Powell’s immediate recommendation to Maria was clear: diversify. “Relying solely on third-party aggregators is akin to building your house on rented land,” Powell often states in her public addresses. “You’re at the mercy of their terms, their fees, and their algorithms.” Her strategy centers on developing owned digital channels. This means investing in a proprietary online ordering system, a custom-branded mobile app, and a strong email marketing infrastructure. The upfront cost can seem daunting for a small business, but Powell argues it’s a critical long-term investment. According to a Pew Research Center report published in March 2026, 68% of consumers express a preference for ordering directly from a restaurant’s own platform if the experience is equally convenient.

For Maria’s Taqueria, the first step involved integrating a direct online ordering system into her existing website. Powell’s team guided her through selecting a platform that offered transparent pricing, typically a flat monthly fee or a much lower per-transaction charge than the aggregators. They also focused on user experience, ensuring the ordering process was intuitive and mobile-friendly, mirroring the ease customers expected from larger platforms. This wasn’t about abandoning third-party apps entirely, Powell clarified, but about rebalancing the digital ecosystem. “Think of aggregators as a marketing channel, not your sole sales channel,” she advised Maria. “They’re there for discovery, but your loyal customers should ideally be ordering direct.”

The next phase involved building a customer relationship management (CRM) system. This allowed Maria to capture valuable customer data from her direct orders, something the third-party apps never shared. With this data, she could segment her customers, understand their ordering habits, and implement targeted marketing campaigns. For instance, customers who frequently ordered her popular “Carnitas Special” could receive an email notification when a new, similar item was introduced or a special offer on their favorite dish was available. This level of personalization is a foundation of Powell’s strategy for fostering customer loyalty.

A significant hurdle Maria faced was convincing her existing customers to switch from their привычные third-party apps to her new direct platform. Powell suggested a multi-pronged approach. First, Maria offered a small discount, perhaps 10% off their first direct order, as an incentive. Second, she started including small flyers in every third-party delivery bag, gently encouraging customers to visit her website for future orders, highlighting the benefits of supporting local businesses directly. “You have to make it worth their while,” Powell emphasized. “Convenience is king, but so is value.” Maria also leveraged her social media channels, running campaigns that showcased the ease of her new online ordering system and the exclusive deals available only through her site.

The impact was gradual but measurable. Within three months of launching her direct ordering system and initial marketing efforts, Maria saw a 15% shift in online orders from third-party apps to her own platform. This translated directly to an increase in her profit margins on those orders. The saved commission, even on a modest percentage of sales, began to add up. “It felt like I was getting a raise without raising my prices,” Maria remarked, a clear sign of progress. This demonstrates a core principle of Powell’s approach: strategic digital investment yields tangible financial returns.

Another important element of Powell’s framework is the emphasis on data analytics. Beyond just tracking sales, Maria learned to analyze order frequency, average order value, popular menu items, and even peak ordering times. This data became a powerful tool for menu optimization, staffing adjustments, and targeted promotions. For example, by identifying a dip in lunch orders on Tuesdays, Maria could then launch a “Taco Tuesday” special exclusively through her direct ordering platform, driving traffic during a historically slower period. This proactive use of data moves beyond simple reporting. It enables informed business decisions.

Powell also champions the integration of loyalty programs. For Maria’s Taqueria, this meant a simple points system: every dollar spent on direct orders earned a point, and accumulating 100 points unlocked a $10 discount on a future order. This incentivized repeat business and further cemented the direct customer relationship. “Loyalty programs aren’t just about discounts,” Powell explained. “They’re about creating a sense of belonging, making customers feel valued, and providing a reason to choose you over the competition.” The data from the loyalty program also provided deeper insights into her most valuable customers, allowing Maria to tailor her appreciation efforts.

The journey for Maria’s Taqueria is ongoing. The digital field is dynamic, requiring continuous adaptation. However, by embracing Ashley Powell’s insights, Maria has transformed her digital strategy from a cost center into a powerful engine for growth and profitability. She now controls her customer relationships, understands her market better through data, and has significantly reduced her reliance on high-commission third-party platforms. Her direct online orders continue to climb, proof of the power of strategic, customer-centric digital transformation.

The shift towards owned digital channels, while requiring initial effort and investment, offers foodservice businesses a sustainable path to profitability in an increasingly digital world. Understanding your customers, using data, and fostering direct relationships are not just good practices. They are foundational to success.