When Alexandra Preece reflects on the Gradi Group’s technology implementations over recent years, she doesn’t shy away from discussing what went wrong—because those lessons have proven just as valuable as the successes.
The general manager shared a tale of two rollouts that offers a masterclass in change management for hospitality operators navigating the increasingly complex tech landscape.
The contrast couldn’t be starker. When Gradi Group implemented Restoke, their inventory management system, the rollout was “pretty seamless,” according to Preece. But their rostering system—a comprehensive 360 HR platform with AI capability and smart rostering—was a different story entirely.
“The rollout of that was probably less effective than what Restoke was, and we learned some really big lessons from it,” Preece admitted. “We probably didn’t consult with management in the process of getting the technology, and we had big pushback.”
The cost? Four to five months before everyone was on board and using the system properly—a significant expense for the business in training, lost productivity, and operational friction.
The critical difference
What made the difference between success and struggle? Staff consultation from the outset.
“You need to include the operations team when you’re looking into any technology,” Preece explained. “If the team isn’t going to engage with it and isn’t going to use it… Your systems are only as good as the information you’re putting into them.”
With Restoke, operational staff were consulted throughout the selection process, helping identify pain points and ensure the system would actually solve real problems. The one challenge they encountered—chefs resistant to the predictive ordering feature that required counting stock—was addressed through targeted training and communication about the benefits.
The rostering system, implemented while Preece was in the HR function, suffered from a top-down approach that didn’t adequately involve venue managers who would be using it daily.
Building internal champions
Shane Flanagan, Head of Integrated Partners at QR ordering platform me&u, has seen both sides of the adoption challenge across hundreds of venues.
“We’ve actually built in a bit of a process that every time we sign up a new venue, we have a champion within the business to help drive it internally,” Flanagan explained. “There’s a lot of times that you would get that sign off from above, roll it out, and there would just be no uptakers.”
He’s witnessed the paradox firsthand: venues where management is enthusiastic but staff are resistant, and equally frustrating situations where front-of-house teams are desperate for the technology but ownership won’t approve it.
“You need everyone involved in these conversations,” Flanagan said. “There’s a cost of rolling out these things, and then there would just be no uptakers.”
Understanding pain points
For Nahshon Pinto, a business strategist and mentor on the Queensland Mentoring for Growth programme, the lesson extends beyond just consultation—it’s about understanding genuine operational pain points before making any technology investment.
“Understanding your problem is really key before you look at technology,” Pinto emphasised. “You have to see that you’re going out to people or partners or providers in the industry with the right information of what you need and the right problem that you need to solve.”
He added a crucial consideration often overlooked in the excitement of new technology: “If your staff need a PhD in something, it’s not innovative, don’t go and do it. You need to have something that’s simple, flexible, and it’ll actually work on that Friday night when you’re packed.”
Practical steps for operators
Based on their collective experience, here are the essential steps for successful tech implementation:
Before Selection:
- Identify specific operational pain points with input from staff who will use the system
- Consult with management and front-line team members about their needs
- Understand whether the technology will save time, add to bottom line, or improve guest/staff experience
During Selection:
- Create a detailed checklist of requirements based on operational input
- Ensure the technology is intuitive enough for staff to use during busy service
- Check integration capabilities with existing systems
- Understand the provider’s training and support offerings
Implementation:
- Designate internal champions across different levels of the business
- Collect baseline data before implementation to measure ROI accurately
- Plan comprehensive training that includes ongoing support
- Consider a pilot or trial before full rollout
After Launch:
- Monitor adoption rates and address resistance quickly
- Gather feedback from actual users, not just management
- Ensure staff understand how the technology makes their jobs easier
The return on getting it right
While the Gradi Group’s rostering system eventually became a valuable tool—using AI to roster staff during peak periods and avoid waste in quieter times—those four to five months of resistance represented real costs.
Today, the system integrates seamlessly with their other platforms, pulling hourly sales data from their Tablet POS to predict staffing needs and improve both guest and staff experience by ensuring appropriate coverage.
“It’s actually allowing us to roster in the busy periods and not be wasting labour outside in the quieter periods,” Preece said. “That has increased guest experience because we’re rostering in the right times… staff experience, because they’re not stressed with not enough staff on shift.”
The lessons learned have shaped how Gradi Group now approaches all technology implementations—with operational input from day one, clear communication about benefits, and designated champions to drive adoption.
For hospitality operators facing their own tech decisions, Preece’s advice is simple: “Management need to be involved in the processes.” It’s a lesson learned the hard way, but one that’s now embedded in every technology decision the group makes.
This article is based on insights shared during a panel discussion featuring Alexandra Preece, General Manager at Gradi Group, Shane Flanagan, Head of Integrated Partners at me&u, and Nahshon Pinto, a business strategist and mentor on the Queensland Mentoring for Growth programme.
