In this episode of Restrocast, Restroworks CEO Ashish Tulsian sits down with Chris Incorvati, the Chief Technology Officer at Jack’s Family Restaurants, a fast-growing QSR chain with 270+ locations across the Southern U.S. Chris shares his unconventional journey from restaurant general manager to tech leader without a traditional tech background.
Their conversation dives into lessons from scaling innovation at brands like Legal Seafoods, Au Bon Pain, and Panera, and explores how Chris is leading digital transformation at Jack’s without losing sight of what happens in the kitchen and at the counter.
Chris, you have one of the most unconventional yet inspiring journeys in restaurant technology, going from a journalism degree to becoming a CTO. How did it all begin, and what fueled your growth along the way?
Chris Incorvati: It all started in high school, actually. I got a job at Boston Chicken before it became Boston Market. I instantly fell in love with the fast-paced environment. I worked my way up through roles at Papa Gino’s Pizza and then became a GM right out of college. Over time, I just kept pushing to learn more and do more.
What’s driven me ever since is pure curiosity. I had no formal tech background, but I’ve always been hands-on asking questions, learning on the go, and staying close to both the guest and operator experience. This industry isn’t just my job but my life.
Chris, was tech always in the picture for you, or did the transition happen organically?
Chris Incorvati: It was definitely a learn-as-you-go path. I studied journalism, but I’ve always been drawn to computers. My curiosity led me to explore how systems worked networking, access points, PCI compliance. The real shift came at Legal Seafoods in the early 2000s when I helped implement one of the first enterprise POS systems with table-side ordering and pay-at-table features. I wrote most of the training program, and that hands-on experience led to a full-time role in IT. That’s where the tech journey truly began.
What kind of differences did you notice when you moved to Au Bon Pain?
Chris Incorvati: The POS had to support a more European-style setup. Customers would pick their food, customize it, and then pay. We used barcoding to capture every addition like triple meat sandwiches that rang up to $30. It was a different game compared to table service. We also introduced biometrics for clock-ins no more buddy-punching or fake entries. It helped tighten labor control and improve accountability. But that diversity of experience helped me see restaurant tech from every angle.
What came next after your time at Au Bon Pain?
Chris Incorvati: I moved to Panera after Au Bon Pain was brought back into the fold by Ron Shaich. It was a massive tech operation about 500 people in IT, with a fully custom-built POS and in-house development. My first task was to evaluate whether their POS could be sold externally. While it was a great system, it was so tailored to Panera’s needs that it wasn’t fit for broader rollout. But internally, it worked exceptionally well and was adopted company-wide.
What roles did you take on next at Panera, and how did the concept of a “friction team” come into play?
Chris Incorvati: After evaluating the POS, I was asked to lead software delivery and manage our in-house delivery platform. It was a shift I worked closely with developers, learning how to lead without being hands-on. Later, I also took on guest care, which handled customer complaints and integrated feedback with marketing and e-commerce. To tackle recurring problems, we formed a “friction team” that addressed systemic bugs and operational pain points so support could stay focused on real-time fixes while we worked on long-term solutions.
As CTO at Jack’s Family Restaurants, how are you prioritizing tech today, and where does the brand stand in terms of growth?
Chris Incorvati: At Jack’s, we’re all about speed especially in the drive-thru. One of the first things I noticed was in-store bottlenecks, so we’re piloting kiosks to streamline orders and reduce load on cashiers and improve the guest experience. We currently have around 270 company-owned locations across the South and expect to reach 300 by year-end. Being fully owned gives us the control we need to roll out innovation consistently.
How do you approach evaluating emerging tech, especially with all the buzz around AI?
Chris Incorvati: I believe in staying open to new tech but not rushing into it. With AI, we tested tools like OpenCity’s Tory not to cut labor, but to boost order accuracy and drive upsells. That’s where the real ROI is. But adoption only works if the business and team are ready. My approach is to first define the problem, then assess whether the tool fits our ops, people, and guest journey. At Jack’s, we’re moving from a tech maturity of 3 to 7 with POS upgrades, kiosks, and more. But I avoid being on the bleeding edge now. I’ve been there. It’s exciting, but exhausting if you’re not ready.
What’s a professional struggle or failure that changed you?
Chris Incorvati: Early on, I was a bit of a micromanager. I thought I could do everything faster and better myself, which created tension and burnout. Especially when I transitioned from fast-paced restaurant environments to the corporate side at Legal Seafoods, I had to relearn how to manage less shouting, more coaching. Eventually, I realized: people are happier and more productive when you trust them, support them, and let them grow. That shift in mindset changed my leadership style completely.
Chris, through all this transformation, how would you define your leadership style?
Chris Incorvati: I’m a servant leader. My focus is on supporting the team, guiding them toward the brand vision, and creating space for them to grow. I believe in holding people accountable with empathy. It’s not about micromanaging, but about inspiring and enabling others. If I can help even one person rise from the ground up like I did, that’s a win. For anyone starting out, especially without a tech background like me, be curious. Don’t fear failure learn from it, stay humble, and never stop learning.
Conclusion
Chris Incorvati’s journey shows that there’s no single way to become a leader in the restaurant industry. He relies on understanding operations, staying curious, and solving real problems. As he helps bring new technology to Jack’s Family Restaurants, he sticks to the basics: leading with humility, creating tools that actually help people, and always learning.
