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In today’s restaurant landscape, technology is playing a bigger role than ever. With the rise of e-commerce and digital ordering, brands are rethinking traditional strategies to keep up with changing guest expectations.

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We spoke with Scott Landers, co-founder and CEO of Figure Eight, about the growing need for a Chief Digital Officer and how restaurants can optimize their digital operations. Scott shared how brands can better align marketing and IT, streamline their processes, and prepare for a future where digital ordering continues to expand.

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Here’s what we discussed:

• Why the Chief Digital Officer role is becoming essential
• How to bridge the gap between marketing and IT for better digital experiences
• Key strategies top brands are using to simplify operations and enhance the guest experience

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You can find the full transcript below (edited for clarity).

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AK:

All right, welcome everyone to the latest of our flash LinkedIn 15-minute deep dives. I'm Abhinav Kapur, co-founder and CEO of Bikky. We're a customer data platform for restaurants. Joining me today is Scott Landers from Figure Eight. Scott, how are you doing?

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SL: 

Hey Abhinav, good to see you. I'm doing well. How about you?

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AK: 

Great, thanks for being here.

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SL: 

No problem, it's nice to be here. It’s actually a nice, cool day in Oklahoma.

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AK: 

Excellent. Just to set a bit of context, could you quickly introduce yourself and Figure Eight, and explain what you all do?

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SL: 

Sure thing. My name is Scott Landers, and I’m the co-founder and CEO of Figure Eight. You can think of us as your Chief Digital Officer. We operate on a fractional basis for emerging and enterprise restaurants, typically ranging from 50 to 500 locations. We handle everything from marketing to IT, ensuring that your e-commerce and digital channels are performing at their best.

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AK: 

Excellent. You’ve already touched on the key topic, so let’s dig deeper: What exactly is a Chief Digital Officer?

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SL: 

We’re an agency, but the role itself is people-oriented, like any other C-suite officer position. The rise of the Chief Digital Officer has mirrored the surge in e-commerce and digital ordering in restaurants. Pre-pandemic, only about 5% of orders were digital. Now, for some restaurants, more than half of orders come through digital channels like online ordering, pickup, delivery, catering, kiosks, and text message ordering. These aren’t your traditional walk-in transactions anymore.

The Chief Digital Officer's role bridges marketing and IT, ensuring that the entire digital funnel—from a marketing campaign to a completed order—is seamless and effective. It’s about creating a cohesive experience that works 24/7.

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AK:

I remember from our prep call yesterday, you had an interesting way of framing the guest experience shift. In the past, guests did all the work, but now they don’t. Could you walk us through how that has led to the need for a stronger digital stack?

SL: Absolutely. In a pre-digital world, marketing and IT operated independently. Marketing handled branding and campaigns to attract guests, while IT kept the technology running—like ensuring the Wi-Fi worked and the POS system was online. The guest would come in, pay, and complete the transaction. They did all the work.

Now, marketing and technology have collided. For example, a marketing campaign needs to connect seamlessly with your digital ordering system. If a menu item isn’t properly integrated across multiple platforms, it disrupts the guest experience. Every part of the digital process must work harmoniously. If something breaks, it impacts the guest experience, and recovering from that is incredibly difficult.

AK: 

That makes sense. But why do we need a specialized role for this? Why can’t a traditional marketing or IT leader take on this responsibility?

SL: 

Great question. While some people can manage, most IT and marketing leaders are specialized. IT leaders focus on infrastructure—like Wi-Fi, hardware, and firewalls—while marketing leaders are creative and campaign-driven. They don’t naturally think about the integration of digital campaigns and technology.

For example, launching a new item like a sprinkle cookie requires updating the menu across multiple platforms, from aggregators to loyalty programs. The Chief Digital Officer ensures that both marketing and IT teams work cohesively. We often act like air traffic control, coordinating these efforts on both a human and technical level.

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AK: 

So, in a way, e-commerce is a new muscle that brands need to develop. The pandemic accelerated digital ordering, but now we’re in the phase of optimizing and scaling it. Would you agree?

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SL: 

Exactly. The pandemic forced a rapid shift to digital, but people lagged behind the technology. We’re now at a stage where brands need to fine-tune and build these capabilities. It’s similar to when credit cards became mainstream. Initially, many restaurants resisted, but now they dominate transactions. Digital orders are heading in the same direction, and some brands, like Firehouse Subs, aim to be 100% digital by 2025.

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AK: 

What do the best brands do to excel in their digital efforts?

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SL: 

It boils down to people and process. The best brands have dedicated digital teams and streamlined processes. Simplicity is crucial; a simple menu with limited modifiers can greatly reduce errors across platforms. We recently helped a client with a seasonal menu update, and a small issue caused a breakdown between platforms. Diagnosing these problems can be difficult, so having clean processes is essential.

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AK: 

That’s fascinating. Jared Cohen from Protein Bar Kitchen shared similar insights in another session. Limiting modifiers and focusing on the most profitable items can improve the guest experience and simplify operations. It’s a different approach from traditional marketing or IT.

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SL: 

Absolutely. The drive-thru is a great analogy. It transformed real estate, packaging, and staffing. Now, digital transactions are doing the same. Designing a digital menu is different—you’re optimizing for limited real estate and reducing guest fatigue from endless scrolling.

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AK: 

Where is the push for better digital processes coming from within organizations?

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SL: 

We get pulled in from both marketing and IT, but often, the C-suite brings us in. They see the disconnect between these departments and recognize the need for a specialist. There are real financial implications when things go wrong, like if a major platform goes down during a launch.

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AK: 

Final question: What’s your forecast for digital order growth by 2025? And will the industry ever be 100% digital?

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SL: 

By 2025, digital will certainly grow, though the exact rate is uncertain. It’s like the credit card transition; it took decades to become the norm. Gen Z and younger generations already live in a digital world, so I expect a majority digital share eventually. Some brands are even aiming for full digital adoption in the next decade.

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AK: 

Great insights. Thank you so much, Scott. We could have talked for much longer, but I appreciate your time. Thanks to everyone for tuning in!

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SL: 

Thanks, Abhinav. Take care, everyone!