In the evolving world of restaurant franchising, scale can do a lot more than unlock savings in food costs and supply chain. It can also fundamentally transform how brands approach technology. For FSC Franchise Co., the parent company of Beef 'O' Brady's, The Brass Tap and Newk's Eatery, that philosophy extends into its tech stack.
By leveraging a three-brand portfolio, FSC has built a unified, scalable and cost-efficient technology ecosystem designed to simplify operations, improve marketing performance and give franchisees enterprise-level tools without enterprise-level complexity.
“For POS, we use Toast. For loyalty, we are using a platform called Punch. For online ordering, we use Par Menu. For our back-office system, we will be using Restaurant365. Gift card platform is Paytronix,” said Jason Saposnik, vice president of information technology. “Franchisees don’t have to go out and source their own back-office system, loyalty management, etc. It’s already a package of core tech stack systems that we use. It’s really a handholding situation where we can do everything on their behalf.”
At the center of that strategy is a simple idea: shared infrastructure drives smarter outcomes. Rather than insisting each brand make technology decisions independently, FSC has aligned its core systems across the entire portfolio.
One of the most immediate benefits of FSC’s portfolio model is its ability to negotiate more favorable pricing and contract terms with technology partners.
“Instead of each brand independently selecting systems, we try to align the core tech stack that lets us negotiate pricing better and reduce any integration complexity,” Saposnik said. “If I say that this is for three brands with over 300 locations versus just one brand with 50 locations, it does make a difference. It’s more enticing for that vendor to offer a much more attractive deal for us.”
Those savings flow directly to franchisees, reducing upfront and ongoing technology costs while also delivering stronger vendor partnerships.
“We can also influence the product direction at that point,” Saposnik said. “If there are features and functionalities that we need that they don’t necessarily have right away, we get a bigger say on what they are going to spend their development resources on.”
Beyond cost savings, FSC’s unified tech stack enables greater operational support. Because all brands use the same systems, FSC’s internal IT team can specialize deeply in a defined set of platforms.
“My whole support team and help desk here can become experts in those handful of different platforms,” Saposnik said. “Any time a franchisee needs assistance or needs to set up anything, they are coming directly to us and we are handling that. They don’t need to contact a vendor directly.”
That centralized support structure simplifies troubleshooting, accelerates onboarding and reduces downtime for franchisees. “It’s really turned into a best-in-class I.T. department,” Saposnik said.
FSC’s technology strategy extends beyond operations into digital marketing, where portfolio scale creates measurable efficiencies.
Perhaps one of the most powerful advantages of FSC’s shared tech infrastructure is its ability to unify data across brands.
“There is also a big advantage in data and reporting as well,” Saposnik said. “When we develop a new report, we can scale that across all the brands. We can use a unified data model, which allows us to build one type of support and tailor it to different brands. Once you add a new brand, it’s really easy to provide those metrics for leadership and the franchisees to make decisions.”
For franchisees, that translates into clearer insights, better benchmarking and more informed operational decisions.
Overall, FSC’s approach to technology mirrors its broader business philosophy: leverage scale to create meaningful advantages for franchisees. By aligning systems, consolidating vendors and building shared infrastructure, the company is able to reduce costs, improve support and deliver tools that would be difficult for standalone brands to replicate.
To learn more about franchising with FSC Franchise Co., please visit https://1851franchise.com/fsc-franchise-co.
FSC Franchise Co.
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FSC leverages its multi-brand portfolio to create a centralized technology ecosystem, securing better vendor deals and providing franchisees with best-in-class support and data insights.
In the evolving world of restaurant franchising, scale can do a lot more than unlock savings in food costs and supply chain. It can also fundamentally transform how brands approach technology. For FSC Franchise Co., the parent company of Beef 'O' Brady's, The Brass Tap and Newk's Eatery, that philosophy extends into its tech stack.
By leveraging a three-brand portfolio, FSC has built a unified, scalable and cost-efficient technology ecosystem designed to simplify operations, improve marketing performance and give franchisees enterprise-level tools without enterprise-level complexity.
“For POS, we use Toast. For loyalty, we are using a platform called Punch. For online ordering, we use Par Menu. For our back-office system, we will be using Restaurant365. Gift card platform is Paytronix,” said Jason Saposnik, vice president of information technology. “Franchisees don’t have to go out and source their own back-office system, loyalty management, etc. It’s already a package of core tech stack systems that we use. It’s really a handholding situation where we can do everything on their behalf.”
At the center of that strategy is a simple idea: shared infrastructure drives smarter outcomes. Rather than insisting each brand make technology decisions independently, FSC has aligned its core systems across the entire portfolio.
One of the most immediate benefits of FSC’s portfolio model is its ability to negotiate more favorable pricing and contract terms with technology partners.
“Instead of each brand independently selecting systems, we try to align the core tech stack that lets us negotiate pricing better and reduce any integration complexity,” Saposnik said. “If I say that this is for three brands with over 300 locations versus just one brand with 50 locations, it does make a difference. It’s more enticing for that vendor to offer a much more attractive deal for us.”
Those savings flow directly to franchisees, reducing upfront and ongoing technology costs while also delivering stronger vendor partnerships.
“We can also influence the product direction at that point,” Saposnik said. “If there are features and functionalities that we need that they don’t necessarily have right away, we get a bigger say on what they are going to spend their development resources on.”
Beyond cost savings, FSC’s unified tech stack enables greater operational support. Because all brands use the same systems, FSC’s internal IT team can specialize deeply in a defined set of platforms.
“My whole support team and help desk here can become experts in those handful of different platforms,” Saposnik said. “Any time a franchisee needs assistance or needs to set up anything, they are coming directly to us and we are handling that. They don’t need to contact a vendor directly.”
That centralized support structure simplifies troubleshooting, accelerates onboarding and reduces downtime for franchisees. “It’s really turned into a best-in-class I.T. department,” Saposnik said.
FSC’s technology strategy extends beyond operations into digital marketing, where portfolio scale creates measurable efficiencies.
Perhaps one of the most powerful advantages of FSC’s shared tech infrastructure is its ability to unify data across brands.
“There is also a big advantage in data and reporting as well,” Saposnik said. “When we develop a new report, we can scale that across all the brands. We can use a unified data model, which allows us to build one type of support and tailor it to different brands. Once you add a new brand, it’s really easy to provide those metrics for leadership and the franchisees to make decisions.”
For franchisees, that translates into clearer insights, better benchmarking and more informed operational decisions.
Overall, FSC’s approach to technology mirrors its broader business philosophy: leverage scale to create meaningful advantages for franchisees. By aligning systems, consolidating vendors and building shared infrastructure, the company is able to reduce costs, improve support and deliver tools that would be difficult for standalone brands to replicate.
To learn more about franchising with FSC Franchise Co., please visit https://1851franchise.com/fsc-franchise-co.
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