Breaking Bread with Kelli Schultz: Where Strategy Meets Execution to Drive Real Results

Successful restaurant technology and operational initiatives require more than a strong strategy—they demand thoughtful execution, clear communication, and effective project management. Whether implementing a new POS system, launching an online ordering platform, or streamlining back-of-house operations, the difference between success and failure often comes down to how well a project is planned, managed, and adopted by the team.

In this edition of Breaking Bread, we speak with Kelli Schultz, Project Success Lead at Break Bread Consulting, about the critical role project management plays in helping restaurant operators achieve their goals. Kelli shares her perspective on defining project success, navigating implementation challenges, balancing timelines and stakeholder expectations, and creating the conditions that lead to lasting results.

For restaurant operators, hospitality leaders, and technology partners looking to improve project outcomes, Kelli offers practical advice drawn from years of experience managing complex initiatives across the restaurant industry.

In your role, what does “project success” look like in practice for the clients you support? 

Project success means systems and processes that are clearly defined and understood, and that work on a day-in, day-out basis for the teams. There is sometimes a gap between how the systems CAN work in a perfect environment and how the systems DO work in a busy restaurant. We are passionate about ensuring that we leave our clients with systems and processes that truly work for their business, both now and moving forward.

What’s a common challenge you see restaurants face when implementing new systems or processes—and how do you help them overcome it?

Typically the software is chosen by top leadership, for very logical reasons of course. The store operators, however, will often be the ones who use the software most, and they will determine the accuracy of the data that goes in and comes out. Not all associates will be thrilled about any change, especially considering that these teams are already tasked with so much in their day-to-day operations. Helping the teams feel that they have a voice, understand the goals and outcomes, and have great training and support is key.

Can you describe the key elements that typically make a project successful, regardless of the client or scope?

Listening - hands down. When we begin a project, I want to understand as much as I possibly can about this operation - about the company culture, what have the past few years been like, what are we expecting in the next few years, etc. I want to know why the operation is where it is, and what brought us to this call today. Do you have very stable teams, or are you in a period of leadership turnover, and most importantly - why are the systems currently set up the way they are? It is very easy to look from the outside and conclude that a system is set up incorrectly and that we immediately can tell them how to do it better.  Experience has absolutely taught us that the simple question of ‘why did we do it this way’ leads to a plethora of insight into the operation. Teams might not know that a seemingly small component of their operations could change the path on best practice for a software system - we need to ask great questions and listen well to make sure that we have all of the pieces in place to make the systems work for THIS team.

How do you balance client expectations, timelines, and unexpected hurdles while keeping projects on track?

I would never make the statement that every project stays exactly on the initially planned schedule. Restaurants are wonderfully chaotic places, and that’s what we love about them! We use our experience to plan timelines that will be accurate on our end, but we know that there will often be changes to that - store openings get pushed back due to permit or construction delays, a central team member drops off during the project, the bandwidth of the operations team was misjudged - No issue! We will adjust as needed to get to the finish line. On time is great, but thorough and correct in terms of setup, training, and ongoing resources is non-negotiable

What’s one piece of advice you’d give to restaurant operators who want to set their teams—and their projects—up for success?

When making decisions about software systems, involve the operations teams to the extent that is reasonable and then be clear as to the expectations that come after a decision is made. It is absolutely possible to give the local store leadership a voice, even if their suggestions and opinions don’t end up being implemented. I guarantee that the insight given by those teams will be invaluable, regardless of path forward. I’ve always appreciated the idea that before a decision is final, any and all input is welcome and appreciated. Once the decision has been made, everyone from top to bottom must wholeheartedly adopt this decision as their own and do everything possible to learn, support, and ensure that the project is successful for their team.