Project 7

Summary

In this episode of the Beyond Core podcast, host Mathias Ruch is joined by guest Fergus Blayser, the CEO of dish, the digital platform for Metro, a leading wholesale company specialized in food and non-food products for hospitality businesses. Fergus shares the story of how dish was launched as part of Metro's digital strategy, and how it has become a core part of the business today. He also discusses the importance of customer focus and data in the success of dish and Metro. Discrimination is common in the tech industry, but Metro AG, a wholesale food company, has taken steps to reduce this by investing in digital solutions and building a startup-like team called dish. This team is responsible for digital strategy and has created tools that improve the customer experience and increase sales. They have a startup-like culture, prioritize data, and have their own legal entity to move quickly and efficiently. This has resulted in a positive impact on the company's core business and has attracted talent that Dish is a unique company in terms of the number of nationalities working there, with 37 nationalities represented. The company values diversity and has been successful in attracting talented individuals from all over the world. The company is also focused on incorporating AI into its business processes and customer experience. They are currently experimenting with using AI in their customer support and are looking into implementing it into their POS system. The goal is to provide enhanced and more efficient services to their customers. However, the company: In this podcast episode, the hosts speak with Tobias and Mathias, representatives from the companies Dish and Metro, about digital transformation in the restaurant industry. The guests discuss the importance of technology and data in improving efficiency and customer experience. They also touch on the potential for robots to play a bigger role in restaurants, but stress that human creativity and customer service will always be crucial. Additionally, they emphasize the importance of collaboration and human connections in driving innovation and success.

Transcription

Hello and welcome to a new episode of our podcast, Beyond Core, the podcast for business leaders who dare to think beyond today's success and build the future. In every episode, we explore entrepreneurial strategies for unlocking new growth beyond your core business from platforms, digital ecosystems, AI driven ventures, and circular business models. We dive deep with industry pioneers who are shaping what's next. And today we are looking at corporate venture building at Metro and how the dish platform became the center of the core business. Metro, as you maybe have known is or learned, is the leading international wholesale company specialized in food and non-food products for hotels, restaurants and catering businesses. And then and they launched dish um uh digital platform, which provides services to manage reservations, build websites for online processes for hospitality businesses. Around 7 or 8 years ago as part of their digital strategy. And today we have our special guests, which is Fergus Blazer. He's the CEO of dish, and he will answer our question and give us more insights on how dish was launched, how dish will continue to shape the business of Metro, and what is the future with Dish and Metro looking into the AI future. So welcome and also welcome Nathalie, my favorite co-host here on our podcast. Thank you for having me. Nice to have you here. And obviously nice to be here again, Mathias. Oh, yes. And we have a very good guest. So maybe you can give a short intro about yourself, what you are doing. Also maybe a short intro about Dish and Metro to our listeners. Yeah, absolutely. So happy to, to do that. So my name is Kaiser. I'm the CEO of Dish Digital Solutions where Metro Company and dish is here to serve the industry. So hotels restaurants, catering companies. We've been doing so since 2015. So a long time already. Um, and dish was set up with the intention to, uh, expedite digitalization of Metro on the end of our customers. So the idea was to, um, optimize processes on the end of our customers, help our customers be more efficient, uh, help them run the business better, uh, to create impacts than, uh, on the metro core business. And we will talk about this later, uh, how this, uh, happens, how this really works. And, uh, this is a pretty agile company. You could indeed dub it as a corporate venture. Uh, it was set up initially as kind of a toolbox, if you will, a sandbox for the Metro company to understand how digitalization could help, uh, Metro become a more, uh, future oriented company. Um, and, yeah, we we really started, like, a startup, and I think we, we we still are, even if today we are considered part of the core business. And can you, as a bit of, um, give us a bit of background where you are from and what have you, uh, gone through so far in your career to become the CEO of this? Yeah. So my background is very much into e-commerce, actually, since more than 25 years. Um, I led, uh, digital transformation initiatives and telco companies, media companies, uh, was a partner of a consultancy company, the TMT, technology, media, telco sector. Um, and yeah, got engaged with uh, Metro back in 2017 already, uh, when the idea was already on the table to digitise Metro. Um, and when we were looking into this idea of taking the Metro customers by the hand, uh, and, you know, helping them to become more digital. Um, yeah. And then back in 2019, I was asked to take this on and to create a digital company for Metro, which was meant to have an impact on the, you know, back then, Core business of food. So how to do that was the question. We started in dish back then called hospitality. Digital started as, you know, a real yeah, um, startup company. And the first products we launched, uh, we launched for free with the intention to create an audience of customers, a customer base first, and then the idea back then already was okay. At some point, once the products are good enough, uh, we should try to monetize those products, which we started only in 2021 when we already had more than 200,000 customers. That was the base we started off off. Today, we are very close to 365,000 customers restaurants connected to the platform. So Dish today is the largest digital ecosystem for the industry. Uh, at least in Europe, we always say globally in the world because nobody is available like like we are in 16 different countries. Uh, this is where we are with dish today. So would you say so the first, uh, um, entry point was, if I understand correctly, was to support your customers in their digital transformation. Yeah, absolutely. So that was the idea back in 2015. And when we when we do digital digitalization, um, let's think about our customers first. How could, uh, Metro help customers become more digital, uh, to optimize their processes to create a better, more digital relationship with Metro? Uh, which because it would be digital, I would have massive, hopefully massive impacts on the way Metro's running the business. And the idea was, if our customers are successful, if our customers are successful, then Metro will be successful. Uh, that was the initial idea, uh, which we have actually pursued ever since. It's a very interesting point because generally companies. Drive their own digital transformation. It's interesting too. If I understand correctly what you're saying. Do you think that you can you considered back then that if your market wasn't, uh, or your customers weren't transforming at the same time as you, you probably wouldn't be successful? Uh, or not as successful, uh, transforming yourself digitally, right? Yeah. And I think we made two decisions back then, which were number one. Okay. We need to understand what digitalization means for our customers. Let's listen to our customers. Once we understand what they really need, what really helps them. Once we understand that, uh, this will help our business, um, because, uh, we could adjust to our customer needs much better in a more digital world. So I think that was clearly point number one. And number two was for me to say, look, digitalization is a big topic. Um, artificial intelligence already back then. Big topic. Uh, we need to learn first. And uh, the key decision then was to say, okay, let's learn, uh, what's important here. And when we are talking digitalization, let's learn together with our customers. And we took this, I would say brutal, uh, A decision to say, you know, we are really in this industry. We are a customer focused 100%. We set up up to 200 test restaurants across Europe. So meaning we were working very closely with 200 restaurateurs. Um, we across our footprint, we listen to their needs, which sometimes were and still are pretty country specific. If you think about fiscal ization topics, when it gets more complex, when you're delivering systems. So we, we really listened, uh, and everything we have been building, uh, we have built on our own. So it's, it's that's that was a big decision which implied already, um, in 2015 that, okay, this would be a pretty long way. Uh, probably a bumpy road also, because we had to learn a lot. We're still learning a lot today. Um, and one thing back then was was clear. Uh, this will be costly. Uh, hopefully. Um, the idea was, hopefully we will create something which in the end, uh, has impact on the bottom line of Metro, which today it has. And I think we'll talk about that later. And did you already have in mind at that time, at the very beginning, uh, some data strategy or because we're talking about monetization? Yeah. Or you're talking about it or, you know, hoping there would be monetization, but probably there was also the data play in, in the ROI. And that was, uh, yeah, I think that that yeah, that that's it for us. It was clear from, from the first minute we were thinking about, uh, digital applications for our customers that, uh, actually, this entire business is about data. Uh, maybe back then, it wasn't clear to everybody. Um, but I think everybody learned that pretty, pretty fast. If you think about just a tiny example, if you think about food waste prevention, uh, if you really want to help our customers, uh, Succeed in that area, then you pretty swiftly come to the parquet. This is about data. You need to know what they need, when they need it, how much they need, and so on. You need to understand seasonality in a restaurant or in a in a hotel or a catering company. Um, and hence actually from day one we created a pretty strong data foundation, um, that was costly. That took us a long time to make sure that we really create excellent data. You know, this topic around data, garbage in, garbage out. It was clear to us, we we we, you know, I had to find a way, um, to create data based on the applications that we had built. Uh, we had to make sure the data is good. Uh, and we wanted to set up set it up from day one in a way that we could use it for different applications, for different, um, evolutions actually of, of the ecosystem that we have created. And if you think about, you know, AI, artificial intelligence world, when we are talking about a gigantic ways of working the foundation to this data, and we've been doing this since 2015, I think we have created one of the largest data environments for the Oracle industry in Europe, which is helping us today, which is helping us, which is helping Metro, which is helping our customers in the first place, big time. We are helping them to understand their business much better. So we have integrated data applications, business intelligence applications into our POS system, for example. So as a restaurant owner, you can see how your business is doing, you are learning, you are understanding seasonality and so on. Yeah, data is part of the DNA of of Dish. Very very clear. So for me, it also sounds that you and your leadership team, you are very mature in this whole digital thinking. Understanding the value of data and that it takes a while. And when we talk to other companies, they often ask us, yes, yes, I know that it's important with the data and it takes a long time. How do I convince my leadership team? They are very often only focusing for the next two years or three years, but it maybe takes five years or seven years or whatever. And you also mentioned it. You need a a long freeze for that to, to to to um, yeah. To follow the journey and to really, uh, benefit from all this stuff. So you take it takes a while. So how do you at the end or at the end, formulating a bit different? What, uh, was important for you and your leadership team to, uh, to take this long shot? To, to to understand. Okay. Yes. This takes a while. And what was so important for you? Yeah. So that's a very good question. Um, a couple of answers actually, on this one, we, uh, from from day one, we, we said, look, uh, data will be it. But the notion ten years back already was, uh, this is, uh, this is probably very costly. Uh, unclear if the data we get will really help us improve our business. So we tried very early in this data game. We tried to find a way to convince Metro that, uh, gathering data, refining data will pay out. And we said, okay, we can only do that if we, uh, establish cohorts of customers over a long period of time across the entire footprint. Um, and we need to understand how our customers are potentially changing their behavior. So we need data for that. So all the applications we've built, uh, have, have been built in a way that we can, uh, understand customer behavior, uh, better. Uh, if you take the PA system, for example. So we do know what customers purchases Metro. We do know what's happening in their restaurants. Uh, we have learned, uh, the seasonality in restaurants so that now, ten years later, we have, uh, cohorts of customers that are so strong in terms of the quality of their data that we can say today, um, there is a clearly measurable impact. We do know that customers using dish application Metro customers using dish applications, um, on average. Create 10% more value in the core business of food than Metro customers not using this application. So today, we are proud we have this number because we can say everything we are doing, if we do it right in the end, has an impact on the bottom line of Metro. Um, I have to say we have had lots of support from the Metro board for this approach. Um, then CEO Olaf Koch started it. Uh, and today, CEO Stefan Greubel and his management team are accelerating this. There has been a strong belief that data, in the end, will help us create a better metro. Um, and I have to say, we we are very thankful that we've been able to do this over a very long period of time. What we did down the road is, yeah, we delivered the data, and as soon as we were convinced there are cohorts of customers where we see an impact, where we see a change in behavior, where we see more loyalty. We actually say today this is a loyalty engine to Metro today, uh, we discussed the data with the country management teams. Um, we discussed the data with the metro board. Uh, it wasn't always easy. And sometimes we were challenged on the quality of the data, on the quality of the cohorts. Honestly, I have to say we simply went on and we were allowed to go on, uh, gather the data, try to, uh, provide even stronger, uh, proof that what we are doing has an impact on the core business. Uh, I would say. Not a usual situation to receive so much support, I think. And that might be a recommendation for everybody who's trying to use data within a corporate environment to create an impact and make it clear to everybody. It's probably a bumpy road. It's probably a lengthy thing. It takes time, uh, to provide strong data that really put you in a position to say, okay, yeah, this here is the impact I, I believe you guys, I see it. We see it in the customer data. Uh, and we are actually very proud that 99.9%, I would say, of our customers are happy for us to collect the data which we are using to optimize, uh, the metro business, but we are sharing the data with our customers. So we are telling them, look, this is how your business is doing. Here's the seasonality in your business. Uh, this is how you can, uh, try to manage or prevent, manage, uh, food waste better. Um, so there is a give and take, if you will. Uh, we take the data and we give back. We give back to the Metro organization. We have our sales teams to perform better. Um, this is a complex thing that we have created. And again, we we needed and we have been provided the support from the top down from the metro board all the time. So and I think that's that's probably a prerequisite if you want to copy something like this in other, um, corporate environments. Yeah. So what you describe is also kind of the Amazon Prime effect. So what is Prime. Prime. Yeah the loyalty program and uh yeah the Prime subscribers or they have also a much higher, uh, bill on Amazon at the end. So they are also uh, purchasing more on Amazon versus a non prime user. So it's it's a yeah. There are those uh benefits. And as you said it needs to be a mutual benefit also for the for the restaurants and the caterers etc.. So it's not just only for you. Let's let's double click more on the venture building side. Uh, dish is an own legal entity. Um, versus versus Metro. What was this decision? So, um, maybe you can take us into this, uh, yeah, this topic a bit more because, um, as you said, it could be very clear for the top management. Yes. Let's go. Let's invest into this and let's build the platform. Let's, let's create an own business unit or an own department for that. But no, you created an own legal entity for that. What was the reason for that? And, um. Is it also related to your startup feeling, your startup spirit you wanted to create, or how? How? What was the thinking behind behind the whole legal entity of this? Yeah, yeah, certainly it's the startup feeling that the company wanted to create actually from from the beginning. Um, but much more important actually is or was the understanding that a corporate venture like this one, uh, needs to work based on its own, uh, processes, uh, needs to be able to move probably much faster when it comes to application development compared to, uh, a large corporate organization. Not saying the one is good and the other is bad, but it was a clear understanding that a company or that a topic, uh, like digital digitizing or digitalizing customers, um, would have to move at enormous pace. Um, and that probably different processes, different styles of working specifically in software development, like agile software development, um, like innovation, uh, uh, had to happen a different way. And then the intention was to say, okay, if you if you really mean it, let's create something new. Let's create an entity where everybody, um, understands, uh, this is, uh, a, a new venture. This is, uh, we are starting this from a blank page. Let's give that team a company they are accountable for. And I think, uh, this was the foundation to create also, then to use a separate brand like we do with dish, uh, and try to use this brand to, um, in the end, have an impact on, on Metro. Uh, we are today with a dish by Metro. Um, I think the, the idea actually from day one was. Yeah, let's create something new from from a blank page. Let's, uh, attract talent here. And the, um, idea was to attract people into a startup like environment. This is what this was and still is. Um, and then specifically the the speed idea was around. So that's how this entity needs to move faster. We wanted to move faster. And potentially if they do things, uh, Metro can learn from. Then be it. Great. Let's see if we can use something. This is doing, uh, in separation. Uh, in the dark. Because they need to move fast. The intention from from day one was okay. We want to be competitive here in the digital world. Uh, and then the intention was, okay, let's create something separate. Let's create a separate entity, and let's make sure, uh, this entity, in the end, uh, will be successful. Uh, everybody knew we need to nurture this. Uh, it needs to be funded. Uh, they need to be able to move fast. Uh, uh, give them their own processes, the processes they need, which are different from the core food wholesale business of Metro. Um, all we were asked to do is we were asked to make sure that at some point, uh, we'd be ready, uh, to become part of the core business, which today we are. Uh, for that, we'd have to create something which has an impact on the, uh, core business of food. And I can give you an example of how this actually works today. Uh, if we sell digital tools to Metro customers. So restaurant owners, then usually we sell this dish starter, which is a, uh, a website. It still is. You know, from the early days, the website toolkit that we created. And we give a customer a digital menu card. So, uh, so that they are available on, on the web can be found on the web. Um, and we crawl the data of this menu card. And then this gives us insight into the ingredients a restaurant owner needs to to deliver that, that menu card, the number of dishes on that menu card. And then we compare that with a customer's a restaurant owners, uh, purchase history at Metro. And then we get a delta, right. So we do know what this customer has is already buying from Metro and what he or she has never bought from Metro purchases Metro. So next step then is to provide the data to the core organization of Metro and the sales organization of Metro and say, look, here's an indication that a customer, um, could buy more from Metro. That's what this is about. We are a wholesaler, right? And then next time we are sending out a digital promotion or a salesperson to that very customer, um, the offer will be on, on the delta. Right. So on the products he or she has never or yet bought from Metro, I think that has been, as I'm saying, has been because it still is the most complicated thing for us to make sure that we as. We started as a separate entity. Make sure that the things come together. Um, that was the key point for us to say. Even if we are separate entity, we are a metro company. We need to make sure that we are working closely with our colleagues in the countries and that in the end we can say, look, all the money Metro you have invested into dish, um, uh, was money well spent because at some point there will be the impact on the core business and we are showing it today. Um, yeah. So to a long answer to to a question, another aspect is the cultural point. So you said at the beginning digital strategy, but maybe we are not ready at the core. That's why we created dish. And then dish was responsible to drive the whole strategy forward. So the benefits work together with the customers the data thing, etc.. And now it's going back to the core became the new core or the or it enhances the core. Uh, so how is also maybe this influencing the. The culture within Metro. There's a there's the as the as the old core. So is the is the. Yeah. New core coming back to the core and also influencing the culture. And you see benefits of of maybe this kind of startup spirit the startup thinking data the thinking also now influencing the old core of Metro. So kind of yeah absolutely. So a very very good question Mathias. So I think what we are seeing today is actually this year, we already had two people who came to me and said, look, for Clara. I want to understand the the wholesale food business better. And I see my career path within Metro. And I thought, fantastic, uh that's great. Uh, so that a digital person now sees that the two worlds, if you will, are working very closely together, are becoming one, and that now people, um, are, you know, actually walking over the street to, uh, to metro, uh, to to work there and to come with their experience and try to help people in the, in the core business of food, uh, understand what we are doing and improve together what Metro is doing. So, um, dish is unique in terms of the number of nationalities working here. We have 37 nationalities working for dish. Um, so great talent from all over the world. Uh. Digital nomads, digital specialists who really, uh, want to help, uh, transform the the wholesale food business. We are speaking, I think, 18 languages here. Uh, this makes this a very diverse, a completely unique company within, uh, the metro world. Um, and you're seeing it now again, as I said. So people are willing to understand the metro, uh, wholesale food business better, uh, and the other way around. And now people are knocking on our door saying, okay. Oh, I'm working in Metro here and there. I've heard great things about what you're doing, and I would like to join dish. So we are happy if that happens. Uh, and I think this is starting now, um, that we are seeing from a cultural perspective, from an individual perspective that the worlds are coming closer together more and more. Uh, metro and so dish in the in the beginning. Uh, hospitality digital back then, uh, was a completely Culturally from a cultural perspective, completely different animal, right? So really young people, digital people. Um, without, by the way, without really experience in the wholesale business. So they were digital specialists, which Metro needed. Um, and it was quite some work to make sure that we were working together, found a way of working together non digital and digital people. Um, you know, all those stories, uh, and they were true for us as well. Channel conflicts. What are these guys doing? They are touching in inverted commas. My customers. How is that possible? Are they destroying the customer relationship? It may be that that's still going on, but, uh, it has completely changed the way we are thinking about digital, uh, in Metro. Uh, and it's still a way, uh, it's still a long way, probably to make sure that, um, across the countries, uh, we have this kind of mingling of, of cultures, of individuals, of digital and non digital. Um, but it is happening, uh, as we speak, which is great. So you talked extensively about the importance of data and how solid your data base, I can say on the base of your data is, um, and you mentioned very briefly in passing at the beginning of the word agent. So you see where I'm going. Um, from data to your or your, to your digital platform to then artificial intelligence. How do you enhance or plan to enhance, uh, your current dish, uh, solution with, uh, AI and I agents, a big question. Um, in general, before I go into the detail, uh, I think we are learning as we go, uh, on on how to make best use of of AI. Um, and there are actually two areas. One, we are trying to use and exploit AI to optimize our processes, internal processes, say in customer operations, for example, uh, we are trying to use AI, uh, technology to improve the customer front end. So if customers are calling into call centers today, usually we would connect them with a human agent there going forward. We are testing it already, uh, for a specific number of customers, let's say for first level, um, support. We can imagine we are testing it and the feedback is actually good, but from our perspective, not good enough yet. Um, we're testing that, so why wouldn't, um, you know, a customer talk to, um, a, you know, a virtual environment? Let me, let me call it like this. An agent, a bot, whatever. Um. Be it via voice, be it via applications like message messaging services and so on. Um, this will come, uh, and I think that's an evolution. We are learning a lot. We are listening again, as we did in the beginning to our customers. Do they like the experience yes or no? Any application we are launching has a Net Promoter Score component in it. So we are looking at customer feedback every day. We are talking to our customers. Uh, we still have a number of, uh, former test restaurant customers across the countries where we have a good relationship, where we talk to those customers. I think that's what we are really doing very extensively. So we are talking to our customers. We try to be close to our customers. Um, and we're using the feedback to optimize our internal processes and then actually to the, to the next level. So we are trying to use the customer feedback to build AI into our products. And uh, just two weeks back we had a workshop on exactly that said, okay, what is it? We talk to customers and one big restaurant owner from Berlin. He said, look, honestly, my my major problem is people. I don't have the people I need. They're not available anymore on the market. Um, so, uh, so this business is moving so fast. Is there a way? And I do not want to use applications if it's not necessary. And up here and there's a smartphone application there, and I don't know, is there a way. Can you do me a favor and create a post system? So a cashier, um, that I can talk to, simply talk to and say, hey, uh, process him. Tell me, uh, yesterday, how was the business doing? Uh, what did we sell? What? Not. Was the day green so profitable or red and y. Uh, tell me about food waste. What is it I have to do next weekend? Uh, tell me, uh, the weather, uh, seems to be great. What, do I have to order more of this than that? And here we thought, okay, that might be a pretty good idea. Uh, we need to make sure it's working. We need to make sure it's stable and so on. Here we are thinking about that. So. But it's in the end, it's always around the same the initial idea that we had, how can we help the industry Work better, more efficiently. How can we help restaurant owners to run their shop to run their restaurant better? How can we help them run their business better? And this is where we, uh, try to use AI. And this is where we are doing a lot of thinking right now. We don't have the answer yet. We are experimenting a lot. Um, and I think shortly we will start with this. So we will build, um, AI into our POS system and see what happens if a restaurant owner talks to the PA system. Um, but, um, and I think that's part of, of the history of this. We are allowed to and with that to learn, uh, actually every day, um, at the same time, we try to deliver data on that. We do know it's costly, but at the same time, we try to show that the investment may pay out because the database that we have created allows us to see the impact, allows us to see how this loyalty engine is evolving. Uh, we couldn't do without data. We need the data. And thinking about artificial intelligence, AI thinking about an agent world. That's the foundation. That's the fuel. And we we are trying to make sure every day that the data is good, uh, that we when we refine the data, that the output helps us, um, improve the core business of of matter. We have a relatively big data team, more than 25 people here, um, who have been working on this, uh, since, yeah, ten years back. Um, it's a pretty stable team in terms of people turnover. And I think this is helping us today a lot and will help us in the future, because that's the foundation of everything we're using. The data for the future is also a very good, uh, topic. Um, maybe looking into the future of, uh, the whole Eureka, uh, business. Um, and also the role of AI. Do you see that? Uh, maybe a bit of provocative, uh, question, uh, that, uh, all the workers who are. Build a business on AI services, on AI tools or whatever will be successful in the future. Or how do you see the role of AI in the Eureka business in the future? Is it a is it a game changer and a must have for the workers, or is it like it's still unclear to see? Yeah, so that's hard to say. I would say this industry is very unique also because I mean, if you think about your favorite restaurant, um, where you would bring your family, uh, to, uh, celebrate your birthday, whatever. Right. So, um, what good restaurateurs are great at is creating a wonderful atmosphere. You like to be there? Uh, it's more than just what you find on on the menu card. It's more about the dish they are serving, and they are creating an environment, an experience, a moment, or a number of great moments, uh, over time. So I think let's call it the the human component in here. So I think this is. I will always be there. So from my perspective and this makes a good restaurant, probably a great restaurant if this human component is fantastic. Everything you like there is great. So I think this comes on top of, um, let's say, the mechanics, uh, how to run the engine. Um, and here I think, yeah, if you want to be successful in the future, uh, in this industry and this may differ from country to country. So food in France is a completely different topic. Uh, people spend much more, um, uh, for food and for restaurant experiences, like in Germany, for example, where everything has to be efficient and so on. Yeah. So I would say, uh, if you want to be a successful restaurant owner in the future, you need to make sure that you manage your costs wisely. And here, uh, digital tools and data and AI will help a lot because energy prices are going through. Energy costs are going through the roof. Um, you don't have the people anymore you need because they're working in other industries. And Corona actually, uh, showed that very clearly, um, that this industry needs to find ways to become more efficient. You need to more and more understand, okay, if you want to be successful, if you want to survive in this industry, you need to run your business like a company. Um, you need to have an eye on, like, food waste. Uh, you can save lots of money if you use technology, if you use AI, if you use data, um, to prevent food waste. 30% or more of the food you need in a restaurant, in a in a restaurant to deliver your menu card. Actually, is food waste in the end, at the end of the day? So that is something on on average. That is something you can prevent from happening if you have the right tools. Uh, here we can help. So I think this will remain, uh, a very, very important component. And then you have. Yeah, actually the robotic component. Right. You see it on trade fairs where you can use today robots in in kitchens. Right. So, uh, as helping hands as the human helping hands are not available anymore. Right. So, uh, so you can potentially scale much better using robots for, for specific work within the kitchen or within the guest room to serve things. Uh, then, then without. So and that is something that I do see coming. And you can see it in, um, in certain countries if you go to Asia, Japan, China, uh, you see the use of technology, the use of robots is, uh, is coming. It's there. Will it come to Europe very fast? I would say not very fast, but it will come, uh, because as a restaurant owner, you are under enormous Pressure to make sure your, your, your business is successful and profitable in the end. So I'm smiling a bit. So it sounds a bit like like our podcast now. Right. So the it's a French German connection and you say uh, it's uh, the same as for restaurants in the future. So maybe in the background there's this German robots and efficiency working, but in the customer facing in the restaurant itself, maybe there is this French charm, this French hospitality and the cuisine and creating the experience. And this together forms a successful restaurant. Um, uh, thank you very much for giving us a lot of insights about Dish and Metro and the digital transformation. And, uh, let's, let's wrap up this, um, this session today, this episode. And, uh, we are asking you some, some, some small questions and maybe you can give a very short answer to that. Okay. What could be one key lessons or maybe, just maybe what the one major key lesson for you from building dish. It's all about people full stop. It's all about people. Um, uh, through the entire metro organization. And and it starts at the top. The metro board has been super successful over the years. Uh, so the right people, they're the right people on the dish team. Yeah, it's all about people. This is how I would see it. So digital transformation, but it's all about people. And also for our listeners and viewers, here is one surprising insight about the hospitality industry. Nobody has or not really knows about that, I can say. But what impresses me all the time is how creative the actors of this industry are. And it starts with the topic. We talked about how to create an environment and experience a moment, and it's great to see how people do that. And you see all the different cuisine trends coming and how people try to create something great for their guests. I, uh, unique, I would say compared to other industries, the actors are super creative. And if you think about it, if you enter a restaurant next time, uh, open your eyes and try to look for that creativity. You'll find it if it's a good restaurant. Um, and that's great about this industry. I like very much all your the energy that you are giving to this. This podcast. I think it's great because you sound like you have been, uh, a pioneer on, on, uh, you know, launching a digital platform in a venture building mode, going from beyond core to inside core, uh, working on an ecosystem mic, thinking because you, you were thinking about your customers as much as you in terms of digital transformation, thinking about data, thinking about AI. And yet the most important thing is human. The most important thing is creativity. The most important thing is experience. So I love that very much. As Matthias knows, I'm, uh, the French side of the coin. Um, I think it's a fantastic, um, you know, a lot of people worry about AI, and, uh, will it completely displace humans? You're giving a perfect example on how it can really work hand in hand and and support the human side, uh, by discharging the, uh, maybe more automated, Awaited elements of the work. So yeah, naturally, I think support is a is the right word here to describe that. And I think for this industry that's and that's very true. I mean we're hearing it here and there. I will be the supporter. And I think here we we can witness or we'll be witnessing how what that means I would agree. Absolutely. Perfect. I think this is a very good, um, conclusion of our podcast. Again, thank you very much for for giving so many insights and pleasure. Thank you. And uh, great outlook of the industry and, and venture building, uh, for all our viewers and listeners, if they want to learn more, they can go on their website on Metro also dish, and they can also connect with you on LinkedIn. We will put all the links into the show notes here so they they can click on it and and follow you and maybe reach out to you. Again. Thank you very much for joining. Thank you. Looking forward to meet again somewhere in the future. Absolutely. Thank you very much. Bye bye. In a restaurant. Somewhere. In a restaurant? Exactly. Let's meet in a French restaurant also. Yes. Thank you. Thank you. Thank you.