Tomiwa Ogunmodede

A guest orders grilled chicken, pepper soup and Hennessy. The payment succeeds once. Behind the screen, three vendors and two kitchens have to fulfil it, and every item can move at a different speed. At Lion Hospitality Partners, I found that our systems were treating paid, ready and served as though they meant the same thing. They didn't. This case study follows how we rebuilt the workflow around item-level kitchen routing, shared order states and a gate that prevents staff from marking an item served before the responsible kitchen marks it ready. Between 1 April and 17 October 2026, the platform collected ₦1.95bn (about US$1.4M) across 39,680 paid tickets at 14 venues. The new workflow also reduced floor runners per venue from roughly 10 to 2–3. I’ll show the product decisions, the operational arguments behind them and what we learned when tidy screens met a busy Lagos service floor. Attendees will leave with a practical way to model multi-vendor orders, ownership and recovery when fulfilment breaks.

I'm CTO at Lion Hospitality Partners, where I lead the product and technology behind ordering, payments, kitchen operations, inventory and fulfilment across 14 venues, 60+ vendors and 90+ staff in Lagos. Between 1 April and 17 October 2026, the platform collected ₦1.95bn (about US$1.4M) across 39,680 paid tickets. I also cofounded Mular, a stablecoin payments product, and work as a Senior Product Designer on Kolibri, an offline-first learning platform used in 220+ countries and territories. I speak about what happens when product decisions meet the messy reality of money, kitchens, staff and unreliable infrastructure.