This week I had the chance to attend the 2026 Domino's Worldwide Rally in Las Vegas with our partner, Pizza Cloud. The event only happens once every two years, and I left deeply impressed.

As someone building AI for restaurants, I spend a lot of time thinking about technology, operations, and scale. But what struck me most at Domino's wasn't technology. It was culture. 

Here are four things that stayed with me.

1. Positive competitiveness is part of the culture

People were proudly talking about store rankings, speed metrics, quality scores, and team achievements. I saw trophies being carried around. I met people introducing themselves as the number one operator in Texas. 

But none of it felt political. It felt energizing. The culture rewards operational excellence, and teams want to win because of it.

2. Strong team identity creates belonging

Every team had their own look: Canada in hockey jerseys, Mexico in soccer-style shirts, franchise groups with their own custom designs. 

At one point I realized I didn't have a uniform. So I complimented someone from the Canada team on her jersey. Without hesitation, she offered to take it off and give it to me because she had another one at the hotel. 

That level of warmth surprised me, and it made me think hard about identity at Palona. 

Should we have jerseys too?

3. Operational excellence is built through systems

Domino's is extraordinarily organized. Clear SOPs, clear standards, repeatable execution. Nothing felt random. As AI enters physical businesses, this matters enormously. 

AI only becomes truly useful when it integrates into how operations actually run, with real workflows, real accountability, and real consistency.

4. Domino’s has built a true meritocracy

I learned that I don't currently qualify to become a Domino's franchisee. To become a franchise owner, you need to work your way up from the floor, become a GM, and operate a high-performing store. 

I heard stories of operators who started with one location and now own dozens after years of compounding execution. There's something deeply entrepreneurial about a system that rewards demonstrated excellence over time.

Final Thoughts

I went to the rally thinking mostly about restaurant technology. I left thinking about leadership, culture, and what it means to build an organization people are genuinely proud to be part of.

Technology matters. But great organizations are ultimately built by people.

And yes, maybe one day we'll have our own jerseys too.