Growth Kitchen Aims for £100 Million Sales Target by Capitalising on Delivery Trends

Thomas Wright, Economics Correspondent
5 Min Read
⏱️ 3 min read

A pioneering food tech company, Growth Kitchen, has ambitious plans to surpass £100 million in annual sales within the next five years. Co-founders Mate Kun and Tom Gatz have crafted a unique model that allows restaurants to expand their delivery capabilities without the burdens of maintaining physical locations. This initiative is particularly timely, as the food service sector grapples with significant economic pressures.

Innovative Business Model

Growth Kitchen operates by providing a platform through which restaurant brands can share kitchen spaces with established hospitality venues. This approach not only reduces the need for hefty investments in dedicated infrastructure but also enables companies to tap into new customer bases across the UK. Gatz likened their service to the “Airbnb of professional kitchens,” emphasising how it facilitates growth in a challenging market.

Recently, the company has partnered with several well-known national chains, including Tortilla, Coco di Mama, and Little Dessert Shop, which complement its existing collaborations with brands like The Athenian and Gourmet Burger Kitchen. With a network of 150 host kitchens, Growth Kitchen processes over one million orders annually, showcasing its rapidly expanding influence in the food delivery space.

Rapid Growth and Future Prospects

Having experienced a remarkable increase in turnover last year, Growth Kitchen is on track to achieve approximately £30 million in sales this year alone. The firm is determined to double its network of host kitchens to 300, which would further bolster its growth trajectory. By leveraging an AI-driven platform, Growth Kitchen not only facilitates the launch of delivery services for restaurant brands but also optimises their operational performance across popular delivery platforms such as Deliveroo, Uber Eats, and Just Eat.

This innovative model alleviates the financial strain on restaurant brands, which no longer need to pay rent for kitchen space. Instead, they share a portion of their order revenue with the host kitchens, creating a mutually beneficial arrangement that unlocks new revenue streams for both parties.

Addressing Industry Challenges

Gatz highlighted that the current economic climate has intensified the need for solutions like Growth Kitchen. Rising costs related to wages, energy, and food have put immense pressure on the hospitality sector. As a result, many restaurant brands are recognising the potential of this model as a long-term strategy for growth and profitability.

“We’re seeing brands looking for innovative ways to expand their reach and enhance their bottom line,” Gatz explained. He noted that the challenges posed by current trading conditions are accelerating the adoption of their model, as businesses seek new avenues for brand awareness and revenue generation.

Furthermore, Gatz urged the government to consider reducing VAT on food and drink to align with rates in other European countries. He argued that such a measure would enhance the competitiveness of the sector, allowing for better profitability and the potential to create more jobs.

Expansion Plans

While Growth Kitchen is primarily focused on scaling its operations within the UK, the company has aspirations to extend its concept to international markets in the coming years, eyeing opportunities in both the Americas and Europe.

Why it Matters

Growth Kitchen’s innovative approach comes at a crucial time for the hospitality industry, which faces mounting challenges due to rising costs and changing consumer habits. By providing a flexible and cost-effective solution for restaurant brands, the company not only supports their survival but also fosters a more sustainable food delivery ecosystem. As the demand for delivery services continues to grow, Growth Kitchen stands poised to play a pivotal role in shaping the future of dining in the UK and beyond.

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Thomas Wright is an economics correspondent covering trade policy, industrial strategy, and regional economic development. With eight years of experience and a background reporting for The Economist, he excels at connecting macroeconomic data to real-world impacts on businesses and workers. His coverage of post-Brexit trade deals has been particularly influential.
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