Insights & Trends

“What really resonated was how much of the conversation came back to people” –  Arena Networking Navigator event takeaways  

November 2025

William Murray intern Finley Young shares learnings from his first foodservice and hospitality industry event  

I’ve always believed the best conversations happen over food, so walking into Seven Dials Market for the latest Arena Futures event felt like the perfect setting. The place was alive with the sound of chatter, laughter and sizzling pans. It wasn’t your typical conference venue. It was vibrant, informal and full of energy.  

The event was part of the Arena Networking Navigator Programme, a new initiative designed to help rising talent in hospitality build confidence and make lasting connections. It didn’t feel like a training session; it felt like a genuine coming together of people who care deeply about where the industry is heading. 

After a bit of networking (and a bite of something delicious, I recommend the Bacon Double Cheeseburger from Bleecker, it was unbelievable), we gathered for the main session.  

This year’s panel, hosted by our own Lucy Britner, included Richard Franks from Shake Shack, Ryan Candy from Sodexo and Rachel House from Impetus. The panel discussion struck an honest, down-to-earth tone, no corporate jargon, no polished scripts, just three people sharing their journeys, the mistakes they’ve made and the lessons that stuck. 

What really resonated with me was how much of the conversation came back to people. Richard talked about leadership as being present, actually taking the time to know your team and help them grow. Rachel spoke about curiosity and how it drives confidence and creativity, while Ryan reminded me that networking is about making genuine, human connections – not collecting contacts. 

That one really landed with me, especially in a world where networking can sometimes feel like a box to tick rather than something normal and meaningful. 

As I looked around the room, I could see heads nodding, people laughing, exchanging details, or chatting quietly between questions. There was a real sense of community, like everyone there, no matter their role or level, wanted to be part of building a better, more connected industry. 

Throughout the afternoon, I found myself chatting with people from all corners of the sector, each with a story to tell and with an infectious enthusiasm. There was a genuine buzz; a sense that everyone there believed in the future of hospitality, even amid the challenges. 

I left feeling energised. The openness, the collaboration, the sense that everyone’s rooting for each other really struck a chord with me. 

So, a big thanks to KERB, Arena and the brilliant panellists for an afternoon that was as inspiring as it was authentic. Proof that when you bring good people together, great things happen. I left with a full stomach, a brain full of ideas, and, most importantly, a reminder that connection really is the heart of hospitality.  

Insights & Trends

QSRs – is a lack of local relevance stunting your growth?

June 2026

By Rachel Taylor, managing director, William Murray

I had a great day at the QSR Redcat Media and Awards Conference on 22 June 2026, listening to operators, brands and suppliers unpack the future of growth. 

More data. More tech. More channels. More pressure on margins. 

But walking away, one thought stuck with me:   

Most QSR brands aren’t struggling to grow; they’re struggling to matter where it counts. 

Growth in this sector rarely unravels in strategy decks or boardroom discussions. More often, it is won or lost site by site, in local communities and on local high streets. 

Customers clustered in their differing localities don’t experience “the brand” in the abstract. They experience that single location, in a specific moment, in the context of their everyday lives. And that moment is far more fragile than many assume. 

If the experience feels too generic, inconsistent or disconnected, the decision is simple: customers will be indifferent.  And no one wants that. 

So how do you win? 

Look at how the high street is shifting and being redefined. It’s no longer just a place of convenience. It’s evolved to be something more social, more experiential and more community-driven – a space of connection, routine and identity: 

  • where people go to break up their day 
  • where older audiences seek a sense of connection over something simple such as a coffee and a slice of cake 
  • where date nights, small celebrations and everyday rituals play out 
  • where younger consumers spend time, choosing brands that say something about who they are because it’s social currency. 

This all points to the evolving role QSR brands need to play. The question has moved beyond: “How do we drive footfall?” It’s now: “How do we earn a place in people’s lives locally?” 

Are franchisees the most underutilised growth lever? 

Many QSR brands are stronger than ever centrally – with sharper positioning to more sophisticated channels.  But that strength doesn’t always translate consistently at a local level. 

This is where the franchisee comes in. 

They sit closer to what’s actually happening in local markets than any central team ever can. They see the nuances: how footfall shifts, how local competitors behave, what resonates culturally, customer profile types and what falls flat. 

That’s the missed opportunity when it comes to your comms programme.  

When franchisees are properly engaged and contribute to their localised comms plan, believe in it and are equipped to bring it to life, the difference is tangible. A QSR branch becomes embedded within its community, teams operate with more confidence and customers respond differently 

Why community comms is the growth boost needed 

This is where communications plays a far more important role in unlocking growth than it’s usually given credit for. 

Getting under the skin of each community to shape bespoke campaigns that capture attention and win mindshare makes a huge difference in a fiercely competitive market.   

Locally relevant comms strategies should not be viewed as a quick customised bolt-on task.  They are a growth strategy because no two locations behave the same or expect the same things. No single playbook can account for every local nuance. 

In today’s market, local relevance is the strategy. 

 

Want to hear more? 

If you’re looking at how your brand performs site by site and where the gaps are between strategy and reality, it’s worth a conversation. 

At William Murray PR & Marketing, we help QSR brands close that gap, building communications strategies that actually drive behaviour, consistency and growth on the ground.