GoTo Foods Elevates Digital Leaders for Growth

GoTo Foods sits at a gentle crossroads, like a café just after dawn, where a quiet plan begins to unfurl. The seven-brand platform is marking a new moment by naming its first Chief Digital Officer and its Chief Development Officer, signaling a patient pivot toward digital momentum and disciplined growth. On April 13, 2026, the company announced that Biplav Misra would lead the digital charge and Tatiana Lambert would guide development strategy. The move invites guests and franchisees to lean into a shared path, one where technology and site growth work hand in hand to elevate every visit:

The appointment frames GoTo Foods as a platform company behind seven iconic brands — Auntie Anne’s, Carvel, Cinnabon, Jamba, Moe’s Southwest Grill, McAlister’s Deli, and Schlotzsky’s. The scale is tangible: more than 7,400 restaurants across all 50 states and 71 countries and territories as of March 29, 2026. A quoted line from the release emphasizes the moment: “As GoTo Foods enters its next phase, our priority is clear: disciplined growth that enhances the guest experience, strengthens franchisee returns and delivers stronger unit-level economics across the portfolio.” Omer Gajial, the CEO, stresses that Misra and Lambert will sharpen how the company grows and creates durable value for guests, franchisees, and brands. The aroma of purpose lingers as the plan begins to take shape in real, customer-facing terms:

A gentle reflection sits beneath the numbers: a platform poised to fuse digital momentum with an even steadier hand on store economics. The message is less about a sprint and more about a measured morning ritual—every guest, every operator, every brand, moving toward a cohesive horizon. The coming chapters will show whether this readiness translates into more frequent visits, brighter baskets, and steadier returns for partners across all seven brands.

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The platform frame is not just a buzzword; it’s a gentle blueprint. GoTo Foods presents itself as a company built to scale across channels, brands, and geographies while retaining a personal touch in guest interactions. The leadership launch underlines a balance: guest experience and franchisee returns sit at the heart of a disciplined growth agenda, a rhythm the company says will be reinforced by digital and operating capabilities. The sense is of a kitchen prepared for a long, steady simmer—enough heat to unlock opportunities, enough patience to sustain them, and a shared belief that seven brands can sing in harmony on a single platform.

Executive framing is clear: the leadership duo will align digital and development to deliver durable value across all units. The message is not about a single market or a single channel; it’s about translating strategy into steady, visible improvements in guest engagement and franchisee economics. The café‑atmosphere of this moment belies a firm belief that the seven-brand platform can be a model for disciplined, scalable growth—one that invites partners to linger and participate in the shared success.

To the point, Misra will establish the digital infrastructure, assemble a specialized team, and craft an operating model that scales across all seven brands and across off‑premise, catering, and both owned and third‑party channels. Lambert’s development lens will guide partnerships and disciplined expansion across the portfolio. In that pairing, the guest’s seat at the table feels central—more frequent visits, stronger check growth, and a portfolio that grows without compromising the comfort guests expect from these beloved brands. It’s a quiet invitation to trust the process as it unfolds.