Tarro's Path Toward Olo

Olo shows what Tarro could become if voice ordering turns from a labor substitute into a software platform. Olo sells digital ordering, payments, guest data, marketing, and partner integrations to large restaurant brands, so each customer is much bigger and stickier. Tarro wins smaller restaurants first with cheaper order taking and delivery economics, then can move up the stack as AI lowers the cost of handling calls and opens room to sell more software.

• Olo is built for enterprise chains. It had more than 750 restaurant brands and about 86,000 active locations at December 31, 2024, with $272.4M of 2024 revenue and products spanning Order, Pay, and Engage. That is a classic multi product restaurant software model, not a call center business.
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• Voice at Olo is mostly a channel inside a broader stack, not the whole wedge. Olo relies on integrations and partners like kea and BiteBuddy AI for phone ordering, while using AI inside ordering flows for things like menu recommendations and reputation insights. Tarro is the reverse, starting with the phone call itself and building outward.
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• The economics point in opposite directions. Olo averaged roughly $360K revenue per brand in 2024, in line with an enterprise sale. Tarro was around $24K per restaurant on average across 3,500 customers, which fits an SMB service led model. Olo has slightly higher gross margin at 55%, while Tarro is growing much faster because its market is more fragmented and less penetrated.
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The likely path is convergence. Olo is pushing AI into a mature enterprise stack, while Tarro is using labor savings as the entry point into software. If Tarro can replace more human call handling with AI without losing accuracy, it can widen margins and look more like Olo over time, but with a base in independent restaurants that Olo has largely not served.