Cottage cheese has re-entered the national food conversation as retailers, publishers, and dietitians track a surge in protein-focused cooking. The overlooked use changing my own kitchen routine is simple: blending cottage cheese into a smooth sauce base for pasta, dips, and dressings, a technique now showing up across major food and nutrition outlets.

Cottage cheese is being used as a blended cooking base, not just a snack

The specific shift is the move from eating cottage cheese by the spoonful to using it as a functional ingredient in cooked meals. Bon Appétit reported this month that its editors are using cottage cheese in onion dip, herb sauces, and smoothies, while The Washington Post highlighted it as the base for a lower-calorie ranch dressing and a practical way to add protein to recipes. Martha Stewart also reported in August that cottage cheese is being used in both sweet and savory dishes as the ingredient regains popularity.

What makes the technique notable is that it changes the product’s texture entirely. When blended, cottage cheese loses the curds that many consumers say they dislike and becomes smooth enough for pasta sauces, dips, and spreads. That makes it closer in function to ricotta, sour cream, or even part of a cream sauce, depending on the recipe.

The result is a use case that feels less like a trend snack and more like a pantry method. In my cooking, that means blending cottage cheese with garlic, lemon, herbs, and a little pasta water to make a quick sauce that coats noodles without relying on heavy cream. Published recipes and editor notes over the last year suggest that same approach is spreading well beyond home kitchens focused only on diet foods.

The biggest impact is in everyday home cooking, though no single region owns the trend

This is not a restaurant closure, recall, or company expansion story with city-by-city counts. Instead, the confirmed impact is national and household-level: major food publishers, health systems, and dietitians are documenting broader consumer interest in cottage cheese as a versatile cooking ingredient. Cleveland Clinic said in a March 30, 2026 newsroom piece that cottage cheese has become a popular ingredient in many social-media recipes, while EatRight, the Academy of Nutrition and Dietetics’ consumer platform, recommends using it in creamy dips and cooked dishes.

What is not yet known is how much of that attention is translating into permanent shifts in grocery buying by state or metro area. The available reporting and expert guidance do not provide a verified list of U.S. regions where cottage cheese use is growing fastest, and there is no public breakdown in the source material by city.

For consumers, the practical local effect is straightforward even without location-specific data. In many supermarkets, cottage cheese is a comparatively accessible dairy item that can be repurposed across breakfast, lunch, dinner, and snacks. That matters in home kitchens where shoppers want ingredients that can work as both a high-protein food and a substitute in recipes that would otherwise call for ricotta, sour cream, or a richer dairy base.

Protein demand and texture work are driving the change in how people cook with it

The broader context is the sustained consumer focus on protein-rich foods. The Washington Post reported in May 2025 that a half-cup serving of low-fat cottage cheese contains about 13 grams of protein and 90 calories, helping explain why cooks are turning to it for dressings and other blended applications. Cleveland Clinic similarly described cottage cheese as a healthy food choice, and Good Housekeeping reported that social media helped push the ingredient back into mainstream use after years of being seen mainly as an older diet food.

There is also a culinary reason for the shift that has little to do with nutrition marketing. Cottage cheese has a mild flavor, and once blended, its texture becomes much more adaptable. Chef-focused and recipe coverage has repeatedly pointed to that transformation as the key to making it work in creamy kale pasta, dips, sauces, and spreads that do not read as overtly “cottage cheese” on the plate.

What that means for shoppers is not that cottage cheese replaces every dairy ingredient, but that it offers another tool for weeknight cooking. The clearest takeaway from recent reporting is that its revival is being sustained less by novelty and more by utility: it can be blended, heated, and folded into familiar dishes in ways that fit how many people currently want to cook.

Weight loss advice in the U.S. has long centered on calorie targets, food logs and points systems. A newly published clinical trial from North Carolina instead tested whether people could lose weight by following a Mediterranean-style eating pattern that emphasized food quality rather than calorie counting. The results, published August 20 in JAMA Network Open, found participants in that program did lose weight, but not more than people assigned to a conventional weight loss program.

A randomized trial tested weight loss without calorie counting

The study was the Delicious Eating for Life in Southern Homes, or DELISH, randomized clinical trial, conducted in central North Carolina and published August 20 by JAMA Network Open. According to the journal, researchers enrolled 360 adults with obesity from one academic and six community primary care practices and randomly assigned 182 to the Mediterranean-style program and 178 to a control weight loss program. The Mediterranean-style intervention was designed in phases, beginning with diet quality improvements before shifting to weight loss and then maintenance, the study reported.

Researchers said the Mediterranean-style plan emphasized higher-quality fats and carbohydrates, including foods such as vegetable oils, nuts, seeds, fish, whole grains, fruits and nonstarchy vegetables, while reducing refined carbohydrates and processed foods. The control group received WW, the commercial program formerly known as WeightWatchers, according to the study. At 24 months, the journal said there was no material difference in percentage weight change between the two groups.

That means the headline finding is narrower than some broad online summaries may suggest: participants in the Mediterranean-style group did lose weight, but the approach did not clearly beat the comparison program on the trial’s primary outcome. Still, the study adds to evidence that structured weight loss can occur without traditional calorie counting when participants receive an intensive behavioral program centered on food patterns and counseling, according to the article.

The clearest local connection is central North Carolina

The local footprint of the study is specific: DELISH recruited participants from primary care practices in central North Carolina, according to the trial report. The journal did not publicly identify every participating clinic in the main article text available online, but it confirmed the research drew patients from one academic practice and six community practices in that region. That makes North Carolina, rather than a single city, the most clearly verified geography tied to the findings.

What is confirmed is that the trial population came from routine health care settings rather than a tightly controlled laboratory environment. Researchers used electronic health records at those facilities to identify eligible adults ages 18 to 75 with a body mass index of 30 or higher, according to the paper. Enrollment ran from June 12, 2020, through May 11, 2022, with final follow-up data collected June 16, 2024.

What is not yet known from the public report is a full city-by-city breakdown of where participants lived or whether outcomes differed across individual North Carolina communities. The published article also does not provide a comprehensive public list of all affected clinic locations in the main text. For readers in North Carolina, the practical takeaway is that this was a homegrown trial carried out in ordinary primary care settings, not an overseas or inpatient study.

Why researchers studied this approach and what it means now

Researchers said they launched the trial because Mediterranean-style eating is already associated with lower chronic disease risk, but has been understudied in U.S. weight loss interventions. The article noted that intensive weight loss programs can improve cardiovascular risk factors and diabetes incidence, while some large long-term trials have not shown reductions in cardiovascular events or mortality. That background helped frame the question of whether improving diet quality could support meaningful weight loss and broader health gains.

The study’s authors also argued that many standard programs focus heavily on energy restriction, while a Mediterranean-style pattern may better target obesity-related health risks by changing what people eat, not only how much. In the trial, that approach did improve diet quality, according to the journal. But on body weight itself, the Mediterranean-style strategy and the control program ended up producing similar long-term results.

For consumers, the findings do not show that calorie counting is unnecessary for every diet plan, and they do not show that Mediterranean-style eating outperformed established commercial weight loss support in this study. What the results do show is that adults in a structured behavioral program were able to lose weight while following a Mediterranean-style pattern that centered on healthier food choices rather than explicit calorie tracking, according to the published trial. The authors said that approach may still matter for long-term counseling as clinicians look for realistic ways to support weight management in primary care.

Restaurant operators across the U.S. are still contending with soft consumer spending, higher costs, and pressure to find sales beyond the core lunch and dinner dayparts. New data released August 25 by the National Restaurant Association narrows that search to one category with unusual momentum: beverages.

Beverage sales are moving from side item to traffic driver

The National Restaurant Association said in its 2026 Restaurant Beverage Trends report, released August 25 and sponsored by The Coca-Cola Company, that beverages are becoming a significant growth lever for restaurant operators nationwide. According to the association, 87% of full-service operators and 80% of limited-service operators said beverages can be an important driver of restaurant traffic. The group’s press release described drinks as one of the most dynamic and innovative growth drivers in the business, reflecting a broader shift in menu strategy.

The report also found that majorities in both service segments said offering a wider variety of beverages matters more now than it used to. Michelle Korsmo, the association’s president and CEO, said consumers increasingly want beverage options that feel personal, memorable, and worth leaving home for. That framing is important because it places beverages not just in the refreshment category, but in the experience category, where restaurants can differentiate themselves without building a full new menu platform.

Association research released earlier this year had already pointed in the same direction. In its 2026 State of the Restaurant Industry materials, the group said 54% of consumers want more beverage choices on restaurant menus, including about seven in 10 Gen Z adults and millennials. Together, those figures suggest operators are seeing the same opening that younger consumers are already signaling in survey data.

Younger consumers and off-peak visits are shaping the opportunity

The strongest growth signal in the new report comes from beverage-only occasions, which create traffic outside traditional meal periods. The National Restaurant Association found that 37% of consumers make beverage-only purchases at least weekly, including 50% of Gen Z adults and 47% of millennials. The afternoon was identified as the most popular time of day for those purchases, giving restaurants a clearer window for incremental sales between lunch and dinner.

The report said younger consumers are also driving experimentation. Seventy-one percent said their favorite restaurant beverages offer flavor experiences that are not easy to replicate at home, while roughly seven in 10 younger adults said they want more beverage options on menus. Across all consumers surveyed, 72% said restaurants are a good place to discover beverages they have never tried before, and 54% said they enjoy being adventurous when choosing a drink.

That helps explain why chains and independents alike are expanding beverage menus beyond standard fountain drinks and iced tea. Nation’s Restaurant News, summarizing the report, pointed to rising competition from beverage-focused brands such as Swig, HTeaO, Ziggi’s, and Scooter’s, while more traditional restaurant chains are adding seasonal, house-crafted, and customizable drinks in response. The company-specific winners will vary, but the national demand signals in the report are already clear.

Operators are targeting coffee, tea, mocktails, and better delivery packaging

The report indicates that growth is not concentrated in one drink format. Among limited-service operators, the National Restaurant Association said the leading expansion categories are coffee at 46%, tea at 31%, smoothies at 29%, lemonades at 27%, energy drinks at 26%, and wellness beverages at 24%. In full-service restaurants, operators are expanding both alcoholic and nonalcoholic choices, including mixed cocktails at 55%, alcohol-free cocktails at 49%, beer at 45%, wine at 42%, and alcohol-free beer at 39%.

The delivery channel is another part of the equation, though the association said packaging remains a barrier. Eighty-three percent of delivery customers said they would order drinks more often if improved packaging let restaurants offer more beverage options, and that share rose to 89% among Gen Z and millennial consumers. Two-thirds of operators also said they would promote beverages more aggressively for delivery if packaging made transportation easier.

For customers, the practical takeaway is that restaurant menus are likely to keep adding drinks that are more customizable, seasonal, and occasion-specific rather than treating beverages as a fixed side offering. For operators, the message from the report is more direct: in a year when overall traffic remains hard-won, beverages may offer one of the clearest paths to new visits, higher check averages, and sales beyond standard meal occasions.

Restaurant spending is picking up nationally after a long stretch of muted growth, according to new credit-card data cited by Nation’s Restaurant News. But the gains are not flowing evenly across the industry: chain restaurants, especially pizza brands, are trailing independents and regional operators even as consumers spend more overall.

Restaurant sales rose in July, but chains lagged the broader market

Bank of America card data, reported by Nation’s Restaurant News on August 25, showed restaurant spending increased 3.3% in July from a year earlier. That was up from 1.8% growth in July 2025, while transaction growth also improved to 1.1% from 0.8% a year earlier. The data pointed to a broad improvement in demand after more than two years of sluggish results.

The same report showed the weakest performance was concentrated among chain formats rather than the industry as a whole. According to the Bank of America figures cited by Nation’s Restaurant News, overall restaurant spending growth outpaced chain growth across quick-service, casual-dining and fast-casual categories. Pizza was the sharpest underperformer, with sales declining over the past three months even as total restaurant spending moved higher.

Other chain segments did post growth, but at a slower pace. Fast-food chains, casual-dining brands and fast-casual operators each grew sales at 1% or less, according to the report. By contrast, other restaurants, including independents and regional brands, grew sales at about 4%, making them the biggest apparent winners in the latest consumer spending snapshot.

The shift appears national, but chain-level and market-by-market details remain limited

The available data describes a national spending pattern rather than a list of specific winners and losers by city or state. Bank of America’s card analysis, as summarized by Nation’s Restaurant News, does not identify which individual pizza chains or other national brands posted the weakest results. It also does not break out a full location-by-location map showing where independent restaurants gained the most ground.

What is confirmed is that the outperformance extended beyond one narrow slice of the business. The report said independents and regional brands were growing faster than chains across multiple categories, not just in a single segment. That distinction matters because it suggests diners are not simply shifting from one chain to another, but are also directing more of their restaurant dollars to local and smaller operators.

There is also no public list tied to the data that shows which metro areas are driving the biggest divergence. That means it is not yet possible to say from the Bank of America numbers alone whether the pattern is stronger in the Northeast, Sun Belt, suburbs or urban cores. For consumers, the practical takeaway is simpler: the broad restaurant rebound is real, but many national chains are not seeing the same lift that smaller competitors are capturing.

Lower-income diners, Gen Z and easing inflation help explain the split

Bank of America said lower-income consumers have posted stronger restaurant spending growth over the past three months than middle- or higher-income diners. Nation’s Restaurant News also reported that Gen Z spending grew more than any other age group and increased across all restaurant sectors. Those two trends help explain why operators with sharper local positioning or more flexible offerings may be drawing more traffic.

Pizza stood out as an exception within the lower-income data. According to the report, lower-income consumers’ spending in pizza fell more than it did for other income groups, suggesting some diners moved away from value-oriented pizza chains and spent in other restaurant categories instead. That shift is notable because pizza has long been considered one of the sector’s strongest value plays.

Industry executives have been pointing to a similar divide. Sysco CEO Kevin Hourican said earlier this year that mom-and-pop restaurants have outperformed chains in the current environment, and Restaurant Business reported that he attributed some of that advantage to flexibility and local relevance. Bank of America also suggested easing menu-price inflation may be helping restaurants overall, especially as some grocery staples, including eggs and chicken wings, have risen faster, making eating out comparatively more competitive again.

France’s wine industry is confronting another climate-driven shift as grape harvests move earlier across multiple regions. In Champagne, the change has become especially visible in 2026, when the trade group Comité Champagne published the earliest official harvest calendar on record for the sparkling-wine region. The timing matters well beyond France because Champagne remains one of the world’s highest-value wine categories and a major export product.

Champagne’s official 2026 harvest opened earlier than any prior recorded season

Comité Champagne published the 2026 harvest dates on August 12, 2026, setting opening days by commune and grape variety across the appellation, according to the organization’s official harvest notice. Reporting from the Associated Press said the official harvest opened between August 12 and August 17 this year, depending on the area and grape, making it the earliest harvest on record for Champagne. That is roughly a month earlier than what had once been common in the region, according to AP’s reporting from Hautvillers.

The early pace was even more pronounced in isolated cases. Reuters reporting cited growers in Montgueux, in the Aube department, as beginning as early as August 8, while one producer, Vincent Finot, received special authorization to start on August 6 after acidity levels in his grapes fell quickly. Those exceptions underscore how fast ripening accelerated before the official regional schedule fully opened.

The scale of what is at stake is substantial. According to Comité Champagne’s 2026 industry report, cited by AP, Champagne shipped 266.1 million bottles in 2025 and generated 5.7 billion euros in sales. AP also reported that the sector supports around 30,000 direct jobs and relies on roughly 100,000 seasonal workers during harvest, making the timing of the vendange an economic issue as well as an agricultural one.

The impact is centered in Champagne’s vineyard communes, with variation by village and grape

The confirmed impact is in the Champagne appellation itself, which spans parts of Marne, Aube, Aisne, Haute-Marne, and Seine-et-Marne. Comité Champagne’s published 2026 calendar set start dates commune by commune rather than imposing one single picking day across the entire region, reflecting uneven ripening conditions across vineyards. AP reported from Hautvillers in Marne, while Reuters highlighted Montgueux in Aube as one of the earliest-starting areas.

What is confirmed is that some growers were already harvesting in mid-August, a timetable that producers interviewed by AP described as historically unusual. Alexandre Gobillard of Gobillard & Fils in Hautvillers told AP that when he began working in Champagne three decades ago, mid-August was a vacation period rather than harvest time. In 2026, his estate was already fully engaged in picking by August 18.

What is not yet publicly detailed in one comprehensive English-language release is a single estate-by-estate tally of all affected villages or the final production losses for each commune. AP reported that weather conditions are expected to reduce yields, and David Chatillon, president of the Union of Champagne Houses, said spring frost alone wiped out 43% of the potential production before drought worsened the situation. A full final regional harvest outcome has not yet been released.

Growers and industry officials say climate change is compressing Champagne’s growing cycle

The immediate causes cited by growers were a late-March frost, four heat waves, and drought conditions that sped sugar accumulation and reduced acidity in the grapes, according to AP. Gobillard said temperatures in parts of Champagne reached 40 degrees Celsius, or 104 degrees Fahrenheit, in June. He told AP that water stress concentrated sugar in the fruit and accelerated the point at which grapes had to be picked to preserve balance.

Industry officials are tying those conditions to a longer-term climate trend rather than a one-off anomaly. David Chatillon told AP that climate change has been a focus for Champagne for 25 years, driving investment in research and adaptation, including later-ripening and more disease-resistant grape varieties. A 2026 Comité Champagne statement also said the industry is responding to climatic uncertainty with coordinated volume management, new plant material tools, and its Carbon Plan 3 strategy running from 2025 to 2035.

For consumers, the practical takeaway is not an immediate shortage on store shelves, but a signal that Champagne production is becoming more weather-sensitive and more dependent on rapid harvest decisions. The region still has organizational tools, reserve systems, and established export channels, but 2026 shows how quickly vineyard schedules can move when heat arrives early. As growers moved through the harvest window this month, producers told AP the central task was straightforward: pick fast enough to protect quality in a narrowing seasonal window.

Restaurants are entering a strange new era. The same diner who asks AI where to find the best pasta tonight may still be stuck listening to endless ringing when it is time to book a table.

That contradiction is more than a quirky modern habit. It is becoming one of the clearest signals of how quickly dining discovery is changing, and how unevenly restaurant operations are keeping up.

AI is becoming a serious part of restaurant discovery

AI is no longer a novelty in the dining world. DoorDash and SevenRooms reported in their 2026 restaurant trends research that 22% of consumers now use AI to discover restaurants, whether they are searching for something nearby, somewhere new, or a place that fits a specific craving. That is close enough to “nearly 1 in 4” to make the headline ring true, and it shows how fast conversational search is moving into everyday food decisions.

OpenTable’s 2026 diner research points in the same direction, finding that 44% of Americans plan to use AI more to discover restaurants and book reservations in 2026. In travel-related dining, the appetite is even stronger: OpenTable said 51% of respondents would consider using AI tools to discover and book restaurants while traveling, with even higher interest among Gen Z and millennials. For younger diners especially, AI is starting to function like a digital concierge rather than a search engine.

That matters because restaurant choice has become more contextual. Diners are not just asking for “Italian near me.” They want date-night spots with outdoor seating, family-friendly brunches with short waits, or hotel restaurants worth building a trip around. AI tools are well suited to those layered prompts, and platforms know it. OpenTable has been expanding its Concierge product to answer exactly those kinds of natural-language questions.

The phone problem has not gone away

For all the momentum behind AI discovery, restaurants still struggle with one of the most basic guest touchpoints: answering calls. The same DoorDash and SevenRooms research found that 64% of diners still call to book reservations, yet 40% of those calls go unanswered. That gap helps explain the frustration behind the idea that people can use cutting-edge tools to choose a restaurant, but still cannot reliably reach one.

The problem is not trivial. A missed call can mean a lost reservation, a confused guest with dietary questions, or a customer who gives up and books elsewhere. In busy service windows, phones are often the first casualty. Staff are handling tables, takeout, delivery coordination, and front-door traffic all at once, leaving little room for a ringing line that never stops.

That operational weakness is one reason voice AI is moving from experiment to necessity. OpenTable says it now works with more than 20 voice AI partners and has seated more than 3 million diners through those systems. The company also said that figure rose 270% in 2026 compared with the same period in 2025, a sign that restaurants increasingly see automated call handling as a revenue tool, not just a convenience.

What this means for diners and restaurants next

The bigger shift is that discovery and access are starting to merge. A diner may find a restaurant through an AI assistant, compare options conversationally, and expect to move seamlessly into booking without switching channels. When that handoff breaks, trust breaks with it. The restaurant may have excellent food, but if the digital path is smoother than the human one, loyalty can erode quickly.

There is also a visibility issue. New research posted this month on arXiv suggests AI restaurant recommendations tend to favor venues with stronger digital documentation, including their own websites, price information, review volume, and broader web mentions. In plain terms, restaurants that are easier for machines to understand may be easier for diners to find. That creates a new kind of competition, where discoverability is shaped not just by cuisine and service, but by data presence.

For diners, the upside is convenience and sharper personalization. For restaurants, the warning is clear: being great is no longer enough if no one can reach you or if AI cannot confidently surface your business. The winners will be the operators who connect the front-of-house basics with the new discovery stack, making it just as easy to call, book, and show up as it is to ask AI where to eat tonight.

Independent restaurants across California continue to face turnover as owners weigh rising costs, neighborhood changes, and personal decisions about staying in the business. In Oakland, Home of Chicken & Waffles near Jack London Square is preparing to close after more than 20 years, with founder Derreck Johnson confirming the restaurant’s final day will be August 31, 2026. Johnson has also made clear that the closure is not being framed as a defeat, telling SFGATE he is ready to move on.

Home of Chicken & Waffles sets an Aug. 31 closing date

Home of Chicken & Waffles, currently operating at 247 Fourth St. in Oakland, will permanently close on August 31, according to owner Derreck Johnson’s comments to SFGATE and reporting published by the San Francisco Chronicle. Both outlets reported in mid-August that Johnson confirmed the date and said the restaurant would serve its final meals by the end of the month. That gives the business a clearly stated end point after more than two decades as a recognizable East Bay soul food destination.

The restaurant’s timeline has been described slightly differently across reports, but the broad history is consistent. SFGATE reported that the business was established in 2004 at its original Embarcadero West location before moving to Fourth Street in 2024. Other local coverage, including KRON4 and the Chronicle’s report, similarly placed the restaurant’s origins in the early 2000s and identified the current closure as the end of a run that has lasted more than 20 years.

Johnson’s remarks have shaped much of the public understanding of the closure. In comments reported by SFGATE, he said he was “very happy and excited” about shutting the restaurant and leaving the business, adding that he was ready for the next chapter of his life. Publicly, he has not tied the closure to a single operational crisis, bankruptcy filing, or announced sale.

What the closure means for Oakland and Jack London Square

The confirmed impact is local and specific: Oakland is losing one longstanding independent soul food restaurant with deep ties to Jack London Square. Home of Chicken & Waffles previously operated for years at 444 Embarcadero West before relocating to its current address, 247 Fourth St., in 2024, according to SFGATE and the Chronicle. The move kept the business in the same broader waterfront district, but the August 31 closure will end its presence there altogether.

What is publicly confirmed about affected locations is narrow because this is a single-restaurant closure, not a chainwide shutdown. No additional California locations have been identified in recent reporting as part of this announcement, and Johnson has not released any broader list of closures beyond the Oakland restaurant. There is also no public notice in the cited reports of a successor tenant, a reopening plan elsewhere in Oakland, or a spin-off concept.

The restaurant’s local footprint extended beyond food service. NBC Bay Area and SFGATE both noted that the business was known as a gathering place for community events and celebrations, while coverage also highlighted its practice of employing formerly incarcerated workers. The Chronicle and other reports further noted that the restaurant drew high-profile visitors over the years, including Hillary Clinton and Kamala Harris, making it one of the better-known dining rooms in its part of Oakland.

The owner says the decision is personal, not presented as a crisis

The clearest stated reason for the closure is Johnson’s own account that he wants to leave the restaurant business. SFGATE reported that he did not provide a more detailed explanation and instead said he was simply ready to move on. That matters because, despite broader industry speculation that often surrounds restaurant shutdowns, the public record in this case does not include a detailed owner statement blaming inflation, labor costs, lease terms, or a specific drop in traffic.

At the same time, the closure is happening within a changing Oakland waterfront business environment. The original reporting and follow-up local coverage placed the restaurant’s exit amid other turnover in and around Jack London Square, where several long-running businesses have departed while new operators have entered. That context helps explain why the closing has drawn attention, even if those neighborhood shifts were not cited by Johnson as the direct cause.

For customers, the practical takeaway is straightforward. Home of Chicken & Waffles is scheduled to continue serving until August 31, and recent coverage has not indicated plans for a replacement location or a later reopening under the same name. As of the latest published reports, the owner’s public position is that he is ending the run on his own terms and looking ahead to what comes next.

Big food companies have continued reshaping office footprints and consolidating corporate operations in 2026 as they weigh investment, staffing, and location strategy. In New Jersey, that shift now includes Mars Wrigley, the candy maker behind M&M’s and Snickers, which is preparing to leave its Newark headquarters. The move affects hundreds of employees and marks another major headquarters loss for the state.

Mars Wrigley filed for 307 Newark layoffs as it prepares to exit

Mars WrigleyConfectionary US, LLC is cutting 307 jobs in Newark, according to the New Jersey Department of Labor and Workforce Development’s 2026 WARN notice archive. The state filing lists Newark as the affected city, July as the month posted, an effective date of October 16, 2026, and a workforce impact of 307. News 12 reported on July 19, 2026, that layoffs at the Newark facility were scheduled to begin on that date.

The notice is a WARN filing, meaning it was submitted under worker-notification rules ahead of a mass layoff or closing. The state archive does not list multiple New Jersey sites for this action; it identifies Newark only. Based on the publicly available state record, the filing appears to be final enough to carry a specific effective date, though the public archive does not spell out additional conditions attached to the notice.

Reports tying the filing to Mars Wrigley’s headquarters closure say the affected site is the company’s Newark office at 110 Edison Place. Coverage from Jersey Digs said the headquarters departure will end the company’s Newark office presence less than a decade after Mars expanded there. The company had previously made Newark a major corporate base as part of a larger New Jersey footprint.

Newark is confirmed in the filing, while broader local details remain limited

For New Jersey readers, the clearest confirmed impact is geographic: the affected location in the state filing is Newark. Public reporting has identified the departing headquarters as 110 Edison Place, near the Prudential Center area, making the layoff notice especially significant for downtown Newark’s office market and for workers tied to that site. The state’s WARN archive does not list separate counts for other New Jersey municipalities in this filing.

What is not yet public is a full employee-by-employee or department-by-department breakdown for the Newark layoffs. The company has not released a comprehensive public list of affected teams, job functions, or specific city of residence for workers tied to the headquarters. It also has not publicly detailed how many Newark-based employees, if any, were offered transfers compared with separation.

At the same time, reports indicate Mars is not leaving New Jersey entirely. Coverage citing company statements said Mars will continue manufacturing and business operations in Hackettstown, where the company has long maintained a presence. That means the announced change is centered on the Newark headquarters operation, not a statewide shutdown of all Mars activity in New Jersey.

The move follows Mars’ Chicago expansion and broader corporate consolidation

The clearest stated context for the Newark cuts is Mars Snacking’s expansion in Chicago. In a March 25, 2026 announcement, Mars said it would create 600 new jobs, invest $100 million, and expand its global headquarters in Chicago, adding that the city is now the official home for its North America region and Accelerator Division. That company statement provides the strongest direct explanation for why Newark jobs are being eliminated now.

Additional coverage has connected the Chicago expansion to Mars’ broader post-acquisition structure. The company’s March announcement came months after Mars closed its acquisition of Kellanova, giving it a larger Chicago-centered snacks footprint. Food industry reporting has described the Newark layoffs as part of a consolidation of corporate functions into Chicago rather than a pullback from candy manufacturing overall.

For customers in New Jersey, the immediate change is corporate, not retail-facing. Public reports indicate Mars brands will remain on shelves, and Hackettstown operations are expected to continue even as the Newark headquarters winds down. The confirmed next date in the process is October 16, 2026, when layoffs listed in the WARN filing can begin, while Chicago is set to become a larger center for the company’s snacking business.

Restaurant bankruptcies have continued to ripple across the U.S. food industry as operators face higher costs, weaker traffic and debt pressures. In the Mexican quick-service segment, Del Taco franchisee Matadoor Restaurant Group became a notable case after its July 15, 2025 bankruptcy filing and the later closure of 16 restaurants tied to its Georgia and Alabama footprint, according to court filings and Del Taco statements reported by Restaurant Dive.

Matadoor filed for Chapter 11 as its Del Taco footprint began to shrink

Matadoor Restaurant Group filed for Chapter 11 bankruptcy protection on July 15, 2025 in the U.S. Bankruptcy Court for the District of South Carolina, according to court filings cited by Restaurant Dive. At the time of the filing, the franchisee operated 22 Del Taco restaurants across Georgia and Alabama and listed an estimated 100 to 199 creditors, with liabilities estimated between $1 million and $10 million. Restaurant Dive reported that Matadoor is wholly owned by Red Door Brands.

The closure count grew in the months after the filing. Restaurant Dive reported on February 24, 2026 that all 14 of Matadoor’s Georgia Del Taco locations had closed as of the prior week, a figure Del Taco confirmed by email. The chain also no longer listed any open Del Taco restaurants in Georgia on its website at that time.

That left Alabama with only one Del Taco location still listed as open on the company’s website, according to the same report. Based on the 22-unit footprint Matadoor operated when it entered bankruptcy and the later count of one Alabama restaurant still open alongside zero in Georgia, the closures tied to the franchisee totaled 16 locations that had shut down by late February 2026. Del Taco stated that the Georgia closures occurred without prior notice to the franchisor.

Georgia absorbed the largest confirmed impact, while Alabama details remain limited

Georgia accounts for the clearest confirmed losses in this case. Del Taco confirmed to Restaurant Dive that 14 Georgia restaurants had closed, and the outlet reported those stores had been spread across 12 Georgia cities as of an archived version of Del Taco’s website dated January 16, 2026. The company also said the closures affected the Atlanta, Columbus, Macon and Chattanooga regions of Georgia.

The company has not released a comprehensive public list of every affected Georgia city in the closure announcement itself. That means broad regional information is confirmed, but a full city-by-city closure roster was not publicly detailed in the reporting cited here. One previously indexed Apple Maps listing showed a Del Taco in Tucker marked permanently closed, but Del Taco did not publish a full official list within the source material reviewed.

Alabama’s impact is narrower in confirmed public reporting but less precisely documented at the city level. Restaurant Dive reported in February 2026 that only one Alabama Del Taco location operated by Matadoor was still listed as open on the chain’s website. The company has not released a full list of the affected Alabama locations or identified each city publicly in the source material reviewed.

Court filings point to falling sales, rising costs and expensive short-term debt

Matadoor attributed its financial deterioration to several pressures in court filings cited by Restaurant Dive. The franchisee said it began to struggle in the second half of 2024 because of company growth, an unexpected decline in sales and rising operational costs. Those are the causes directly identified by the company in the bankruptcy record.

The filings also described how Matadoor turned to merchant cash advance financing while trying to manage cash flow problems. According to Restaurant Dive’s summary of the court documents, the company took out 10 merchant cash advance loans from nine creditors totaling about $2.7 million. Matadoor said those loans carried excessive fees, high effective interest rates and aggressive repayment schedules that worsened its debt load.

Del Taco itself was also facing brand-level headwinds at the time. Restaurant Dive reported that Del Taco posted same-store sales declines in 2025, including a 3.6% drop in fiscal second-quarter same-store sales and a 3.9% decline in fiscal fourth-quarter same-store sales under prior owner Jack in the Box. For customers, the immediate reality is that the closed Georgia restaurants were no longer operating as of late February 2026, while Del Taco said it was exploring options to reopen those units and would share updates once plans were finalized.

In restaurant kitchens and home test kitchens alike, “from scratch” is often more aspiration than rule. For professional chefs, the decision to buy rather than make usually comes down to labor, consistency, shelf life, and whether the homemade version delivers a meaningful advantage. That reality is reflected across chef interviews and cooking publications, which show that even highly trained cooks rely on selected prepared ingredients when the tradeoff makes sense.

Puff pastry, canned tomatoes, and mayonnaise are among the most common chef shortcuts

One of the clearest examples is puff pastry. The Kitchn reported that homemade puff pastry is labor-intensive and finicky, while many cooks opt for frozen sheets for convenience; its own verdict in a “Make or Buy?” comparison was simply “Buy.” Bon Appétit has also highlighted store-bought pastry products as a practical holiday shortcut used by chefs, while Ina Garten has publicly recommended buying puff pastry rather than making it at home.

Canned tomatoes are another frequent exception to the scratch-only ideal. The Kitchn has published chef roundups naming canned tomato brands that restaurant professionals rely on for marinara, vodka sauce, braises, and other red-sauce applications. Those endorsements reflect a broader kitchen reality: for many dishes, professionally packed tomatoes offer dependable sweetness, acidity, and year-round availability that fresh supermarket tomatoes may not match.

Mayonnaise also appears regularly on the buy list. The Kitchn has noted that homemade mayo is fast to prepare but has a short shelf life, making jarred versions more practical for many cooks. Bon Appétit, meanwhile, has documented chefs using commercial mayonnaise in specific preparations because the stabilizers help maintain texture and structure in finished dishes.

The practical appeal is consistency, speed, and reduced waste

For working chefs, buying selective prepared foods is usually less about cutting corners than controlling variables. Frozen puff pastry, for example, removes the time-intensive lamination process from a recipe and offers repeatable performance when the goal is a quick tart, appetizer, or dessert. That kind of consistency matters in both restaurants and home kitchens, where labor and time are limited.

Shelf-stable and long-keeping products offer another advantage. Canned tomatoes can sit in a pantry until needed, and jarred mayonnaise keeps far longer than a fresh emulsion made with raw egg yolks. The same logic extends to other staples chefs mention in interviews, including condiments, spice pastes, and canned goods that provide concentrated flavor without requiring a long prep process.

Private chef Emma Schmall told The Kitchn she is not often making pasta by hand, soaking dried beans, or pickling her own pickles, a reminder that even professionals choose where to spend effort. In practice, many cooks reserve scratch cooking for elements where technique changes the result most, while outsourcing the parts that are standardized, labor-heavy, or easy to buy at high quality.

What this means for home cooks is that strategic convenience is normal

The takeaway for readers is not that homemade food is overrated. It is that professional standards do not require making every component by hand, and many chefs are explicit about that. When a prepared product is reliable and well-made, buying it can free up time for the parts of a meal that benefit more from hands-on attention, such as seasoning, browning, assembly, or finishing.

That approach also aligns with advice from prominent food personalities and working chefs who distinguish between worthwhile scratch projects and products that are already strong in commercial form. Ina Garten’s guidance on prepared foods, chef recommendations for canned tomatoes, and repeated endorsements of store-bought pastry all point in the same direction: convenience can be compatible with high standards.

For customers, diners, and home cooks, the broader industry context is simple. Professional cooking still values technique, but it also values efficiency and consistency. The evidence from chef interviews and cooking publications suggests that buying selected staples is not a compromise of principle; it is often a deliberate kitchen decision based on time, texture, storage, and results.