Deric Rosenbaum of Groucho's Deli explains how ClearCOGS breaks down recipes to the ingredient level and uses sales data to forecast demand. He calls it tuning a Ferrari: getting the details right on how you handle cases, slices, and ounces matters. Franchisees who master the platform become its best salespeople.
Clear Cox. It's really about tuning the Ferrari.
This is something I've been wanting to do, but in our previous system, we didn't have the open API infrastructure that we needed. You're taking all of your recipes down to the actual ingredient level, to the submodifier level, if you will, and then, and then take bringing in that real-time sales data and then all your historical sales data to build these accurate predictions, right? And then it's, it's really about tuning the Ferrari. So like You got to spend a lot of time understanding the brand and how they operate and how they take cases or slices or ounces and how does that work within their systems. I've invited a couple of our power users that have been asking for this, franchisees. Wow. And so they're part of the process with us because, I mean, if they're happy, they will become evangelists as well. So, I mean, we've been really excited and the team has been amazing to work with and very open to the feedback and suggestions we've been giving them.
I think one of the things that I'm always impressed with is Tech brands, tech founders, tech leadership teams that build with us instead of building for us.
It's the same way as like, we're still a small like brand, like 31 units isn't huge, but with that you get agility. Yeah. And the same thing happens with restaurant tech startups is they're more agile than these giant albatross corporations. You know, it's like turning a speedboat versus a cruise ship. So for me, that's the kind of vendor partners we want to work with. I like my relationships Like, I want a vendor-partner relationship. Like, you're not just XYZ, you're going to collect a SaaS and we're done at the end of the day. Like, I want to know if I'm having a real issue, I can just call Matt Wampler. Clear Cox Jesus. Clear Cox Jesus. Your manager can go out and do other responsibilities, right? Including providing hospitality at a very genuine level. To me, that's a no-brainer. Freeing up management time to go do other things. And then, you know, at the end of the day, it should ultimately drive down cost of goods. Yeah. If you're getting these accurate, predictive levels. Like, so we have an inspection team and they go into franchisees and they'll come back and like, yeah, that guy had 6 cases of 4-ounce portion cup lids. I mean, that's a year's supply. Like, so there's $200 of just stagnant inventory sitting in your shop for a year. You multiply that across 20 items, like, that's real money. Real money. That's real money. So, you know, if we can shave a few points off our cost of goods while providing and giving time back to our operators, Hell yeah, sign me up.
