Internal Sales Enablement — Prepared for Lorie Tomlinson, Not for External Distribution
Account Intelligence · Prepared for Lorie Tomlinson

Darden Restaurants

A research dossier on Connection's enterprise portfolio matched against Darden's live M&A integration and vendor-procurement pipeline — built into twelve conversations for the executive running the Chuy's integration.

0Conversations Mapped
0Restaurant Brands
0Total Restaurants
0Chuy's Acquisition
Account
Darden Restaurants, Inc. (NYSE: DRI)
Target Contact
Todd Burrowes, Group President & President, Chuy's
Prepared By
Lorie Tomlinson, Connection
Date
Sep 14, 2026
01

What Connection Actually Sells Into Multi-Brand Restaurant Groups

Darden runs nine brands and 2,202 restaurants on one shared back-of-house infrastructure layer, with a tenth brand's worth of locations (Chuy's) still being folded in. Connection doesn't have a single flagship product for this vertical the way it might for a hospital system — the identity underneath is the same infrastructure-and-lifecycle positioning either way: devices, data center, managed operations, power, and security. Not the guest-facing ordering platform itself, which Darden already runs through Oracle and Infosys (see Darden, next).

LifecycleServer & Network Refresh

  • Lifecycle and refresh services across the Dell, HPE, and Lenovo server lines — asset disposition, staged rollout, firmware/compliance baselining.
  • Positioned to retire end-of-support hardware at newly acquired sites before it becomes an audit finding — exactly the profile of a freshly-bought restaurant chain arriving with its own aging stack.

Data CenterModern Infrastructure & Consolidation

  • A dedicated Modern Infrastructure & Data Center practice covering hyperconverged infrastructure — Nutanix and VMware, including Cisco Compute HCI on Nutanix — plus cross-platform virtualization visibility.
  • Disaster Recovery Design and DRaaS, plus Backup-as-a-Service — built for exactly the kind of newly-acquired-brand consolidation Darden is mid-way through with Chuy's.
  • Colocation reach through partner Expedient for capacity that doesn't need to be built in-house.

Cybersecurity & ComplianceVendor-Risk-Ready Security

  • Compliance services spanning PCI DSS — directly relevant to a company processing card payments across 2,200+ locations — plus broader vendor-risk and data-security assessments.
  • Security Landscape Optimization — a vulnerability-and-strategy assessment built to feed a risk register, not just produce a PDF.
  • 24×7 threat detection and response powered by Cisco XDR, built for a distributed, multi-brand attack surface.

Physical SecurityCameras & Loss Prevention

  • Full camera catalog from Axis (410+ SKUs), Motorola (337+ SKUs), and Verkada — including AI-analytics models useful for back-of-house loss prevention and front-of-house safety alike.
  • Verkada access-control hardware for unifying badge and camera events across a newly-integrated brand's locations.

MobilityRugged Devices & Fleet Lifecycle

  • Zebra rugged mobile computers, scanners, and RFID — the class of hardware that sits behind inventory, receiving, and back-of-house operations at scale.
  • OtterBox and UAG rugged cases across handheld devices, carried at the SKU level for fleet-wide standardization — relevant the moment a newly acquired brand's device fleet needs to be brought to a common standard.

PowerUptime Under Florida Weather

  • APC (Schneider Electric) — AI-ready data center power, from rack UPS to facility-scale.
  • Eaton — BladeUPS, PDU G4, and Intelligent Power Manager software for remote battery-health visibility at small sites without a truck roll; Tripp Lite by Eaton for edge/branch locations.
  • Runs seasonal storm-preparedness content — Darden's Orlando HQ sits inland, but its restaurant footprint runs the length of Florida's coastline and the wider Gulf/Atlantic hurricane corridor.

Managed ServicesOutsourced Operations

  • Managed Service Desk, contract IT staffing, and a 24×7 NOC — the standing operational layer underneath any of the above, sized for a company running thousands of physical locations rather than a handful of offices.
02

What Darden Is Actually Building Right Now

Darden is a $13.2B, 2,202-restaurant company with no founder or private-equity owner — a professionally managed public company where the live, budgeted activity is an acquisition integration, a procurement bureaucracy, and a board-level risk disclosure that just got rewritten.

Live M&AThe Chuy's Acquisition

  • Completed an all-cash, ~$605M acquisition of Chuy's Holdings (101–103 restaurants across 15 states) in October 2024, at $37.50/share — a 40% premium and 10.3x EBITDA.
  • Full leadership, deal terms, and IT-integration angle broken out on its own tab — 03 Chuy's Integration, next.

Confirmed StackOracle + Infosys Own the Digital Layer

  • Core ERP runs on Oracle E-Business Suite (implemented 2021, sized in part to support the Cheddar's acquisition), with PeopleSoft for payroll and Oracle HFM/Demantra/GRC underneath.
  • Guest-facing digital ordering runs on Oracle Commerce, implemented and supported by Infosys as systems integrator — CIO Chris Chang has publicly credited this partnership for guest and employee engagement. This lane is spoken for; don't lead here.

Procurement GateCoupa, APEX, FirstStrike

  • Vendor onboarding and purchasing run through Coupa (procurement SaaS), APEX (vendor management), and FirstStrike (supplier onboarding), under SOX controls with penetration testing required for new integrations.
  • In practical terms: Connection needs to be a registered, approved supplier in this pipeline before a purchase order can move, independent of relationship quality with any individual.

GovernanceA Board That Just Turned Over Two Seats

  • Board Chair and CEO roles are deliberately split — Cynthia T. Jamison chairs the board independently of CEO Rick Cardenas.
  • Lindsay L. Koren became SVP, General Counsel, Chief Compliance Officer & Corporate Secretary in February 2026, succeeding retiring Matthew Broad — a live moment for vendor-risk policy to get a fresh look.
Case File — FY2026, By the Numbers

Per Darden's own August 2026 proxy statement: total sales $13.21B (up 9.4% YoY), 4.5% same-restaurant sales growth, 43 net new restaurants opened, and $1.4B returned to shareholders through dividends and share repurchases in fiscal 2026. Separately, the FY2026 Form 10-K's risk-factor language was substantially reworded from the prior year to explicitly call out AI-related and supply-chain cybersecurity risk as a growing concern — a real, board-approved talking point for a security conversation, not a manufactured pitch.

03

The Chuy's Integration — The Deep Dive

Darden's most recent acquisition, and the one closest to a scoped, budgeted, time-boxed first deal: a named executive accountable for it, a hard synergy target, and 101–103 locations that all arrived on somebody else's network and POS stack.

LeadershipWho Actually Owns It

  • Todd A. Burrowes, Group President & President, Chuy's — moved from running LongHorn Steakhouse (his role since 2015) into leading the Chuy's integration directly. He's the person accountable for the deliverable, not a central-IT staffer several layers removed from it.
  • Chuy's own brand headquarters remains in Austin, TX for now — a second physical location outside Darden's Orlando core that any network or infrastructure scope needs to account for.

Deal TermsWhat Was Actually Bought

  • All-cash, ~$605M enterprise value, $37.50/share — a 40% premium on Chuy's 60-day volume-weighted average price and 10.3x adjusted EBITDA.
  • Announced July 17, 2024; shareholder-approved October 10, 2024; 101–103 restaurants across 15 states at close.

TargetsWhat Success Looks Like

  • Darden has guided to ~$15M in pre-tax synergies by the end of fiscal 2026, against $50–55M in integration and acquisition-related costs.
  • Darden has stated Chuy's has room to grow at roughly the 10% annual unit-growth rate it typically targets for its brands — this isn't a shrink-to-fit integration, it's a growth bet.

The IT RealityWhat Nobody's Pitched Yet

  • Every one of those 101–103 locations arrived running whatever network, POS, and security stack Chuy's had before the deal — hardware and software Darden didn't choose and doesn't yet manage under its own standard.
  • That's a live, recurring integration burden, not a one-time cleanup — and it repeats every time Darden makes its next acquisition (Cheddar's in 2017, Ruth's Chris in 2023, Chuy's in 2024 — the pattern says there will be another).
Why This Is the Right First Ask

An enterprise-wide pitch to Darden's central IT organization competes with a 10-year CIO relationship and an active Infosys/Oracle engagement. A narrow, scoped proposal to bring 101–103 specific locations onto Darden's network, POS-adjacent hardware, and security standard — addressed to the Group President who is personally accountable for that integration's success — is a realistically sized first deal, not a company-wide RFP.

04

Group Presidents — And Where Connection Actually Fits

"IT at Darden" is really two different doors that look similar from outside: a 10-year-tenured central CIO organization with an entrenched systems-integrator relationship, and a set of Group Presidents who each run a distinct brand cluster with its own operational pain points and, evidently, room to bring in outside help when a deliverable is on the line.

Correction — Chris Chang's Seat Isn't the Open Door

Chris Chang has been SVP & CIO since April 2016 — a decade in the seat, with a named, working Infosys/Oracle Commerce partnership he's publicly credited for the company's digital engagement gains. That's not a leader actively reassessing vendors the way a newly-appointed CIO would be. Pitching a broad infrastructure overhaul at that door competes with an entrenched relationship. It doesn't mean central IT is irrelevant — any deal eventually needs Chang's team's sign-off on network and security standards — but it means Chang's org is the compliance gate, not the entry point.

Corporate ITThe Entrenched Side

  • Chris Chang, SVP & CIO since 2016, owns IT, technology, and digital marketing company-wide. Came from Caesars Entertainment.
  • Digital ordering and guest-facing commerce already run through Oracle Commerce with Infosys as systems integrator — a real, working relationship, not a gap.

Group PresidentsThe Real Openings

  • Todd Burrowes runs the live Chuy's integration directly — see the deep dive, previous tab. The best first door in this entire dossier.
  • M. John Martin, Group President since June 2025, runs the Specialty Restaurant Group — Capital Grille, Eddie V's, and Seasons 52 (44+74+31 = 149 units combined) — a smaller, higher-margin, more centrally-run cluster than Olive Garden or LongHorn. A plausible second, smaller pilot scope distinct from the Chuy's integration.
A Second, Real Door — the New General Counsel

Lindsay L. Koren became SVP, General Counsel, Chief Compliance Officer & Corporate Secretary in February 2026, succeeding retiring Matthew Broad. New legal/compliance leadership commonly revisits vendor-risk criteria and approved-supplier terms — a conversation worth having with her office independent of any specific deal, to get Connection's security and compliance credentials pre-reviewed ahead of a live proposal moving through Coupa.

Chang's tenure, title, and the Infosys/Oracle Commerce relationship are sourced from Darden's own executive-leadership pages and Infosys's published client case study. Burrowes's and Martin's current titles and the Specialty Restaurant Group's brand list come from Darden's August 2026 DEF 14A. Koren's appointment date and Broad's retirement are sourced from the same filing. Confirm all titles are still current before a live meeting — org charts move.
05

Who's in the Room — And Where They Actually Are

Todd Burrowes is the right first meeting — he owns the Chuy's integration deliverable directly — but budget sign-off, compliance clearance, and technical standards eventually touch the names below too.

NameRoleLocationWhat they optimize forLinkedIn
Rick CardenasPresident & CEOOrlando, FLStarted as a Red Lobster busser at 16; CFO 2016–2021, COO 2021–2022, CEO since May 2022. Long internal career — culturally inclined to stick with vendors he inherited unless given a specific reason not to.darden.com/rick-cardenas
Cynthia T. JamisonIndependent Chair of the BoardNot publicly confirmedRetired turnaround CFO; Chair and CEO roles are intentionally separate at Darden. Governance oversight, not a working vendor contact.darden.com/board-of-directors
Rajesh (Raj) VennamSVP & CFOOrlando, FLCareer Darden finance executive since 2003; CFO since Jan 2021. Budget sign-off sits here for anything crossing a brand-level threshold.darden.com/raj-vennam
Chris ChangSVP & Chief Information OfficerOrlando, FLIn the CIO seat since April 2016 — a decade. Owns IT, technology, and digital marketing. Entrenched Oracle/Infosys relationship; the compliance gate more than the entry point (see Group Presidents, previous tab).darden.com/chris-chang
Lindsay L. KorenSVP, General Counsel, Chief Compliance Officer & Corporate SecretaryOrlando, FLNew — Feb 2026 Replaced retiring Matthew Broad. A live moment for vendor-risk and approved-supplier criteria to get a fresh look.investor.darden.com/governance
Sarah H. KingSVP & Chief People OfficerOrlando, FLIn role since Feb 2025. Owns HR-systems budget — a smaller, adjacent line if workforce technology ever comes up.darden.com/executive-leadership
Todd A. BurrowesGroup President & President, Chuy'sOrlando, FLPrimary target Moved from running LongHorn Steakhouse to leading the Chuy's integration directly. Personally accountable for the deliverable this dossier's first ask is built around.darden.com/executive-leadership
M. John MartinGroup President, Specialty Restaurant GroupOrlando, FLRuns Capital Grille, Eddie V's, and Seasons 52 since June 2025 — a smaller, higher-margin cluster and a plausible second pilot scope.darden.com/executive-leadership
Case File — No Confirmed Tampa Presence

Unlike the Gerdau account, where three executives are genuinely Tampa-based, nobody in Darden's confirmed leadership or board appears to live or work in Tampa. Every corporate officer works from the Restaurant Support Center in Orlando — roughly 80–90 minutes from Tampa by car, not a shared commute. The board's eight non-employee directors have public backgrounds rooted elsewhere — Group 1 Automotive (Houston), the former Penn National Gaming CEO (Pennsylvania), the former Walmart U.S. CEO (Arkansas and multiple other boards), FULLBEAUTY Brands (New York), Mattel (California) — none of it pointing back to Tampa. Darden's own proxy statement, like nearly every public company's, doesn't disclose directors' personal residences, so this is checked against public professional backgrounds, not property records or social media. If a face-to-face matters more than any one person's home city, Orlando — not Tampa — is where this account actually lives.

Case File — Where To Actually Catch Them In Person

No confirmed Darden executive speaking slot was found at any 2026–2027 restaurant-tech or restaurant-industry conference. Ranked by how actionable each real venue is:

  1. Florida Restaurant & Lodging Show — the best one by far. October 25–27, 2026, Orange County Convention Center, Orlando. It's Darden's own home city and the state's flagship restaurant/hospitality trade show — exactly the kind of event a multi-brand Orlando restaurant company would have a presence at, with no travel required for a local rep.
  2. ICR Conference — a major investor event in Darden's backyard. January 11–13, 2027, JW Marriott Orlando Grande Lakes. A leading investor conference for public and private companies; worth checking the presenting-company list once it's published for whether Vennam's IR team is on it.
  3. Restaurant Finance & Development Conference (RFDC). November 9–11, 2026, Wynn Las Vegas. The restaurant industry's dedicated finance event, ~4,000 attendees including CFOs from multi-unit public companies — requires travel, but the attendee caliber is exactly right.
  4. National Restaurant Association Show. May 22–25, 2027, Chicago. The largest industry trade show overall — good for brand-side contacts, requires travel, less IT-specific.
  5. MUFSO (Multi-Unit Foodservice Operators Conference). No confirmed 2026–2027 dates as of this research; historically an October, Dallas-based event for multi-unit restaurant leadership, produced by Nation's Restaurant News. Worth checking NRN's site directly for the current year before planning around it.
Case File — Sponsorship & Cause-Marketing Angles

No golf tournament or gala tied to Darden or the Darden Foundation turned up anywhere public — this isn't a golf-and-charity-circuit relationship the way some accounts are. What is real and verifiable, straight from Darden's own community-impact page and its FY2026 proxy: the Darden Foundation is a major, sustained funder of hunger relief and food insecurity in Central Florida — Second Harvest Food Bank of Central Florida (20+ years, funds a Darden Foundation Community Kitchen, mobile food pantry, and Fresh Market program), Feeding America ($22.3M+ contributed since 2010, including a $2M grant for refrigerated trucks), the Darden Harvest food-donation program (six million pounds of food, roughly five million meals, per the proxy), Coalition for the Homeless of Central Florida ($1.25M in 2026 toward its Center for Women and Families), Heart of Florida United Way, and United Arts of Central Florida. A CSR-aligned gesture — sponsoring a volunteer shift or a matched donation tied to Second Harvest or Darden Harvest — is a more honest relationship-building angle here than inventing a golf outing that doesn't exist.

Connection: Who's on Our Side

Starting with the rep running the account, then who she'd loop in, and when.

The RepLorie Tomlinson — Twenty Years In

Lorie's path runs through three stops before Connection: Tech Data, where she started in channel sales; Insight, in business development; and six years at Hewlett Packard Enterprise — first as a Business Partner & Manager, then Enterprise Account Manager — before joining Connection on January 1, 2026.

That HPE stretch runs directly into this account: six years across storage, server, and disaster-recovery lines, plus Aruba, HPE's networking division. Those are exactly the categories underneath the data-center, network-refresh, and security topics below — Darden is Lorie's third major account build at Connection, after Tampa General Hospital and Gerdau North America, not her first swing at unfamiliar territory.

NameRoleBackgroundLinkedIn
Mickey BlandPresident, Enterprise Solutions GroupJoined Connection in Nov. 2022 after ~24 years at Insight Enterprises, most recently SVP & GM of Major Accounts and Global Sales. Reports directly to CEO Tim McGrath — the executive sponsor sitting above the practice covering this account./in/mickey-bland
Bland is sourced from Connection's own newsroom and public LinkedIn profile — not guessed. Lorie's career history and account sequence (TGH, then Gerdau, now Darden) come from prior dossiers in this same series. Confirm titles are still current before looping anyone in.
06

The RACE Plan — Reach, Act, Convert, Engage

The operational sequence from a cold account to a standing infrastructure partner, keyed to what's actually true about Darden right now: a live, budgeted integration with a named owner, and a vendor-registration gate that has to be cleared regardless of how the relationship goes.

CREDIBLE OPEN → BOOKED CALL → SIGNED SOW → EXPANDED FOOTPRINT 01 REACH Credible reason to be in front of Todd 02 ACT Booked call, scoped Chuy's pilot in hand 03 CONVERT Vendor-registered, signed first SOW 04 ENGAGE Standing partner across brands and the next deal YOU ARE HERE
The dossier and the call script are built — the account is not yet opened. The next physical action is a first outreach to Todd Burrowes's office, timed around the Florida Restaurant & Lodging Show.

01 · ReachGet a Credible Reason in the Room

  • Objective: Arrive already knowing the account, not as another reseller cold call.
  • Do this: Open on the Chuy's integration and its named synergy target (Topic 01), not a product pitch. Time it around the Florida Restaurant & Lodging Show (Oct 25–27, 2026, Orlando) for a real, local reason to ask for time.
  • Trigger: Burrowes is personally accountable for a deliverable with a hard deadline (end of FY2026 synergy target) — a real, dated pressure point, not a generic check-in.
  • Avoid: Pitching Oracle Commerce, digital ordering, or anything in Infosys's lane. Confirmed dead end for a first meeting — don't burn the opening on the wrong ask.

02 · ActTurn the Open Into a Booked Call

  • Objective: Convert the open into a discovery call with a low-friction, no-PO first ask already in hand.
  • Do this: Send a one-page scope for a network/POS/security assessment of the Chuy's locations this week. Start the Coupa/APEX/FirstStrike vendor-registration process in parallel — don't wait for a verbal yes to begin it.
  • Watch: Anything that needs central IT sign-off stalls unless Chris Chang's team is named as a joint reviewer up front (Topics 04, 11).
  • Success metric: Call booked, assessment scope accepted, vendor-registration process started.

03 · ConvertTurn the Meeting Into a Signed Deal

  • Objective: One committed next step out of the meeting, not twelve open threads.
  • Do this: Bundle the Chuy's network/security assessment and device-fleet baseline as the first proposal, since they feed each other. Leave the Specialty Restaurant Group pitch, the vendor-risk conversation with Koren's office, and the fleet-wide device work as one-pagers for later.
  • Watch: Nothing closes without Connection cleared in Coupa/APEX/FirstStrike — treat vendor registration as a hard gate, not paperwork to handle after the fact.
  • Success metric: Signed SOW on the bundled Chuy's-scoped first deal.

04 · EngageBecome the Embedded Partner, Not a Vendor

  • Objective: Win the second and third engagement before a competitor gets a first look.
  • Do this: Expand from Chuy's into the Specialty Restaurant Group under M. John Martin, then fleet-wide device and network refresh. Separately, raise Connection's vendor-risk credentials with Lindsay Koren's office ahead of Darden's next acquisition — history says there will be one.
  • Owner: Lorie, looping in Mickey Bland once the account carries multi-brand scope.
  • Success metric: A standing MSA or recurring engagement spanning at least two brand groups — not one closed deal that goes quiet.
07

Twelve Business Ideas With Todd Burrowes

Written as one continuous discovery call, broken into twelve movements. Each opens with why it lands specifically at Darden, then a rehearsal script — not real quotes from either person, built from public information about the account.

LORIE —Todd, thanks for the time. Before I pitch anything — congratulations on Chuy's. I know the synergy target is real money on a clock, so I'd rather spend this call on that than a slide deck.
TODD —Appreciate that. Most reps open with a product. Go ahead — what do you actually know about where we are on it?
01

Bringing Chuy's Onto Darden's Network & POS Standard

IntegrationNetwork

101–103 Chuy's locations arrived running whatever stack the prior company had. That's the single most concrete, budgeted, dated piece of work in this entire account.

LORIE —Of the 101 to 103 locations, roughly how many are still running Chuy's legacy network and POS gear versus already cut over to Darden standard?
TODD —Most are still legacy. We're working through it site by site, which is slower than I'd like given the synergy clock.
LORIE —That's exactly the kind of rollout we do at volume — a standardized site-by-site kit instead of reinventing the plan for each location. Worth scoping a batch of the next 15–20 sites as a pilot before committing to all of them?
TODD —A pilot I can approve without a full RFP. Send me a scope for the next batch.
02

Clearing the Vendor-Registration Gate Early

ProcurementStreamlining

Darden runs Coupa, APEX, and FirstStrike for vendor onboarding under SOX controls. Getting registered is a prerequisite, not a formality — worth raising before it becomes the thing that stalls a signed deal.

LORIE —Separate from the work itself — is Connection already in your Coupa vendor system, or would we need to go through onboarding before anything can actually be ordered?
TODD —I'd have to check, but I'd guess not yet. That process isn't fast.
LORIE —Then let's start that in parallel with scoping the pilot, not after you've approved it — no reason to lose weeks at the finish line over paperwork.
03

Device Fleet Baseline for the Acquired Locations

MobilityLifecycle

Every acquired restaurant carries its own handheld, kitchen, and back-office device fleet — usually a mix of ages and vendors nobody has fully inventoried yet.

LORIE —Do you have a current device inventory across the Chuy's locations — handhelds, back-office PCs, kitchen hardware — or is that part of what's still being discovered?
TODD —Still being discovered, honestly. We know it's dated, we don't have a clean list yet.
LORIE —We can run that baseline as its own quick engagement — inventory, age, and end-of-support status — and hand you a clean refresh plan instead of guessing site by site.
04

A Security Baseline Before Full Network Integration

SecurityIntegration

Joining 101–103 unknown networks to Darden's core is a real risk window — the same pattern that shows up in every acquisition-driven security incident.

LORIE —Before those locations' networks fully join Darden's core — has anyone run a security and vulnerability baseline on what they're bringing in with them?
TODD —Not formally. That's probably more Chris Chang's team's lane than mine, but it's on my mind.
LORIE —Fair — that's a joint scope, then, with his team named on it up front so it doesn't stall on ownership. Our Security Landscape Optimization assessment is built for exactly this kind of pre-integration baseline.
05

Loss Prevention & Camera Coverage at the New Locations

SafetyPhysical Security

A newly acquired chain's camera and access-control fleet is rarely uniform — a direct, low-friction physical-security ask.

LORIE —On the physical side — is camera and access-control coverage consistent across the Chuy's locations, or does it vary by site the way the network gear does?
TODD —Varies. Some sites have decent coverage, others are pretty thin.
LORIE —We carry Axis, Motorola, and Verkada — happy to fold a camera and access audit into the same site-by-site rollout so it's one visit, not three.
06

Storm-Ready Power Across a Florida-Wide Footprint

PowerResilience

Orlando HQ is inland, but Darden's restaurant footprint runs the length of Florida's hurricane-exposed coastline — a real, recurring operational risk.

LORIE —With hurricane season a recurring reality across your Florida locations — how confident are you in UPS runtime and battery health monitoring at the smaller, coastal sites specifically?
TODD —The flagship locations are fine. The smaller sites are more of a mixed bag.
LORIE —We carry APC and Eaton, including remote battery-health visibility without a truck roll — worth a site-by-site power audit ahead of next storm season, bundled with the network rollout while we're already on-site.
07

Getting Ahead of the Next Acquisition

GrowthM&A

Cheddar's in 2017, Ruth's Chris in 2023, Chuy's in 2024 — Darden has bought a new brand roughly every few years. There will likely be another one.

LORIE —Chuy's is the third brand Darden's picked up in under a decade — is there an internal playbook yet for the IT side of onboarding an acquisition, or does each one still get figured out from scratch?
TODD —Mostly from scratch, if I'm honest. Every deal's slightly different.
LORIE —That's worth building once, then — a repeatable network/POS/security onboarding playbook, tested on Chuy's, ready to run again the next time Darden buys a brand instead of starting over.
08

A Parallel Conversation: The Specialty Restaurant Group

ExpansionBrand-Level

Capital Grille, Eddie V's, and Seasons 52 are a smaller, higher-margin cluster under M. John Martin — a plausible second pilot once the Chuy's work is underway.

LORIE —Separate from Chuy's — do you know John Martin's team well enough to make an introduction once we've got a track record here? The Specialty Restaurant Group looks like a similarly-scoped opportunity, just smaller.
TODD —I know John. Come back to me on that once you've actually delivered something — I'm not going to vouch for a vendor I haven't seen work yet.
LORIE —Fair, and exactly the order I'd want to do it in anyway.
09

Vendor-Risk Credentials With the New General Counsel

ComplianceVendor Risk

Lindsay Koren became General Counsel in February 2026. New compliance leadership is a natural moment to get Connection's risk profile reviewed ahead of any deal moving through Coupa.

LORIE —With a new General Counsel's office since February — is there an appetite to pre-review a vendor's security and compliance credentials before a deal is fully scoped, or does that only happen once something's already in Coupa?
TODD —Usually the latter, but I could ask. Might actually move faster if it's already cleared going in.
LORIE —Appreciate you asking — happy to send our compliance documentation over now so it's not a bottleneck later.
10

What Darden's Own FY2026 Risk Disclosure Already Flags

SecurityGovernance

Darden's FY2026 10-K risk factors were rewritten to explicitly name AI and supply-chain cybersecurity risk — a board-approved talking point, not an invented pain point.

LORIE —I noticed this year's 10-K specifically called out AI and supply-chain cyber risk as a bigger concern than last year's filing. Is that language driven by something concrete happening internally, or mostly getting ahead of an industry-wide trend?
TODD —Bit of both, from what I understand. It's genuinely a bigger conversation than it used to be.
LORIE —That's worth a direct conversation with whoever owns that language on the board side — happy to bring a vendor-risk and supply-chain assessment specifically framed against it, rather than a generic security pitch.
11

Server & Network Refresh Behind the Digital Layer

InfrastructureLifecycle

Oracle Commerce and Infosys own the guest-facing layer, but the servers and network underneath it are Darden's own hardware, aging on its own cycle.

LORIE —Separate from the Oracle/Infosys side of things — do you know if the underlying servers and network gear supporting that digital layer are on a defined refresh cycle, or is that more Chris Chang's team's visibility than yours?
TODD —Definitely his team's lane. I genuinely don't know.
LORIE —No problem — that's a conversation for his office directly rather than something to guess at through you. I'll raise it separately.
12

Field & Delivery-Adjacent Mobility Hardware

MobilityStreamlining

Third-party delivery integration and curbside/to-go operations run on handheld and tablet hardware that takes real wear — a durable, repeatable device category.

LORIE —Last one — the to-go and delivery-handoff hardware at the front of house takes a lot of daily wear. What's your device breakage and downtime rate on that gear?
TODD —Higher than I'd like. It's a recurring replacement cost we don't talk about much.
LORIE —We standardize that kind of fleet on rugged OtterBox or UAG cases at the SKU level, plus a repair-or-replace depot so a cracked screen doesn't take a device out of service mid-shift. Worth pricing out once the network rollout's underway.
TODD —You clearly did the reading on the deal itself, not just a generic pitch. Most of what you named, I'm already thinking about — I just don't have bandwidth to chase all of it before the synergy deadline.
LORIE —Then let's not chase all of it at once. Start with the piece that has the least friction — the next batch of Chuy's locations, since that's already on your roadmap either way.
08

The Close

Leave with one committed next step, not twelve open threads.

LORIE —Here's what I'll do: scope a pilot for the next batch of Chuy's locations — network, POS-adjacent hardware, and a security baseline, bundled as one proposal since they feed each other. I'll start Connection's Coupa vendor registration in parallel so it's not the thing that stalls us later. Cameras, storm power, and the device fleet baseline, I'll leave as one-pagers you can pull off the shelf once the pilot's moving.
TODD —Send the pilot scope first. And loop in Chris Chang's team on anything that touches the network directly — I can approve the pilot, but he'll want visibility.
LORIE —Will do — I'll have the scope to you by end of week, with Chang's office copied. Thanks for the time, Todd, and congratulations again on the Chuy's numbers so far.
  1. This week: Send Todd a one-page pilot scope for the next batch of Chuy's locations (network, POS-adjacent hardware, security baseline) — copy Chris Chang's team for visibility.
  2. In parallel: Start Connection's registration in Darden's Coupa/APEX/FirstStrike vendor pipeline — don't wait for a verbal yes to begin it.
  3. On pilot success: Propose the device-fleet baseline and camera/access audit as a bundled follow-on, timed to the same site visits.
  4. Parallel track: Raise vendor-risk credentials with Lindsay Koren's office, and leave storm-power and the "next acquisition playbook" pitch as one-pagers for whenever the timing's right.
  5. Expansion track: Once Chuy's has a real track record, ask Todd for the introduction to M. John Martin's Specialty Restaurant Group — not before.
  6. Face-to-face: Target the Florida Restaurant & Lodging Show (Oct 25–27, 2026, Orlando) as the lowest-friction local touchpoint; watch for the ICR Conference presenting-company list (Jan 11–13, 2027, Orlando) for an investor-side opening.
09

Sources

Todd Burrowes, Chris Chang, Rick Cardenas, Raj Vennam, Lindsay Koren, Sarah King, and M. John Martin are real people with public professional profiles (Darden's own executive-leadership pages, SEC filings, industry press). Every line attributed to "Todd" below is a rehearsal script for Lorie to practice with — not a transcript of anything he has actually said to Connection. Board members' locations were checked against public professional backgrounds only; no property records, court filings, or personal social media were used, and no individual's home address was pursued, consistent with the same restraint used on the Rotech and Gerdau dossiers in this series. Two claims were specifically checked and discarded: an older press release still surfacing in search results names Gene Lee as Board Chair — the current Aug 2026 proxy confirms Cynthia Jamison holds that seat, separate from CEO Cardenas. A sales-intelligence site (pintel.ai) produced plausible-sounding but unverifiable "buying signal" quotes about Darden's tech pain points — none of its specific claims are used here.