Pizzarova started life at Glastonbury Festival in 2013, when co-founders Jack Lander and his business partner couldn’t get tickets — so they brought a Land Rover, built a pizza oven into the back, and cooked their way into the festival instead.
That spirit of openness and connection has stayed with the brand. Every Pizzarova site runs with an open kitchen, fresh daily prep, and a team culture built on interaction with guests. But scaling that kind of philosophy into a multi-site business created challenges that couldn’t be solved with spreadsheets alone.
The Challenge
Pizzarova’s site-level model was strong, but as new openings loomed, consistency and cost control became harder to manage.
Labour planning was the biggest pressure point. With cross-trained teams moving between prep and service, managers couldn’t clearly see where hours were being used — making it difficult to plan efficiently or identify pinch points.
Stock control was another pain point. Waste was logged on whiteboards, stock transfers were clunky, and managers didn’t have a live picture of what was happening day to day. “It worked culturally, but it wasn’t scalable,” Jack explains.
Pizzarova needed a system that could bring everything together - labour, stock, and reporting, in one place, and make the numbers visible for everyone.
Solution
The team rolled out Nory’s full suite, using it for scheduling, stock management, reporting, and analytics. Managers now log shifts by type - prep, service, close — giving leadership a clear breakdown of how labour is being used and where adjustments can be made.
Waste and stock transfers are tracked directly through the mobile app during shifts, removing the need for whiteboards and manual catch-ups later. Every manager has live visibility into sales, labour, and stock, all tied together in Nory’s Flash P&L.
“The big difference is transparency,” says Jack. “Managers can see their costs in real time. Bonuses are measured against those numbers, so the more visibility they have, the better their sites perform.”
With Nory in place, Pizzarova has achieved:
- Smarter labour planning, improving labour efficiency by around 10% while maintaining service standards.
- 100% visibility on stock variance, thanks to real-time waste logging and stock control in the app.
- Faster, better decisions, with leadership reviewing the Flash P&L daily to keep performance on track.
- A scalable model, using Nory’s data to explore central kitchen opportunities and growth planning.
“The key drivers for profitable performance are sales, labour, and stock. With Nory, everyone can see them live, so managers act faster and decisions are better.” - Jack Lander, Pizzarova's co-founder
And with the numbers and systems under control, the Pizzarova team can focus on what really matters: great food, great hospitality, and the guest experience that built the brand in the first place.
What’s Next
With new sites opening in Bath and London, Pizzarova is focused on sustainable growth — scaling operations without losing the culture that started in a Land Rover.
“Nory helps us understand the numbers in detail,” says Jack. “It means we can grow in the right way, stay true to our values, and still become more profitable.”