Your next hire will decide whether to stay within their first 72 hours. What happens in that window — who greets them, who shows them, who makes them feel like they belong — determines everything. Most never get that. They get thrown in, figure it out alone, and leave. Ollie is the welcome they deserved from day one.
Real Domino’s location · Real employee · Real reaction
New hires arrived together, learned the brand together, and walked into their home store already knowing the standard. Nobody figured it out alone.
“This morning was about who we are. This afternoon, we’re going to show you how we operate.”Corey completed his full OA zone by zone, guided by Ollie alone. His GM never left the floor. His score fed the dashboard in real time.
“Hey Corey, welcome. I’m Ollie, your facilitator.”Ollie rebuilds the OA automatically — from cameras, speakers, the workflows your team already runs. The score isn’t entered. It’s generated.
“He’s not a screen you walk to. He’s in the walls.”A new hire walks in on a Friday rush. Your manager is on the phone, covering a callout, keeping the make line moving. Nobody has time to properly bring them up to speed.
The standards exist. The materials exist. What doesn't exist is the person to deliver them — patiently, consistently, to every hire, at every station, on every shift.
So new employees figure it out on their own, or they don't. The loop keeps running. And every time it does, it costs you another hire, another week, another chance to build something that lasts. Until now.
40% of restaurant staff quit within their first 72 hours. If they survive the first week, their chance of staying six months increases by 80%. The first few days aren't orientation. They're the audition your store doesn't know it's failing.
Only 54% of QSR employees reach the 90-day mark. Nearly half are gone before they ever become truly useful. You're not losing people to competitors — you're losing them to a first week that never made them want to stay.
Only 1 in 10 QSR employees is still there a year later. The average tenure is 110 days. This isn't a hiring problem. It's an orientation problem — and it's been hiding in plain sight.
OllieBoard follows the same Gold Standard orientation philosophy pioneered by brands like Disney — where the first day isn’t training, it’s a transfer of culture. When someone understands why the standard exists, something shifts. The job stops being a job. The standard becomes personal.
Crew step in, check in with Ollie by voice or chat, and leave their first shift not just trained — but proud of where they work. Not a checklist. Not a video on a bench. The standard, delivered by the facilitator who never leaves.
Ollie guides every new hire through your store's culture and procedures by voice, zone by zone, exactly where they're standing. Every step confirmed. Every standard understood. They leave their first shift Service-Ready — and their first week with a Gold Path certificate.
↳ Three shifts. Make them unforgettable.The real question isn't whether they passed orientation — it's whether the standard holds on day 30, day 90, day 365. Ollie's assessment runs continuously across your store, scoring operations in real time. Every gap surfaced is a coaching moment. The floor keeps rising.
↳ Not a score. A continuous education.Every opening ends Service-Ready. Every closing ends Open-Ready. Ollie walks your crew through every check, every temp, every task — so everyone is free to focus on making food the community loves.
↳ Service-Ready open. Open-Ready close.Five stores feel manageable. Fifteen expose every weakness in your system.
Ollie is the operational backbone that keeps every location aligned to the same Standard — without requiring you to be everywhere at once.
Because growth doesn't break brands. Operational drift does.
When standards vary by store.
When managers interpret procedures differently.
When performance depends on who's on shift.
Margin erodes quietly.
Ollie makes execution measurable, visible, and enforceable across every unit — in real time.
One system. One Standard. Every store.
Training should not reset every time you open a new location. With hands-free voice guidance on the floor, Ollie ensures procedures are executed the same way in Store #1 and Store #17. Crew get instant answers. Procedures are reinforced step-by-step. Coaching happens during execution — not weeks later in a review. Leadership sees what's happening without driving store to store. Execution becomes systemic. Drift becomes visible.
↳ Voice on the floor. Chat anywhere. Standards everywhere.Multi-unit operators don't lose money in dramatic failures. They lose it in subtle inconsistencies. One store runs tight food cost. Another creeps. One hits ticket times. Another lags. One follows holding times. Another cuts corners. Ollie connects your cameras, sensors, POS, and operational systems into a single performance layer — revealing patterns across locations that are invisible today. Not just "is the store open?" But: Is it running to Standard? You don't need more managers. You need tighter systems. More units. Same Standard. Stronger EBITDA.
↳ Every device connected. Every standard held.Every time someone walks out before 90 days, it costs you $6,109 to replace them — that's the Cornell figure, and it doesn't include the standard that slipped while the position was empty. Multiply that by your turnover rate. That's the silent tax your operation pays every year — not because the job is hard, but because nobody gave them a reason to stay. Ollie's Standards program changes that math entirely.
The national average for a QSR shift lead is roughly $36,000 a year. Ollie assumes the management functions that role is supposed to own — orienting crew, holding the standard, coaching at the station, running opening and closing — without the salary, the callouts, or the turnover. Most operators won't eliminate their shift lead on day one. But when that position opens next — and it will — you won't need to fill it. That's when $36,000 becomes $72,000.
The average QSR manager earns $55,500 a year. Research shows up to 30% of that time goes to onboarding and orientation tasks — work that should never have landed there in the first place. Ollie recaptures that time completely. Your manager stops being a trainer and starts being a leader. Present on the floor, present for the customer, present for the business.
At $6,109 per departure — the Cornell figure — a 15-person crew turning at 100% costs your store over $91,000 a year in replacement alone. A 20% retention improvement through Standards saves $19,500 per store per year. Conservative. And it compounds every year your crew stays longer, performs better, and takes more pride in where they work.
Priced for franchisees, not enterprise. Ask us about pricing on the demo call.
Built, tested, and validated against Domino’s actual roles, procedures, and OA standards. Not trained on generic restaurant data — trained on the real job.
Every module feeds the OA score directly — enabling accurate remote scoring across every location.
Day 1 group orientation and individual OA sessions — voice-guided, name-aware, zone by zone. Every hire leaves with a verified Gold Path certificate.
Trains crew to Domino’s product specs. Sauce ladling, dough stretching, topping weight, cut and box — every step, every standard, every time.
Manages the full dough cycle — proofing times, staging, inventory counts — by voice. Ask Ollie when the next tray is ready. He knows.
Guides crew through oven temps, cook times, and quality checks. Flags remakes before they leave the store. Holds the standard a manager would hold.
Walks crew through every open — equipment checks, temperature logs, inventory verification — to Domino’s spec, every morning.
End-of-night checklist, cleaning standards, cash drawer, safe close. The store closes right every night — not just when the right manager happens to be there.
Ollie is actively running at Domino’s franchise locations. The playbook is built. The standards are loaded. Deployment is measured in days, not months.
When the Standard holds without you, something shifts. You stop putting out fires. You start thinking about the next store — opening it, buying it, building toward something bigger. That's what happens when systems replace heroics. Ollie is that system.
You're in every location because the Standard only holds when you're there. Every new hire is a risk. Every shift you miss is a gap. Ollie means the Standard travels without you — so the next hire and the next location don't depend on your presence to get it right. You built something worth protecting. Now it can protect itself.
One store runs tight. Another creeps. Margin erodes in ways you can see but can't quite catch — not in a single dramatic failure, but in a hundred small inconsistencies compounding quietly across locations. Ollie makes the invisible visible and makes the Standard enforceable across every unit without adding headcount. That's how drift becomes margin.
You've proven the model. Now every location you add is an opportunity to compound what you've built. Ollie's cost per unit goes down as you grow — the same Facilitator that holds the Standard at store #1 holds it at store #20 for the same price. Revenue scales. Headcount doesn't. That's how you build EBITDA, not just locations.
Walt Disney World, Orlando. One of 13.
Rahkeem worked 13 hourly jobs in 10 years. He was the revolving door. Then he worked at Disney World, went through Traditions and his location-specific orientation, and finally understood what a great first day — and a great first week — could do. For the first time, someone gave him a reason to stay — and he never forgot what that felt like. He went on to connect over 10 million workers to employment before founding OllieBoard — built on one simple belief: every QSR worker deserves a first day worth staying for.
Ollie is running in real stores right now — orienting new hires, assessing operations, opening and closing to standard. The only question is whether your crew is next.