35 Executable Plays - Tiered, Scored, Ready to Run
Here's what I've put together. 35 plays total. I went through and cut anything that didn't have a real data source or a clear way to actually execute it.
Tiers:
The idea: Every play is tied to something that actually happened—a PE acquisition, a bad earnings call, an app rating drop, a new CTO hire. We're reaching out when they're already dealing with the problem, not cold.
Data sources: PitchBook, LinkedIn Sales Nav, QSR Magazine, SEC filings, App Annie, BuiltWith. If a play has limited data access, there's a warning in the play.
Click any play to expand. You'll see the signal, who to target, where to get the data, and an email template you can customize.
QSR with high DoorDash/Uber visibility but weak direct ordering. Check if website redirects to third parties. NYC just lifted caps from 23% to 43%.
Primary: CFO (margin story)
Secondary: CTO, VP Digital
Brand website audit, DoorDash/Uber Eats search, earnings call transcripts mentioning "third-party dependency"
Universal QSR pain. 30% commission = brutal margin hit. Premier QSR case study: 400% online order increase, $229M value.
Company in Roark portfolio. 21 chains: Subway, Dunkin', Arby's, Buffalo Wild Wings, Jimmy John's, Sonic, Dave's Hot Chicken, etc. $52.2B system sales.
Track 1: Roark operating partners
Track 2: CTOs at portfolio brands
roarkcapital.com/portfolio (public list), PitchBook for new acquisitions, LinkedIn for operating partners
One relationship = 21 potential logos. Force multiplier. Dave's Hot Chicken just closed June 2025.
Company is known Olo customer. Thoma Bravo acquired Olo for $2B. PE acquisitions = price increases + roadmap shifts within 12-18 months.
CTO or VP Digital at Olo customers
Olo case studies (public), BuiltWith detection, press releases. Time-sensitive: 12-month window.
Large installed base. PE acquisition anxiety is real and predictable. Position as "optionality" not "replacement."
PE acquisition announcement. Days 30-60 = vendor shortlist built. After day 90 = locked. Recent: Dave's Hot Chicken/Roark, Jersey Mike's/Blackstone.
Primary: New CTO at portfolio company
Secondary: PE operating partner (separate angle)
PitchBook alerts for PE deals. Within 48 hours: identify operating partner + tech leadership.
Greenfield opportunity. Budget allocated. Miss day 60 and you're out.
Public QSR discloses digital mix below category leader. Chipotle: 35%+. Domino's: 80%+. If competitor is at 15%, they're bleeding margin.
Primary: CFO (margin pressure)
Secondary: CTO, CDO
SEC filings (10-Q/10-K), earnings transcripts. Search: "digital mix," "online order percentage." AlphaSense, Seeking Alpha.
Quantifiable gap CFOs care about. Digital = higher AOV, lower labor cost. Reach out 1-2 weeks post-earnings.
Brand in bottom quartile of QSR Magazine annual drive-thru study. Chick-fil-A: 7:06/car. 2025 data: Popeyes (6:50), Raising Cane's (6:23) slowest.
VP Operations, CTO, or CDO at lagging brand
QSR Magazine / Intouch Insight Annual Drive-Thru Study. Published every October. Ranks 10+ chains on speed, accuracy, satisfaction.
Drive-thru speed is #1 QSR ops KPI. When your brand gets publicly ranked as slow, internal pressure is immense. Reach out 2-4 weeks after study drops.
Major expansion: 20+ new locations, new markets, location portfolio acquisition. 50→150 locations breaks everything.
Primary: CTO/CIO
Secondary: VP Operations
Google Alerts, NRN, QSR Magazine, press releases. Calculate growth delta.
Growth breaks things. Manual processes, single-point infrastructure don't survive the jump. Offer checklist of what breaks at their new scale.
Tech leadership departure 12-18 months after initiative announcement. Job postings for roles original project should've filled. "Pivot" news.
New CTO or executive who inherited the mess
Track initiative announcements, set 12/18-month reminders. LinkedIn for departures. Pattern recognition.
Urgent need + available budget (already allocated). They need someone who's NOT the firm that failed them. NEVER trash the previous vendor.
New CTO/VP Digital hired. 90-day window to blame predecessor. After that, they own the problems.
New tech leader, within 30 days of start. Research their background: what did they build at previous company?
LinkedIn Sales Navigator job change alerts. Research their previous company projects.
New leaders have budget and mandate. Reference THEIR background, not generic "congrats." After 90 days they've formed opinions.
Past client champion changes jobs to target ICP account. They already trust you. Trust transfers companies.
The champion at their new company, within 30 days of job change
CRM (tag all past champions), LinkedIn job change alerts
Warmest possible leads. Highest close rate. They want to look smart by bringing in partners they trust.
Brand announced AI drive-thru pilot 6-12 months ago. Reality: 75% order misunderstandings, 30% wrong items. Problem isn't AI—it's POS integration.
CTO, VP Technology, VP Operations
Press monitoring for AI drive-thru announcements. Wendy's FreshAI, Taco Bell Voice AI (600 locations).
You're not questioning AI strategy—acknowledging implementation gap everyone knows exists. The CTO launched with high expectations and is dealing with reality.
App rating dropped 0.5+ stars in 6 months. Reviews: "order not ready," "payment failed," "loyalty points disappeared." CTO is getting escalations.
VP Digital, Head of Mobile, CTO
App Annie, Sensor Tower, AppFollow for trends. Manual App Store/Play Store review scanning.
Public, quantifiable signal. Don't pile on—frame as "I've seen this pattern and know what fixes it." Usually backend sync, not app code.
3+ tuck-in acquisitions in 18 months at PE-backed platform company. Each runs different POS, loyalty, ERP. Nothing talks.
PitchBook tracks acquisitions. By acquisition #3, tech team is drowning.
Press release: new loyalty program, rewards revamp, "customer experience transformation." They're 3-6 months from major tech investment.
Google Alerts, NRN, industry press. Reach out within 1 week of announcement—before RFP.
Multiple job postings: POS engineer, data engineer, mobile dev. "Senior POS Engineer" = POS modernization. Multiple roles in same area = major initiative.
LinkedIn, Indeed, company career pages. Score: seniority, quantity, "greenfield" language.
Brand announced kiosk rollout 12-18 months ago. 80% of customers report kiosk problems. These aren't hardware problems—they're integration problems.
Press releases for rollout announcements. Set 12-18 month reminders. Social/review monitoring for complaints.
Celebrity partnership announced (Travis Scott x McDonald's style). 2-4 weeks before launch. Traffic spikes 5-10x. App crashes = PR nightmare.
Entertainment/food news, social media alerts, brand PR. Reach out BEFORE launch.
Value menu launch ($5 meal deals). Margins compressed + volume spikes. They NEED operational efficiency tech to survive.
QSR Magazine, press monitoring, earnings calls. Within 4 weeks of announcement.
QSR with significant CA, NY, WA presence. CA fast food: $20.50/hr. Automation ROI is dramatically higher in high-wage states.
State DOL websites, Fast Food Accountability Act (CA AB 1228). Brand location data from websites.
Large multi-unit franchisee (50+ locations). Sizzling Platter (400+ Little Caesars) just sold to Bain. These are enterprise buyers in franchise wrapper.
Franchise Times "Restaurant 200", NRN largest franchisee lists, PE deal announcements.
Company visits stablekernel.com. Intent signal—they're researching you.
Clearbit Reveal or RB2B (30-40% match rate). Integrate with Clay for enrichment. Score by ICP fit.
Target is speaking/exhibiting at NRA Show, MURTEC, FSTEC, Shoptalk. Speaker/exhibitor lists ARE public.
Conference websites publish speaker/exhibitor lists (NOT attendee lists). Pull 6 weeks before. Enrich with Clay.
Major industry news: FDA traceability requirements, POS security breaches, delivery fee changes, labor regulations.
Google Alerts + Clay news monitoring on industry keywords. News creates urgency you didn't manufacture.
None. Proactive relationship building with PE technology operating partners. They recommend vendors to portfolio companies.
Map operating partners at 50 target PE firms. Find shared connections. Offer to present at portfolio summits. Build reputation as someone who understands PE timelines.
Engineering reviews mention: legacy tech, tech debt, no roadmap, leadership churn. "Outdated systems" + "no investment" = buying signal.
Glassdoor (scrapeable via Clay). Filter for engineering/tech roles. Look for patterns.
None. Channel development with tech due diligence firms. They see deals before anyone else and recommend implementation partners.
Principals/partners at: Bain tech practice, McKinsey digital, BCG tech, specialized DD boutiques.
CEO tells Wall Street about $50M digital investment. Public commitment = internal pressure.
PUBLIC COMPANIES ONLY. In QSR: ~15% of chains (McDonald's, Chipotle, Starbucks, Darden, Yum). Most targets are PE-backed.
Company working with Accenture/Deloitte 12+ months with no visible shipping. They got decks, not software.
Hard to systematize. Requires detective work: consultancy case studies, press releases, LinkedIn stalking. Best used opportunistically.
Vendor relationship approaching renewal. 60-90 days before = evaluation window.
Contract dates almost never public. Estimating from partnership announcements + assuming 2-3 year terms. Educated guessing.
IPO rumors, S-1 prep, "going public in X years" statements. Inspire Brands IPO explored. Dave's Hot Chicken wants to IPO in ~3 years.
CTO (tech readiness), CFO (audit/controls), COO (scalability). 18-24 months pre-IPO.
Menu simplification announcement (fewer SKUs). Cascades to POS, KDS, inventory, training, mobile app. Tech project disguised as menu project.
Google Alerts, NRN, QSR Magazine. Within 2 weeks of announcement.
None. Referral infrastructure. Systematize getting intros from current/past clients.
8-12 well-connected clients. Quarterly board meetings. Give value: early methodology access, peer networking. Ask: "Who in your network is dealing with [challenge]?"
None. Proactive for top 20 accounts. 2 hours research per account. Produce something so good they'd pay for it.
2-page brief: strategic challenges, tech landscape, 2-3 recommendations. Send with personalized Loom walkthrough. Follow up in 1 week.
Priority account in active eval. CTO cares about architecture. CFO cares about ROI. PE partner cares about timeline.
Map decision unit. Persona-specific messaging. Coordinate timing. Reference same initiative, frame differently.
Inbound lead (form fill, demo request). Operations play—qualify and route properly.
Clay enriches on form submit. AI scores ICP fit. Strong Fit → AE notification + Calendly immediately. Possible Fit → SDR queue 24hr. Not Fit → nurture.