Overview
Martin Vander Ghinste is CEO of Feedelity, a Ghent-based Belgian Company Building customer loyalty and feedback solutions for the retail and hospitality sectors.
He has been a director of Feedback Analytics BV since its incorporation on 3 March 2025 and leads the company as CEO.
Martin Vander Ghinste is co-founder and CEO of Feedelity, a Ghent-based software company that brings guest feedback for restaurant chains into a single inbox. The platform connects Google, Uber Eats, Deliveroo, Instagram, email and other channels, and uses an AI assistant that learns a brand's past replies to draft responses, so managers across a chain can answer in a consistent tone and compare performance between locations. He founded the company with Henri Coorevits and Achilles Demey. The legal entity, Feedback Analytics BV, was incorporated on 3 March 2025 with the three founders as directors, and the product launched in March 2025. In January 2026 Feedelity raised €510,000 from Newschool VC, Scalefund and private investors Gilles Mattelin, Jorn Vanysacker, Wouter Fransoo and Robbrecht Delrue, to expand the team, develop the product and increase marketing. Customers named at that point were Panos, Hawaiian Pokebowl and Pureto. Panos runs Feedelity across nearly 300 points of sale and reported 1,400 hours saved in six months; the Dutch chain De Beren rolled it out across 78 locations in 2026.
In the news
- La Patate just raised funding and is scaling fast. They're looking for someone to build the operational playbook as they grow. 🍟 👉 If you've got multi-site or hospitality ops experience and know someone who fits, tag them below or reach out to me or Gilles Mattelin directly.
- Ten months ago Azzurri Group's CEO Steve Holmes said ASK Italian and Zizzi Restaurants would "strengthen their leading positions." Some ASK sites are becoming Dave's Hot Chicken. The easy read is that Italian casual dining lost to fried chicken. I don't think that's what happened. ASK didn't lose to Dave's. Where ASK and Zizzi sit close together, Azzurri has decided one of them goes. Same owner. Same catchment. In Oxford, the same street. CEO Steve Holmes says those sites were profitable. I believe him. That's the problem: profitable
- A guest who walks away from your counter costs you more than one who complains. And you will never know their name. Germany is about to make card payment compulsory for restaurants. DEHOGA Bundesverband's answer: digital payment is already standard, customers expect it. They're mostly right. 89% of German restaurants take cards. In snack bars and fast food one in five is still cash only. And here's what bothers me: it took a finance ministry to move that number. Not a single guest. Because the guest who walks up, sees "Nur
- We use guest feedback to analyze the saltiness of our corn” 🤯🤯🤯🤯 That’s how you know you have a winning company. Obsessed with the guest. Always trying to improve. Not missing any details. Hawaiian is the most successful and fastest growing restaurant chain of the BeNeLux. We all now understand why. What do your guests think about your 100 individual ingredients? Turn the feedback you already receive into “a goldmine”. Book a call or try for free. It comes with an in-depth analysis of your reviews. Mattijs Hermans Steije
- Pizza Hut just sold for less than you'd think. $1.2bn for 4,500 restaurants in China. $1.5bn for the other 15,000 everywhere else. Do the maths. A Pizza Hut in Xi'an is worth about three times a Pizza Hut in Birmingham. Same brand. Same logo. Same recipe. What changed is what the brand became in each market. In China it's still a place you go. You sit down. You choose it. Here it slowly turned into a box that arrives, ordered on an app that owns the customer, delivered by a rider who doesn't work for you. That's a fine way to grow
- Everyone rebrands what they buy. Caffè Nero's parent just posted a record year doing the opposite. £670m in sales, 1,191 shops, 11 countries. Most people will read that as "big coffee chain gets bigger." Look at how it got bigger. The Nero Group owns 200 Degrees. And Coffee#1. And Harris + Hoole. And FCB. This year it bought Compass Coffee in Washington. Now notice what it didn't do to any of them. It didn't put "Caffè Nero" over the door. That's rare. The standard move when you buy a loved regional chain is to rebrand it:
- The German arm of a British pub and restaurant group just replaced its boss of 27 years with a man who's been there since 1997. No search firm, no turnaround plan, no new logo. In this industry that counts as radical. Bernd Riegger has run Mitchells & Butlers Germany GmbH since 1999. On 1 October he hands over to Sebastian Assmus, who joined in 1997. That's the whole succession story. Nobody flown in. Nothing reset. In casual dining the standard move when a format starts to age is an outside CEO, a repositioning, a new logo, and a
- At 7am tomorrow, every unspent loyalty point at Beefeater Restaurants and Brewers Fayre expires. Not transferred. Not honoured somewhere else. Just gone. Whitbread's exit from restaurants has been costed carefully. All 106 Beefeater sites close on 10 September. 3,800 roles at risk. 53 pubs rebranding under Queensway Inns, with around 900 people expected to transfer. CEO Dominic Paul framed the whole thing as maximising value over the medium and long term. Every asset in that sentence is a building or a person. Not one of them is
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