ATLANTA, GA – In a strategic move designed to fortify its position within the competitive family dining sector, Ascent Hospitality Management recently convened its first-ever all-brands conference, titled "Ascent Together." The summit, held in the company’s home base of Atlanta, brought together more than 500 franchisees, vendor partners, and corporate team members from across the United States and Canada. The event served as both a celebration of recent operational milestones and a rigorous strategic planning session for the future of its two flagship brands: Perkins American Food Co. and Huddle House.

The conference marks a pivotal moment for Ascent Hospitality Management, a company founded on the principle of acquiring and revitalizing storied American restaurant brands. By uniting the leadership and franchise networks of both Perkins and Huddle House under one roof, Ascent aimed to foster a culture of shared innovation while respecting the unique identities that have allowed both chains to survive and thrive for over six decades.

Main Facts: A Unified Vision for Legacy Brands

The "Ascent Together" summit was structured to address the specific challenges and opportunities facing the family dining category in the post-pandemic era. With nearly 600 locations combined, Ascent Hospitality Management oversees a significant footprint in the North American hospitality landscape.

The primary objective of the gathering was to leverage the "power of two." While Huddle House is celebrated for its small-town charm and 24/7 diner atmosphere, Perkins has recently undergone a brand evolution—rebranding as Perkins American Food Co.—to emphasize its dual strength as a bakery and a provider of classic American meals.

Key highlights of the event included:

• Networking and Synergy: For the first time, Huddle House franchisees were able to share insights with Perkins operators, identifying commonalities in supply chain logistics, labor management, and guest engagement.
• Executive Leadership Alignment: The corporate team, led by President and CEO Paul Damico, laid out a multi-year roadmap focused on digital transformation, menu innovation, and footprint expansion.
• Market Sentiment Analysis: The company presented data indicating that despite broader industry headwinds, both brands are currently outperforming major category competitors in guest satisfaction and brand trust.

Chronology: From Acquisition to Integration

To understand the significance of the "Ascent Together" summit, one must look at the trajectory of Ascent Hospitality Management over the last several years.

The Foundation (Pre-2020): Ascent was established with the goal of becoming a premier multi-brand restaurant entity. The acquisition of Huddle House provided a stable, community-focused foundation, while the subsequent acquisition of Perkins Restaurant & Bakery added a significant footprint in the Midwest and Northern U.S., along with a robust bakery component.

The Resilience Phase (2020–2023): Like all entities in the hospitality sector, Ascent faced the unprecedented disruptions of the global pandemic. During this period, the company focused on stabilizing operations, enhancing off-premise dining capabilities, and supporting franchisees through economic volatility. It was during these years that the "Ascent Together" philosophy began to take shape at the corporate level, as the company sought efficiencies in shared services.

The Rebranding and Growth Phase (2024–2026): Leading up to the conference, Ascent initiated a series of bold moves. This included the strategic rebranding of Perkins to "Perkins American Food Co.," modernizing the brand’s visual identity and menu to appeal to a younger demographic without alienating its loyal base. Simultaneously, Huddle House continued its expansion into new territories, leaning into its "hometown hub" identity.

The Summit (2026): The Atlanta conference represented the culmination of these efforts. It was the first time the entire ecosystem—franchisees from the smallest rural Huddle House units to the largest multi-unit Perkins operators—met to align their goals for the 2027 fiscal year and beyond.

Supporting Data: Outperforming the Category Giants

A central theme of the conference was the use of data-driven insights to guide operational decisions. Ascent Hospitality Management utilized metrics from Black Box Intelligence, a leading provider of consumer and operational data for the restaurant industry, to illustrate the brands’ current standing.

According to the data presented, Perkins and Huddle House are currently outperforming major category peers, including Denny’s, IHOP, and Cracker Barrel, in "consumer net sentiment." This metric is a comprehensive aggregate of several key performance indicators, including:

1. Service and Hospitality: How guests perceive the speed and friendliness of the staff.
2. Environment: The cleanliness and atmosphere of the physical locations.
3. Value Proposition: The perceived worth of the meal relative to its cost—a critical factor during inflationary periods.
4. Food and Beverage Quality: Consistency in taste and presentation.
5. Intent to Return: A forward-looking indicator of brand loyalty and future revenue.

The fact that Ascent’s brands are leading in these categories is significant. The family dining sector has faced intense pressure from the rise of fast-casual concepts (such as Chipotle or Panera) and increasing labor and commodity costs. By maintaining high sentiment scores, Perkins and Huddle House demonstrate that there is still a robust market for sit-down, service-oriented dining, provided the brand trust remains intact.

Official Responses: Leadership Perspectives

The summit featured high-level addresses from internal leadership and industry icons. Paul Damico, President & CEO of Ascent Hospitality Management, delivered a keynote that challenged the traditional view of legacy restaurant chains.

"Bringing our teams together let us celebrate shared and individual achievements while setting the course for a strong future," Damico stated during the proceedings. "In an industry full of newer, trend-driven concepts, longevity gives Perkins and Huddle House a real competitive advantage. We are not operating old brands; we are operating trusted brands, and that distinction shapes everything we do."

Damico’s emphasis on "trust" vs. "age" served as a rallying cry for franchisees. He argued that while "trendy" brands may see rapid initial growth, they often lack the institutional knowledge and emotional connection with consumers that Perkins and Huddle House have cultivated over sixty years.

The conference also featured a keynote from Greg Creed, the former CEO of Yum! Brands (the parent company of Taco Bell, KFC, and Pizza Hut). Creed, a legendary figure in the QSR and casual dining space, shared his experiences in managing multi-brand portfolios. His message focused on the inextricable link between corporate culture and financial results. Creed emphasized that lasting brand trust is the primary driver of long-term performance, and that a "people-first" culture within the franchise network is the only way to ensure consistent execution across hundreds of locations.

The Awarding of Excellence

A major portion of the "Ascent Together" conference was dedicated to recognizing the "boots on the ground"—the franchisees and partners who drive the daily success of the brands. The awards ceremony highlighted exceptional performance in categories such as operational excellence, community involvement, and sales growth.

For Perkins American Food Co., awards were presented to franchise teams who demonstrated a commitment to the brand’s new "American Food Co." identity while maintaining the high standards of the Perkins bakery. Categories included Franchisee of the Year and the Give Back Award, recognizing those who have integrated their restaurants into the fabric of their local communities.

For Huddle House, the awards celebrated the "hometown" spirit of the brand. Recognition was given to operators who maintained the highest levels of guest sentiment and those who achieved significant year-over-year growth.

Vendor and Partner Awards were also a key component, acknowledging the suppliers and technology partners who have assisted Ascent in its digital transformation and supply chain stabilization efforts. These partnerships are viewed as essential to maintaining the "value" component of the brands’ success.

Implications: The Future of the Family Dining Landscape

The "Ascent Together" summit has several long-term implications for Ascent Hospitality Management and the wider restaurant industry.

1. The Strategy of "Modern Nostalgia"

Ascent is betting heavily on the concept of "Modern Nostalgia." By updating the menu and décor of Perkins and Huddle House while retaining the core service values that made them famous, they are attempting to bridge the generational gap. The goal is to remain the "third place" for seniors and families while becoming an attractive, high-value option for Gen Z and Millennials who are increasingly wary of the high costs of "prestige" casual dining.

2. Franchising as a Growth Engine

The unified conference sends a strong signal to the investment community. By showing a united front and a sophisticated corporate support structure, Ascent is positioning itself as a premier franchisor. For prospective franchisees, the appeal lies in the "trusted brand" status Damico mentioned—a lower-risk investment compared to unproven, trendy concepts that may not survive an economic downturn.

3. Operational Efficiency Through Scale

As Ascent continues to integrate the back-end operations of Perkins and Huddle House, the company will likely see improved margins. Shared data analytics, unified purchasing power for commodities like eggs and flour, and a centralized digital marketing strategy allow the brands to compete with much larger conglomerates.

4. Setting a Benchmark for Guest Sentiment

By making Black Box Intelligence data a centerpiece of their conference, Ascent has set a high bar for itself. The company has publicly committed to a strategy where "hospitality" is the primary differentiator. In an era of increasing automation and "kiosk-only" service in the QSR space, Ascent’s focus on "food served from the heart" is a contrarian move that seeks to capture the market share of diners who still value human interaction.

Conclusion

The first "Ascent Together" conference was more than just a corporate retreat; it was a declaration of intent. Ascent Hospitality Management has signaled that it intends to lead the family dining category by doubling down on brand trust, leveraging data to drive guest satisfaction, and fostering a unified culture across its 600-unit portfolio. As the company looks toward 2027, the focus remains clear: honor the sixty-year heritage of Perkins and Huddle House while aggressively evolving to meet the needs of the modern diner. Through the synergy of its brands and the commitment of its 500+ partners, Ascent is proving that in the world of hospitality, longevity is not a sign of age, but a hallmark of excellence.